In reality, people typically move straight to the exploration of different strategies as the solutions to problems without considering the potential for different goals. In this context, the posed strategies might result in solutions for particular problems. However, making the choice on which particular strategy to use from the different proposed strategies also poses a difficult issue. Further, if there are no specific goals defined, the solution strategies that are proposed run the risk of not providing adequate answers to a problem.
The problem-solving process also consists of the component of exploring the possible strategies. This step should, indeed, be undertaken after the definition of the goals as it involves the reevaluation of the goals. This component, in essence, is the consideration of the different proposed strategies or options that might be engaged in the achievement of set goals. In some cases, the relevant information regarding a particular problem might be easily considered without straining the capacity of the individual short-term memory.
However, in the context of complex problems, such straightforward consideration becomes difficult. As such, problem solving should involve the tracking of relevant information through external representations such as writing down on paper rather than trying to retain all the information in their head. Such an approach allows people in the workplace to reason more freely about the problem in hand. Further, the process involves the anticipation of outcomes and taking action. This step follows the strategy selection where contingency plans are established and the selected strategy implemented.
Usually, an active role in strategy testing is undertaken prior to the anticipation of the potential outcomes. Indeed, the creation and evaluation of prototypes often assist in anticipating the results of particular strategies. Problem-solving then finalizes by looking back and learning where one looks back at the effects of the chosen strategy with the aim of learning from the experience. Conclusively however, the attempt of problem-solving places emphasis on finding the first step instead of immediately trying to find a complete solution.
Having attempted this first step and learning from the experience, individuals in the workplace can then proceed to the next steps. The steps to be taken will be informed by the information gleaned from this step. This knowledge will build on the current problem-solving knowledge the company making future decision making easier. The results of this analytical step will be important in the future as it would inform the decision of whether to employ the same strategy, whether to tweak it to make it more efficient or opt for another tactic with better results.
Creative problem solvers have some similar characteristics, some of these characteristics are key to their value to any organization. Their primary weapon in their quest to solve organizational issues is their brain and the way it processes information. The amount of data being involved in coming up with issues are often numerous and disorganized; their perceptive mind should be trained to notice which of the information is relevant to the problem-solving process. Picking out and sorting the numerous pieces of information may, improve key to solving any issue as it improves understanding of the whole problem.
The sorted pieces of information are then combined to build a bigger picture of the issue. Creative thinkers mind more than often can break down these pieces of information to make problem-solving easier by solving individual issues separately. A creative thinkers control over their cognitive functions, this is possibly due to their excellent control over their limbic system that handles information processing together with memory. Their brain is tuned to enable them process information quicker than most people.
This quick thinking capability improves their core cognitive processes such as reasoning and visualization.
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