Chapter 3: Solving Problems
Analytically and Creatively
How should I figure THIS one out?
Solving Problems Creatively:
Objectives

Increase proficiency in:
 Rational problem solving
 Recognizing personal conceptual
blocks
 Enhancing creativity by overcoming
conceptual blocks
 Fostering innovation among others
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Rational Problem Solving

Step 1: Define the Problem
 Differentiate fact from opinion
 Specify underlying causes
 State the problem explicitly
 Identify what standard is violated
 Determine whose problem it is
 Avoid solutions disguised as problems
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Rational Problem Solving

Step 2: Generate Alternative Solutions
 Match solutions to goals
 Get solutions from everyone involved
 Build on others’ ideas
 Specify short- and long-term solutions
 Postpone evaluating alternatives
 Specify alternatives that solve the
problem
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Rational Problem Solving

Step 3: Evaluate and Select an
Alternative
 Evaluate relative to the best standard
 Evaluate systematically
 Evaluate relative to goals
 Evaluate main effects and side effects
 State the selected alternative explicitly
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Rational Problem Solving

Step 4: Implement and Follow Up on the
Solution
 Implement at proper time in right
sequence
 Provide feedback opportunities
 Engender acceptance
 Establish ongoing monitoring system
 Evaluate based on problem solution
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How to Foster Rationality
Among Work Groups

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Describe the terrain; what does
rationality look like, why do you want to
go there?
Rehearse rationality regularly within the
group
Clearly specify goals, desired outcomes,
criteria, values with everyone at the
beginning
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How to Foster Rationality
Among Work Groups



Help everyone learn to distinguish
between a problem and a symptom and
a solution
Don’t make decision making a race;
rationality is a craft, not a competition
Tap everyone as an information source
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How to Foster Rationality
Among Work Groups

Discourage everyone from assuming
that they already know the answer; no
early conclusions allowed
 Ask the first reasonable solution to come
in, take a seat, and wait until additional
solutions arrive
 Invite everyone to consider as many
effects of the decision as possible
 It ain’t over until the evaluation is sung
and the reviews are in
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Limitations of the Rational
Problem-Solving Model
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Time, competing problem demands
(firefighting)
Ambiguity of the situation, problem
Insufficient, inaccurate information
“Brain Strain” – information overload
History, habit, commitment
Specialties and backgrounds of decision
makers: perceptual blocks
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Limitations of the Rational
Problem-Solving Model

Individual differences in cognitive styles
 Self-interest
 Money
 Politics, conflict
 Need to “break set”...
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Use Creative Problem Solving
To “Break Set” When...

no acceptable alternative seems to be
available
 all reasonable solutions
seem to be blocked
 no obvious best
answer is accessible
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Creativity

Involves the use of intuition, ingenuity,
insight
 Rather than narrowing down to “one best
decision,” opening to create new
possibilities, many alternatives
 Outgrowth of training and experience
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Conceptual Blocks Inhibit
Creative Problem Solving

Constancy
 Vertical thinking – “dig the
well deeper”
 Single thinking language – can you
move one stick to create a true
equality?
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Conceptual Blocks
Inhibit Creativity

Commitment
 Stereotyping based on
past experience – “four
volumes of
Shakespeare” question
 Ignoring commonalities
– what are common
terms that apply to both
water and finance?
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?
=
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Conceptual Blocks
Inhibit Creativity

Compression
 Artificially constraining
a problem – draw one
line through nine dots
 Distinguish figure from
ground
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Conceptual Blocks
Inhibit Creativity

Complacency
 Lack of questioning – when was the
last time you asked three “why”
questions in a row?
 Bias against thinking – left brain more
likely to be used than right
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Stages in Conceptual
Blockbusting
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
Preparation

Incubation

Illumination

Verification
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Creativity Tips

Give yourself relaxation time
 Find a place 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
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To Foster Creativity...
Principle
Examples
Pull people apart
Put people together
Let individuals work alone
Encourage minority reports
Encourage heterogeneous team members
Separate competing groups
Monitor and prod
Talk to customers, identify their expectations
Hold people accountable
Use “sharp-pointed” prods
Reward multiple
roles
Idea champion; Sponsor and mentor;
Orchestrator and Facilitator; Rule Breaker
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Case Studies

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The Sony Walkman – answer
questions in textbook – don’t go to next
slides until you have done so!
After developing your own ideas, come
up with a group plan for fostering this
type of innovation in a company like
Dow-Corning
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The Sony Walkman Finale

Ibuka enlisted the assistance of Morita,
then orchestrated a meeting with the
tape recorder engineers, the headphone
engineers, and Morita. He had
persuaded production to make one
prototype, and then he simply let
everyone listen to music through the
headphones. Eureka! He had his idea
sold.
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The Sony Walkman Finale

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At first the product didn’t sell very well in Japan, but
when it was exported to the United States – with its
skateboarders, joggers, bicyclists, and exercise
nuts – it took off like crazy. Soon it became
standard fare for every teenager in the country, and
for many of their parents as well. In fact, it was the
product that most people associated with the Sony
name, and at about $100 per unit, it became a
large addition to corporate revenues as well.
Ibuka didn’t invent the product, but he was clearly
its innovator.
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Conceptual Blockbusting


Prior to meeting in groups:
 Generate your statement that
accurately defines the problem
 Develop at least three alternative
solutions to problem
During group meeting
 Agree upon “actual” problem
 Develop a group solution to problem
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Conceptual Blockbusting

After agreeing on problem and solution,
generate AT LEAST 5 other definitions of
the problem
 Apply creative problem-solving
techniques to generate at least 10 new
solutions to the problem
 Be prepared to report the most creative
and insightful solution from your group to
the class next week
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Discussion Questions –
Conceptual Blocks
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How difficult was it to reach consensus on a
problem statement?
How quickly did the group select a good
alternative in stage 1?
What creative problem-solving hints and
techniques were most useful in each case?
Which were less useful?
Which can you use in other problems you
face?
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