Whetten Dms08 Ppt 03

8/9/2019 Whetten Dms08 Ppt 03

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Chapter 3:

Solving ProblemsAnalytically andCreatively

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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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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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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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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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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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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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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

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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

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$ey %imensions ofthe !o"r #ypes

Insert Figure -3(

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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

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#he Matchstic)Cong"ration

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Percept"alStereotyping

6hen in#ivi#uals #efnepresent problems in terms o"

problems that they have"ace# in the past3

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Sha)espeare .iddle

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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

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#he !ive-!ig"reProblem

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!o"r #ypes ofAnalogies

13 ersonal

(3 Direct

-3 Symbolic

.3 Fantasy

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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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