Peter Considine & tc 1 Lecture 5 -2 Creative Problem Solving Essential Reading: Notes in Blackboard...

Peter Considine & tc1

Lecture 5 -2Lecture 5 -2Creative Problem SolvingCreative Problem Solving

Essential Reading: Notes in Blackboard + Proctor Chapter 4


Problems ??????Problems ??????

• This section covers some of the ideas in use, the most obvious one is, simply ignore it, someone else will solve it for me.

• These are reasonably formal suggestions, please explain your ways to solve all the creative problems that are present in everyday life.


What Is a Problem?What Is a Problem?Can you answer YES to all 3 questions:

1. Is there an undesirable deviation from what is expected to happen?

2. Do you want to do something about it?

3. Is there anything that can be done about it?

• If so, then a problem does exists. Let’s solve it!


CPS 6 Stage Model of Problem CPS 6 Stage Model of Problem Solving - Solving - Alex OsbornAlex Osborn (1963), (1963),

Stages 1 , 2 & 3.• Objective finding, fact finding, problem finding.

Stage 4.• Idea generation / finding.

Stage 5.• Solution finding.

Stage 6.• Implementation & acceptance finding.


Creative Problem Solving-is it:Creative Problem Solving-is it:

1. Objective finding - define the problem area

2. Fact finding - gather information

3. Problem finding - define the problem correctly

4. Idea finding - generate solutions to the problem

5. Solution finding - evaluate and choose between possible solutions

6. Acceptance finding - implement the chosen ideas correctly


Objective FindingObjective Finding• The objective finding stage essentially

involves divergent thinking to generate a list of problems

• Convergence is then used to identify the most relevant problem areas for further exploration

• 'Hits' and 'hotspots' are identified by questioning – Ownership - is one motivated to solve it? – Priority - how important is the problem? – Critical nature - how urgent is it to solve this

problem?


Fact FindingFact Finding• Next is the fact-finding stage,

where overall comprehension of the problem is increased by collection of relevant information

• This also helps new ideas to be generated

• 'Hits' and 'hotspots' can assist convergence

• The previously identified problem's may now be seen from a new perspective


PROBLEM FINDINGPROBLEM FINDING

• Problem-finding essentially uses the previous stage 'hits' to identify the most productive problem definition possible.


IDEA FINDINGIDEA FINDING

• Idea-finding helps to structure the search for potential solutions

• Mainly divergent activity is used to generate many ideas using a variety of idea-generation aids


SOLUTION FINDINGSOLUTION FINDING

• Solution-finding is basically the choice of ideas that can be transformed into workable solutions.


Acceptance FindingAcceptance Finding• Acceptance-finding is primarily

a divergent activity that helps to implement solutions successfully, such as – Listing potential

implementation obstacles and ways to overcome them

– Developing both preventive actions and contingency plans

– Generating an action plan to implement a solution


Creative Problem-solving processCreative Problem-solving process

Objective Finding

Acceptance Finding

Solution Finding

Idea Finding

Fact Finding

Problem Finding


Scan the environment for problems

Identify objectives

Establish facts

relating to the problem

Define / redefine the

problem

Make use of current and

past experience Compare

performance with

desirtable levels and

what others are achieving

Undertake SWOT

analysis

Ascertain people's

major concerns

Ask Who? What?

Where? When? and

Why? questions

Scan documents, reports and

attend meetings

Obtain different

perspectives on the

problem through

redefinition

Use a variety of

redefinitional techniques:

e.g. laddering, boundary

examination, gola

orientation, 5 W's and H's, Progressive abstarctions, Why method,

etc.

Consider using analytical

techniques - such as:

decomposable matrices,

dimensional analysis, cause

and effect diagrams, etc.

Overview of Objective finding, fact finding & problem finding/definition

Proctor (2005.p74)



Objective Finding

Scan Environment

Compare Past to Present

Compare Current Situation against current objectivesCompare performance with models of desirable outcomesCompare performance with other business area or other firms.


Stage 1 -Problem FindingStage 1 -Problem Finding

• Scan the environments

- external via a PEST analysis

- competitive via Porter’s 5

- internal via resource audit and value chain

• Devise a SWOT analysis


Phase 1Phase 1

• Stage 1 – Objective finding • Ad Hoc listing all the issues for further

discussion• Priority evaluation and Decide on the issues

worth pursuing – (which one to focus on)• Identify SWOT • Map onto a SWOT matrix• Use above to identify objectives and enter on

Matrix


A toy manufacturer – reviews position and strategies – A toy manufacturer – reviews position and strategies – TWOS AnlasysisTWOS Anlasysis

Strengths (S)

1. Strong contacts with suppliers/outlets

2. Well established company image

Weaknesses (W)

1. High Production costs

2. Seasonal sales

Opportunities (O)

1. Film Spin Offs

2. Holidays approaching

How to win major toy contracts using outlets and company name (O1, S2, S2)

How to advertise products so that they will sell all the year round

(O2, W2)

Threats (T)

1. Competition From Abroad

2. Kids now want electronic gizmos

How to use the company name to develop electronic toys to appeal to “techno” kids (T2, S2)

How to reduce costs to compete with threats from foreign companies (W1, T1)


Stage 1 - Problem FindingStage 1 - Problem Finding

“Screening Method”• Ad hoc listing screened by scoring each problem

(0=irrelevant, 5=important)

- Is it considered large?

- Is a solution deemed urgent?

- Does it involve the org’n in losses or added costs?

- Will customer appreciate the removal of the problem?

- Will the org’ns image be enhanced?

- Will the org’ns internal morale benefit?

• Total the score: higher score = greater priority


Creative Problem-solving processCreative Problem-solving processObjective Finding

Acceptance Finding

Solution Finding

Idea Finding

Fact Finding

Problem Finding



Objective Finding

Acceptance Finding

Solution Finding

Idea Finding

Fact Finding

Problem Finding

State Problem as In What Ways Might (IWWWM)

Record relevant Who? Why?

What? When?

How?

Use answers to create redefinitions

Select Best Re Definitions


Stage 2 – Fact FindingStage 2 – Fact Finding“W.W.W.H.W.W.”“W.W.W.H.W.W.”


Stage 2 – Fact findingStage 2 – Fact finding“W.W.W.W.W.H”“W.W.W.W.W.H”

• Who?

• Where?– Is it confined to the organisation?– Is it confined to one part of the world/country?– Is it confined to one distribution outlet?

• What?– What parts can it be divided into?– To what other problems does it relate to?– What is the total situation of which this problem is a part?– What is the dimension of the problem? (small, medium, large)– What will happen if it is not solved?– What will happen if the solution is delayed?


Why? & When?Why? & When?

• Why?– Did it occur in the first place?– Was it not recognised earlier?– Did the org’n not try to solve it either?

•When?– Was it first noticed?– Does this timing have any significance?– Is there a seasonal element?


How?How?

• Did it come to be recognised?

• Does it effect the organisation performance?

• Was it dealt with previously? (if at all)

• Was it prevented from occurring/ reoccurring in the past?


Fact Finding ContFact Finding Cont

• Use answers to create redefinitions– Eg where does the problem arise, when is

it most obvious etc etc– Exercise


DIMENSIONAL ANALYSISDIMENSIONAL ANALYSIS

State the problem

Write downdifferent

descriptions ofthe problem as

questions

Answer listedquestions

Considerimplications of

answers given forsolving the

problem

Select areas mostrelevant to the

problem forfurther analysis


Dimensional AnalysisDimensional Analysis

• How big/ wide is the problem (Jenson, ’78)– Define the limits, boundaries and

dimensions of the problem– S.S.Q.QT aspects

• Substantive • Spatial • Qualitative• Quantitative• Temporal


Further ReadingsFurther Readings

• Proctor, T.(2005). Creative Problem Solving for Managers. Routledge Ch 4

• Bills & Genasi (2003) Creative Business- achieving your goals through creative thinking and action. Palgrave MacMillan

Peter Considine & tc 1 Lecture 5 -2 Creative Problem Solving Essential Reading: Notes in Blackboard...

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