1. Problem solving styles Lecture 4
Organizational Psychology
Jolanta Babiak

2. Problem solving A skill required of every person
Manager's job – problem solving job
Effective managers solve problems analytically and creatively
Different skills are required for each type of problem
Does anyone like problems?

3. How do we usually solve problems?
We try to get rid of them as quickly as possible
Often, we select first solution that comes to mind: it might be satisfactory but not the optimal
We tend to make decisions based on intuition or thin-slice information data
We tend to rely on first impressions or instantaneous judgements

4. Analytical Problem Solving
Define the problem
Generate alternative solutions
Evaluate and select alternatives
Implement and follow up on the solution

5. Defining the problem Differentiate facts from subjective opinions
Specify underlying causes
Speak with everyone involved to gather as much information as possible
State the problem clearly
Identify the flaws – violations of standards
Determine who owns the problem
Avoid stating the problem as a solution

6. Generating alternative solutions
Postpone evaluating alternatives
Be sure all involved individuals propose options
Specify alternatives that are in line with goals
Specify both short-term and long-term options
Build on others’ ideas
Specify alternatives that solve the problem

7. Evaluating and selecting an alternative
Evaluate relative to an optimal standard
Evaluate systematically
Evaluate relative ends to desirable goals
Evaluate main effects and side effects
State the selected alternative clearly

8. Implementing and following up on the solution
Implement at the proper time and in the right sequence
Feedback shall be allowed
Make sure solution is accepted by those who are affected
Establish monitoring system
Evaluate based on problem solution

9. Limitations of the analytical problem-solving model
Managers do not always practice all four steps due to different external pressures
The four steps do not guarantee solution to every problem
They are most applicable when the problem Is straightforward, when alternatives can be defined, when relevant information is available and a standard for judging the correctness of a solution
Many managerial problems are not easily identified hence are not suitable to be followed with the analytical model
Some problems are not approachable with rational analysis
In order to solve such problems a new way of thinking may be required…

10. Analytical problem solving is focused on getting rid of the problem Creative problem solving is focused on generating something new

11. Four distinct methods for achieving creativity – competing values framework
Flexibility
Internal
Incubation
Be sustainable
Imagination
Be new
External
Improvement
Be better
Investment
Be first
Control

12. capitalize on team work
Flexibility
Internal
Incubation
Be sustainable
capitalize on team work
Involvement, coordination and cohesion, empowering people, building trust
Imagination
Be new
Experimentation, exploration, risk taking, transformational ideas, revolutionary thinking, unique visions
External
Improvement
Be better
Incremental improvements, process control, systematic approaches, careful methods, clarifying problems
Investment
Be first
Rapid goal achievement, faster response than others, competitive approaches, attack problems directly
Control

13. Creative behaviors and traits
Imagination: creation of new ideas, breakthroughs and radical approaches to problem solving; experimenter, speculator, risk taker, entrepreneur, explores, rule breaker, visionary
Improvement: developing incrementally better alternatives, clarifying ambiguity associated with a problem, finding ways to improving processes or functions; systematic, careful, and thorough
Investment: rapid goal achievement and competitiveness, meet challenges head on, adopt a competitive posture, work harder than competitors, exploit others’ weaknesses, being first to offer product, idea or service; rapid response (with huge investment), competitive maneuvering, being the first mover
Incubation: teamwork, involvement, and coordination among individuals, unlocking the potential that exists in interactions among networks of people; fostering trust, empowering others, facilitating group cohesion, connecting, involving and coordinating people

14. Conceptual blocks to creativity
No one of the approaches is best: different circumstances call for a different approach to be employed
Most of us are unaware that we can be creative in many ways, but we have a preference towards certain kinds of problems to solve; preference is not the same as ability!
Conceptual blocks result from the thinking processes individuals use when solving problems
E.g. filtering processes (done unconsciously, mostly beneficial) but inhibit from registering some other kind of information
PARADOX! The more formal education and experience on the job individuals have the less able they are to solve problems creatively; due to loosing ability to experiment, improvise or taking mental detours

15. Example of problem definition and analysis
Problem: low morale among members of your team
What does this remind me of?
What does this make me feel like?
What is it similar to?
What is this opposite of?

16. Ways to generate more alternatives
Train your fluency and flexibility of thought
Fluency: number of ideas or concepts produced in a given length of time
Flexibility: diversity of ideas or concepts generated
Consider many heterogeneous alternatives
Brainstorming
Expand current alternatives: subdivision
Combine unrelated attributes

17. Hints for applying problem-solving techniques
Give yourself some relaxation time
Find a place (physical space) 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

18. Bibliography
Robbins, S. P., Judge, T. A. (2013). Organizational behavior. New Jersey: Person education, Inc.
Whetten, D. A., Cameron K. S. (2011). Developing Management Skills. New Jersey: Person education, Inc.