Creative Problem Solving Running Head: MODEL FOR CREATIVE PROBLEM SOLVING

Model for Creative Problem Solving [Name of the writer] [Name of the institution]

Creative Problem Solving Model for Creative Problem Solving

Introduction The problem solving process consists of several coordinated steps, such as information collection, problem formulation, resources, objectives, policies, implementing the care and evaluation. There are no projects without problems, but handling them cannot be another problem. Before we start to find solutions and apply them to try to resolve the problem, we must carefully analyze what are the factors that have caused side effects that are undetectable at first sight, etc. (Rath, 2003, 461)

Present Problem Solving Process

STEP 1: Identify, specify and clarify the problem: This first step is critical. It is important that each team member clearly understand the problem so that all power is concentrated in a direction. It is a way to identify problems, write a summary outlining the problem and then write you want to be when the problem was resolved. The goal is to get as much information about the problem.

STEP 2: Analyze the problem by collecting facts and information: At this stage, the solution of the problem, questions must be asked and information gathered and sifted. Do not make the mistake of assuming you know what is causing the problem without any effort to understand the problem you have identified. Try looking at the problem from different perspectives, not just how it affects you. Think about what affects others. It is very

Creative Problem Solving important to spend some time studying the problem. Go to the library or to develop a survey to collect the necessary information (Rath , 2004, 613).

STEP 3: Develop alternative solutions: Here, we must consider the strengths and weaknesses that each alternative may have in short and long term, both for ourselves and for others. To perform this step correctly, there is often not enough information. In this case, it is necessary to collect new data to help evaluate the different alternatives. For example, a person who wants to start playing sports, when evaluating the different alternatives, must gather enough data. For each of the alternatives separately, we must list all the advantages and disadvantages that entails. Then give a score from 0 to 10 to every advantage and every problem in terms of its importance, considering that: 0 is "not important" and 10 means it is "essential or very important." Finally, once punctuated every advantage and every problem on this scale, there are the numbers given to all the advantages on one hand and all the other drawbacks. If the result is positive, it means that it is more advantageous or more important (DZurilla, 1971, 107).

STEP 4: Select the best solution: Once you have thought about the alternatives available and the consequences of each of them, you must choose the most positive and appropriate. Once you have reviewed the various alternatives, you must compare them and choose the one that suits best. As a rule, one that has more advantages than disadvantages, or the alternative that has the highest positive number should be chosen (Lesgold, 1991, 287).

Creative Problem Solving This step is in the process of selecting the best alternatives or better solutions from the group of possible solutions. The ideal alternative may not be the best at that time. The best

alternative is determined based not only on its efficiency, or because it is the quickest solution, but on factors such as available budget and time, the economic situation, the ability of staff to run it .etc.

STEP 5: Devise a plan of action: This involves defining a goal, outlining the objectives and tasks, schedule and budget, responsibilities, etc.

STEP 6: Implement a solution: Once chosen, we take responsibility for the decision and implement it. We must also worry about evaluating the results, so that we can change those aspects of the situation are still not satisfactory, and we can also learn from our experience (Heppner, 1987, 371).

STEP 7: Evaluate This step involves assessing how we reached our goal, determining the effects or ramifications of the solution and the positive and negative implications of the process / stages of the project with our idea and initial objectives. An effective decision maker examines the advantages and disadvantages of an idea, issue, or opinion. When the decision maker is zeroing in on a course of action, he or she has at least one member who suggests, Lets consider the positive and negative consequences of this decision. Research suggests that it is especially important to

Creative Problem Solving

talk about the negative consequences of a proposal. Some decision makers use a chalkboard or flip chart and make a written list of the pros and cons (Funke, 1995, 219).

Creative Problem Solving Process When we talk about the application of creative techniques, we are referring to the existence of open problems without a known good solution such as involving more public employees, such as improving service quality and how to make meetings more effective. To solve these problems is not enough to apply logical thinking. You must use creative thinking, understood as the production of something new, original and valuable that is allowing us to solve a problem. Here, is where creative methods make sense as tools to resolve issues whose solution is not known beforehand. These methods are based on the process of solving problems that are creative people. Among the various creative methods that are known (brainstorming, nominal group, Delphi method, lateral thinking, Synaptic, synapses, list of attributes, morphological analysis, matrix diagrams discovery or mental), we selected the most interesting in view of its applicability to the company, the results of private organizations and methodological appropriateness in the process of troubleshooting (Bhaskar, 1977, 193). Using creative methods, you can benefit organizations in several ways: Perceiving opportunities for improvement that are turned into an action plan, turning problems into opportunities, people accustomed to thinking in terms not only innovative products but also processes of innovation, noting that the organization, people are most importantly, improving capacity planning tasks and projects and result in the administration more competitive in providing quality service to the customer.

Creative Problem Solving Much can be done with these methods, and organizations cannot afford to waste the potential of these creative and inspiring contributions, as they face an ongoing basis to a lot of difficult problems: the creation of new products or services, improving quality, customer service, employee motivation, technological adaptation or elimination of internal conflicts. It is, therefore; in need of imagination to solve the traditional solutions are not worth it is necessary to resort to creativity (Beckmann, 1995, 200). Simplex is a tool for creative problem-solving. It is a method of applied creativity that

connects the process of creative problem solving with skills and tools to make the process work. It was created by Min Basadur of the Center for Research in Applied Creativity, Innovation and Professor Emeritus of Organizational Behavior at the School of Business at McMaster University. Rather than seeing creativity as a process on a single line, Simplex sees it as a continuous cycle. The whole process is applied with the completion of a cycle and the application of its results feeding the beginning of the next cycle of creative improvement (Funke, 1995, 268).

Phase 1: Generation Step 1: Detection of the problem Often, finding the exact problem to resolve is the hardest part of the creative process. When using Simplex, actively seek problems. Wherever there is an opportunity for change and improvement. This would use a list of symptoms of the problem would be completed by all participants and the facilitator would use a "mental diagram" to synthesize all aspects that can help us put the problem into context. For example, a problematic situation could arise from the idea that employees do not perform their job well. From the list of mental symptoms in the diagram, we could find statements like, do not feel recognized, earn a little money, my opinion does not count,

Creative Problem Solving

promotion, there are bad relationships with colleagues, job dissatisfaction, absenteeism and apathy (Rath, 2003, 461).

Step 2: Detection of events The next step is to find out as much information as possible related to the problem. The moderator of the session, attendees interrogated about possible causes of low-employee performance and classifies the responses under the scheme proposed by the Ishikawa diagram: causes due to means and procedures, due to direction, materials, machinery or people (Rath , 2004, 613).

Phase 2: Concept Step 3: Problem Definition At the time, they reach this stage you should know about what the problem is and have a good understanding of the facts relating to it. From here, you have to do is specify the exact problem or problems to be solved. The consensus of the group would set a phrase that takes the form of: "How to ..." the exact definition of the problem, after having differentiated symptoms. Following the above example, the description might be "how to make the employee is satisfied with his work and be more involved in it, so that users are better served."

Creative Problem Solving Step 4: Idea Generation

The next step is to generate as many ideas as possible. There are many ways to do this: ask for opinions of others, planned to use creativity tools and techniques of lateral thinking and brainstorming (DZurilla, 1971, 107).

Phase 3: Optimization Step 5: Selection and Evaluation Once you have a number of possible solutions to your problem is selecting the best. The best solution may be evident. If not, then it is important to think through the criteria used to select the best idea. The decision-making techniques establish a set of methods for this. The technique especially useful in this case may be to Decision Trees, in pairs and Comparison Analysis Grid. Bearing in mind the above causes, they would be responsible for eliminating those unimportant and choose those that it believes to be the most important in maintaining the situation of low involvement of the official. To accomplish this reduction causes a manageable set of causes that lead to the root because would be used (Lesgold, 1991, 287).

Step 6: Planning Once you have selected an idea, and we trust that the idea is worthwhile, and then it is time to plan its implementation.

Creative Problem Solving Phase 4: Implementation Step 7: Sell the idea

At this point, you may have done all this work on your own or with a small team. Now you have to sell the idea to people who must support it. It could be your boss, bank manager or other persons involved with the project (Heppner, 1987, 371).

Step 8: Action Finally, after all the creativity and preparation, comes the action! This is where all the careful work and planning worthwhile. Once the action is firmly in place, return to step 1, find problems, to improve their idea. This plan would be attended by the whole group, led by a moderator, who should know the basics of strategic planning that will help to define objectives clearly and know the weaknesses, threats, strengths and opportunities of the plan. In short, the process of formation-proposed intervention consists of four phases: problem identification, description, analysis of the causes and development of solutions and uses some of the most interesting creative techniques for group work (Funke, 1995, 219).

Conclusion Taking the right decision at the right time determines the path of success for us. However, decision making is not an easy process since it involves selection of the right course of action among other alternatives. Decision making techniques often help to arrive at the right conclusion/decision. The method of chance is followed during crisis of time or when the alternatives are of equal importance. This is usually done by tossing coins as is the practice in sports field. The method following intuition is also quite effective. Many inventors have relied on

Creative Problem Solving

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this method of decision making. At times, it becomes impossible to analyze all the pros and cons. This among the other techniques becomes particularly helpful under such circumstances.

Creative Problem Solving References

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Beckmann, J. F., & Guthke, J. (1995). Complex problem solving, intelligence, and learning ability. pp. 177-200 Bhaskar, R., & Simon, H. A. (1977). Problem solving in semantically rich domains: An example from engineering thermodynamics. Cognitive Science, 1, 193-215. DZurilla, T. J., & Goldfried, M. R. (1971). Problem solving and behavior modification. Journal of Abnormal Psychology, 78, 107-126. Funke, J. (1995). Experimental research on complex problem solving. In P. A. Frensch & J. Funke (Eds.), Complex problem solving: The European Perspective (pp. 243-268). Hillsdale, NJ: Lawrence Erlbaum Associates. Funke, U. (1995). Complex problem solving in personnel selection and training. In P. A. Frensch & J. Funke (Eds.), Complex problem solving: The European Perspective (pp. 219-240). Hillsdale, NJ: Lawrence Erlbaum Associates. Heppner, P. P., & Krauskopf, C. J. (1987). An information-processing approach to personal problem solving. The Counseling Psychologist, 15, 371-447. Heppner, P. P., & Krauskopf, C. J. (1987). An information-processing approach to personal problem solving. The Counseling Psychologist, 15, 371-447. Lesgold, A., & Lajoie, S. (1991). Complex problem solving in electronics. Hillsdale, NJ: Lawrence Erlbaum Associates.pp. 287-316 Rath J. F.; Langenbahn D. M.; Simon D.; Sherr R. L.; Fletcher J.; Diller L. (2004). The construct of problem solving in higher level neuropsychological assessment and rehabilitation. Archives of Clinical Neuropsychology, 19, 613-635.

Creative Problem Solving Rath, J. F.; Simon, D.; Langenbahn, D. M.; Sherr, R. L.; Diller, L. (2003). Group treatment of

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problem-solving deficits in outpatients with traumatic brain injury: A randomised outcome study. Neuropsychological Rehabilitation, 13, 461-488.