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Chapter 3:
Solving ProblemsAnalytically andCreatively
1
Developing ManagementSkills
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Learning Objectives
Increase profciency inanalytic problem solving
Recognize personalconceptual blocks
Enhance creativity byovercoming conceptual blocks
Foster innovation amongothers
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A Model ofProblem Solving
Step 1: Defne the roblem
! Di!erentiate "act "rom opinion
! Speci"y un#erlying causes
! $ap everyone involve# "orin"ormation
! State the problem e%plicitly
! I#enti"y &hat stan#ar# is violate#
! Determine &hose problem it is! 'voi# stating the problem as a
#isguise# solution
3
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A Model ofProblem Solving
Step (: )enerate 'lternative Solutions
! ostpone evaluating alternatives
! *e sure all involve# in#ivi#uals generatealternatives
! Speci"y alternatives that are consistent &ithgoals
! Speci"y both short+ an# long+term solutions
! *uil# on others, i#eas
! Speci"y alternatives that solve the problem
"
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A Model ofProblem Solving
Step -: Evaluate an# Select an'lternative
! Evaluate relative to an optimal
stan#ar#! Evaluate systematically
! Evaluate relative to goals
! Evaluate main e!ects an# si#e
e!ects! State the selecte# alternative
e%plicitly
#
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A Model ofProblem Solving
Step .: Implement an# Follo& /pon the Solution
! Implement at proper time an# inthe right se0uence
! rovi#e opportunities "or "ee#back
! Engen#er acceptance
! Establish ongoing monitoring
system! Evaluate base# on problemsolution
$
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Constraints on theAnalytical Problem-Solving
Model
Defning the problems! ack o" consensus on the
problem! 'cceptance o" problem#efnition
! Symptoms are o"ten
con"use# &ith the realproblem
! 2on"using in"ormation
%
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Constraints on theAnalytical Problem-Solving
Model
)enerating 'lternatives! 'lternatives are evaluate# as
they are propose#
! Fe& possible alternatives areusually kno&n
! $he frst acceptable solution isusually accepte#
! 'lternatives are base# on&hat &as success"ul in thepast
&
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Constraints on theAnalytical Problem-Solving
Model
Evaluating an# Select an 'lternative
! In"ormation on alternatives is limite#
! Search "or in"ormation occurs close to
home! $he type o" in"ormation is constraine#
by other "actors
! )athering in"ormation is costly
! re"erences "or the best alternativesare not al&ays kno&n
'
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Constraints on theAnalytical Problem-Solving
Model
Implementation an# Follo& up
! 'cceptance is not al&ays"orthcoming
! Resistance to change! /ncertainty about &hat part o"
solution to monitor
! olitical an# organizational
processes must be manage#! It may take a long time to
implement a solution
10
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mpediments to CreativeProblem Solving
Most people assumecreativity is one #imensional
'lmost everyone hascreate# blocks that inhibitour creativity
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!o"r #ypes ofCreativity
Insert Figure -31
12
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$ey %imensions ofthe !o"r #ypes
Insert Figure -3(
13
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&'amples for !o"r#ypes
1"
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Concept"al (loc)s
Mental obstacles thatconstrain the &ay problemsare #efne#3
1#
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#*o &'amples
13 ercy Spencer,s Magnetronle# to the invention o" the
micro&ave(3 Spence Silver,s )lue le# to
the #evelopment o" the
enormously popular ost+It4otes
1$
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Concept"al (loc)s
13 2onstancy
(3 2ommitment
-3 2ompression
.3 2omplacency
1%
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de(ono+s ,ays of#hin)ing
5ertical $hinking! 2ontinuity
! 2hooses
! Stability
! Searches "or&hat is right
! 'nalytic
! 6here the i#ea
came "rom! Develops an
i#ea
ateral $hinking! Discontinuity
! 2hanges
! Instability! Searches "or
&hat is #i!erent
! rovocative
! 6here the i#eais going
! Discovers thei#ea
1&
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M"ltiple #hin)ingLang"ages
6or#s
Symbols
Sensory 7i3e3 smell8
Feelings an# emotions
5isual imagery
1'
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M"ltiple #hin)ingLang"ages
$he more languages availableto problem solvers9 the more
creative the solution &ill be3
20
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#he Matchstic)Cong"ration
21
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Percept"alStereotyping
6hen in#ivi#uals #efnepresent problems in terms o"
problems that they have"ace# in the past3
22
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Sha)espeare .iddle
23
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gnoringCommonalities
2reativity is blocke# &henin#ivi#uals "ail to fn# thecommon threa# that e%ists
bet&een #issimilar problems3
2"
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/ame #hat Ship0
Insert fgure -3
2#
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&'amples ofCompression
'rtifcial2onstraints
2$
(eparating
)igure )ro*+round
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&'amples ofComplacency
4onin0uisitiveness:/n&illingness to ask
0uestions
*ias against thinking:
roclivity to avoi# #oingmental &ork
2%
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Stages in Creative#ho"ght
reparation
Incubation
Illumination
5erifcation
2'
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,ays to mprove Problem%enition
Make the strange "amiliaran# the "amiliar strange ;
Synectics Elaborate the #efnition
Reverse the #efnition
30
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#he !ive-!ig"reProblem
31
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!o"r #ypes ofAnalogies
13 ersonal
(3 Direct
-3 Symbolic
.3 Fantasy
32
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,ays to 1enerate MoreAlternatives
13 De"er
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."les of (rainstorming
13 4o evaluation o" i#eas ispermitte#
(3 6il# i#eas are encourage#-3 =uantity be"ore 0uality
.3 *uil# on i#eas o" others
3"
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MorphologicalSynthesis
13 $he problem is &ritten #o&n
(3 'ttributes o" the problem are
liste#-3 'lternatives to each attribute
are liste#
.3 Di!erent alternatives "romthe attributes are combine#
3#
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.elational Algorithm
'pplying connecting &or#sthat "orce a relationshipbet&een t&o elements in a
problem3
3$
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2ints to !acilitateCreative Problem Solving
)ive yoursel" rela%ation time
Fin# a place &here you can think
$alk to other people about i#eas 'sk other people "or their
suggestions about your problems
Rea# a lot
rotect yoursel" "rom i#ea+killers
3%
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A Model of Analytic andCreative Problem Solving
Insert fgure -31>
3&
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#hree Principles for!ostering Creativity
13 ull people apart? putpeople together
(3 Monitor an# pro#-3 Re&ar# multiple roles
3'
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&nabling Creativity inOthers
"0
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(ehavioral 1"idelines
Follo& the "our+stepproce#ure "or analytical
#ecision+making Employ the "our types o"creative #ecision+making
Implement steps toovercome conceptual blocks
"1
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(ehavioral 1"idelines
/se techni0ues to elaboratethe problem #efnition
Foster creativity amongthose &ith &hom you &ork
"2
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