1. Developing Management Skills
Chapter 3:
Solving Problems Analytically and Creatively
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2. Learning Objectives Increase proficiency in analytic problem solving
Recognize personal conceptual blocks
Enhance creativity by overcoming conceptual blocks
Foster innovation among others
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3. A Model of Problem Solving
Step 1: Define the Problem
Differentiate fact from opinion
Specify underlying causes
Tap everyone involved for information
State the problem explicitly
Identify what standard is violated
Determine whose problem it is
Avoid stating the problem as a disguised solution
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4. A Model of Problem Solving
Step 2: Generate Alternative Solutions
Postpone evaluating alternatives
Be sure all involved individuals generate alternatives
Specify alternatives that are consistent with goals
Specify both short- and long-term solutions
Build on others’ ideas
Specify alternatives that solve the problem
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5. A Model of Problem Solving
Step 3: Evaluate and Select an Alternative
Evaluate relative to an optimal standard
Evaluate systematically
Evaluate relative to goals
Evaluate main effects and side effects
State the selected alternative explicitly
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6. A Model of Problem Solving
Step 4: Implement and Follow Up on the Solution
Implement at proper time and in the right sequence
Provide opportunities for feedback
Engender acceptance
Establish ongoing monitoring system
Evaluate based on problem solution
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7. Constraints on the Analytical Problem-Solving Model
Defining the problems
Lack of consensus on the problem
Acceptance of problem definition
Symptoms are often confused with the real problem
Confusing information
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8. Constraints on the Analytical Problem-Solving Model
Generating Alternatives
Alternatives are evaluated as they are proposed
Few possible alternatives are usually known
The first acceptable solution is usually accepted
Alternatives are based on what was successful in the past
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9. Constraints on the Analytical Problem-Solving Model
Evaluating and Select an Alternative
Information on alternatives is limited
Search for information occurs close to home
The type of information is constrained by other factors
Gathering information is costly
Preferences for the best alternatives are not always known
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10. Constraints on the Analytical Problem-Solving Model
Implementation and Follow up
Acceptance is not always forthcoming
Resistance to change
Uncertainty about what part of solution to monitor
Political and organizational processes must be managed
It may take a long time to implement a solution
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11. Impediments to Creative Problem Solving
Most people assume creativity is one dimensional
Almost everyone has created blocks that inhibit our creativity
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12. Four Types of Creativity
Insert Figure 3.1
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13. Key Dimensions of the Four Types
Insert Figure 3.2
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14. Examples for Four Types
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15. Conceptual Blocks
Mental obstacles that constrain the way problems are defined.
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16. Two Examples
Percy Spencer’s Magnetron lead to the invention of the microwave
Spence Silver’s Glue lead to the every popular Post-It Notes
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17. Conceptual Blocks Constancy Commitment Compression Complacency
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18. Conceptual Blocks
The constancy block refers to being wedded to one point of view and being unable to change perspectives.
vertical thinking: ignoring alternative problem definitions and thus pursuing a narrow solution path.
single thinking language: people use only words and verbal language to think about problems
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19. DeBono’s Ways of Thinking
Vertical Thinking
Continuity
Chooses
Stability
Searches for what is right
Analytic
Where the idea came from
Develops an idea
Lateral Thinking
Discontinuity
Changes
Instability
Searches for what is different
Provocative
Where the idea is going
Discovers the idea
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20. Multiple Thinking Languages
Words
Symbols
Sensory (i.e. smell)
Feelings and emotions
Visual imagery
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21. Multiple Thinking Languages
The more languages available to problem solvers, the more creative the solution will be.
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22. The Matchstick Configuration
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23. Conceptual Blocks
2. The commitment block : unwillingness to change perspectives once someone has taken a stance on a particular point of view.
stereotyping based on past experiences
ignoring commonalties
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24. a. Perceptual Stereotyping
When individuals define present problems in terms of problems that they have faced in the past.
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25. Shakespeare Riddle
Insert figure 3.5
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26. b. Ignoring Commonalities
Creativity is blocked when individuals fail to find the common thread that exist between dissimilar problems.
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27. Conceptual Blocks 3. The compression block
3. The compression block : looking too narrowly at a problem, defining it in a constricted way, or screening out relevant information.
artificial constraints: placing unnecessary boundaries around a problem.
not separating figure from ground, which means not constraining a problem sufficiently so that it can be solved.
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28. Name That Ship!
Insert figure 3.6
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29. Examples of Compression
Artificial Constraints
Insert figure 3.7
Separating Figure From Ground
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30. Conceptual Blocks 4.The complacency block
The complacency block occurs as a result of fear, ignorance, insecurity, or mental laziness.
Noninquisitiveness: unwillingness to ask questions, gather information, or search for relevant data.
bias against thinking: a preference for taking action over engaging in thought and reflection.
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31. Examples of Complacency
Noninquisitiveness: Unwillingness to ask questions
Bias against thinking:
Proclivity to avoid doing mental work
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32. Insert Table 3.4
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33. Stages in Creative Thought
Preparation
Incubation
Illumination
Verification
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34. Ways to Improve Problem Definition
Make the strange familiar and the familiar strange – Synectics
Elaborate the definition
Reverse the definition
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35. Four Types of Analogies
Personal
Direct
Symbolic
Fantasy
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36. Ways to Generate More Alternatives
Defer judgment – Brainstorming
Expand current alternatives
Combine unrelated attributes
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37. Rules of Brainstorming
No evaluation of ideas is permitted
Wild ideas are encouraged
Quantity before quality
Build on ideas of others
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38. Morphological Synthesis
The problem is written down
Attributes of the problem are listed
Alternatives to each attribute are listed
Different alternatives from the attributes are combined
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39. Relational Algorithm
Applying connecting words that force a relationship between two elements in a problem.
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40. Hints to Facilitate Creative Problem Solving
Give yourself relaxation time
Find a place where you can think
Talk to other people about ideas
Ask other people for their suggestions about your problems
Read a lot
Protect yourself from idea-killers
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41. A Model of Analytic and Creative Problem Solving
Insert figure 3.10
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42. Three Principles for Fostering Creativity
Pull people apart; put people together:
provide separate areas for people to develop new ideas
putting them back together into teams and groups.
Monitor and prod:
provide the resources needed for innovation
hold people accountable for producing creative ideas.
Reward multiple roles:
idea champion,
sponsor/mentor,
orchestrator/facilitator,
rule breaker.
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43. Enabling Creativity in Others
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