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 strain- familiar 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