Creative Thinking (2)

Dr. Sarah Elsayed Elshazly

Solving Problems and Making Decisions
Problem solving is the communicatio
that analyzes the problem in detail
before decision making

Decision making is the communicatio

that results in a choice
Decision-Making Skills
Task skills
Problem recognition and framing, inferenc
drawing, idea generation, argument
Relational skills
Leadership, climate building, conflict
management
Procedural skills
Planning, process enactment
Decision-Making Principles
1. Evolutionary process
2. Circular rather than linear
3. Individual-level and group-level
influences affect decision making
4.Decisions are made within system o
internal and external constraints
 Why Groups are
More Effective Decision Makers
Unlikely any individual will have all th
knowledge or resources to make an
effective decision
Groups provide a greater diversity o
perspectives
Group provides the opportunity to te
ideas before one is selected and
implemented
more
 Why Groups are
More Effective Decision Makers
Quality of group communication affec
members ability procedure quality
solutions
The social context motivates members
find best possible solution
To take advantage of a groups strengt
structure or decision making procedures
are needed
 Functional Theory
of Decision Making
Group decision procedures should help a group
Thoroughly
1. discuss the problem
Examine
2. the criteria of an acceptable
solution before discussing potential solution
Propose
3. a set of alternative solutions
4. Assess the positive aspects of each
proposed solution
5. Assess the negative aspects of each
proposed solution
 Why Use
Decision-Making Procedures?
Help to accomplish the five function
Overcome problems that routinely ari
during decision making
Unequal participation
Trouble staying focused
Pressure to conform
Inefficient use of time
Difficulty of balancing task and relationa
dimensions
Ways in Which Decision
Making Procedures Vary
How group members contribute
How much group members participat
Whether participation is voluntary or
forced
Degree of formality
Decision Making Procedures
1. Standard agenda
2. Brainstorming
3. Nominal Group
Technique
4. Consensus
5. Voting
6. Ranking
Standard Agenda
Linear process of six steps
1.Identifying the problem

2.Analyzing the problem

Identifying
3. minimal criteria for solution
4.Generating solutions
Evaluating
5. solutions and selecting best one
Implementing
6. the solution
Brainstorming
Helps group generate ideas to improve
productivity and creativity
1. State as many alternatives as possible
2. Encourage creative ideas
3. Examines ideas for improvement or
combination
Accept
4. all ideas without criticism
Evaluate
5. ideas after idea generation is compl
Nominal Group Technique
Independent idea generation phase
1. Members silently write ideas
2. Facilitator records ideas
Interactive phase to discuss ideas
3. Group discusses each for clarification
Vote
4. to narrow number of ideas
Discuss
5. ideas that received most votes
Repeat
6. steps 4 & 5 until one idea remain
 Consensus
Discussion to achieve agreement to support t
groups decision
One
1. member facilitates the discussion
Facilitator
2. uses discussion ideas to formulate
proposals
Recorder writes down each proposal
3.
Throughout
4. discussion, recorder reads
proposals
5. Recorder reads aloud final decision for
approval or modification
 Voting
Group casts votes in support of or agains
specific proposal
Group
1. members discuss to produce clea
proposals
2. Decide how vote will be taken
Decide
3. how many votes needed to decid
an issue
4. Restate proposal before voting
Ranking
Reveal member preferences by assignin
numerical value to each alternative
Discuss
1. ideas to produce clear proposals
Each
2. member assigns numerical value to ea
alternative
3. Sum individual ranks; total for the group
4. Read final decision aloud for approval or
modification
Choosing a Procedure
Select procedure or combination of
procedures that:
Meets groups communication needs
Satisfies five functions of group decision
making
Analyze type of task
All member must agree to using a
procedure for benefits to be achieved
Paradox of Using Procedures
Procedures take time
Members may resist using procedures
they are unaccustomed to using them
Practice can help
Tailor procedures to groups needs
Consider an external facilitator to guide yo
group the use of a new procedure
Which is it?
Creativity Innovation
The process of The process of creating
generating something new.
something new that It has significant value
has value. to an individual, group,
There are many an organization, society,
new ideas, but someor an industry.
may not have value.
List of Possible Tools for Solving
Simple Problems
Look for a pattern
Construct a table
Consider possibilities systematically
Act it out
Make a model
Make a figure, graph, or drawing
Work backwards
Select appropriate notation
Restate problem in own words
List of Possible Tools for Solving
Simple Problems
Identify necessary, desired and given information
Write an open-ended sentence
Identify a sub-goal
First solve a simpler problem
Change your point of view
Check for hidden assumptions
Use a resource
Generalize
List of Possible Tools for Solving
Simple Problems
Check the solution; validate it
Find another way to solve the problem
Find another solution
Study the solution process
Discuss limitations
Sleep on it
Brainstorm
Involve others
Analytic Problem Solving Methods

Scientific Method Analytic Method

Define the problem Define problem, make problem
statement
Gather the facts
Diagram and describe
Develop a hypothesis
Apply theory and equations
Perform a test
Simplify assumptions
Evaluate the results Solve necessary problems
Verify accuracy to required
level
Interpersonal Problem Solving Skills

Problem sensitivity:
Ability to be aware of problems that arise o
of social situations.
A sensitivity to the kinds of social situation
out of which interpersonal difficulties may
arise.
Ability to examine relationships with others
the here and now.
 Alternative solution training:
Ability to generate a wide variety of potent
solutions to the problem.
Skill is to draw from a repertoire of ideas
representing differing categories of solutio
to a given problem.
Problem solving

Bridging the
gap between
where you
are

and
where you
want to
be.
Creative actions

Problem
Failure
Opportunity
Pure creativity

ACTION
Divergence and Convergence
At each phase there is a divergent and convergent
of the process
Divergent Process
Start at one point and reach for as many ideas as possi
Quantity important
Identifying possibilities is the
goal
Analytical and
Convergent
evaluativeProcess
tools used to narrow possibilitie
one most likely to yield an answer
Quality is most important
Find best possibility to move the process to next phas
What is Wrong?
Identify an issue
Can be stated or
determined on your
own
Optimizing
May involve a process
Improving customer
satisfaction
Addressing reliability issue
 What do we know?
Gathering all facts and information rela
to problem identified

Do not evaluate whether the data ar

central to the problem
What is the Best Solution?
Potential solutions need to be
generated
Wise to confer with experienced
experts about problems solution
Go to more than 1 source
Most productive after list of
causes generated

http://www.nurp.noaa.gov/Spotlight%20Articles/gashy
drates.html
Implementing the Solution
Appropriate additional problems must
selected, done, and completed
Divergent Phase
Brainstorming
Convergent Phase
Selection of implementation plan
Evaluating the Solution
Problem solving, just like design, is a cy
process
Obtain a neutral view from someone n
involved with formulation or solution
process
Allows you to learn from the process a
the solution
Reflection process
Generating
Getting the problem-solving process rolling
Problem & fact finding
Direct Experience
Questioning
Imagining Possibilities
Sensing Problems and Opportunities
Viewing from different perspectives
Focus on creating options rather than evaluating
 Conceptualizing
Gaining understanding by abstract
thinking
Keeps innovation process going
To them, a theory must be logically sou
and precise
Problem and idea finding
 Optimizing
Moves innovation process further
Converts abstract thinking into practic
solutions and plans
Create optimal solutions to a few wel
defined problems or issues
Idea evaluation, selection and action
planning
Implementing
Completes the innovation process

Learning by direct experience

Prefer situations where they must get things to wo

Gaining acceptance and implementing

Your Creative Problem-Solving
Style
Reflects your preferences for each of t
quadrants
Teams require strength in all four
quadrants to succeed in creative proble
solving
Skills in all four quadrants are equall
valuable