This document outlines a course on creative problem solving and decision making. The course objectives are to identify challenges facing decision makers, recognize fundamentals of creativity skills, and apply creativity to problem solving. Topics covered include problem identification and causation, creativity and problem solving, and decision making. The document provides definitions of problems and the general problem solving framework. It also discusses techniques for problem identification like polling employees, and techniques for cause identification like five whys and fishbone diagrams. Finally, it covers creativity and innovation for problem solving, defining creativity, discussing creative people and using creativity as a business tool.
1. Creative Problem Solving and Decision Making
Mohammad Tawfik
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Creative Problem Solving and
Creative Problem Solving and
Decision Making
Decision Making
Mohammad Tawfik
Mohammad Tawfik
2. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
http://AcademyOfKnowledge.org
Course Objectives
By the end of this course the trainee will be able to:
●
Identify the challenges facing the decision maker
●
Recognize the fundamentals of the skills for
creativity
●
Apply the skills of creativity to problem solving
3. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Topics
●
Problem identification and causation
●
Creativity and Problem Solving
●
Decision Making
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What is a problem?
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Definition
A perceived gap between the existing state
and a desired state, or a deviation from a
norm, standard, or status quo.
Business Dictionary,
http://www.businessdictionary.com/definition/problem.html
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The General Problem
The General Problem
Solving Framework
Solving Framework
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What is the problem?
Problem Identification
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What may have caused it?
Cause Analysis
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What are some possible
solutions?
Problem Solving
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How to solve the problem?
Decision Making
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How to prevent repetition?
Mitigation
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In-Class Activity
In-Class Activity
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In-Class Activity
●
On a piece of paper, write down the first FIVE
problems, that come to your mind, that you face
in your work!
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Problem Identification
Problem Identification
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How to identify a problem?
Michael Batton Kaput
https://smallbusiness.chron.com/recognize-problems-business-management-20293.html
Louisa Torrez
https://work.chron.com/tools-techniques-identify-problems-workplace-23330.html
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Assess your goals
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Poll employees
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Examine how work is delegated
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Solicit feedback from employees
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Talk to employees about how
appreciated they feel at work
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Sit in on routine meetings
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Employee Safety
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Risk Assessment
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Causation and Correlation
Causation and Correlation
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29. Creative Problem Solving and Decision Making
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30. Creative Problem Solving and Decision Making
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31. Creative Problem Solving and Decision Making
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We need to identify four things ...
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Coincidence
●
“As soon as looked out of the window, and
accident happened”
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Precipitation
●
“During the traffic jam, the overheating indicator
lit up”
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Correlation
●
Rain and Umbrella
●
Fever and Runny nose
●
Accidents and Traffic Jams
●
Your friend and the loss of your team!!!
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Causation!
●
Car overheating and decrease in coolant level!
Maybe considered causation, but that is far
from being root cause
It may even be considered correlation!
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Techniques for Cause
Techniques for Cause
Identification
Identification
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Five Whys
Five Whys
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Fish-bone
Fish-bone
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Now that we know the cause, a solution need to
be found!
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In-Class Activity
In-Class Activity
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In-Class Activity
●
Select one of the problems you thought of
earlier, use 5 whys to find the root cause
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Off-Class Activity
●
Select another one of the problems you thought
of earlier, use Fishbone analysis to find the root
causes
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Creativity and Innovation for Problem Solving
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Introduction to
Creativity and Innovation
Mohammad Tawfik
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I - What is Creativity?
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Some nice quotations!
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51. Creative Problem Solving and Decision Making
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52. Creative Problem Solving and Decision Making
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53. Creative Problem Solving and Decision Making
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So, we may say that creativity
is
“coming up with ...
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New Ideas
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Different Ideas
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Unexpected Ideas
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For example ...
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Exploring the world or
exploring a new one!
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New theory to
explain how life
works!
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Change how
we think
about the
world or how
we live it!
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Or Maybe,
Just change
the world!
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II - Creative
People
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2.1 - What Makes People
Creative?
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Motivation
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Expertise
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Creative Thinking Skills
These are ones we can learn and exercise
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2.2 - Creative
People
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Elon Musk
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Omar Ibn-Elkhattab
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Timothy Prestero
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III - Creativity as a
business tool
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3.1 - Constraints in the
workplace
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“Do what you’ve always done and you’ll get
what you’ve always got”
DANGER of complacency and of developing limiting beliefs or a
restrictive mindset
http://www.creative4business.co.uk
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Creativity is that you keep an open mind and evaluate
all of the options open to you
This does not mean that you have to change at all but that you are
looking for new opportunities
http://www.creative4business.co.uk
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3.2 - Tips for the Workplace
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Innovation and organizational culture
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Allow for failure
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Improve learning and knowledge transfer
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Effectiveness of training and development
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Exploring problem areas
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Generating ideas
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Evaluating ideas
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V - What is Innovation?
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New Ideas Brought to Market
Not every idea or invention can be an innovation!
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Kinds of Innovation
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Product/Service
is a change in what organizations offer to the
market
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Process
is a change in how the offer (product or service) is
delivered to the market
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Business Model
is a change of business elements that enable the
firm to create and appropriate value
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Position
is the creation of a new market niche, a new
position in the consumers' minds of an existing
product
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VI - What is Innovation Management?
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6.1 - What is innovation management?
Innovation management is about how organizations
and their employees manage their innovation activities
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6.2 - Models
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Basic
Research
Applied
Research
Manufacturing
Market
Technology Push Model
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Market
Needs
Development
Manufacturing
Market
Market Pull Model
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6.3 - The innovation adoption lifecycle
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6.3 - The innovation adoption lifecycle - Hype Cycle
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6.4 - Trends affecting the
innovation
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Knowledge specialization:
New fields, new disciplines of knowledge appear due to
the merge of existing ones
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Workers’ mobility and geographic dispersion:
Knowledge is more geographically dispersed
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Increasing number of actors involved in the process:
Venture capitalists, incubators, accelerators, large firms,
etc.
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●Innovation!
Innovation:
What and How?
(Techniques from Different Sources)
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WARNING!
∙ Nothing really insures that you will get an
innovative idea in any field, rather, suggestions
of things that you may do can increase the
possibility of getting one
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The Idea Hunter
Andy Boyton & Bill Fischer
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The I-D-E-A Principles
●Be Interested not just interesting
●Diversify the hunt
●Exercise hunting for ideas
●Be Agile in hunting for ideas
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∙ Curiosity!
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∙ Diversify the search!
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∙ Exercise hunting ..
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117. Creative Problem Solving and Decision Making
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∙ Be Agile …
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Where Good Ideas
Come From
Steven Johnson
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How to develop good ideas
●Liquid Network
●Serendipity
●Slow hunches
●Error
●Noise
●Exaptations
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∙ Network!
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Serendipity!
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∙ Hunches …
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∙ Grow slowly!
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∙ Love your mistakes…
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∙ Study them …
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∙ Even celebrate them!
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∙ Some noise is not so bad after all …
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∙ I said “some” … not all!
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∙ Exaptation
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Innovation You
Jeff Degraff
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Prismatic Thinking
●Colors of Innovation
●The Russian nesting Dolls
●How you innovate is what you innovate
●Create Capacity
●Avoid the negative zone
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∙ Colors of innovation!
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Colors of Innovation
●Green – Create – Influential personality
●Blue – Compete – Decisive personality
●Red – Control – Careful personality
●Yellow – Collaborate – Social Personality
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∙ The Russian nesting dolls!
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The Russian nesting dolls
●Look up, down, and around
●You, your community, and the whole world
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∙ Avoid the negative zone …
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Avoid the negative zone
●Too much of anything is bad
●Ask friends to help you out
●Think about why are you thinking this way
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∙ Empty the bag …
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Create Capacity
●Time is limited
●Money is limited
●Brain capacity is limited
●You have to give up something to give room for
new things
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How you innovate is what you
innovate
●Think through the whole picture, the colors and
the nesting dolls, and change your way of
thinking
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Problem Solving
Problem Solving
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What is Problem Solving?
●
Problem solving consists of using generic or ad hoc methods
in an orderly manner to find solutions to problems.
●
Some of the problem-solving techniques developed and used in
philosophy, artificial intelligence, computer science,
engineering, mathematics, or medicine are related to mental
problem-solving techniques studied in psychology.
https://en.wikipedia.org/wiki/Problem_solving
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Steps to Problem Solving
●
There are four basic steps in solving a problem:
– Defining the problem.
– Generating alternatives.
– Evaluating and selecting alternatives.
– Implementing solutions.
https://www.mindtools.com/pages/article/newTMC_00.htm
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Helicopter Mind!
●
A ‘helicopter’ mind is able to grasp a concept and apply it to practice
(downward movement of the helicopter) and able to translate
practical experience into abstract concepts (taking the helicopter to
a higher altitude) which can then be applied to other situations. For
the professional with an operational focus, this means taking time
every so often to step back from what is happening on the ground
http://www.professionalsaustralia.org.au/blog/being-more-strategic-d
eveloping-a-helicopter-mind/
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Vilfredo Pareto
1848-1923
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Vilfredo Pareto
●
The 80/20 Rule
https://www.mindtools.com/pages/article/newTE
D_01.htm
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A minority of causes generate the majority of
results!
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How to Use the Tool
●
Step 1: Identify and List Problems
●
Step 2: Identify the Root Cause of Each Problem
●
Step 3: Score Problems
●
Step 4: Group Problems Together By Root Cause
●
Step 5: Add up the Scores for Each Group
●
Step 6: Take Action
●
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Ideation Techniques
Ideation Techniques
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http://AcademyOfKnowledge.org
Ideation Techniques
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Brain Storming
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6 Thinking Hats
151. Creative Problem Solving and Decision Making
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152. Creative Problem Solving and Decision Making
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White
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Information: consider only information that is
available, what are the facts?
153. Creative Problem Solving and Decision Making
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Red
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Emotions: intuitive reactions or expressions of
feelings (but no justification required).
154. Creative Problem Solving and Decision Making
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Black
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Judgement: logic applied to identification of
mistakes or barriers, looking for a mismatch.
155. Creative Problem Solving and Decision Making
Mohammad Tawfik
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Yellow
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Positive view: logic applied to the identification
of opportunities, looking for harmony.
156. Creative Problem Solving and Decision Making
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Green
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Creativity: statements of provocation and
investigation, hearing what an idea is about.
157. Creative Problem Solving and Decision Making
Mohammad Tawfik
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Blue
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Thinking: thinking about thinking.
158. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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The following division can be made:
●
Initial Ideas – Blue, White, Green
●
Choosing between alternatives – Blue, White,
Green, Yellow, Black, Red
●
Identification of solutions – Blue, White, Black,
Green
●
Fast Feedback – Blue, Black, Green, White
159. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
http://AcademyOfKnowledge.org
The following division can be made:
●
Strategic planning – Blue, Yellow, Black, White
●
Process improvement – Blue, White, Yellow, Black,
Green, Red
●
Problem-solving – Blue, White, Green, Red, Yellow,
Black
●
Performance assessment – Blue, Red, White, Yellow,
Black, Green
160. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Understanding Decision Making:
Understanding Decision Making:
Personal Issues
Personal Issues
Mohammad Tawfik
Mohammad Tawfik
161. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Based on:
The Art of Critical Decision
Making
Professor Michael A. Roberto
The Teaching Company
162. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Decision Making Myths
163. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Myth #1: The chief executive
decides
164. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Myth #1: The chief executive
decides
Reality: Strategic decision making entails
simultaneous activity by people at multiple
levels of the organization.
165. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
http://AcademyOfKnowledge.org
Myth #2: Decisions are made in the
room.
Reality: Much of the real work occurs “off-line,”
in one-on-one conversations or small
subgroups, not around a conference table.
166. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Myth #3: Decisions are largely
intellectual exercises.
167. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Myth #3: Decisions are largely
intellectual exercises.
Reality: High-stakes decisions are complex
Reality: High-stakes decisions are complex
social, emotional, and political processes.
social, emotional, and political processes.
Social pressures . Emotions . Political
Social pressures . Emotions . Political
behaviors
behaviors
168. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Myth #4: Managers analyze and
then decide.
169. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Myth #4: Managers analyze and
then decide.
Reality: Strategic decisions unfold in a nonlinear
fashion, with solutions frequently arising before
managers define problems or analyze
alternatives.
170. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
http://AcademyOfKnowledge.org
Myth #5: Managers decide and then
act.
Reality: Strategic decisions often evolve over
time and proceed through an iterative process of
choice and action.
We often take some actions, make sense of those
actions, and then make some decisions about
how we want to move forward.
171. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Many leaders fail because they think of decisions as events, not
processes.
172. Creative Problem Solving and Decision Making
Mohammad Tawfik
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Many leaders focus on finding the right solutions to problems
rather than thinking carefully about what process they should
employ to make key decisions.
173. Creative Problem Solving and Decision Making
Mohammad Tawfik
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Cognitive Biases
174. Creative Problem Solving and Decision Making
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The Overconfidence Bias
175. Creative Problem Solving and Decision Making
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Psychologists have shown that human beings are systematically
overconfident in our judgments.
176. Creative Problem Solving and Decision Making
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177. Creative Problem Solving and Decision Making
Mohammad Tawfik
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Better than Average Drivers!!
178. Creative Problem Solving and Decision Making
Mohammad Tawfik
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Are you more Ethical than others?
179. Creative Problem Solving and Decision Making
Mohammad Tawfik
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The Sunk-Cost
Effect
180. Creative Problem Solving and Decision Making
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The sunk-cost effect refers to the tendency for people to escalate
commitment to a course of action in which they have made
substantial prior investments of time, money, or other resources.
181. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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If people behaved rationally, they would make
choices based on the marginal costs and benefits
182. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Have you ever watched a bad movie to its end just because you
already spent an hour watching?
183. Creative Problem Solving and Decision Making
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The Recency Effect
The Recency Effect
184. Creative Problem Solving and Decision Making
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The recency effect
185. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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The recency effect is actually one particular form of what is called
the availability bias.
186. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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The recency effect is when we place too much emphasis on recent
events, which of course are quite salient to us.
187. Creative Problem Solving and Decision Making
Mohammad Tawfik
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The Confirmation Bias
188. Creative Problem Solving and Decision Making
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Academy Of Knowledge
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189. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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The confirmation bias refers to our tendency to gather and rely
on information that confirms our existing views and to avoid or
downplay information that disconfirms our preexisting hypotheses.
190. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Illusory Correlation
191. Creative Problem Solving and Decision Making
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Academy Of Knowledge
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The Rickety Bridge
Experiment!
192. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Illusory correlation refers to the fact that we sometimes jump to
conclusions about the relationship between 2 variables when no
relationship exists.
193. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Hindsight Bias
194. Creative Problem Solving and Decision Making
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Academy Of Knowledge
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195. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
http://AcademyOfKnowledge.org
Hindsight bias refers to the fact that we look back at past events
and judge them as easily predictable when they clearly were not as
easily foreseen.
196. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
http://AcademyOfKnowledge.org
Framing—Risk or Opportunity?
197. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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What should individuals do about the fact that framing can have
such a powerful effect on our decision making?
198. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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199. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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The SCARF model
What gets people to work and what not!
200. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Your Brain at
Your Brain at
Work
Work
By: David Rock
By: David Rock
201. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Status
202. Creative Problem Solving and Decision Making
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Certainty
203. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Autonomy
• Daniel Pink, “Drive: The surprising truth about what
motivates you”
204. Creative Problem Solving and Decision Making
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Academy Of Knowledge
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Autonomy motivates!
205. Creative Problem Solving and Decision Making
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Academy Of Knowledge
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Relatedness
206. Creative Problem Solving and Decision Making
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Fairness
It is a perception!
207. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Understanding Decision Making:
Understanding Decision Making:
Group Issues
Group Issues
Mohammad Tawfik
Mohammad Tawfik
208. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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The Wisdom of
The Wisdom of
Crowds?
Crowds?
209. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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210. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
http://AcademyOfKnowledge.org
In his bestselling book
The Wisdom of Crowds
James Surowiecki argues that a
large “crowd” of individuals can
actually be more intelligent than any
individual expert
211. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
http://AcademyOfKnowledge.org
Surowiecki argues, however, that there are several critical
preconditions for making the crowd smarter than individuals.
212. Creative Problem Solving and Decision Making
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Academy Of Knowledge
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You need to have diversity within the crowd: Many different
disciplines, perspectives, and areas of expertise must be
represented.
213. Creative Problem Solving and Decision Making
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Academy Of Knowledge
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You have to have decentralization, meaning that the crowd is
dispersed, and people with local and specific knowledge can
contribute.
214. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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You have to have some effective way of aggregating all the
individual judgments.
215. Creative Problem Solving and Decision Making
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Finally, and most importantly, you must have independence.
This is the key condition that usually doesn’t hold in actual teams
within organizations. They are interacting closely, and they are
interdependent.
216. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Certainly, pressures for conformity arise within groups.
217. Creative Problem Solving and Decision Making
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218. Creative Problem Solving and Decision Making
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Scholars have described how negative outcomes result when
“fault lines” emerge within teams.
Fault lines are schisms that often emerge based around natural
demographic subgroups within a team.
We can see in-group/out-group dynamics emerge in these
situations, which leads to dysfunctional conflict.
219. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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In some groups, they exhibit an inability to manage air time, such
that a few individuals dominate the discussion. Others are not able
to get their ideas on the table.
220. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
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Free riding is another process loss.
Some members may not feel personal accountability, and they may
loaf, expecting others to carry the load.
221. Creative Problem Solving and Decision Making
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The lack of adequate information sharing is one of the most
perplexing challenges that teams face, and that hinders their
decision-making effectiveness
222. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
http://AcademyOfKnowledge.org
Finally, information filtering can occur in many groups, whereby
some individuals funnel data as it moves up the hierarchy.
They prevent a leader (or a team) from having access to key data
that may help them make a better decision
223. Creative Problem Solving and Decision Making
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References
224. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
http://AcademyOfKnowledge.org
References
●
Books
●
Where Good Ideas Come from, by Steven Johnson
●
Innovation You, by Jeff DeGraf
●
STEM and ICT Education, by H. Kanematsu and D.M.
Barry
●
Solving Problems with Design Thinking, by Jeanne
Liedtka, Andrew King, and Kevin Bennett
225. Creative Problem Solving and Decision Making
Mohammad Tawfik
Academy Of Knowledge
http://AcademyOfKnowledge.org
References
●
MOOCs
●
Coursera
●
Design Thinking for Innovation
●
https://www.coursera.org/learn/uva-darden-design-thinking-innovation/home/welcome
●
Innovation Management https://www.coursera.org/learn/innovation-
management/home/welcome
●
Ignite Your Everyday Creativity
https://www.coursera.org/learn/ignite-creativity/home/welcome
●
Creativity, Innovation, and Change https://www.coursera.org/learn/creativity-
innovation/home/welcome
●
226. Creative Problem Solving and Decision Making
Mohammad Tawfik
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References
●
MOOCs
●
iVersity
●
Managing Innovation https://iversity.org/en/my/courses/managing-innovation
●
Websites
●
Creativity for Business - http://www.creative4business.co.uk
●
Innovation Guide - InnoSupport http://www.innosupport.net/index.php?id=161
●
The Five Major Theories of Creativity
http://www.ripperdesignandmultimedia.com/2013/03/26/the-five-major-theories-of-
creativity/
●
Creativity Wikipedia https://en.wikipedia.org/wiki/Creativity
227. Creative Problem Solving and Decision Making
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References
●
Websites
●
Being more strategic: Developing a helicopter mind
http://www.professionalsaustralia.org.au/blog/being-more-strategic-developing-a-helicopter-mind/
●
What Is Problem Solving?
https://www.mindtools.com/pages/article/newTMC_00.htm
●
Pareto Analysis - Using the 80:20 Rule to Prioritize
https://www.mindtools.com/pages/article/newTED_01.htm
●
Pareto Analysis and principle
https://www.toolshero.com/problem-solving/pareto-analysis/
●
Problem solving
https://en.wikipedia.org/wiki/Problem_solving