Write a paper of your creative thinking style , skills to manage complex problems, and self-reflection.

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Tapping into Our Creative Thinking Skills to Manage Complex

Problems Faculty Institute on Teaching and Learning

- RIT

Tapping into Our Creative Thinking Skills to Manage Complex

Problems Faculty Institute on Teaching and Learning

- RIT Gerard J. Puccio, Ph.D.Gerard J. Puccio, Ph.D.

International Center for Studies in CreativityInternational Center for Studies in Creativity State University of New York, Buffalo StateState University of New York, Buffalo State

Purpose of WorkshopPurpose of Workshop

To explore the role creative thinking plays in resolving complex problems To identify individual preferences for the creative process and explore implications of these preferences To introduce a small number of Creative Problem Solving principles and tools to enhance effectiveness in resolving complex problems

Workshop AgendaWorkshop Agenda

WarmingWarming--up: What is creative thinking and up: What is creative thinking and creativitycreativity FourSightFourSight: Feedback on Personal : Feedback on Personal Preferences within the Creative ProcessPreferences within the Creative Process Creative Problem Solving Tool BoxCreative Problem Solving Tool Box

•• Dynamic BalanceDynamic Balance •• Idea GenerationIdea Generation •• Problem ClarificationProblem Clarification •• Solution DevelopmentSolution Development

Exploring the Nature of Creative

Thinking & Creativity

“To live is to have problems and to solve problems is to grow creatively” (1968, p. 12).

J. P. Guilford Former APA President

Pioneering Creativity Researcher

Qualities of Complex Social Problems

IllIll--defineddefined: No single solution path : No single solution path –– no right or no right or wrong answer wrong answer –– thus allowing the problem to be thus allowing the problem to be defined in a number of ways.defined in a number of ways.

NovelNovel: Past experience and knowledge is not : Past experience and knowledge is not sufficient to resolve the present situation, adaptive sufficient to resolve the present situation, adaptive responses are needed for new or changing situations.responses are needed for new or changing situations.

AmbiguousAmbiguous: Gaps in information and/or a : Gaps in information and/or a plethora of information of which only some is plethora of information of which only some is relevant.relevant.

How do you solve complex problems?

Fundamental Stages of the Creative Process

Clarifying the ProblemClarifying the Problem Generating IdeasGenerating Ideas Developing SolutionsDeveloping Solutions Implementing PlansImplementing Plans

Creativity is...Creativity is...

the ability to modify self-imposed constraints.

Ackoff & Vergara (1988)

Creativity is...Creativity is...

production of novel and useful ideas.

Workplace BasicsWorkplace Basics

The Foundation Knowing how to learn Competence Reading, writing, and computation Communication Listening and oral communication Adaptability Creative thinking and problem solving

Personal Management Self esteem, goal setting, motivation, personal and career development Group Effectiveness Interpersonal skills, negotiation, team work Influence Organizational effectiveness and leadership

Carnevale, A. P., Gainer, L. J., & Meltzer, A. S. Workplace basics.

Person Process

Environment

Product (e.g., theories, solutions to problems, ideas, services, inventions,etc.)

Creative Change (e.g., social change, personal change, innovation etc.)

Interaction leads to

Adoption leads to

Creativity: A Systems ViewCreativity: A Systems View

Puccio, Murdock, &Puccio, Murdock, & ManceMance, 2003, 2003

Person meets ProcessPerson meets Process

Breakthrough Thinking Process

Person

How do you approach complex problems?

Fundamental Stages of the Creative Process

Clarifying the ProblemClarifying the Problem Generating IdeasGenerating Ideas Developing SolutionsDeveloping Solutions Implementing PlansImplementing Plans

Preference vs.

Ability

Preference vs.

Ability

FourSight PreferencesFourSight Preferences

Clarifier

Ideator

Developer

Implementer

Clarifier Ideator Developer Implementer

Charting Peak PreferencesCharting Peak PreferencesCharting Peak Preferences peak preferences

Sample ChartsSample Charts

Clarifier Ideator Developer Implementer 5

Clarifier Ideator Developer Implementer

Clarifier Ideator Developer Implementer 5

Clarifier Ideator Developer Implementer

ClarifierClarifier

Likes to spend time clarifying the problemLikes to spend time clarifying the problem DoesnDoesn’’t like to move too quickly to a solutiont like to move too quickly to a solution Wants to be sure the right problem is addressedWants to be sure the right problem is addressed Gathers information to Gathers information to understand the situationunderstand the situation Likes to look at the detailsLikes to look at the details MayMay analyze to the extremeanalyze to the extreme and not move forwardand not move forward

Clarifier qualitiesClarifier qualities

Clarifiers are... Focused, methodical, orderly, Clarifiers are... Focused, methodical, orderly, deliberate, serious, organizeddeliberate, serious, organized

Clarifiers need... Order, the facts, an Clarifiers need... Order, the facts, an understanding of history, access to understanding of history, access to information, to be able to ask questionsinformation, to be able to ask questions

Clarifiers annoy others by... Asking too many Clarifiers annoy others by... Asking too many questions, pointing out obstacles, identifying questions, pointing out obstacles, identifying areas that arenareas that aren’’t well thought out, overloading t well thought out, overloading people with information, being too realisticpeople with information, being too realistic

IdeatorIdeator

Likes to look at the big pictureLikes to look at the big picture Enjoys toying with ideas and possibilitiesEnjoys toying with ideas and possibilities Likes to stretch his or her imagination Likes to stretch his or her imagination Sometimes takes a more intuitive Sometimes takes a more intuitive approach to problem solvingapproach to problem solving Enjoys thinking in more Enjoys thinking in more global and abstract termsglobal and abstract terms MayMay overlook the details.overlook the details.

Ideator qualitiesIdeator qualities

Ideators are... Playful, imaginative, social, Ideators are... Playful, imaginative, social, adaptable, flexible, adventurous, independentadaptable, flexible, adventurous, independent

Ideators need... Room to be playful, constant Ideators need... Room to be playful, constant stimulation, variety and change, the big picturestimulation, variety and change, the big picture

Ideators annoy others by... Drawing attention to Ideators annoy others by... Drawing attention to themselves, being impatient when others donthemselves, being impatient when others don’’t get t get their ideas, offering ideas that are offtheir ideas, offering ideas that are off--thethe--wall, wall, being too abstract, not being able to stick to one being too abstract, not being able to stick to one ideaidea

DeveloperDeveloper

Enjoys putting together workable solutionsEnjoys putting together workable solutions Enjoys thinking about and planningEnjoys thinking about and planning the steps to implement an ideathe steps to implement an idea Enjoys analyzing and Enjoys analyzing and comparing potential solutionscomparing potential solutions Likes to examine the pluses Likes to examine the pluses and minuses of an ideaand minuses of an idea MayMay get stuck in developing get stuck in developing the perfect solutionthe perfect solution

Developer qualitiesDeveloper qualities Developers are... Reflective, cautious, Developers are... Reflective, cautious, pragmatic, structured, planningpragmatic, structured, planning--orientedoriented

Developers need... Time to consider the Developers need... Time to consider the options, time to evaluate, time to develop their options, time to evaluate, time to develop their ideasideas

Developers annoy others by... Being too nit Developers annoy others by... Being too nit picky, finding flaws in otherspicky, finding flaws in others’’ ideas, ideas, spontaneously seeing the shortcomings in an spontaneously seeing the shortcomings in an idea, getting locked into one approachidea, getting locked into one approach

ImplementerImplementer Likes to see things happenLikes to see things happen Enjoys giving structure to ideas so Enjoys giving structure to ideas so they can become a realitythey can become a reality Enjoys seeing ideas come to fruitionEnjoys seeing ideas come to fruition Likes to focus on ideas and Likes to focus on ideas and solutions they feel are workablesolutions they feel are workable Likes the Likes the ‘‘NikeNike’’ approach to approach to problem solving (i.e. problem solving (i.e. ““Just do itJust do it””)) MayMay leap to action too quicklyleap to action too quickly

Implementer qualitiesImplementer qualities Implementers are... Persistent, decisive, Implementers are... Persistent, decisive, determined, assertive, action orienteddetermined, assertive, action oriented

Implementers need to... Feel that others are Implementers need to... Feel that others are moving just as quickly, have control, receive moving just as quickly, have control, receive timely responses to their ideastimely responses to their ideas

Implementers annoy others by... Being too Implementers annoy others by... Being too pushy, expressing their frustration readily pushy, expressing their frustration readily when others do not move as quickly as they do, when others do not move as quickly as they do, overselling their ideasoverselling their ideas

CombinationsCombinations

Clarifier Ideator Developer Implementer 5

Clarifier Ideator Developer Implementer

Clarifier Ideator Developer Implementer 5

Clarifier Ideator Developer Implementer

1-way 2-way

3-way 4-way

2-way Styles2-way Styles

“Early Bird” “Theorist”

“Analyst”

“Accelerator”

“Driver”

“Finisher”

3 and 4 way Styles3 and 4 way Styles “Hare” “Realist”

“Idea Broker” “Optimist”

“Integrator”

Group ChartGroup Chart

-6

-4

-2

Clarifier Ideator Developer Implementer

Peak Preference

Low Preference

Team members = 42 Integrators = 4

4-Power Innovation4-Power Innovation

Clarify Pinpoint the problem to solve

Ideate Come up with new ideas

Develop Refine ideas into strong solutions

Implement Put the plan into action

When You ClarifyWhen You Clarify

Be conscious to...Be conscious to... Look at the situation from all anglesLook at the situation from all angles Make sure you understand the Make sure you understand the background informationbackground information Identify the key dataIdentify the key data Find out what else you need to knowFind out what else you need to know Isolate obstacles that stand in your wayIsolate obstacles that stand in your way Know what is and is not relevantKnow what is and is not relevant

When You IdeateWhen You Ideate Be conscious to...Be conscious to...

List lots of ideasList lots of ideas Be playfulBe playful Look at the problem from a new angleLook at the problem from a new angle Use brainstorming to come up with Use brainstorming to come up with many diverse ideasmany diverse ideas Use random associations to think Use random associations to think outside of the boxoutside of the box

When You DevelopWhen You Develop Be conscious to...Be conscious to...

Say what you like about the ideaSay what you like about the idea Raise your concerns, phrased as questions Raise your concerns, phrased as questions that invite solutions (i.e. How mightthat invite solutions (i.e. How might……)) Use success criteria to rate competing solutions Use success criteria to rate competing solutions Modify solutions to better meet success criteriaModify solutions to better meet success criteria Identify sources that may assist and resist implementationIdentify sources that may assist and resist implementation With these in mind, create an action plan that With these in mind, create an action plan that details who does what by whendetails who does what by when

When You ImplementWhen You Implement Be conscious to...Be conscious to...

Get into action, realizing that you Get into action, realizing that you will learn as you gowill learn as you go ““Test fast. Fail fast. Adjust fast.Test fast. Fail fast. Adjust fast.”” Ask whatAsk what’’s working well? What should we do s working well? What should we do differently? What have we learned? differently? What have we learned? Monitor progress and be prepared to cycle back to Monitor progress and be prepared to cycle back to other phasesother phases

Creative ProcessCreative Process

Dynamic Balance: The Core to the CPS Process

Area of Discovery

A re

a of

F am

ili ar

ityDi ve

rg e Diverge

Converge Co

nv erg

Divergent Thinking Guidelines

Defer JudgmentDefer Judgment

Go for QuantityGo for Quantity

Make ConnectionsMake Connections

Seek NoveltySeek Novelty

Convergent Thinking Guidelines

Use Affirmative JudgmentUse Affirmative Judgment

Consider Novelty Consider Novelty

Check Your ObjectivesCheck Your Objectives

Be DeliberateBe Deliberate

(Based on Isaksen, Dorval, & Treffinger, 1994)

Sample Problem Statements

Can we improve our Can we improve our performance?performance?

How to develop a new How to develop a new product that we can product that we can get to the market get to the market quickly and costs less quickly and costs less to produce than our to produce than our last venture?last venture?

In what ways might In what ways might we enhance our teamwe enhance our team’’s s performance?performance?

What might be some What might be some new product ideas for new product ideas for our company?our company?

BeforeBefore AfterAfter

Statement Starters for Clarying the Problem

How to...? (H2)How to...? (H2) How might...? (HM)How might...? (HM) In what ways might...? (IWWM)In what ways might...? (IWWM) What might...? (WM)What might...? (WM)

Web of Abstraction

Original statementOriginal statement

Why?

How?

Why Else?

How Else?

Figure 7.2 Personal Example of Web of Abstraction

Vision or Desired Outcome Wouldn’t it be nice if I were

promoted full professor. I need more publications

How to publish more?

I need to make more money

How might I make more money?

I want to be better known

How to enhance my reputation?

I want to feel good about my career

How might feel content about my career?

I’m concerned about my retirement

How to ensure a good retirement income?

I want more people to want my work

How create products that have

mass appeal?

No time What might I do to find

more time to write?

I need references How to secure

letters of support?

I want to be satisfied

How to achieve self-satisfaction?

I need to network more In what ways might I

participate in more conferences?

I would like my ideas to live on

In what ways might I leave a legacy?

My CV must be full and complete

How to keep CV up-to-date?

I’m not organized What system might I use

to stay organized?

Research is expensive How might I acquire grant funds for my

research?

W hy?

W hat’s stopping m

Why else?

Why?

Wy?

Why else? Why?

Why else?

Wy? Why else?

What’s stopping you?

What’s else is stopping you?

What’s stopping you?

What’s else is stopping you?

PPC o

1. Plusses1. Plusses •• Strengths, Good Points, Positives, PlusesStrengths, Good Points, Positives, Pluses

2. Potentials2. Potentials •• Future SpinFuture Spin--offs, Possibilities, Novel Aspects offs, Possibilities, Novel Aspects •• What if thinkingWhat if thinking

3. Concerns3. Concerns •• Weaknesses, Trouble Spots, MinusesWeaknesses, Trouble Spots, Minuses •• Phrased in "How to..." StatementsPhrased in "How to..." Statements

4. Overcome Concerns Through Brainstorming4. Overcome Concerns Through Brainstorming •• Generate Ideas to Overcome Main ConcernsGenerate Ideas to Overcome Main Concerns

(Miller, Vehar & Firestien, 2001)

Taking It HomeTaking It Home

InterestingInteresting IntriguingIntriguing UsefulUseful

Professional Professional ApplicationsApplications Personal Personal ApplicationsApplications Other UsesOther Uses

Thank You & Good Luck!!

PuccioPuccio, G. J., Murdock, M. C., &, G. J., Murdock, M. C., & ManceMance, M. (in , M. (in press) press) Creative Leadership: Skills that Drive Creative Leadership: Skills that Drive

Change. Change. San Diego, CA: Sage.San Diego, CA: Sage. www.www.buffalostatebuffalostate..eduedu/centers/creativity/centers/creativity