Problem Solving and Creativity

What is Problem Solving?

- A state of desire for reaching a definite ‘goal’ from a present condition that either is not directly moving
toward the goal, is far from it, or needs more complex logic for finding a missing description of conditions or
steps toward the goal. (S. Ian Robertson, Problem solving, Psychology Press, 2001)
What is Creativity?
- Creativity is a distinguishing characteristic of human excellence in every area of behavior. (E. Paul Torrance)
- Torrance (1969) defined creativity as the capacity to detect gaps, propose various solutions to solve problems,
produce novel ideas, re-combine them, and intuit a novel relationship between ideas. In essence, Torrance’s
definition of creativity goes beyond simple problem-solving or innovation; it encapsulates the ability to
perceive gaps and opportunities, generate a variety of solutions, and synthesize new relationships between
ideas to create something truly original.
What Is Creative Problem-Solving?
- Research is necessary when solving a problem. But there are situations where a problem’s specific cause is
difficult to pinpoint. This can occur when there’s not enough time to narrow down the problem’s source or
there are differing opinions about its root cause.
- Creative Problem Solving (CPS) is a process that encourages individuals and teams to think creatively and
come up with innovative solutions to challenges. Unlike traditional problem-solving methods, which may rely
on linear thinking and established practices, CPS emphasizes divergent thinking and the generation of novel
ideas.
- A less structured than other innovation processes and encourages exploring open-ended solutions. It also
focuses on developing new perspectives and fostering creativity in the workplace.
- A method for approaching a problem or a challenge in an imaginative and innovative way.
- It is a special form of problem solving in which the solution is independently created rather than learned with
assistance.
- Solving always involves creativity.
- Solving is a part of overall problem solving.
- Its benefits include:
- Finding creative solutions to complex problems: User research can insufficiently illustrate a
situation’s complexity. While other innovation processes rely on this information, creative problem-
solving can yield solutions without it.
- Adapting to change: Business is constantly changing, and business leaders need to adapt. Creative
problem-solving helps overcome unforeseen challenges and find solutions to unconventional
problems.
- Fueling innovation and growth: In addition to solutions, creative problem-solving can spark
innovative ideas that drive company growth. These ideas can lead to new product lines, services, or a
modified operations structure that improves efficiency.
Torrance Tests of Creativity Thinking
- The Torrance Tests of Creative Thinking (TTCT), developed by E. Paul Torrance in the 1960s, are designed
to measure an individual's creative thinking abilities. Unlike traditional IQ tests, which focus on convergent
thinking and problem-solving, the TTCT assesses divergent thinking, which involves generating multiple,
unique solutions to open-ended problems.
- The TTCT is widely used in educational settings to identify and nurture creative talents in students, helping
educators understand and develop students' creative strengths

Who is Edward Torrance?

- Known as the "Father of Creativity" for his nearly 60 years of research that became the framework for the
field of gifted education.
- He was professor emeritus of educational psychology.
- An emeritus professor is a retired faculty member who has been granted an honorary title in
recognition of their distinguished service and contributions to their field. The title is typically given to
 professors who have held the rank of full professor for a significant period, often at least five years,
and have demonstrated exceptional performance in their academic and professional work
- He invented the benchmark method for quantifying creativity.

The "Torrance Tests of Creativity Thinking" helped shatter the theory that IQ tests alone were sufficient to gauge real
intelligence.
- The TTCT focuses on assessing creative thinking skills, which are essential components of intelligence often
overlooked by traditional IQ tests.
- These tests evaluate creativity through various tasks that measure divergent thinking, problem-solving
abilities, and originality. Participants might be asked to come up with multiple uses for a common object,
complete partial drawings, or generate novel ideas based on a given prompt. The TTCT highlights that
creativity is a vital aspect of intelligence, encompassing the ability to think outside the box, approach
problems in innovative ways, and adapt to new situations.
- By emphasizing the importance of creativity alongside cognitive skills, the TTCT broadened the
understanding of intelligence, demonstrating that it is a multifaceted construct that cannot be fully captured by
IQ tests alone. This shift in perspective has influenced educational practices, encouraging a more holistic
approach to assessing and nurturing a wide range of intellectual abilities.

Activity

Torrance Tests of Creativity Thinking

Fluency
- Refers to the production of a great number of ideas or alternate solutions to a problem. Fluency implies
understanding, not just remembering information that is learned.
- When we talk about fluency, we're emphasizing the importance of generating multiple possibilities, which
allows for a more comprehensive exploration of potential solutions. This isn't merely about quantity, but also
about the richness and diversity of the ideas produced. Fluency indicates a deep understanding of the subject
matter, enabling one to manipulate and recombine knowledge in novel ways to solve problems.
- Imagine being given a single, straightforward problem and coming up with a wide array of innovative
solutions—that's the essence of fluency in creative thinking. It's a key component of creativity, fostering
innovation and adaptability in various contexts.
- Key words: Compare, convert, count, define, describe, explain, identify, label, list, match, name, outline,
paraphrase, predict, summarize
Flexibility
- Refers to the production of ideas that show a variety of possibilities or realms of thought. It involves the
ability to see things from different points of view and to use many different approaches or strategies.
- Flexibility is a cornerstone of creative thinking, enabling us to navigate complex challenges and innovate
effectively by expanding our cognitive horizons and considering the myriad ways we might approach a
problem.
- flexibility in creative thinking equips individuals to navigate complex problems, adapt to changing
environments, and approach challenges with a diverse toolkit of strategies and perspectives.
- Once categories are identified, fluency may be further demonstrated by generating more ideas about the idea
red within categories. Even a modest attempt could result in the following lists, recognizing that the creative
thinking process may shift the mind in a spiral way between all four aspects of creativity.
- Key words: Change, demonstrate, distinguish, employ, extrapolate, interpolate, interpret, predict.
Elaboration
 - The process of enhancing ideas by providing more details. Additional detail and clarity improves interest in,
and understanding of, the topic.
- When you elaborate on an idea, you expand on its initial concept by providing additional information, context,
and examples. This makes the idea richer and more compelling.
- By elaborating on ideas, you can transform a simple concept into a rich, engaging, and comprehensible
narrative that captures attention and fosters a deeper understanding.
- Key words: Appraise, critique, determine, evaluate, grade, judge, measure, select, test.
Originality
- Originality involves the production of ideas that are unique or unusual. It involves synthesis or putting
information about a topic back together in a new way.
- This involves more than just thinking outside the box—it's about synthesis, or recombining existing
information and concepts in innovative ways to create something new and unexpected.
- Originality is a cornerstone of creativity, driving innovation and progress across all fields. By fostering the
ability to synthesize and reimagine information, individuals can develop solutions and ideas that are not only
effective but also groundbreaking.
- Key words: Compose, create. design, generate, integrate, modify, rearrange, reconstruct, reorganize, revise.

Creative Problem Solving

- Is an intentional process for solving and problems and discussing opportunities.
- It espouses the use of creativity in the 1950’s Alex Osborn described this process in his book, Applied
Imagination.
- Osborn opened the process in the public domain which means anyone can use it.
- Over the years countless people have utilized the CPS in various fields and endeavors.
- Osborn’s Checklist, the origin of Classical Brainstorming is the root of creative problem solving (CPS). There
are a variety of general structures: define problems, generate possible solutions, select and implement the best
which can be found extensively, in several different academic traditions.

The following, based on Van Gundy (1988’s) description, is a very brief skeleton of a very rich process, showing it in
its full ‘6 x 2’ stages form:
Divergent techniques in creative problem solving are methods used to generate a wide range of ideas or solutions to a
given problem. These techniques encourage thinking "outside the box" and exploring multiple possibilities without
immediate judgment or evaluation.
- the process of creating multiple, unique ideas or solutions to a problem that you are trying to solve.
Convergent techniques in creative problem solving are methods used to evaluate, refine, and select the best ideas
generated during the divergent phase. These techniques focus on narrowing down options to find the most viable and
effective solutions.
- focuses on reaching one well-defined solution to a problem. This type of thinking is best suited for tasks that
involve logic as opposed to creativity, such as answering multiple-choice tests or solving a problem where
you know there are no other possible solutions.
Convergent thinking is the process of finding concrete and familiar solutions to problems. Divergent thinking is the
creative process of generating original ideas and new possibilities.
Convergent thinking increases performance speed. It helps to narrow problems down into smaller, more manageable
chunks. Efficiency is especially important when you’re under pressure and deadlines are involved; it can prevent
decision overload.

Divergent thinking increases flexibility in how you approach problems. Looking at a problem from many angles gets
your mind working in full gear. It helps you consider all possible options (even if they seem completely unlikely).
Divergence also encourages flexibility and out-of-the-box thinking. And because the thought process is less limited, it
produces stronger creative concepts than convergent thinking would on its own.

Stage l: Mess finding

- Sensitise yourself (scan, search) for issues (concerns, challenges, opportunities, etc.) that need to be tackled.
 - Divergent techniques include 'Wouldn't It Be Nice If...' (WIBNI) and 'Wouldn't It Be Awful If...' (WIBAI) —
brainstorming to identify desirable outcomes and obstacles to be overcome.
- Convergent techniques include the identification of hotspots (Highlighting), expressed as a list of IWWMs ('In
What Ways Might... and selection in terms of ownership criteria (e.g. problem-owner's motivation and ability
to influence it) and outlook criteria (e.g. urgency, familiarity, stability).
Mess Finding is the first stage in the Creative Problem-Solving Process. It involves identifying and clarifying the
issues, concerns, challenges, and opportunities that need to be addressed.
Divergent Techniques:
‘Wouldn’t It Be Nice If…’ (WIBNI): This brainstorming technique is used to identify desirable outcomes. It
encourages thinking about the ideal scenarios and positive changes that could happen.
Example: “Wouldn’t it be nice if we could reduce our carbon footprint by 50%?”
‘Wouldn’t It Be Awful If…’ (WIBAI): This technique helps identify potential obstacles and negative scenarios. It
focuses on the challenges and issues that need to be overcome.
Example: “Wouldn’t it be awful if we lost our key client due to service issues?”
Convergent Techniques:
Identification of Hotspots (Highlighting): This involves narrowing down the broad range of issues identified
through divergent techniques to focus on key areas that require attention.
IWWMs (‘In What Ways Might…’): Formulate these hotspots into questions that frame the problems in a
way that opens up possibilities for solutions.
Example: “In what ways might we improve customer satisfaction?”
It is about identifying the areas that require attention, be it concerns, challenges, or opportunities. It's the initial step in
the Creative Problem Solving process where you sensitise yourself to the environment and context. By thoroughly
scanning and searching for issues, concerns, challenges, and opportunities, you lay a solid foundation for addressing
and solving problems creatively and effectively.

Stage 2: Data finding

- Gather information about the problem.
- Divergent techniques include Five Ws and H (Who, Why, What, When, Where and How) and listing of wants,
sources and data: List all your information 'wants' as a series of question; for each, list possible sources of
answers; then follow these up and for each source, list what you found.
- Convergent techniques again include: identifying hotspots (Highlighting); Mind-mapping to sort and classify
the information gathered; and also restating the problem in the light of your richer understanding of it.
Data Finding is the second stage in the Creative Problem-Solving Process. The goal of this stage is to gather
comprehensive and relevant information about the problem to gain a deeper understanding. Here's how it works:
Gathering Information:
Divergent Techniques: Five Ws and H (Who, Why, What, When, Where, and How):
Who: Identify the people involved or affected by the problem.
Why: Understand the reasons behind the problem.
What: Determine what the problem entails and what its key elements are.
When: Identify the timeframe during which the problem occurs.
Where: Locate where the problem takes place.
How: Examine how the problem manifests and its processes.
This approach helps in framing the problem comprehensively by addressing various angles.
Listing of Wants, Sources, and Data:
List Information Wants: Create a series of questions that need answers to understand the problem fully.
Identify Possible Sources: For each question, list potential sources where answers can be found (e.g., people,
documents, databases, etc.).
Follow-Up and Gather Data: Investigate these sources to collect the relevant data.
Document Findings: Record what you found from each source to build a detailed picture of the problem.
Organizing Information:
Convergent Techniques:
Identifying Hotspots (Highlighting): After collecting data, highlight key areas or "hotspots" that are particularly
important or recurring themes. This helps in focusing on the most significant aspects of the problem.
 Mind-Mapping: Use mind-mapping to organize and classify the gathered information visually. This
technique helps in identifying relationships and patterns among different pieces of data.
Example: Create a central node with the problem statement and branch out with nodes representing
various elements such as causes, effects, stakeholders, and related issues.
Restating the Problem: With a richer understanding of the problem, restate it to reflect the new insights
gained from the data. This ensures that the problem statement is accurate and encompasses all relevant
information.
It is a critical step in the Creative Problem Solving process where you gather comprehensive information about the
identified problem. The goal is to build a solid understanding of the issue by collecting relevant data and insights. By
thoroughly gathering and analyzing data, you lay a strong foundation for generating informed and effective solutions
in the subsequent stages of Creative Problem Solving.

Stage 3: Problem finding

- Convert a fuzzy statement of the problem into a broad statement more suitable for idea finding.
- Divergent techniques include asking 'Why?' etc. - the repeatable questions and Five W's and H.
- convergent techniques include highlighting again, reformulation of problem-statements to meet the criteria
that they contain only one problem and no criteria, and selection of the most promising statement (but NB that
the mental 'stretching' that the activity gives to the participants can be as important as the actual Statement
chosen).
Problem Finding is the third stage in the Creative Problem-Solving Process. The goal here is to transform a vague or
"fuzzy" problem statement into a clearer, more actionable problem statement that sets the stage for generating ideas.
Converting a Fuzzy Statement:
Divergent Techniques:
Asking 'Why?': Continuously asking "Why?" helps drill down into the root cause of the problem.
Example: If the initial problem statement is "Sales are declining," ask "Why are sales declining?" Follow each
response with another "Why?" until you reach the core issue.
Five W's and H: Similar to the data-finding stage, this technique helps break down the problem.
Who is affected by this problem?
Why is this problem occurring?
What exactly is the problem?
When does this problem arise?
Where is this problem most prominent?
How does this problem manifest?
Convergent Techniques:
Highlighting: After gathering various insights through divergent techniques, highlight key issues or themes that
emerge. This helps narrow down the focus.
Reformulation of Problem-Statements: Ensure the problem statement meets the criteria:
It should contain only one problem.
It should not include preconceived criteria or solutions.
Example: Convert a broad statement like "Improve customer service and reduce response time" into "How might we
reduce response time for customer service inquiries?"
Selection of the Most Promising Statement:
Choose the problem statement that is most promising based on criteria such as the problem-owner’s
motivation and ability to influence the problem.
Consider the mental "stretching" that occurs during this process, as it can be just as important as the final
problem statement selected.
It is a crucial step in the Creative Problem Solving process. This stage involves transforming a vague or ill-defined
problem into a clearer and more comprehensive statement that is better suited for generating ideas and solutions. By
converting a fuzzy statement into a broad, well-defined problem statement, you create a solid foundation for
generating innovative and effective solutions in the next stage of the Creative Problem Solving process.

Stage 4: Idea Finding

- Generate as many ideas as possible.
 - Divergence using any of a very wide range of idea-generating techniques. The general rules of Classic
Brainstorming (such as deferring judgment) are likely to underpin all of these.
- Convergence can again involve hotspots or mind-mapping, the combining of different ideas, and the
shortlisting of the most promising handful, perhaps with some thought for' the' more obvious evaluation
criteria, but not over-restrictively.
Idea Finding is the fourth stage in the Creative Problem-Solving Process. The objective here is to generate a wide
range of potential solutions to the problem identified in the previous stages. This involves both divergent and
convergent thinking.
Generating Ideas (Divergent Thinking): Divergence involves expanding your thinking to come up with as many
ideas as possible without immediate judgment or criticism. Here are some techniques:
Classic Brainstorming:
Rules: Encourage free thinking, defer judgment, aim for quantity over quality initially, and build on others’
ideas.
Example: Gather a group and let everyone share ideas spontaneously, writing down every suggestion.
Brainwriting:
Participants write down their ideas on paper and pass them to the next person, who adds to them, continuing
the process to build on each other's ideas.
SCAMPER:
A technique that prompts thinking by modifying an existing idea or product. The acronym stands for
Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Reverse.
Example: How might we modify our existing product to serve a new market?
Mind Mapping:
Create a visual diagram that starts with a central idea and branches out into related thoughts, encouraging a
free flow of ideas.
Example: Start with the problem statement in the center and branch out with possible solutions, sub-ideas,
and connections.
Free Association:
Allow ideas to flow freely from one to another without logical constraints. This often leads to unexpected
connections and innovative solutions.
Refining Ideas (Convergent Thinking): Convergence involves organizing and refining the ideas generated through
divergent thinking to identify the most promising ones. Here are some techniques:
Identifying Hotspots (Highlighting):
Highlight the most interesting and recurring themes or ideas that emerged during the brainstorming session.
Mind Mapping:
Use mind mapping again, this time to sort, classify, and group related ideas to see connections and overlaps.
Combining Ideas:
Look for opportunities to combine different ideas to create more robust and innovative solutions.
Shortlisting:
Narrow down the list of ideas to a handful of the most promising ones. Consider obvious evaluation criteria
like feasibility, impact, and resources but avoid being overly restrictive.
It is a crucial part of the Creative Problem Solving process where the focus is on generating a wide range of ideas
without immediate judgment or evaluation. The goal is to produce as many ideas as possible, encouraging creativity
and open-minded thinking. By generating a multitude of ideas, you create a rich pool from which you can later select
and refine the most promising solutions. This stage is all about expanding possibilities and pushing the boundaries of
conventional thinking.

Stage 5: Solution finding

- Generate and select obvious evaluation criteria (using an expansion/contraction cycle) and develop (which
may include combining) the short-listed ideas from Idea Finding as much as you can in the light of these
criteria. Then opt for the best of these improved ideas (e.g. using Comparison tables).
Solution Finding is the fifth stage in the Creative Problem-Solving Process. The objective is to refine and select the
best ideas generated during the Idea Finding stage by applying evaluation criteria and further developing the ideas.
Steps in Solution Finding:
Generate Evaluation Criteria:
Expansion: Start by brainstorming a wide range of criteria that could be used to evaluate the ideas. Consider
factors like feasibility, cost, impact, resources required, and alignment with goals.
Contraction: Narrow down the list of criteria to the most essential ones that will help you make a clear and
effective decision.
Develop the Short-listed Ideas:
Take the promising ideas identified in the previous stage and develop them further. This might include
combining different ideas to create a more robust solution.
Refine each idea in the light of the selected evaluation criteria to enhance its viability and effectiveness.
Evaluation Process:
Comparison Tables: Create comparison tables to evaluate each idea against the selected criteria. This allows
for a systematic and objective comparison of each option.
Example: List the ideas in rows and the criteria in columns, then score each idea based on how well it
meets each criterion.
Advantages and Disadvantages: Identify the pros and cons of each idea based on the criteria.
Select the Best Idea:
Based on the evaluation, select the idea that scores highest or best meets the criteria. Ensure that the chosen
solution is practical, impactful, and aligns with your goals.
Solution Finding is about evaluating the ideas generated in the previous stage and selecting the most viable solutions.
This involves using specific criteria to assess and refine the ideas, ensuring they are practical and effective. By using a
structured approach to evaluate and refine ideas, the Solution Finding stage helps ensure that the final solution is
well-thought-out, practical, and effective in addressing the problem.

Stage 6: Acceptance finding

- Develop a plan of action to implement the solution you’ve settled on as the best choice.
- How can the suggestion you have just selected be made up to standard and put into practice? Shun negativity,
and continue to apply deferred judgment — problems are exposed to be solved, not to dishearten progress.
Action plans are better developed in small groups of 2 — 3 rather than in a large group (unless you
particularly want commitment by the whole group). Particularly for ‘people’ problems it is often worth
developing several alternative action plans. Possible techniques include — Five W's and H, Implementation
Checklists, Consensus Mapping, Potential-Problem Analysis (PPA).
Acceptance Finding is the sixth and final stage in the Creative Problem-Solving Process. The goal is to develop a
practical plan of action to implement the chosen solution effectively. This stage ensures that the solution is ready to be
put into practice and addresses any potential obstacles to acceptance and success.
Steps in Acceptance Finding:
Develop a Plan of Action:
Detail the Steps: Outline the specific steps required to implement the solution. Be as detailed as possible to
ensure clarity and feasibility.
Assign Responsibilities: Identify who will be responsible for each step. Ensure that team members
understand their roles and tasks.
Shun Negativity and Apply Deferred Judgment:
Stay Positive: Focus on solutions and how to make things work rather than dwelling on potential problems.
Deferred Judgment: Continue to defer judgment on new ideas and suggestions. Problems identified during
this stage should be addressed constructively to support progress.
Small Group Development:
Form Small Groups: Develop action plans in small groups of 2-3 people. This allows for more detailed and
focused planning. Involving the whole group may be necessary for larger buy-in and commitment.
Alternative Action Plans: For 'people' problems or complex issues, consider developing several alternative
action plans. This provides flexibility and readiness to adapt as needed.
Techniques for Acceptance Finding:
Five W's and H: Apply the Five W's and H (Who, Why, What, When, Where, and How) to develop a comprehensive
understanding of the implementation steps.
Who: Identify who will be involved in implementing each step.
 Why: Understand the purpose of each step.
What: Specify what needs to be done.
When: Establish a timeline for each step.
Where: Determine where the actions will take place.
How: Outline the methods and processes to be used.
Implementation Checklists: Create checklists to ensure all tasks and steps are accounted for and completed. This
helps keep track of progress and ensures nothing is overlooked.
Consensus Mapping: Use consensus mapping to ensure all team members agree on the action plan. This technique
involves creating a visual map of the plan and making sure everyone is on the same page.
Potential-Problem Analysis (PPA): Identify potential problems that might arise during implementation and develop
contingency plans to address them. This proactive approach helps mitigate risks and ensures smoother execution.

In the Acceptance Finding stage of Creative Problem Solving, the focus shifts to developing a comprehensive plan of
action to implement the chosen solution. This stage ensures that the solution is adopted effectively, and all necessary
steps are taken to ensure its success. By developing a comprehensive action plan, you ensure that the chosen solution
is implemented effectively and has the best chance of success. This structured approach helps manage the process,
allocate resources efficiently, and address any challenges that arise along the way.

In Van Gundy's (1988) description of creative problem-solving, he outlines a process often referred to as the "6 x 2"
model. This framework is designed to help individuals or teams approach problem-solving in a structured yet creative
way. The "6 x 2" represents a six-stage process that cycles through two main phases: Divergent Thinking (idea
generation) and Convergent Thinking (idea evaluation and selection).

The 6 x 2 Process:
1. Problem Finding (Divergent)
This stage is about defining and understanding the problem. The goal is to identify and articulate the real problem or
challenge, often by asking questions and exploring the issue from multiple angles.
The aim is to avoid jumping to solutions prematurely. Instead, the focus is on clarifying the problem itself. Techniques
like "Five Whys" or root cause analysis might be used here.
2. Idea Finding (Divergent)
Once the problem is clearly defined, the next step is to generate a wide range of ideas and potential solutions. This is a
brainstorming or idea generation phase where quantity is prioritized over quality.
Divergent thinking techniques like brainstorming, mind mapping, or freewriting encourage free-flowing ideas without
judgment, leading to creative possibilities.
3. Solution Finding (Convergent)
After generating ideas, it's time to evaluate the ideas and narrow down the list. This stage involves filtering,
prioritizing, and sifting through the options.
Tools like decision matrices, SWOT analysis, or Pareto analysis might be used to assess the practicality, feasibility,
and relevance of each solution.
4. Acceptance Finding (Convergent)
This stage focuses on ensuring that the selected solution is accepted by all stakeholders involved.
This might involve addressing concerns, gaining consensus, or working through potential resistance. In a group
setting, techniques like multi-voting or negotiation could be used to reach a decision.
5. Action Finding (Convergent)
In this stage, you develop a clear action plan to implement the chosen solution. This includes identifying the necessary
steps, resources, timeline, and responsibilities.
Project planning tools and Gantt charts are examples of methods used to create a structured plan for execution.
6. Evaluation Finding (Convergent)
After the solution is implemented, it's important to evaluate its effectiveness. This involves measuring the outcomes
and analyzing if the problem was solved and to what degree the solution worked.
Continuous feedback, post-mortem analysis, and evaluation metrics are used to ensure that the solution is achieving
the desired results.

Key Takeaways from the "6 x 2" Process:

Divergent Thinking (Stages 1–2): These stages focus on generating ideas and exploring the problem and possible
solutions without evaluating them right away. They foster creativity and help open up a wide range of possibilities.
Convergent Thinking (Stages 3–6): These stages focus on narrowing down options, refining the chosen solution,
ensuring acceptance, and developing a concrete action plan. They involve logical decision-making and practical steps
for implementation and evaluation.
The "6 x 2" model is designed to balance creativity and critical thinking. By using divergent thinking to generate ideas
and convergent thinking to refine and implement solutions, it creates a well-rounded process for tackling complex
problems creatively and effectively.