Transcript 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
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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
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top down vs. empowered
decentralisation
premises
computers
Individual differences in decision
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• Directive
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prefer simple, clear solutions
make decisions rapidly
don’t consider many alternatives
rely on existing rules
Individual differences in decision
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• Analytical
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prefer complex problems
carefully analyse alternatives
enjoy solving problems
willing to use innovative methods
Individual differences in decision
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• Conceptual
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socially oriented
humanistic and artistic approach
solve problems creatively
enjoy new ideas
Individual differences in decision
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• Behavioural
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concern for their organizations
interest in helping others
open to suggestions
rely on meetings
Moving away from the rational
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bounded rationality
intuition
selective perception
halo effect
contrast effect
projection
stereotyping
self fulfilling profecy
Moving away from the rational
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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
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Use of fantasy and imagination
Playful connections
Viewing problem from unusual perspective
Brainstorming
Creative Problem Solving
• Process
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preparation
incubation
illumination
verification
Divergent Thinking
• Variety of responses
• Trial and Error Thinking
• Product not completely determined by given
information
Creative Thinking
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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
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Evaluation through convergent thinking
consequence guessing ability
elaboration ( idea, approach, solution)
Refinement through convergent thinking
ability
Fluency
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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
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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
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Brainstorming
Attribute Listing
Synectics
Checklist of questions
Structure problem- well understood,
identify key dimensions
• Separate idea production from evaluation
Creative Environment
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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
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Defer Evaluation
Quantity begets quality
more fantastic ideas
Hitch hike on previous ideas
Brainstorming
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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
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Questions- Divergent thinking
ASARAMOMONA
add
subtract
alter
rearrange
adapt
Checklist of questions
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magnify
opposite
minify
other
new
alternative
Dissatisfaction with status quo