Creative Problem
Solving
Different Problem Solving Process
ANALYTICAL
CREATIVE
1.
1.
2.
3.
4.
5.
What is the problem?
2.
Plan the solution.
3.
Look for ways of getting
there.
4.
Carry out the plan.
5.
Check the results.
What is the real problem?
Brainstorm many ideas.
Make the ideas better; pick
the best solution.
Implement the best solution.
How does the solution work?
What have you learned?
What else can you do?
Herrmann Whole Brain Thinking Model
Cerebral
A
Authoritarian
Materialistic
Academic
Realistic
What?
ANALYZER
Logical thinking
Analysis of facts
Critical evaluation
Processing numbers
VISUALIZER
Right Brain
Detailed organization
Reliable
Operational planning
Traditional
Manuals, schedules
Task-Driven
Preventive action
B
© 2004 Herrmann International
Experimental
Futuristic
Inventive
Flexible
Conceptualizing
Strategic thinking
Imaginative design
Big-picture viewpoint
Left Brain
Bureaucratic
D
What if?
ORGANIZER
How?
Social, interpersonal
Care giving, sensing
Spiritual, intuitive
Expressing ideas
PERSONALIZER
Why?
Limbic
ValueOriented
Humanistic
Cooperative
C
Modern Chinese Characters for Crisis
wei ji
CRISIS
=
危
机
DANGER
+
OPPORTUNITY
The EXPLORER
looks for context, trends, opportunities
Problem Finding
EXPLORATION
How to Practice the Explorer’s Mindset

Be adventuresome.

Take one afternoon a month off to look around in
other areas.

Read outside your own field.

Look for trends, context, “the big picture” and
opportunities.
Explorer Tools
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Studying Trends
Networking
Web Surfing
Preliminary Patent Search
Creative Idea File
Modeling a Problem
Mindmapping
Morphological Creativity and Synectics
(advanced tools requiring special training)
“Don’t Sell Me” Game
The DETECTIVE
searches for clues and root causes
Problem Definition INVESTIGATION
Tasks to Do in the Detective’s Mindset

Find the REAL problem.

Ask questions.

Collect information; analyze data; identify the
root causes of problems.

Write a problem briefing and positive problem
definition statement.
Detective Tools
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Asking questions (Kepner-Tregoe approach)
Customer surveys
SPC (including Pareto diagram)
FMEA, FTA
Experiments and statistical analysis
Assets and liability analysis
Sequence-attribute/modifications matrix
QFD House of Quality
8-D and other in-house methods
Introspection: What do you already know?
Checklist for Problem Definition
1.
2.
3.
4.
5.
6.
7.
Use a whole-brain problem solving team.
Choose or look at the assigned problem topic or area.
Focus the topic: diverge to context or converge to smaller
parts.
Collect data: customer surveys, web and other searches.
Record all information in a notebook, design journal, or
inventor’s log.
Analyze the data; rank root causes of the problem;
visualize in the form of a Pareto diagram.
Briefing document: summarize the REAL problem.
Develop a positive problem definition statement.
Idea Generation
A
D
B
C
The Artist
changes information into ideas
Idea Generation IMAGINATION
Tasks to Do in the Artist’s Mindset

Brainstorm with a team or alone.

Keep a positive, playful attitude.

Expect to come up with all kinds of ideas: wild
and crazy, mundane, novel, exciting, weird,
odd, plain … that’s fine!
Rules for Brainstorming
1
Generate as many solutions as possible;
quantity counts.
2
“Wild” idea are encouraged.
3
No judgment or criticism at this time.
4
Idea pinching is allowed.
Rules for Brainstorming

Review the problem’s background; post the problem definition
statement.

State the four brainstorming rules.

Explain the procedure that will be used.

Conduct a create thinking warm-up exercise.

Start the idea generation process; record all ideas.

Conclude the session after 30-45 minutes.

Collect all ideas; thank and dismiss the group.
SCAMPER
Example: Nuts & Bolts Manufacturing

Substitute: High-speed steel? Carbon fiber? Plastics? Glass? Nonreactive material?

Combine:
Integrate nut & bolt? Bold & washer?
Bolt & spanner?

Adapt:
Allen key or star head on bolt?
Countersink head?

Modify:
Pre-painted green bolts? Screw-in plugs? Bolts for bridge?
Mini bolts for watches?

New Uses:
Bolts as hinge pins? As axles?

Eliminate:
Nuts, washers, heads, threads, etc.?

Reverse:
Bolts that cut threads?
Idea Evaluation
A
D
B
C
Creative Concept Evaluation
“ENGINEERING” IDEAS
Tasks to Do in the Engineer’s Mindset

Sort, group, combine, supplement and develop
ideas. Build on ideas. Synthesize ideas. Put ideas
to practical use. Create better solutions.

Work in teams or alone.

Integrate left-brain and right-brain thinking.
Keep a positive attitude.
Idea Evaluation
1
Look for quality, not quantity. Make ideas better.
2
Make “wild” ideas more practical.
3
Continue to defer negative judgment.
4
Synthesize and optimize ideas!
Procedure for Creative Idea Evaluation
Task 1
Sort ideas into at most 7 categories.
Task 2
Do a creative thinking warm-up.
Work within each category; synthesize,
develop and improve ideas.
Use wild ideas as stepping stones
to more practical ideas.
Procedure for Creative Idea Evaluation
Task 3
Force-fit ideas between categories.
Continue synthesis to obtain high-quality ideas.
Often, the best ideas are generated during this phase.
This is the process underlying the Pugh method which
is a creative concept evaluation technique using a
matrix format.
Idea Synthesis
New Ideas
1
2
Synthesis
Force-Fitting
3
4
Idea Judgement
A
D
B
C
Idea Judgment
CRITICAL EXAMINATION
Tasks to Do in the Judge’s Mindset
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Establish criteria. Sift and rank ideas.
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Examine shortcomings and identify flaws, then
look for ways to overcome the negatives.
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Asses timing, risks and bias.
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Then make the decision.
What Are Your Assumptions?
Cleopatra and Anthony are found dead on the floor
in the middle of a pool of water and broken
glass. What happened?
1. Brainstorm and jot down some ideas.
2. Now think about your underlying assumptions.
3. Change your assumptions. Does this lead to an
entirely new direction in your “story”?
Idea Judgement
•
•
•
•
•
•
•
•
Consensus Vote
Single Criterion
Advocacy method
Reverse brainstorming
Experimentation
Trial and Error
Designed Experiment
Pugh Method
• No failures; degrees of
success
• Examine biases,
assumptions
• No judgement
• No perfect solution
Example of an Advantage/Disadvantage Matrix
Evaluating Job Options
LIST OF CRITERIA
1
JOB OPTION
2
3
4
5
Pay
+
0
0
0
+
Other benefits
+
0
0
0
+
Personal growth
+
+
+
0
0
Good for family
+
+
0
+
0
Independence
0
+
+
+
0
Status
0
+
0
0
+
Excitement and challenge
0
+
+
0
0
Co-workers
+
+
0
+
0
Boss
+
+
0
+
+
Fit with life goals
+
+
0
0
+
7
8
3
4
5
3
2
7
6
5
TOTAL SCORE
+
0
Implementation
A
D
B
C
Solution Implementation
GOING INTO ACTION
Tasks to Do in the Producer’s Mindset
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Make an action plan. Have good communications.
Implementation is hard work and takes time. But
here is the payoff!
Implementation is a new problem requiring
creative problem solving.
Pay attention to monitoring and follow-up. What
have you learned?
Two Phases of Implementation
SELLING YOUR IDEA
Analyze the problem – plan your strategy.
List the benefits.
Make a presentation for selling the idea.
Work for acceptance.
PUTTING THE IDEA TO WORK
Develop a work plan.
Do the implementation.
Monitor the results.
Evaluate the problem solving process.
The Selling Approach
Pick the right audience/target
Don’t oversell
Don’t give up too soon
Watch your timing
Be brief and to the point (30-sec message)
Plan your presentation carefully; use visual aids
Make your ideas easy to accept
Avoid confrontation
Reasons for Opposition
Lack of understanding
Not following “the rules”
Prejudice
Other loyalties
No direct benefits
Idea seen as criticism
Fear of change
Habit (mental block)
The only person
who likes change
is a wet baby
Working for Acceptance
Agree with the opposition
Listen carefully for better ideas
Don’t feel hurt; don’t attack
Stay casual; get others involved—have a champion
Work for continuous improvement
Show benefits to the other party
Have change as a reversible process
Or plan needed change in incremental steps
To get acceptance, would you be willing
for someone else to get the credit?
Implementation Planning Tools

Copycat
For similar conditions, copy a previously successful
procedure.

5-W Method Answer who, what, where, when, why for each
implementation task. Let people decide the “how”

Flow Chart Visually represent all activities that must be performed in
sequence. This shows prerequisites.
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PERT
This complicated program evaluation and review technique
is for large, complex projects.

Gantt Chart This simple work plan visually presents the time required
for each task.
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Cost Budget Used with information from Gantt chart.
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Risk AnalysisUsed for very important projects where major
implementation obstacles are anticipated.