2. Introduction
The following pages provide separate packs that you
can use in the following situations.
* Creative problem solving with individuals.
* Creative problem solving with teams.
You can use the approach in your own life and work or,
for example, when working with individuals or teams.
You can then create a stimulating sanctuary and enable
them to go through the various steps. People can use
the approach to find solutions to challenges or to make
decisions.
3. The approach is structured. But, after awhile, people
will go through it quickly. Peak performers sometimes
use what is called ‘strategic intuition’. But this is often
based on years of experience and the framework they
use for making decisions. These materials provide such
a framework.
The packs are designed to stand alone. You can use
each one separately and distribute these to individuals
or teams. There is therefore quite a lot of repetition in
the Introduction and each pack.
There are many models for creative problem solving.
This material focuses on the 3C model. It encourages
people to focus on Clarity, Creativity and Concrete
Results.
5. The following pages outline the main themes – and
sub-themes - that can be explored at each stage.
The model also aims to get the right balance between
Fast Thinking and Slow Thinking. As Carl Honoré
points out in his book In Praise of Slow, some of our
best breakthroughs come when we give ourselves
time to reflect.
So it may be useful to build in time for reflection,
especially when considering the possible options. This
can lead to making breakthroughs and then being fully
committed to the chosen way forward.
So here is the overall framework. This is followed by
the packs that can be used with individuals and with
teams. You can, of course, adapt these in your way.
6. Creative Problem Solving
People can keep focusing on:
Clarity
* Challenges. The specific challenge to tackle is: ‘How to ___?’
* Clarity. The real results to achieve are:
* Controllables. The things that are controllable in the situation are:
Creativity
* Choices. The possible options for achieving the results are:
* Consequences. The pluses and minuses of each option are:
* Creative solutions. The other possible creative solutions are:
Concrete Results
* Conclusions. The route to follow is:
* Contracts. The contracts to make to achieve the results are:
* Concrete results. The specific action plan for achieving the results is:
8. Challenges
People are invited to brainstorm the challenges they
face and choose one topic they want to tackle.
They are asked to write this in positive and ‘How to
___’ terms. For example:
‘How to be healthy’ rather than ‘How to stop being
sick’. ‘How to be a successful team’ rather than ‘How
to stop arguing’.
They can also, if appropriate, describe more about the
challenge and the aims they want to achieve.
9. Clarity
This is a vital step. People are invited to establish the
real ‘What’ – the real results they want to achieve.
People need to know what mountain they are climbing
before moving on to the ‘How’.
It may be that want to achieve several goals. If so,
people are invited to list these in order of priority.
Controllables
Peak performers focus on ‘controlling the
controllables’. So people are invited to focus on the
things they can control in the situation. They can then
build on what they can control and manage what they
can’t.
11. Choices
People are invited to describe the potential options they
have for tackling the situation. For example:
Option A is: To ____.
Option B is: To ____.
Option C is: To ____.
It is good to outline all the possible options, even those
they are not going to pursue. This helps to clear the
mind and get those options out of the way.
Consequences
People are invited to describe the pluses and minuses of
each option. They can also list the attractiveness of each
option. They can do this on a scale 0 – 10.
12. The Possible Options
Pluses: ____
Minuses: __
____ / 10
The attractiveness of each option is:
The possible options going forward are:
C
* To _______
A
* To ______
B
* To ______
Pluses: ____
Minuses: __
____ / 10
Pluses: ____
Minuses: __
____ / 10
13. Creative Solutions
People are invited to be creative and use their
imagination to list any other potential solutions. For
example:
“What are the best parts of each option? Is it possible
to combine these into a new option?
“What do people know works – either for themselves
or for other people? How can they follow these
principles in their own way?
“Are there any other possible options?”
15. Conclusions
Looking at the various ways forward, people are
invited to settle on the route they want to follow.
Sometimes they will choose to pursue one main
option; sometimes to pursue multiple options.
Contracting
People are invited consider if they need to make any
contracts in order to achieve the goals.
Their main contract, of course, is with themselves.
Looking at the whole package – the pluses and
minuses involved – are they serious? Do they really
want to commit to achieving the goals?
16. If so, they may also need to make clear working
contracts with other people who can help them to
reach the goals.
People are invited to look at the contracts they may
need to make. They are also asked to rate how
serious they are about reaching the goals. They are to
do this on a scale 0 – 10.
Concrete Results
People are asked to make an action plan for delivering
the concrete results. They are also invited to build in
some early successes. This will encourage them on the
journey towards achieving their goals.
So here is the material for the two packs.
18. Introduction
The following pages provides a model you can use for
finding creative solutions to challenges. You can also
use this approach when helping other people to find
solutions. For example, when running a coaching or
mentoring session.
There are many models for creative problem solving.
This one focuses on the 3C Model. It encourages you
to focus on clarity, creativity and concrete results.
There are several key points when using the model.
First, you may want to start by brainstorming various
challenges you want to tackle. Then settle on the one
you want to explore.
20. Second, it is useful to write the challenge in positive
and ‘How to …’ terms. For example:
‘How to be healthy’ – rather than – ‘How to stop being
sick’.
‘How to find or create satisfying work’ – rather than
‘How to stop feeling frustrated in my job’.
Third, it is then important to spend a lot of time on
Clarity.
Try to establish the real ‘What’ – the real results you
want to achieve. It may be that you want to achieve
several goals. If so, list these in order of priority.
21. Creative Problem Solving
You can keep focusing on:
Clarity
* Challenges. The specific challenge I want to tackle is: ‘How to ___?’
* Clarity. The real results I want to achieve are:
* Controllables. The things I can control in the situation are:
Creativity
* Choices. The possible options for achieving the results are:
* Consequences. The pluses and minuses of each option are:
* Creative solutions. The other possible creative solutions are:
Concrete Results
* Conclusions. The route I want to follow is:
* Contracts. The contracts I need to make to achieve the results are:
* Concrete results. The specific action plan for achieving the results is:
22. So make sure you establish Clarity. This also involves
the things you can control in the situation. You can
then move on to Creativity – the ‘How’ and Concrete
Results - the ‘When’.
The following pages provides an overview of the
model. There are several sub-sections under the
headings of Clarity, Creativity and Concrete Results.
You may or may not want to go through each sub-
section. If you do so, however, you will find that -
after a while - you go through these quickly to find
solutions. The model works, but please adapt it in
your own way.
23. The following pages provide a framework you can fill-
in to find solutions to a specific challenge.
As mentioned earlier, you can also use this approach
when enabling other people to find solutions or to
make decisions.
28. Creativity
Choices and Consequences. The possible options
for tackling the challenge – together with
the pluses, minuses and attractiveness - are:
a) To
The pluses are:
The minuses are:
The attractiveness of this option is: ______ / 10
29. b) To
The pluses are:
The minuses are:
The attractiveness of this option is: ______ / 10
c) To
The pluses are:
The minuses are:
The attractiveness of this option is: ______ / 10
30. d) To
The pluses are:
The minuses are:
The attractiveness of this option is: ______ / 10
e) To
The pluses are:
The minuses are:
The attractiveness of this option is: ______ / 10
32. Concrete Results
Conclusions. The route – or combination
of routes – I want to follow for tackling
the challenge and achieving the results is:
* To
* To
* To
33. Contracting. The specific contracts I need to
make to ensure the results are delivered are:
* To
* To
* To
The extent to which I am committed and
serious about delivering the results is:
_____ /10
34. Concrete Results. The specific action
plan for achieving the results –
including getting some early successes - is:
* To
* To
* To
36. Introduction
This pack invites you to involve people to work in
teams and find creative solutions to challenges. There
are many models for creative problem solving. This
one encourages people to focus on clarity, creativity
and concrete results.
Before the session, prepare Flip Charts that replicate
the following slides headed Clarity, Creativity and
Concrete Results. Each team should have a complete
set of Flip Charts. This is a lot of work, but it makes it
easier for people to go through the stages.
38. Start by explaining the model. Give examples of how
it works in practice. Encourage people to do several
things.
First, to brainstorm the challenges they want to
tackle. Then settle on one they want to explore.
Second, to write the challenge in positive and ‘How to
…’ terms.
For example: ‘How to build a successful team’ – rather
than ‘How to stop arguing’.
Third, to spend a lot of time focusing on Clarity.
They need to establish the ‘What’ – the real results to
achieve – before moving on to Creativity and the
‘How’.
39. Creative Problem Solving
You can invite people to keep focusing on:
Clarity
* Challenges. The specific challenge we want to tackle is: ‘How to ___?’
* Clarity. The real results we want to achieve are:
* Controllables. The things we can control in the situation are:
Creativity
* Choices. The possible options for achieving the results are:
* Consequences. The pluses and minuses of each option are:
* Creative solutions. The other possible creative solutions are:
Concrete Results
* Conclusions. The route we want to follow is:
* Contracts. The contracts we need to make to achieve the results are:
* Concrete results. The specific action plan for achieving the results is:
40. Ask people to form teams. One person in each team is
to act as a facilitator, but they can still share their own
ideas. The team is then to go through the following
steps.
* To focus on a specific challenge they want to tackle.
* To work through the stages of clarity, creativity and
concrete results.
People are also asked to work through each of the
sub-sections under each heading. This can seem
laborious, but it can be useful for people to go
through these steps – at least the first time they
use the model. Later this will become second
nature.
41. * To present back a summary of:
- Clarity: the challenge they chose to tackle and the
real results they finally decided they wanted to
achieve.
- Creativity: some of the potential options they
considered.
- Concrete Results: their suggested action plan for
moving forward and delivering the required results.
The exercise can take up to 2 hours to do properly.
This includes time for presenting back. But the exercise
provides people with a tool for life.
42. People can use this approach:
* To be even more self managing.
* To make good decisions.
* To find creative solutions to challenges.
They can then continue to develop both as individuals
and as a team in the future.
47. Creativity
Choices and Consequences. The possible options
for tackling the challenge – together with
the pluses, minuses and attractiveness - are:
a) To
The pluses are:
The minuses are:
The attractiveness of this option is: ______ / 10
48. b) To
The pluses are:
The minuses are:
The attractiveness of this option is: ______ / 10
c) To
The pluses are:
The minuses are:
The attractiveness of this option is: ______ / 10
49. d) To
The pluses are:
The minuses are:
The attractiveness of this option is: ______ / 10
e) To
The pluses are:
The minuses are:
The attractiveness of this option is: ______ / 10
51. Concrete Results
Conclusions. The route – or combination
of routes – we want to follow for tackling
the challenge and achieving the results is:
* To
* To
* To
52. Contracting. The specific contracts we need to
make to ensure the results are delivered are:
* To
* To
* To
The extent to which we are committed
and serious about delivering the results is:
_____ /10
53. Concrete Results. The specific action
plan for achieving the results –
including getting some early successes - is:
* To
* To
* To
54. Finally
These pages have provided an overview of one
approach to creative problem solving. There are,
of course, many other approaches.
If you would like more information about this
approach or want any more complementary
materials on any other subjects, please contact
me. I can be reached at the following address.
mike@thestrengthsfoundation.org
