Management Skills Development

Solving Problems Analytically and

Creatively
By Dr. L.L Ekanayake

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 Learning Objectives

• Increase proficiency in analytic problem

solving
• Recognize personal conceptual blocks
• Enhance creativity by overcoming
conceptual blocks
• Foster innovation among others

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 A Model of
Problem Solving
• Step 1: Define the Problem
– Differentiate fact from opinion
– Specify underlying causes
– Tap everyone involved for information
– State the problem explicitly
– Identify what standard is violated
– Determine whose problem it is
– Avoid stating the problem as a disguised solution

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 A Model of
Problem Solving
• Step 2: Generate Alternative Solutions
– Postpone evaluating alternatives
– Be sure all involved individuals generate alternatives
– Specify alternatives that are consistent with goals
– Specify both short- and long-term solutions
– Build on others’ ideas
– Specify alternatives that solve the problem

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 A Model of
Problem Solving
• Step 3: Evaluate and Select an Alternative
– Evaluate relative to an optimal standard
– Evaluate systematically
– Evaluate relative to goals
– Evaluate main effects and side effects
– State the selected alternative explicitly

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 A Model of Problem Solving
• Step 4: Implement and Follow Up on the
Solution
– Implement at proper time and in the right
sequence
– Provide opportunities for feedback
– Stimulate acceptance
– Establish ongoing monitoring system
– Evaluate based on problem solution

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 Limitations of the Analytical Problem-
Solving Model

• Defining the problems

– Lack of consensus on the problem
– Acceptance of problem definition
– Symptoms are often confused with the
real problem
– Confusing information

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 Constraints on the Analytical Problem-
Solving Model

• Generating Alternatives
– Alternatives are evaluated as they are
proposed
– Few possible alternatives are usually
known
– The first acceptable solution is usually
accepted
– Alternatives are based on what was
successful in the past

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 Constraints on the Analytical Problem-
Solving Model
• Evaluating and Select an Alternative
– Information on alternatives is limited
– Search for information occurs close to home
– The type of information is constrained by other
factors
– Gathering information is costly
– Preferences for the best alternatives are not always
known

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 Constraints on the Analytical Problem-
Solving Model
• Implementation and Follow up
– Acceptance is not always forthcoming
– Resistance to change
– Uncertainty about what part of solution to
monitor
– Political and organizational processes must be
managed
– It may take a long time to implement a solution

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 Creative Problem Solving
• Focused on generating something new.
• Most people have trouble solving problems
creatively.
• They have developed certain conceptual
blocks in their problem-solving activities of
which they are not even aware.
• The blocks are largely personal.

© 2007 by Prentice Hall 11

 Conceptual blocks

• Conceptual blocks are mental obstacles that

constrain the way problems are defined and
limit the number of alternative solutions
thought to be relevant.
• Almost everyone has created blocks that
inhibit our creativity over time.
• In fact, we need some of them to cope with
everyday life.

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 Conceptual blocks
• Over time, you must develop the habit of
mentally filtering out some of the information to
which you are exposed; otherwise, information
overload would drive you crazy.
• Paradoxically, the more formal education
individuals have, and the more experience they
have in a job, the less able they are to solve
problems in creative ways.
• Training in thinking increased the number of good
ideas produced in problem solving.
© 2007 by Prentice Hall 13
 Two Examples

1. Percy Spencer’s Magnetron lead to the

invention of the microwave
2. Spence Silver’s Glue lead to the every
popular Post-It Notes

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 Conceptual Blocks

1. Constancy –vertical thinking, one thinking

language
2. Commitment- Stereotyping based on past
experience, ignoring commonalities
3. Compression- Distinguishing figure from
ground, Artificial constraint
4. Complacency – Noninquisitiveness,
Nonthinking, Bias Against Thinking.

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 deBono’s Ways of Thinking
•Vertical Thinking • Lateral Thinking
– Continuity – Discontinuity
– Chooses – Changes
– Stability – Instability
– Searches for what – Searches for what is
is right different
– Analytic – Provocative
– Where the idea – Where the idea is
came from going
– Develops an idea – Discovers the idea

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 Multiple Thinking Languages

• Words
• Symbols
• Sensory (i.e. smell)
• Feelings and emotions
• Visual imagery

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Multiple Thinking Languages

The more languages available to

problem solvers, the more creative
the solution will be.

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 Stereotyping

When individuals define present

problems in terms of problems that
they have faced in the past.

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 Ignoring Commonalities
Creativity is blocked when
individuals fail to find the common
thread that exist between dissimilar
problems.

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Name That Ship!

Insert figure 3.6

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 Examples of Compression

Insert figure 3.7

Artificial Constraints
Separating Figure From
Ground
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 Examples of Complacency

• Noninquisitiveness: Unwillingness
to ask questions

• Bias against thinking:

To avoid doing mental work

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Insert Table 3.4

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 Stages in Creative Thought

• Preparation
• Incubation
• Illumination
• Verification

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 Ways to Improve Problem
Definition
• Make the strange familiar and the
familiar strange – Synectics
• Elaborate the definition
• Reverse the definition

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 Ways to Generate More
Alternatives

1. Defer judgment – Brainstorming

2. Expand current alternatives
3. Combine unrelated attributes

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 Rules of Brainstorming

1. No evaluation of ideas is
permitted
2. Wild ideas are encouraged
3. Quantity before quality
4. Build on ideas of others

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Hints to Facilitate Creative Problem
Solving

• Give yourself relaxation time

• Find a place where you can think
• Talk to other people about ideas
• Ask other people for their suggestions
about your problems
• Read a lot
• Protect yourself from idea-killers

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 Three Principles for Fostering
Creativity

1. Pull people apart; put people

together
2. Monitor and prod
3. Reward multiple roles

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