Creative Problem-Solving in Management - Coursework Example

Creative Problem Solving In Management Name: Roll No: Class: Teacher: Subject: March 11, 2008 University: Introduction- What is Creativity The difference between non-creative and creative people is conceived as self-perception. Creative people view themselves mostly as creative and provide themselves the autonomy and independence to create. Non-creative people are not able to think about creativity and as such do not support themselves with the fabulous opportunity for creating something new. Being creative could just be a matter of setting aside the required time that is required to undertake a step in the backward direction and facilitating a person to ask if there is a specific place available of doing something. For creative people this should be an in-built habit of thinking and require self-discipline. Another significance attitude shift is to see complexities as opportunities for the purpose of improving. While this is a cliché but factual as whenever a problem is solved a better service or product is available for offering. Creativity is in fact sterile if some kind of action is not flowing from it. The creative ideas must be assessed, polished, improved and marketed before they provide any specific value. The stress management and time techniques are also required for creative thinking and problem solving. (Kelly, K. 1998) It is essential before discussing the concept of creative problem solving in management that the creativity approach is narrated. Creativity can be classified into two kinds; Technical creativity, and artistic creativity. The artistic creativity is termed as a born of skill, self-expression and technique. As for the technical creativity it can further be classified further into two kinds; lateral thinking and programmed thinking. Programmed thinking is primarily reliant on structured or logical ways of creating innovative and new service or a product. Lateral thinking identifies that our minds are in fact the pattern identifying systems and they do not perform like computers. It takes many years of training prior to learning some simple arithmetic- computers on the other hand perform it simply and easily. Conversely we can recognize instantly the patterns like language, face and handwriting. Techniques of lateral thinking support us to present startling, original and brilliant solutions to complexities and opportunities. Each type of above-mentioned approach has in fact its own strength. Discipline, logical, logical and creative thinking is enormously effective and influential in making related products better. Lateral thinking is capable in generating new ideas, concepts and brilliant enhancements to the existing system. Creative Problem Solving- A Primary Function of Management Primary function of a manager at any level is to resolve and present applicable solutions. Understanding of manager’s approach to different problems and the solving style that is mostly used is an essential and preliminary step to become a successful creative problem solver. Managers usually deal with a problem and complexity in one of the three manners; avoiding problems which means refusing to identify that a problem is there; solving problems as essential and dealing it urgently; searching them out-anticipating and predicting to evade them become vital and urgent. (Lumsdaine and Lumsdaine. 1994) Managers seem to adopt one of the two primary problem; intuitive or systematic. As for the systematic thinking, it is more of being rational and logical. Managers prefer focused and narrow problem, rules to be followed, step-by-step processes and computer software that pulverize to an applicable recommendation. Intuitive thinkers on the othyer hand are more relaxed and comfortable with the particular solutions that just ‘occurs’. As compared with the systematic thinkers data is less important for them, intricacy is less bothersome, altering internal and external environments are anticipated instead of assumed away and being less or more correctness is more significant than being accurately wrong. Paradigms are supportive for creative problem solving in management. They are the robust assumptions and beliefs used by managers to filter the information received by them. They are termed as eyeglasses that enable a manger viewing problems, providing and applying probable solutions to the related problem. Manger suffering from the effects of paradigm paralysis is not successful to altering his/her beliefs and hypothesis when there is new information exhibiting a change is required. Paradigms could be long standing and may be new. Step-by-Step Process for Creative Problem Solving in Management Five questions are included in the systematic and a specific step-by-step concept to creative problem solving in management. We shall discuss them one-by-one: What is the nature of problem: A problem occurs when achievement is less than anticipated. The anticipation could be a standard of performance, goal, policy or a rule. Even if performance is more than anticipated a manger may still view enough room for improvement. This state of problem is termed as opportunity. Little opportunity is present for managers for achieving success if they are not able to differentiate problems from causes and symptoms of problems. Working on causes and symptoms rather than the fundamental problem hardly ever leads to the solution of problem. Identification of problem needs constant surveillance of the external and internal environments within which a business functions. Focus on bits and pieces of data from different sources in combination with judgment, experience and intuition are the part and parcel of problem identification. (Goodstein, L. 1993) Searching for the Causes of Problems: Managers should be aware of fundamental causes of the problem. A great desire to solving a problem often follows the identification of problem. Limited understanding of the causes of problem restrains finding a perfect solution to the ‘exact; problem. Solving a ‘simple symptom’ of the specific problem leaves the genuine problem waiting to occur again. (Von, O. 1992) Diagnosis of a problem needs shifting from an easy ‘why’ or symptom to the management ‘why. The management is mostly in need of the reasons or causes of a problem. Such causes of management normally go beyond the particular technical reasons. The best management causes are found by the repeated questions of ‘why we explore a problem?’ Alternative Solutions: creative problem solving in management needs a careful focus to the probable solutions and answers for the problem. A paradigm of ‘a variety of solutions’ differs from satisfaction with the familiar and simplicity. Generating different solutions in fact tests the overall creativity of decision makers. Resultantly, close mindedness, fear and traditionalism of the un-common limit mangers. Brainstorming is considered an effective tool for enhancing the spectrum of solutions regarded. In the sessions of brainstorming the focus is on spontaneous recommendations of ideas and alternatives for problem solutions. Rule of the brainstorming include; evaluation of ideas is not present; consideration of possibility of implementation is not made; establish on what is suggested by others; fumble about the unusual and new; in case of doubt thoughts should be provoked; and laugh and enjoy. Identification of the best possible solutions: The list of alternative solutions provides a range of applicable solutions to the problem from which one should be selected. The complexity and size of a problem and its causes determine specifically the efforts required by managers for justifying the choice of a particular solution. Criteria for making a choice of a particular solution should exhibit the mission, culture and goals of an organization. Actions Taken: The first four steps mentioned above are not successful if the selected alternative cannot be applied. Application requires courage, resources, attention and persuasion to detail assessment of development and corrective action. (Lumsdaine and Lumsdaine. 1994) Every Problem is Different in Nature Managers identify easily that they differ significantly from each other. Some of the managers adopt systematic problem solution while other seems to be intuitive problem shooters. Despite of their favorite orientation, the mangers should anticipate and confront problems in spite of avoiding them until they fall in an urgent category. However a key element is that both intuitive and systematic thinking is significant. Intuition of a manger is about his/her business supports in every step of the process of creative problem solving. Sometimes an opportunity or pure intuition about a particular situation turns out to be the main key to correct decision being executed. Conversely the systematic addressing of problem by a manger is also essential. Extremes in each of the concept are problematic. Diagnosis of a problem provides an answer to the question. There are different tools and techniques that can be used by executives and managers to generate creative solutions to problems. Cause and Effect Diagram or Fishbone Diagram One technique for creative problem solving in management is ‘Cause and Effect Diagram’ that support managers to think and judge the causes of the specific problem thoroughly. The main benefit of this technique is that they force to consider every possible reason and cause of the problem. Cause and effect diagrams are also called ‘Fishbone Diagrams as an absolute diagram resembles the skeleton of a fish. Certain steps are identified in this technique for creative problem solving. (De Bono, E. 1993) The first step is to identify the problem by writing the true nature of the problem confronted along with all the necessary details. Wherever possible and adequate identify what is the essence of problem, persons involved, when it occurs and the place of problem. The problem should be written in a box and on the left side of a paper. A line should be drawn horizontally from the box. This arrangement will look more of a spine and head of a fish, allowing space for the purpose of developing ideas. Second step is to work out the main factors and elements involved that contribute to the problem. Lines should be drawn off the spine for every element and label it. these could be the people that are involved in the nature of problem, equipment, systems, external forces etc. The factors identified being involved with the problem forms the bones of a fish. (De Bono, E. 1993) Third step is to identify and recognize the possible causes. For every factor and element considered in the step two, possible causes should be brainstormed related to each factor. These lines are shown as smaller coming off the ‘bones’ of a fish. In case a cause is complex or large then it is the best option to form the sub-causes. The fourth and last step is to analyze the diagram. Up to this stage the manager should be having a specific diagram that shows all the probable causes of problem. Depending on the importance and complexity of the problem, manager can investigate the most possible causes. This could involve in setting up a variety of investigations, performing surveys etc. These could be designed for the purpose of testing whether the evaluations are correct and justified. (Goodstein, L. 1993) Technique of SWOT Another technique available to managers for creative problem solving in management is the SWOT analysis. It is a robust technique for understanding an organization’s Strengths, Weaknesses, Opportunities and Threats. SWOT being used in a business context supports manager to carve a sustainable and lively niche in the market. The reason of power of a SWOT is that with a little application of mind it can support a manager to uncover opportunities that are well placed for reaping advantages of. The understanding of weaknesses of the business, manager can organize and get rid of threats that would otherwise grasp the managers unawares. By using SWOT framework while looking at the organization and its competitor, managers can initiate to craft a specific strategy that supports them to distinguish them significantly from competitors and enables to achieve a competitive advantage in the market. We shall discuss some of the main ingredients of SWOT. Strengths: in SWOT are the advantages a company has and managers should understand what to do better than their competitors. Managers should be aware of their lowest-cost and unique resources and the best possible access to them. Further they should understand the views of people in market as they see the firm and its product as strengths. These factors should be considered from an inside perspective and not only from the customer but from the point of view of people in the market. Managers must be realistic and move in right direction. While looking at the strengths the managers should think about them in association with the competitors. For instance, if all the competitors are providing super quality product then it is not strength but a necessity. Weaknesses: in the SWOT should be identified and analyzed by searching for the ways in which an improvement can be made and how they can be avoided. The factors that could result in losing sales, for instance, should be identified and tackled. The weaknesses should also be considered from external and internal basis. The best thing is that manages should be realistic and confront any unpleasant reality as early as possible. Opportunities: Next step in SWOT is to search and exploit the opportunities. The managers should hunt for the opportunities and aware of the interesting trends. Useful opportunities could evolve from particular thing like; change or development of a new market or technology on both narrow and broad scale; changes in the policy of government particularly related to the field; changes in the population profiles, social patterns, lifestyles etc and the local events. An effective approach for searching opportunities is to view the strengths. The managers should ask themselves whether these strengths open up any kind of opportunity. (Goodstein, L. 1993) The fourth element in SWOT is ‘threats’. Managers must identify the obstacles confronted and analyze the activities of competitors. They should recognize the level of changes in the specification of product, services or their jobs. The technology should be viewed at all times for understanding that no threat is posed by the changing technology in the market. Last but not least is that manages should examine all possible weaknesses and whether they present any threat to the business. (Altshuller, G. S. 1996) Strengths and weaknesses are mostly related to the internal environment of an organization while opportunities and threats are mostly found in the external environment. For this particular reason the analysis by SWOT is also known as Internal-External Analysis. The Matrix of SWOT is sometimes referred as IE Matrix Analysis Tool. There are two possible ways for using SWOT- just as an icebreaker that supports people in mingling with each other getting rid of the strategy formulation; the other sophisticated way is to use it as an effective strategy tool. (Ulrich, D, 1995) Porter’s Five Forces The five forces tool presented by Porter is a simple yet powerful technique for developing understanding the hub of power in a business. This is useful as it could support managers to understand the corporate environment in management for creativity and ultimately generate creative solutions to the problems confronted. By developing a clear cognizance of where the power is, managers can take better advantage of the particular scenario of organization’s strengths and improve the weakness of the situation. They can avoid in taking incorrect steps. (Porter, M. 1985) Traditionally the tool is used to recognize whether the new businesses or products have enough potential to be lucrative. However it can be enlightening when used to develop awareness about the balance of power and present creative ideas in solving problems faced by them. 5 forces analysis presumes that there are in fact five significant forces that traditionally competitive power in a scenario. These are: (Porter, M. 1985) Supplier Power: Managers evaluate the easiness for suppliers to drive prices in upward direction. This is basically driven by the uniqueness of a product, number of suppliers, their control and strength, cost of switching etc. Buyer Power: In this scenario the managers understand how much it is simple for buyer to drive prices downward. This is also driven by the importance of every buyer, number of buyer and the cost of switching etc. If the buyers are few and also powerful they may be in a position to dictate terms to the business. Competitive Rivalry: The capability and number of competitors is also important. In a scenario of too many competitors offering equal qualitative products a little power is available to the managers. Threat of Substitution: This is mostly affected by the capability of customers to search a distinguish way of performing what is done by the business. For instance if an exclusive product supported by a unique software is offered that automates a significant process, it could be substituted by doing the particular process by outsourcing or through manually by other people. (Porter, M. 1985) Threat of New Entry: Power is also influenced by the capability of people for entering a firm’s market. It little cost and time is required to enter the market and compete in an effective manner and also there are very few economies of scales as far as price is concerned or a little protection is available for a key technology of a firm then it is much easier for the competitor to enter the market. (Porter, M. 1985) Brainstorming Brainstorming is a popular and useful tool that can be used by the managers to develop high quality creative problem solving. It is specifically helpful when managers require getting away from stale, recognized patterns of thinking, so they can develop new and innovative ways of viewing things. Managers need such kind of creative activities in problem solving when the problems are related with developing new openings, they want to enhance and improve the service, or managers want present approaches are not producing satisfactory results. In brainstorming sessions, managers are supported by bringing the experience of every team member into action during problem solving. It increases the value of solutions that are explored. Mangers are in a position of finding better solutions to the complexities and problems faced by them for making better and appropriate decisions. It can also support them to buy in from their team members for the best solution chosen- they have, after all, helped in creating that particular solution. (Galbraith, Jay R. 1995) As already discussed in the paper brainstorming is in fact a lateral thinking process that asks people to generate with innovative thoughts and ideas that seems a bit shocking or passionate at firms. Such ideas can be improved and changed into useful and original ones. During the sessions of brainstorming no criticism should be made about the ideas thrown; managers are trying to open up all kinds of possibilities and split wrong assumptions about the boundary of the problem. Analysis and judgments at this particular stage will impede idea generation. Brainstorming is a popular and tested way of creating radical ideas. During sessions of brainstorming no idea is criticized as reins are freely given to the creativity of people. Judgment and criticism in fact cramp creativity. The brainstorming sessions are in fact enjoyable experiences which are memorable and beneficial for bringing together all team members. Although individual brainstorming is considered best for the generation of new ideas but it is less successful at developing them. Group discussions seems to develop very few ideas but develops further each idea more effectively. (Galbraith, Jay R. 1995) System Intervention Strategy (SIS): Systems Intervention Strategy (SIS) is a technical methodology that derives from the harder end of the soft-hard continuum of systems methodologies. Its purpose is to offer and provide simple and straightforward easy to understand approach to the examination of complex and relatively soft situations. With SIS a novice manager can learn the procedures very quickly. To deal with complex situations, methodology suggests a three prong technique to be observed i.e., technical, organizational and personal. Systems Intervention Strategy (SIS) was initially developed by Mayon-White in 1986 and lateral scholars like Alan Waring and Peter Checklan gave it a global expansion during early 90’s and early 2000’s. SIS also sees the team approach to learn. Team attempting to change learns about the organizations and its environments. It’s all about knowing and developing various human attributes like confidence and proves complex situations into simple realities. Intervention strategies must focus on Two Basic Elements before moving for actions. Paradigm of SIS Belief Behind the Paradigm Application of Systems Intervention Strategy (SIS) Once a project is in operation, evaluation helps the project team answer many questions about the value added of the project. When the project has completed a year, or two, or is in its final stages of completion, evaluation provides a way to measure and understand the impact or extent to which the project has affected or benefited the target group. Examples of evaluation questions include the following: Recognition of "target participants" who will serve the cause How to know the effects of Change What to improve the project its impact? Who will develop the project What are main collaborating points? How do employees and consumers perceive the outcomes and efforts Do our goals carry the vision of being good and well orgainsed before we apply? Are the original project goals, objectives, and "vision" being achieved - and how well? As a New Manager I must recognise the system of input and output prevailing in the company and must try to apply the changes softly instead of taking any drastic steps and apply for the development of non serious measures. From Complexity to Simplicity A vision of today and tomorrow will further lead to the development of causes in the presence of feedback and proper vigilance. Manager must not make any decisions without considering internal environmental forces in the company. If he makes any changes without these considerations the situation can be out of control and the impact of SIS can be negative on the business results. First of all, I will talk to all the concerned people in sales for the betterment possibilities and must give them my own vision of success behind this new sales team management. If I fail to understand and apply this basically needed step, there would be difficulties in return not for the manager but for the whole system and business procedures. Conclusion A variety of techniques are available for managers to resolving the problem in a creative way. Some of these techniques and tools have been discussed in this paper. These tools and techniques along with others are utilized by executives and managers to generate creative solutions. Management can initiate to tackle problems that could otherwise seem overwhelming, huge and excessively complex. As such the usage of appropriate techniques provide managers a starting point in the area of problem solving where other persons could just feel powerless and intimidated by the situation. References Altshuller, G. S. 1996. And Suddenly the Inventor Appeared, Technical Innovation Center, Worcester, MA. De Bono, E. 1993. Serious Creativity: Using the Power of Lateral Thinking to Create New Ideas, Harperbusiness. Galbraith, Jay R. 1995. Designing Organizations: An Executive Briefing on Strategy, Structure and Process, Jossey-Bass, San Francisco. Goodstein, L. 1993. Applied Strategic Planning: How to Develop A Plan that Really Works, McGraw-Hill.  Kelly, K. 1998. New Rules for the New Economy: 10 Radical Strategies for a Connected World, Viking, New York. Lumsdaine and Lumsdaine. 1994. Creative Problem Solving, Mc Graw Hill. Porter, M. 1985. Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, New York.  Ulrich, D, 1995. The Boundaryless Organization: Breaking the Chains of Organizational Structure, Jossey-Bass, San Francisco. Von, O. 1992. A Whack on the Side of the Head: How You Can Be More Creative, Menlo Park, California: Creative Think. Soft System Methodology http://www.idi.ntnu.no/grupper/su/publ/html/totland/ch0526.htm Agency for Health Care Policy and Research. (1992). An annotated bibliography: Effective dissemination to health care practitioners and policy makers. Rockville, MD. Contact: AHCPR's Center for Research Dissemination, 301/594-1362. Mayon White (1986). Readiness for change, educational innovations and educational reform: Working paper. Washington, D.C.: U.S. Department of Education. Contact: Dr. Susan Klein, Office of Educational Research & Improvement, 202/219-2038. Read More