CREATIVE PROBLEM SOLVING Prof Vidyanand Jha IIM Calcutta

CREATIVE PROBLEM SOLVING Prof. Vidyanand Jha IIM Calcutta December 7, 2000

PROBLEM SOLVING • Problem - a discrepancy – current state-desired state • Decisions- Choices – Two or more alternatives • Decision Making – process of choice making

General model of problem solving • • Identify problem Define Objective Make a predecision Generate alternatives Evaluate alternatives Make a choice Implement choice Follow up

Types of Decisions • Programmed – Simple, routine; preestablished routines and procedures; lower level workers (usually alone) • Non programmed – Complex, creative; no prescriptions available, upper level supervisors (usually in groups) • Strategic – high level, non programmed, directions for organization

Types of Decisions • Certain vs. uncertain – knowledge of decision outcomes – probability of decision outcomes – information available • Uncertainty Reduction

Types of Decisions • • top down vs. empowered decentralisation premises computers

Individual differences in decision making • Directive – prefer simple, clear solutions – make decisions rapidly – don’t consider many alternatives – rely on existing rules

Individual differences in decision making • Analytical – prefer complex problems – carefully analyse alternatives – enjoy solving problems – willing to use innovative methods

Individual differences in decision making • Conceptual – socially oriented – humanistic and artistic approach – solve problems creatively – enjoy new ideas

Individual differences in decision making • Behavioural – concern for their organizations – interest in helping others – open to suggestions – rely on meetings

Moving away from the rational • • bounded rationality intuition selective perception halo effect contrast effect projection stereotyping self fulfilling profecy

Moving away from the rational • • • obvious candidate garbage can model self interests enactment training

CREATIVE PROBLEM SOLVING • Using divergent as well as convergent modes of thinking

Creative Problem Solving • Problem – goal not achieved – unwanted symptoms • Mechanisms – habit – logical analysis – using analogies

Creative Problem Solving • Mechanisms – generating alternatives – evaluating alternatives – looking for information • Creative – Use of fantasy and imagination – Playful connections – Viewing problem from unusual perspective – Brainstorming

Creative Problem Solving • Process – preparation – incubation – illumination – verification

Divergent Thinking • Variety of responses • Trial and Error Thinking • Product not completely determined by given information

Creative Thinking • • Divergent as well as convergent Grasping the problem After divergent categorization, logical thinking, evaluation, comparison, analysis • Cycles of imaginative and rational

A model of creative Intelligence • Problem sensitivity, curiosity • Sensing of problems, issues, opportunities • Convergent thinking ability, cause guessing ability • Structuring of problems • Problem restructuring ability

A model of creative Intelligence • A new understanding of problem that facilitates interesting new approaches. • Divergent thinking, search for alternative approaches, solutions • Fluency • Flexibility • Originality

A model of creative Intelligence • • Evaluation through convergent thinking consequence guessing ability elaboration ( idea, approach, solution) Refinement through convergent thinking ability

Fluency • • Generating more ideas Resourcefulness More ideas- some good ideas associative thinking Censorship- silly/impractical Generate, then evaluate Fluency- flexibility, originality Practice situations in daily life

Flexibility • A change – meaning, interpretation, use, understanding, strategy • Looking from many angles • implications of multi-dimensional situations

Problem restructuring • • • Hawthorne Experiment Contingency naturopathy Discarding old ways of looking Creative use of deviance internal debate

Problem restructuring • data • going to roots- slums • A habit of looking for opportunities in problem situations – Shoes, garbage

Creative Thinking Techniques • Ideate copiously • Create constructive psychological strainfamiliar to unfamiliar and back. • Force wide shifts • Identify most potent idea

Creative Thinking Techniques • • • Brainstorming Attribute Listing Synectics Checklist of questions Structure problem- well understood, identify key dimensions • Separate idea production from evaluation

Creative Environment • • Stimulation Nurturance Low- tension Constructive Feedback Opportunity to learn Diversity of viewpoints Freedom with accountability

Creative Environment • Creators as role models • Facilities • creative norms and expectations of boss figure

Brainstorming • • Defer Evaluation Quantity begets quality more fantastic ideas Hitch hike on previous ideas

Brainstorming • • • Both groups as well as individuals Better ideas in second half for problems with multiple solutions concrete suggestions Specific topic Choosing ideas and developing them

Attribute Listing • For designing/redesign specific product/service • Building up, grafting , modifying • List basic but modifiable attributes/properties/specifications • Generate alternatives • Grafting attributes of some other object

Attribute Listing • Abstract/generic attributes – container, handling convenience, current function • More specific the better • separate modifiable from unmodifiable • List all attributes

Attribute Listing • What may be altered without changing the main function • State as more general/abstract attributes • What functions the attributes perform • How critical are they to main function • prioritizing attributes

Checklist of questions • • Questions- Divergent thinking ASARAMOMONA add subtract alter rearrange adapt

Checklist of questions • • magnify opposite minify other new alternative Dissatisfaction with status quo