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PRISCA BANGO
BBA - F1308 - 0322
BBA PGSM
CREATIVE THINKING
MG 430
MAUREEN
Theories of Creativity, Techniques, Problem Solving and Decision
Making
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Extension date agreed
Actual Late
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04 - 07 - 2014
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where due acknowledgement is made in the text.
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TABLE OF CONTENT
Topics

Pages

Introduction

Theories of Creativity
Attribute Listing

4-5

Six Thinking Hats

5-6

Brainstorming

6-7

Steps in Problem Solving

7-8

Problem Solving and Decision Making Process

8-11

Conclusion

12

References

13

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INTRODUCTION
Problem solving and decision-making are essential skills for everyday activities.
Solving a problem come along with decision-making, and decision-making is
important for management and leadership. There are processes and techniques to
improve decision-making and the quality of decisions. Decision-making is more
natural to certain personalities, so these people should focus more on improving the
quality of their decisions. This write up emphasis on how to generate new ideas for
problem solving and making adequate and effective decision that will solve the
problem.

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Theories to Creativity
ATTRIBUTE LISTING
Attribute listing is a means of getting you to focus on as many attributes of a product
or problem as possible. In breaking down the elements of a problem or object, you
can look at each in turn and generate new ideas. The technique is particularly useful
for considering complex products or processes in that it allows you to consider each
feature or stage and look at the associated attributes in detail. You can also specify
the criteria by which you want to examine an attribute, for example it could be quality,
cost or speed of production. You can also look at the attributes from a range of
perspectives: For innovation, we have to question "normal" characteristics. Very
often, we consider prerequisites for solving a problem as "given" without reflecting on
whether they are appropriate in the situation. If we try to skip one or more of these
prerequisites, or try to give them other characteristics, we can find surprising and
creative solutions (Crawford, 1954).
Attribute Listing is a creative technique used to find new ideas, solve problems and
find innovative products and services. Attribute Listing involves breaking the problem
down into smaller and smaller parts and looking at alternative solutions to these
parts. It can be very useful to combine this technique with other creative techniques
such as brainstorming, described in the previous modules. With Attribute listing you
describe all of the components/attributes of the product, process, or problem and
then list all the possible alternatives to these components.
Then attribute listing could be a quick and easy way to come up with alternative
ideas and solutions. Try attribute listing with a small group of your employees and
see what interesting combinations you come up with (Crawford, 1954).
Attribute listing can be used in all field of business. It is most useful in finding
alternative to a tangible problem. It is also useful when the group using the technique
have difficulty using creative techniques that have no specific focus of guidelines.
Because it is structured Attribute listing can be used effectively to save time and
avoid frustration.

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How to use Attribute Listing?

The steps involved in Attributing listing can be described as follow

Assemble a group of 6-8 people with expertise in a range of fields

Examine the necessary or pre-requisite elements of the product or process

Ask if these prerequisites are they really necessary or can they be changed?

Break up the existing product, service or system into its "elements" i.e. parts,
properties, quantities, components, design

Draw a table with columns and rows and list the elements as column headings

Use creative idea generating techniques and list as many alternatives to each of
these elements as possible.

SIX THINKING HAT

The six hats represent six modes of thinking and are directions to think rather than
labels for thinking. There are six different hats in different colours. Each hat
symbolises a certain way of thinking. If you put one of these hats on you chose to
think exclusively in that direction. The other participants also put on a hat. When
changing the hat, you and your colleagues, will change the direction of thinking.
Each participant has to be able to wear each of the six hats and start reflecting (De
Bono, 1985)
White Hat thinking - This is concerns with data, information, facts, known and
needed. It covers facts, figures, information needs and gaps. I think we need some
white hat thinking at this point... means Let's drop the arguments and proposals,
and look at the data base. What are the facts? What is the information we have?
What is the information we need? Where do we get missing information? (De Bono,
1985).
Red Hat thinking - Hunches, gut instinct, intuition and feelings. This covers intuition,
feelings and emotions. The red hat allows the thinker to put forward an intuition
without any need to justify it. Putting on the red hat, I think is a terrible proposal.
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Usually feelings and intuition can only be introduced into a discussion if they are
supported by logic. Usually the feeling is genuine but the logic is spurious. The red
hat gives full permission to a thinker to put forward his or her feelings on the subject
at that moment Do I feel comfortable with the idea? Am I afraid to risk adopting this
solution? Do I enjoy the session? Do I feel satisfied with expressing my opinion
loudly? Do I feel angry when I disagree?
Black Hat thinking - Risk assessment, Potential problems, Danger, Difficulties. The
Black Hat is judgment. This is the hat of judgment and caution. It is a most valuable
hat. It is not in any sense an inferior or negative hat. The riot or negative hat. The
black hat is used to point out why a suggestion does not fit the facts, the available
experience, the system in use, or the policy that is being followed. The black hat
must always be logical.

Do we respect other peoples opinion? Is this solution

suitable for our problem? Has anybody previous experience to justify solutions?
Does it fit? Can we find solution to remove difficulties by moving to green hat?

Yellow Hat thinking - Benefits with rationale. The optimistic view. The Yellow Hat
symbolise brightness and optimism. This is the logical positive. Why something will
work and why it will offer benefits. It can be used in looking forward to the results of
some proposed action, but can also be used to find something of value in what has
already happened.

Frames of value tool. Levels of feasibility tool.

Competitive

advantage screen. Sense of potential.

Green Hat thinking - Creativity. Ideas. Alternatives. Solutions. Possibilities. This is
the hat of creativity, alternatives, proposals, what is interesting, provocations and
changes. So, this hat serves as a fan idea generating tool and gives time and space
for creative thinking. What if we followed plan A? Why dont we brainstorm? Lets
imagine this solution in practice. Why dont we draw pictures to represent our ideas
and connect them?
Blue Hat thinking -Process control. Managing the thinking. The Blue Hat is used to
manage the thinking process. This is the overview or process control hat. it looks not
at the subject itself but at the thinking about the subject. Putting on my blue hat, i feel
we should do some greener hat thinking at this point. In technical terms, the blue hat
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is concerned with meta-cognition. This hats includes action planning for next steps,
roles, responsibilities, time management plan.
BRAINSTORMING
Brainstorming is method of thinking up solutions, ideas or new concepts. It can be a
difficult process for many reasons: sometimes people are unwilling to suggest a
solution for fear of criticism or the problem may just be a very difficult one, and one
that no existing solutions exist for yet. The essence of brainstorming is to think up as
many ideas as possible regardless of how ridiculous they may seem at first. Since it
is very unlikely to think up the perfect solution right off the bat, he recommends
getting every idea out of your head and then go back to examine them afterwards.
An idea that may have initially sounded off-the-wall may actually turn out to be a
plausible idea with a little modification. Osborn's technique of deferred judgment
increases the individual's synthesis capabilities by releasing the human mind from
the analysis mode of thinking. Brainstorming is considered to be a group method of
listing suggested ideas pertaining to a solution for a specific problem (Osborn, 1963).
Other rules for brainstorming according to Osborn include creating an environment
where team members are not criticized for their ideas. Ideas can be evaluated after
the brainstorming session but judgments during the process will only alienate team
members. Also, after the idea generating process team members should try to
combine and modify ideas.
The technique of brainstorming takes place in a panel format. The brainstorming
panel is composed of a leader, recorder, and panel members. The leader is
responsible for maintaining a rapid flow of ideas while the recorder lists all the ideas
as they are presented. The size of the panel may vary but a range of 10 to 12 is
usually optimum. If the group were to get to large there is a greater chance of
members remaining in the background or that the members would not have enough
time to express their ideas in a reasonable amount of time (Osborn, 1963).
STEPS IN PROBLEM SOLVING:
1. Define the problem

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Diagnose the situation so that your focus is on the problem, not just its symptoms.
Helpful techniques at this stage include using flowcharts to identify the expected
steps of a process and cause and effect diagrams to define and analyze root causes.
2. Generate Alternative Solutions:
Postpone the selection of one solution until several alternatives have been proposed.
Having a standard with which to compare the characteristics of the final solution is
not the same as desired result. Considering multiple alternatives can significantly
enhance the value of your final solution. Once the team or individual has decided
what should be model, this target standard becomes the basis for developing a road
for investigating alternatives. Brainstorming and team problem solving techniques re
both useful tools in this stage of problem solving. Many alternative solutions should
be generated before evaluating any of them. A common mistake in problem solving
is that alternatives are evaluated as they are proposed, so the first acceptable
solution is chosen, even if it is not the best fit.
3. Evaluate and Select an Alternative:
Skilled problem solvers uses a series of considerations when selecting the best
alternative. They consider the extent which:

A particular alternative will solve the problem without causing other unanticipated

problems
All the individuals involved will accept the alternative
Implementation of the alternative is likely.

4. Implement and follow up on the solution:

Leaders may be called upon to order the solution to be implemented by others, sell
the solution to other or facilitate the implementation by involving the efforts to others.
The most effective approach, by far, has been to involve others in the
implementation as a way of minimizing resistance to subsequent changes.
PROBLEM-SOLVING AND DECISION-MAKING
Problem solving is a process in which we perceive and resolve a gap between a
present situation and a desired goal, with the path to the goal blocked by known or
unknown obstacles (Beckmann, 1995).
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Simple Processes For Problem-Solving And Decision-Making

When solving problems, it is all-too-easy easy to skip over important steps in the
problem-solving process, meaning that good solutions can be omitted easily, or,
worse still, fail to identify the problem correctly in the first place (Brehmer, 1995).
One way to prevent this happening is by using the Simple Process. This powerful
step-by-step tool helps you identify and solve problems creatively and effectively. It
guides you through each stage of the problem-solving process, from finding the
problem to implementing a solution. This helps you ensure that your solutions are
creative, robust and well considered. The steps in solving simple problems is
represented with the diagram

below:

Rather than seeing problem-solving as a single straight-line process, Simple process

is represented as a continuous cycle. This means that problem-solving should not
stop once a solution has been implemented. Rather, completion and implementation
of one cycle of improvement should lead straight into the next.
Decision Making Process
Managers are constantly called upon to make decisions in order to solve problems.
Decision making and problem solving are ongoing processes of evaluating situations
or problems, considering alternatives, making choices, and following them up with
the necessary actions. Sometimes the decisionmaking process is extremely short,
and mental reflection is essentially instantaneous. In other situations, the process
can drag on for weeks or even months. The entire decisionmaking process is
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dependent upon the right information being available to the right people at the right
times. The decisionmaking process involves the following steps:
Pros and Cons decision-making method
A simple process for decision-making is the pros and cons list. Pro means 'for', and
con means 'against'. In other words, advantages and disadvantages. This method
also applies to all sorts of problem-solving where issues and implications need to be
understood and a decision has to be made.
Some decisions are a simple matter of whether to make a change or not, such as
moving, taking a new job, or buying something, selling something, replacing
something, etc. Other decisions involve number of options, and are concerned more
with how to do something, involving a number of choices. Using the brainstorming
process to identify and develop options for decision-making and problem-solving.
1. First you will need a separate sheet for each identified option.
2. On each sheet write clearly the option concerned, and then beneath it the
headings 'pros' and 'cons' (or 'advantages' and disadvantages', or simply 'for'
and 'against'). Many decisions simply involve the choice of whether to go
ahead or not, to change or not; in these cases you need only one sheet.
3. Then write down as many effects and implications of the particular option that
you (and others if appropriate) can think of, placing each in the relevant
column.
4. If helpful 'weight' each factor, by giving it a score out of three or five points
(e.g., 5 being extremely significant, and 1 being of minor significance).
5. When you have listed all the points you can think of for the option concerned
compare the number or total score of the items/effects/factors between the
two columns.
6. This will provide a reflection and indication as to the overall attractiveness and
benefit of the option concerned. If you have scored each item you will actually
be able to arrive at a total score, being the difference between the pros and
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cons column totals. The bigger the difference between the total pros and total
cons then the more attractive the option is.
7. If you have a number of options and have complete a pros and cons sheet for
each option, compare the attractiveness - points difference between pros and
cons - for each option. The biggest positive difference between pros and cons
is the most attractive option.
8. N.B. If you don't like the answer that the decision-making sheet(s) reflect back
to you, it means you haven't included all the cons - especially the emotional
ones, or you haven't scored the factors consistently, so re-visit the sheet(s)
concerned.
Writing things down in this way will help you to see things more clearly, become
more objective and detached, which will help you to make clearer decisions.
A decision-making pros and cons list helps remove the emotion which blocks clear
thinking and decision-making. It enables objectivity and measurement, rather than
reacting from instinct, or avoiding the issue altogether. Objective measurement helps
in making a confident decision. The total weighted scores are the main deciding
factor rather than the total number of pros and cons, although there is not a scientific
'right' or 'wrong' way to consider the total number of pros and cons compared with
the total weighted scores.

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CONCLUSION
Creative Problem solving involves seeking to achieve goals and overcoming barriers.
There various techniques and theories to apply during problem solving and decision
making depending on the nature of the problem. Structuring the problem through the
use of some forms of representation, and looking for possible solutions often through
techniques of divergent thinking is common during problem solving. Once possible
solutions have been arrived at, one of them will be chosen through the decision
making process and implementation follows before waiting patiently for feedback.

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REFERENCES
Beckmann F., and Guthke J., (1995). Complex problem solving, intelligence, and
learning ability. In P. A. French and J. Funke (Eds.),Complex problem solving: The
European Perspective. Hillsdale; pp. 177-200, NJ: Lawrence Erlbaum Associates,
Brehmer B., (1995). Feedback delays in dynamic decision making. The European
Perspective; pp. 103-130. Hillsdale, NJ: Lawrence Erlbaum Associates.
Crawford R., (1954). The techniques of creative thinking. New York: Hawthorn
Books.
Funke U., (1995). Complex problem solving in personnel selection and training:
Complex problem solving: The European Perspective pp. 219-240. Hillsdale, NJ:
Lawrence Erlbau
De Bono, Edward (1985). Six Thinking Hats: An Essential Approach to Business
Management. Little, Brown, & Company. ISBN 0-316-17791-1
Osborn, A., (1963) Applied imagination: Principles and procedures of creative
problem solving (3rd Edn). New York, NY: Charles Scribners Sons

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