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Rational and Creative Problem Solving

Rational and creative problem solving are two approaches managers can use. Rational problem solving involves defining the problem, generating alternative solutions, evaluating alternatives, implementing a solution, and following up. It works best when there is sufficient information. Creative problem solving is useful when outcomes are unpredictable or there is not enough information. It involves removing conceptual blocks and encouraging creativity through techniques like brainstorming.

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Nylav Lovz
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73 views

Rational and Creative Problem Solving

Rational and creative problem solving are two approaches managers can use. Rational problem solving involves defining the problem, generating alternative solutions, evaluating alternatives, implementing a solution, and following up. It works best when there is sufficient information. Creative problem solving is useful when outcomes are unpredictable or there is not enough information. It involves removing conceptual blocks and encouraging creativity through techniques like brainstorming.

Uploaded by

Nylav Lovz
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Problem Solving

Rational and Creative Problem Solving

If there were no problems there would be no need for managers

Managerial Success Depends on Making the Right Decisions at the Right Times.

Approaches

Rationale problem solving Creative problem solving

Rationale Problem Solving

What are the steps? When is this the most effective method?
A B C

What Are the Steps for Rational Problem Solving?

Problem Solving Decision Making Follow-through

STEPS
1.
2. 3.

Problem Awareness Define the problem Decision Making


Generate alternative solutions Evaluate and select an alternative

4.

5.

Implement Follow-through

follow up on the solution

Problem Awareness

Establish Trust Clarify Objectives Assess the Current Situation Identify Problems
Routine Problems Nonroutine Problems

Flowcharts

Defining the problem

Fact not opinion or speculation Broad participation Agree on what the problem is! State the problem explicitly Identify what standards or expectations were violated or need to be addressed Whose problem is this? Problem not solution

Problem Definition
Problems not solutions
Cause-and-effect Diagram

Exhibit 9.3: Cause-and-effect Diagram

Decision Making

Establish Decision Making Criteria


Specific, Measurable, and Attainable Complementary Ethical Acceptable

Develop Action Alternatives

Generate alternatives

List all alternatives before evaluating them Broad participation Solutions must be consistent with organizational goals Synergy can turn bad ideas into good ones Keep focused on problem

Constraints

Alternatives are often evaluated as they arise Few of the many possible solutions are known The first acceptable solution usually is accepted Alternatives are based on what was successful in the past

Decision Making (continued)

Evaluate Benefits and Risks of Alternatives


Certainty Known Risk Uncertainty Turbulence

Decide on a Plan

Decision Making (continued)


Decide on a Plan
Perfect Rationality Bounded Rationality

Constraints

Satisfactory not optimal solutions are usually accepted Usually limited information about alternatives is available Solutions are often implemented before problem is defined Preferences usually arent known

Implementation

How can we maximize the probability that our solution will be accepted and fully implemented? Importance of feedback Engenders buy-in Evaluation: did it solve the problem?

Constraints

It may take a long time Acceptance by others not always forthcoming Resistance to change What should be followed-up and evaluated Politics!

Action Plan Implementation

Assign Tasks and Responsibilities Establish an Implementation Schedule


Gantt Chart

Exhibit 9.5: Gantt Chart

Follow-Through

Establish Criteria for Measuring Success. Monitor the Results. Take Corrective Action.

When Is Participation Appropriate for Decision Making?

Degrees of Decision Participation


Autocratic

Consultative
Group

Criteria for Participation

Quality Requirements

Criteria for Participation

Quality Requirements
Acceptance Requirements

Criteria for Participation

Quality Requirements
Acceptance Requirements Time Requirements

Choosing the Appropriate Degree of Participation

Exhibit 9.7: Decision Tree for Decision Making Participation

Advantages and Disadvantages of Group Decision Making

Advantages and Disadvantages of Group Decision Making (continued)

Advantages Making Decisions in Groups Disadvantages of Making Decisions in Groups


More Time Investment
Individual Agendas Shared Responsibility

Pressure to Conform

Groupthink

Advantages and Disadvantages of Group Decision Making (continued)


The Managers Role Is Making Group Decision Effective.

When rationale problem solving wont work

Outcomes unpredictable Sufficient information isnt available Means-ends connections arent clear

try

Creative problem solving


Getting past our personal (conceptual) roadblocks and finding creative solutions

Encouraging Creativity

Characteristics of Managers Who Generate Creativity


Absorb Risks Can Live with Half-developed Ideas Stretch Normal Policies Good Listeners Dont Dwell on Mistakes Trust Their Intuition Are Enthusiastic and Invigorating

Encouraging Creativity

(Continued)

Promoting Creative Thinking in Organizations


Brainstorming Nominal Group Technique Delphi Technique Group Decision Support

Systems

Conceptual blocks
Constancy:

one way of looking at things One thinking language

Conceptual blocks
Commitment:

sticking with it Perceptual Stereotyping based on past experience Ignoring commonalities

Conceptual blocks
Compression:

narrow focus Artificial constraints Separating figure from ground

Nine dot problem

Conceptual blocks
Complacency:

fear, laziness, ignorance Non-inquisitiveness Bias against thinking

Removing the roadblocks

Focus is on improving ones mental abilities and habits and cultivating dormant skills

Stages in creative thought


1.

Preparation
Gathering data Defining the problem

Generating/examining alternatives

2. 3. 4.

Incubation Illumination verification

Gathering data

dance around the problem

Improving problem definition

Make the strange familiar and familiar strange


Synetics

Analogies: personal, direct, symbolic, fantasy

Elaborate on the definition


Is there anything else?
Is the reverse true? Is there a more general problem? Can it be stated differently? Who sees it differently? What past experience is this like?

Reverse the definition


Janusian thinking: Thinking

contradictory thoughts at the same time

Generating more alternatives

Fluency and flexibility Defer judgment: Brainstorming Expand current alternatives: subdivision Combine unrelated attributes
Morphological forced connections

Relational algorithm

Foster innovation

Pull people apart; put people together Monitor and prod Reward multiple roles

Tips

Break out of your routine: give yourself a break Make thinking a priority Talk to other people about ideas and about your problems Read outside of your area of expertise Avoid black holes

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