1. Prof. Tony Proctor 1 Chapter 7 Lateral Thinking  Awareness  Alternative ways of viewing a problem  Provocative methods

2. Prof. Tony Proctor 2 AWARENESS (1)  Dominant idea - how is the problem being viewed? There may be other ways.  Tethering factors - unjustified assumptions. Eg; workers will not strike if management is heavy handed.  Polarising tendencies - TWO viewpoints can polarise the situation in to an EITHER / OR situation, reducing possible solutions.

3. Prof. Tony Proctor 3 AWARENESS (2)  Boundaries - problem boundaries limit the amount of room available to solve a problem, They need to be ignored if solutions other than variations on old ideas are to be found.  Assumptions - they should be recognised, even if their validity cannot be assessed. Through recognition of assumptions new insights may be obtained.

4. Prof. Tony Proctor 4 ALTERNATIVE WAYS OF VIEWING A PROBLEM  Avoidance devices  Rotation of attention  Change of entry point  Quota of alternatives  Concept changing and challenging  Key word omission  Fractionation and bridging devices

5. Prof. Tony Proctor 5 PROVOCATIVE TECHNIQUES (1)  Random stimulus – Sample any rich set of random stimuli to seek a relationship between the object and the problem under consideration. ‘Absenteeism and a butterfly’ example.  Intermediate impossible – Use an ideal but impossible solution to a problem and adapt it into a viable option. ‘shoplifting problem’.  Reversal - turn the direction of the problem around - instead of "how to make the factory safer for workers" it could be "how to make workers more safe for the factory".

6. Prof. Tony Proctor 6 Random Word Example  The problem is how to reduce absenteeism.  The word ‘butterfly’ is randomly obtained.  The properties of a butterfly are listed e.g.  only lives for a short while  is very pretty to look at  Only lives for a short while: Can be compared to the staff interest level. How do we improve the interest levels of the staff so they do not get bored or lose interest?  Very pretty: We have to improve the working environment, people are more relaxed and comfortable in a pleasant working area. We need to make them feel that they are not actually going to work.

7. Prof. Tony Proctor 7 Intermediate Impossible Example  problem: reduce theft in supermarkets  solution: give food away free  Food free, but entrance fee to store - one trolley per week - standard fee calculated on sales turnover of store and number of customers.  As above but collected as a district tax.  As above but based on club membership  Food is free but pay for change in weight between entering and leaving supermarket - hand in weight ticket at weighout point.

8. Prof. Tony Proctor 8 PROVOCATIVE TECHNIQUES (2)  Distortion - take a situation to an extreme. In quality control, where production rejects are high, view everything produced as a reject. Could lead to thinking of redesigning the production line.  Exposure - consider things unrelated to a problem. A plastic duck could be related to organisational problems - those above the surface and those below it.  Cross fertilisation - ask experts in other areas how they might solve the problem using their own methods.  Problem switching - move from one problem to another and then back again.

9. Prof. Tony Proctor 9 METAPHORICAL ANALOGIES  To draw an analogy between a problem for which one does not have a solution and a comparable problem from a totally different sphere of activity for which an answer does exist.  Problem: management development programme not producing right calibre executives  Problem analogy taken: gardener growing prize flowers

10. Prof. Tony Proctor 10 Management development case (1) Gardener  Prepares the ground well taking account of the site's suitability  Selects prize winning seeds  Sows the seed and protects from pests and frosts while keeping them fed and watered Trainer n What is the equivalent? Are some areas or departments more suitable than others? n Are right people selected for development? How to improve? n Equivalent of pests and frosts? Best way of feeding and watering developing managers

11. Prof. Tony Proctor 11 Management development case (2) Gardner n When shoots begin to show, weed out weaker ones to leave space for healthier ones n Care continues and the plant is tied to a stake for support n Exhibit the flowers before judges; obtain certificate to commemorate success Trainer n How might weeding out be accomplished in a positive way in an organisation? n What support is given? Mentor? What else? n Equivalent of exhibition? Assignment? Who are the judges? Who receive prizes?

12. Prof. Tony Proctor 12 SOURCES OF USEFUL ANALOGIES  Natural world  Animal kingdom  Other cultures and civilisations past and present  Other industries  Sciences - chemistry, physics, etc.  Sport  Arts and crafts  Leisure activities