1. Analytical and Creative Problem Solving

2. Analytical Problem Solving
Define the problem
Differentiate fact from opinions
Specify underlying causes
Tap everyone for information
State the problem explicitly
Identify what standard is violated
Determine whose problem is it
Don’t state problem as disguised solution

3. Analytical Problem Solving
Generate alternative solutions
Postpone evaluating alternatives
Involve all in generating solutions
Specify options consistent with goals
Specify short and long term options
Build on others’ ideas
Specify options that solve problems

4. Analytical Problem Solving
Evaluate and select alternatives
Evaluate relative to an optimal standard
Evaluate systematically
Evaluate relative goals
Evaluate effects
State the selected option explicitly

5. Analytical Problem Solving
Implement and follow up on the solution
Implement timely and in sequence
Provide opportunities for feedback
Get acceptance of the affected ones
Establish an ongoing monitoring system
Evaluate based on problem solution

6. Constraints of APSM Not wholly followed in real life
More suited for "computational problems"
Straightforward problem
Readily available alternative solutions
Relevant information available
Standards to judge the correctness

7. Constraints of RPSM Some problems not amenable to a rational analysis
Ambiguous and unpredictable outcomes

8. Constraints of RPSM Problem definition Lack of consensus
Uncertainty about definitional perspective
Presented as solutions already possessed
Confusion between symptoms and real problem
Confusing information

9. Constraints of RPSM Alternatives generation
Evaluation one at a time when presented
Already known alternatives
Acceptance of the first acceptable solution
Past successful solutions

10. Constraints of RPSM Alternatives Evaluation
Limited information on each option
Closer home search for information
Heavy cost in information gathering
Preferences of best options not always known
Acceptance of satisfactory solution
Default selection of solution

11. Constraints of RPSM Implementation and follow up
Difficulty in acceptance of solution
Resistance to change
Difficulty in deciding aspects of monitoring
Need for managing political and organizational processes
Long time requirement

12. Creative Thinking Ability to:
Modify self- imposed constraints or assumptions
Generate new ideas not yet explored
Develop new solutions to old problems
Relate old solutions to new problems
Define situations in a new way
Establish links between two seemingly unrelated things

13. Vertical Thinking Chooses, evaluates, and judges
Looks for one right solution
One thing follows directly from another
Concentrates on relevance
Moves in the most likely direction

14. Lateral Thinking Moves, changes, and generates
Looks for different solutions
Makes deliberate jumps
Welcomes chance intrusion
Explores the best likely direction

15. Multiple Approaches to Creativity
Imagination
Be new
experimentation, exploration, risk taking, transformational ideas, revolutionary thinking, unique visions
Incubation
Be sustainable
capitalize on teamwork, involvement, coordination and cohesion, empowering people, building trust
Improvement
Be better
incremental improvements, process control, systematic approaches, careful methods, clarifying problems
Investment
Be first
rapid goal achievement, faster responses than others, competitive approaches, attack problems directly

16. Dimensions of Types of Creativity
Imagination
Incubation
Large
Slow
Magnitude
Speed
Investment
Improvement
Small
Fast

17. Situations for Effectiveness
Imagination
Be new
Need for brand new, breakthrough products, emerging markets, resources needed for experimentation
Incubation
Be sustainable
Existence of a diverse community with strong values, need for collective efforts and consensus, empowered workforce
Improvement
Be better
Requirement for quality, safety and reliability, high technical specialization, effective standardized processes
Investment
Be first
Need for fast results, highly competitive environment, emphasis on bottom line outcomes

18. Conceptual Blocks
Mental obstacles limiting the way a problem is defined and solutions generated
Developed through the thinking processes over time and the filtering out of information
More constraints with more education, age and specialization

19. Conceptual Blocks Constancy: tendency to become constant or consistent
Vertical thinking: e.g. not being able to view the problem from multiple perspectives
One thinking language: e.g. using only one language (such as verbal language) to define and assess the situation

20. Conceptual Blocks
Commitment: tendency to be committed to a particular view or solution
Stereotyping e.g. seeing present problems as only the variation of the past problems
Ignoring commonalties e.g. not perceiving common features or make connections among elements that initially appear different

21. Conceptual Blocks
Compression: tendency to look at problem too narrowly, screening out too much relevant data, or making assumptions that inhibit problem solving
Not distinguishing figure from ground: e.g. not filtering out irrelevant information or not finding needed information

22. Conceptual Blocks Compression
Artificial constraints: e.g. defining the boundaries of the problem too narrowly

23. Conceptual Blocks Complacency: tendency to be content with very little
Non inquisitiveness: e.g. not asking questions to obtain information or to search for data for fear of appearing naïve, ignorant or foolish
Non thinking: e.g. a bias toward activity in place of mental work

24. Individual Barriers Thinking and perceptual pattern
Allowing mind to be conditioned into following a dominant pattern (concept prison)
Stereotyping – seeing only what is expected
Polarising alternatives (either/ or, yes/ no, right/ wrong)

25. Individual Barriers Feeling and emotional pattern
Fear of being evaluated (e.g. looking foolish)
Anxiety
Defensiveness
Inability to tolerate ambiguity
Intensive desire for security or order
Inability to relax, incubate, ‘sleep on it’

26. Individual Barriers Beliefs and assumptions ‘The right answer’
‘That’s not logical’
‘Follow the rules’
‘Be practical’
‘Avoid ambiguity’
‘To err is wrong’

27. Individual Barriers Beliefs and assumptions ‘Play is frivolous’
‘That’s not my area’
‘Don’t be foolish’

28. Barriers to Creative Thinking
Habits and behaviours
Evaluating too quickly
Conformity
Tempting to find easy solutions
Making assumptions and failing to examine them
Not challenging the obvious, the tradition, and the rules
Following the familiar

29. Barriers to Creative Thinking
Habits and behaviours
Evaluating too quickly
Conformity
Tempting to find easy solutions
Making assumptions and failing to examine them
Not challenging the obvious, the tradition, and the rules
Following the familiar

30. Barriers to Creative Thinking
Attitudes and self concept
I know all or nothing
I am not/ can not be/ need not be creative

31. Organisational Barriers
Managerial behaviours fostering individual reactions mentioned above
An oppressive organisational climate
Organisations which stress the consequences of failure
Organisational stability

32. Organisational Barriers
A highly centralised organisational structure and rigid hierarchy
An organisation that leaves its members little time for thinking and experimenting
Widespread ‘them and us’ attitude

33. Organisational Barriers
Group ageing and groupthink
Homogeneous group composition
Non- visionary leadership.

34. Creativity and Problem Solving
More relevant at the time of
Analysing the problem/ situation
Generating alternative courses of actions

35. Creativity and Problem Solving
Concept or beliefs of the problem solver about the situation
What outcomes are possible?
What variables are relevant?
Which of the relevant variables are controllable and which not?
What constraints apply to them?
How the outcomes are related to the relevant variables?

36. Self Imposed Constraints
Constraining beliefs that are in error
Impose ‘direction’ on the decision- maker
Removal enables the decision- maker to find courses of action

37. Creative Problem Solving
The ability of a person in a choice situation to modify self-imposed constraints so as to enable him/ her to select courses of action or produce outcomes that he/ she would not otherwise select or produce

38. Creative Problem Solving Stages
Preparation
Incubation
Illumination
Verification

39. CPS Approaches Improve problem definition
Elaborate on definitions - generate two or more plausible definitions of the problem; use a question checklist for thinking of alternatives to the accepted definitions
Reverse the definition
Use synetics (make the strange familiar and familiar strange)

40. CPS Approaches Improve generation of alternatives
Defer judgement (brainstorming): generate alternatives without prematurely evaluating
Expand current alternatives: divide a problem into smaller parts and seek alternatives with respect to each part
Combine unrelated attributes: morphological forced connections and relational algorithm

41. CPS Approaches General approaches
Approach the problem with an open mind
Use lateral thinking in addition to vertical thinking
Challenge stereotypes based on past experiences
Identify underlying themes and commonalities in seemingly unrelated factors

42. CPS Approaches General approaches
Delete superficial information and fill in important missing information
Use several thought languages
Avoid self- imposed constraints
Be prepared to take risks and to experiment
Involve others who do not own your problems