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What Is Creative Problem-Solving & Why Is It Important?

• 01 Feb 2022

One of the biggest hindrances to innovation is complacency—it can be more comfortable to do what you know than venture into the unknown. Business leaders can overcome this barrier by mobilizing creative team members and providing space to innovate.

There are several tools you can use to encourage creativity in the workplace. Creative problem-solving is one of them, which facilitates the development of innovative solutions to difficult problems.

Here’s an overview of creative problem-solving and why it’s important in business.

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What Is Creative Problem-Solving?

Research is necessary when solving a problem. But there are situations where a problem’s specific cause is difficult to pinpoint. This can occur when there’s not enough time to narrow down the problem’s source or there are differing opinions about its root cause.

In such cases, you can use creative problem-solving , which allows you to explore potential solutions regardless of whether a problem has been defined.

Creative problem-solving is less structured than other innovation processes and encourages exploring open-ended solutions. It also focuses on developing new perspectives and fostering creativity in the workplace . Its benefits include:

• Finding creative solutions to complex problems : User research can insufficiently illustrate a situation’s complexity. While other innovation processes rely on this information, creative problem-solving can yield solutions without it.
• Adapting to change : Business is constantly changing, and business leaders need to adapt. Creative problem-solving helps overcome unforeseen challenges and find solutions to unconventional problems.
• Fueling innovation and growth : In addition to solutions, creative problem-solving can spark innovative ideas that drive company growth. These ideas can lead to new product lines, services, or a modified operations structure that improves efficiency.

Creative problem-solving is traditionally based on the following key principles :

1. Balance Divergent and Convergent Thinking

Creative problem-solving uses two primary tools to find solutions: divergence and convergence. Divergence generates ideas in response to a problem, while convergence narrows them down to a shortlist. It balances these two practices and turns ideas into concrete solutions.

2. Reframe Problems as Questions

By framing problems as questions, you shift from focusing on obstacles to solutions. This provides the freedom to brainstorm potential ideas.

3. Defer Judgment of Ideas

When brainstorming, it can be natural to reject or accept ideas right away. Yet, immediate judgments interfere with the idea generation process. Even ideas that seem implausible can turn into outstanding innovations upon further exploration and development.

4. Focus on "Yes, And" Instead of "No, But"

Using negative words like "no" discourages creative thinking. Instead, use positive language to build and maintain an environment that fosters the development of creative and innovative ideas.

Creative Problem-Solving and Design Thinking

Whereas creative problem-solving facilitates developing innovative ideas through a less structured workflow, design thinking takes a far more organized approach.

Design thinking is a human-centered, solutions-based process that fosters the ideation and development of solutions. In the online course Design Thinking and Innovation , Harvard Business School Dean Srikant Datar leverages a four-phase framework to explain design thinking.

The four stages are:

• Clarify: The clarification stage allows you to empathize with the user and identify problems. Observations and insights are informed by thorough research. Findings are then reframed as problem statements or questions.
• Ideate: Ideation is the process of coming up with innovative ideas. The divergence of ideas involved with creative problem-solving is a major focus.
• Develop: In the development stage, ideas evolve into experiments and tests. Ideas converge and are explored through prototyping and open critique.
• Implement: Implementation involves continuing to test and experiment to refine the solution and encourage its adoption.

Creative problem-solving primarily operates in the ideate phase of design thinking but can be applied to others. This is because design thinking is an iterative process that moves between the stages as ideas are generated and pursued. This is normal and encouraged, as innovation requires exploring multiple ideas.

Creative Problem-Solving Tools

While there are many useful tools in the creative problem-solving process, here are three you should know:

Creating a Problem Story

One way to innovate is by creating a story about a problem to understand how it affects users and what solutions best fit their needs. Here are the steps you need to take to use this tool properly.

1. Identify a UDP

Create a problem story to identify the undesired phenomena (UDP). For example, consider a company that produces printers that overheat. In this case, the UDP is "our printers overheat."

2. Move Forward in Time

To move forward in time, ask: “Why is this a problem?” For example, minor damage could be one result of the machines overheating. In more extreme cases, printers may catch fire. Don't be afraid to create multiple problem stories if you think of more than one UDP.

3. Move Backward in Time

To move backward in time, ask: “What caused this UDP?” If you can't identify the root problem, think about what typically causes the UDP to occur. For the overheating printers, overuse could be a cause.

Following the three-step framework above helps illustrate a clear problem story:

• The printer is overused.
• The printer overheats.
• The printer breaks down.

You can extend the problem story in either direction if you think of additional cause-and-effect relationships.

4. Break the Chains

By this point, you’ll have multiple UDP storylines. Take two that are similar and focus on breaking the chains connecting them. This can be accomplished through inversion or neutralization.

• Inversion: Inversion changes the relationship between two UDPs so the cause is the same but the effect is the opposite. For example, if the UDP is "the more X happens, the more likely Y is to happen," inversion changes the equation to "the more X happens, the less likely Y is to happen." Using the printer example, inversion would consider: "What if the more a printer is used, the less likely it’s going to overheat?" Innovation requires an open mind. Just because a solution initially seems unlikely doesn't mean it can't be pursued further or spark additional ideas.
• Neutralization: Neutralization completely eliminates the cause-and-effect relationship between X and Y. This changes the above equation to "the more or less X happens has no effect on Y." In the case of the printers, neutralization would rephrase the relationship to "the more or less a printer is used has no effect on whether it overheats."

Even if creating a problem story doesn't provide a solution, it can offer useful context to users’ problems and additional ideas to be explored. Given that divergence is one of the fundamental practices of creative problem-solving, it’s a good idea to incorporate it into each tool you use.

Brainstorming

Brainstorming is a tool that can be highly effective when guided by the iterative qualities of the design thinking process. It involves openly discussing and debating ideas and topics in a group setting. This facilitates idea generation and exploration as different team members consider the same concept from multiple perspectives.

Hosting brainstorming sessions can result in problems, such as groupthink or social loafing. To combat this, leverage a three-step brainstorming method involving divergence and convergence :

• Have each group member come up with as many ideas as possible and write them down to ensure the brainstorming session is productive.
• Continue the divergence of ideas by collectively sharing and exploring each idea as a group. The goal is to create a setting where new ideas are inspired by open discussion.
• Begin the convergence of ideas by narrowing them down to a few explorable options. There’s no "right number of ideas." Don't be afraid to consider exploring all of them, as long as you have the resources to do so.

Alternate Worlds

The alternate worlds tool is an empathetic approach to creative problem-solving. It encourages you to consider how someone in another world would approach your situation.

For example, if you’re concerned that the printers you produce overheat and catch fire, consider how a different industry would approach the problem. How would an automotive expert solve it? How would a firefighter?

Be creative as you consider and research alternate worlds. The purpose is not to nail down a solution right away but to continue the ideation process through diverging and exploring ideas.

Continue Developing Your Skills

Whether you’re an entrepreneur, marketer, or business leader, learning the ropes of design thinking can be an effective way to build your skills and foster creativity and innovation in any setting.

If you're ready to develop your design thinking and creative problem-solving skills, explore Design Thinking and Innovation , one of our online entrepreneurship and innovation courses. If you aren't sure which course is the right fit, download our free course flowchart to determine which best aligns with your goals.

About the Author

Creating a Positive Learning Environment

A practical guide to assist early-career teachers, the gordon method – conflict resolution.

The Gordon Method is a method of conflict resolution with the purpose of producing a no-lose solution to an issue. It is based on Thomas Gordon’s approach conflict resolution focussing on interpersonal relationships rather than individuals. The following steps can be used in many different contexts, including a classroom setting.

Step 1: Identify the issue, determine who “owns” the issue, and decide what skills can be used to address it. The “owner” of an issue is the party who is being negatively impacted.

Step 2: Implement the conflict resolution skill. The skill used here is dependent on the ownership of the problem. The party who “owns” the issue can use a skill known as the “I-Message”, where they explain their feelings about the issue to the other party without being confrontational. The opposing party must engage in “Active Listening”, whereby the person listens to the “I-Message” before reflecting their understanding of the issue back to the “owner”

Step 3: Decide on a resolution in which both parties are invested. The purpose of this step is to develop a solution whereby both parties benefit, increasing the likelihood of success

Ref #10, #12

Reverse Brainstorming

A different approach to brainstorming.

By the Mind Tools Content Team

Reverse brainstorming helps you to solve problems by combining brainstorming and reversal techniques. By combining these, you can extend your use of brainstorming to draw out even more creative ideas.

Instead of thinking about direct solutions to a problem, reverse brainstorming works by identifying ways you could cause or worsen a problem. You then reverse these ideas to find solutions you hadn't thought of before.

Reverse brainstorming is a good technique to try when it is difficult to identify solutions to the problem directly. It is often an engaging process, and can highlight hidden faults in a process or product.

How to Use Reverse Brainstorming

To use this technique, you start with one of two "reverse" questions:

Instead of asking, "How do I solve or prevent this problem?" ask, "How could I possibly cause the problem?" And instead of asking "How do I achieve these results?" ask, "How could I possibly achieve the opposite effect?"

Then, brainstorm answers to generate reverse solution ideas. Allow the ideas to flow freely – do not reject anything at this stage.

Once you have brainstormed all the ideas to create the problem, now reverse these into solution ideas for the original problem or challenge.

Finally, evaluate these solution ideas. Can you see a potential solution? Can you see attributes of a potential solution?

Like normal brainstorming, you can reverse brainstorm on your own but you will likely generate more varied ideas as part of a team.

Example of Reverse Brainstorming

Luciana is the manager of a health clinic and she has the task of improving patient satisfaction.

There have been various unsuccessful improvement initiatives in the past and the team members have become rather skeptical about another meeting on the subject.

So she decides to use some creative problem solving techniques she has learned. This, she hopes, will make the team meeting more interesting and engage people in a new way.

Perhaps it will reveal something more than the usual "good ideas" that no one has time to act on.

To prepare for the team meeting, Luciana thinks carefully about the problem and writes down the problem statement:

"How do we improve patient satisfaction?"

Then she reverses the problem statement:

"How do we make patients more dissatisfied?"

Already she starts to see how the new angle could reveal some surprising results.

At the team meeting, everyone gets involved in an enjoyable and productive reverse brainstorming session. They draw on both their work experience with patients and also their personal experience of being patients and customers of other organizations. Luciana encourages the free flow of ideas, while ensuring that people do not pass judgment on even the most unlikely suggestions.

Here are just a few of the "reverse" ideas:

• Double book appointments.
• Remove the chairs from the waiting room.
• Put patients who phone on hold (and forget about them).
• Have patients wait outside in the car park.
• Put patients who need an appointment on a six-week waiting list.

When the brainstorming session runs dry, the team has a long list of the "reverse" solutions. Now it's time to look at each one in reverse to think about a potential solution.

• Prevent double booking appointments by investing in an improved booking system.
• Add more chairs so that no one has to stand while waiting.
• Aim to keep patients on hold for no longer than three minutes.
• Open the waiting room 10 minutes earlier, so that patients don't have to queue outside in the mornings.
• Invest in new software so that patients can have virtual appointments, easing the backlog of patients waiting for an in-person appointment.

The reverse brainstorming session revealed many improvement ideas that the team could implement swiftly. The process was enlightening and fun for the team, and it helped them to become more patient-focused. It took a little longer than regular brainstorming would have, but it generated more innovative solutions.

Reverse brainstorming is a good technique for creative problem solving, and can lead to robust solutions. Be sure to follow the basic rules of brainstorming to explore possible solutions to the full.

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• Metaphor technique for creative problem solving

Design Thinking – New Way of Vision and Creative Problem-solving

Analogy technique.

1. Authors: W. Gordon (1961), E. de Bono (1970).

W. Gordon began to use analogy as an effective method for creative problem solving in his Synectics. In the book “Synectics: the development of creative capacity” (1961), four types of analogies were proposed: direct, symbolic, personal and fantastic. As an independent one, the Analogy technique by Edward de Bono in his book “Lateral Thinking” (1970).

3. Description

The analogy technique is based on identifying typical features of the main problem, finding objects, situations or places which also have these features; and using them as mental stimuli to solve the main problem. In the broad sense, the method is the application of useful knowledge, technology, or facts from one field to another. To use an analogy technique is to make an implied comparison between two things, processes or fields that are essentially dissimilar but are shown through the analogy to have some similarity.

4. Main functions

1. Analogy may be an important strategy and heuristic for dealing with the uncertainty that occurs in problem solving. 2. The analogy technique is one of the most universal and at the same time simple heuristic techniques for searching for new ideas and original solutions to creative problems. Analogies are used to force us to look at a situation in a fresh way and generate further ideas. 3. The method serves as an effective way of enhancing creative thinking and imagination, a technique for eliminating psychological inertia, overcoming mental barriers and stereotypes.

5. Methodological and theoretical grounds

At its most basic, an analogy is a comparison of two objects, processes, situations, or actions to show their similarities. This is the specific comparison of two things that are essentially dissimilar but are shown through the analogy to have some similarity. At large, an analogy is an abstract parallel between two quite different objects, processes or relationships. Besides an analogy implies likeness or parallelism in relations rather than in appearance or qualities. Analogical cognition is the centre of all mental tools, embraces all cognitive processes and manifests itself as analogical reasoning and figure of speech. Analogical reasoning is fundamental to human thought and a comparison between things that have similar features, often used for the purpose of explanation or clarification. Analogy helps us to link an unfamiliar or a new idea with common and familiar objects. Analogical thinking is what we do when we use information from one domain, to help solve a problem in another domain. Creative problem solving. Experts often use analogies during the process of problem solving, and analogies have been involved in numerous scientific discoveries. At once analogies are widely recognized as playing an important heuristic role, as aids to discovery. They play a significant role in problem solving, as well as creativity, invention, prediction. The analogy is an effective technique and tool to help in creative problem solving. Thus, analogies were central to the earlier forms of Synectics, which were based on the use of a direct, personal, symbolic and fantastic analogy. For example, the technique of direct analogy or analogy from nature is based on the idea that every problem, however big or small, has already been solved in some way by nature. In addition, the personal analogy involves envisioning yourself as the product or the problem and role-playing. Making analogies to some other field can help to look at things differently, clarify a problem and get creative ideas. Therefore, it is essential to look for analogies between elements that have apparently nothing to do with one another by asking questions like: “What else is like this object, process or problem?”, “What works effectively in similar fields” and then copy what works. Answers to these questions can lead to the transfer of a potential solution to the real problem.

6.  Fundamental principles

1. The principle of the Unity of the World. The Principle of Universal Connection. Everything is connected with everything else. 3. The principle of similarity, isomorphism and universality of the laws and structures of reality.

1. Define the problem. Identify the root cause of the problem. 2. Generate analogies. Think of an analogy between your problem and something else. Try to think of an unrelated object: thing, process, event, and field. Choose an analogy from nature in its widest sense. Select an action you can compare your situation to. Examples: Going on holiday, Driving a car, Cooking a meal… Use the root cause to generate a list of analogies. 3. Find similarities. Establish an analogy based between the subject and objects of analogy. Describe the analogies, their positive features, how it works, how it is used. Use your imagination and have some fun with it. Elaborate on the analogy by listing details such as functions or uses. Make a list of useful properties of the various objects-analogy. 4. Select any of the analogies that look interesting, preferably, where the objects are from different domains. List short descriptions or details about the chosen analogy. 5. Use description and similarities to generate ideas. Use this description to suggest ideas relevant to your problem. What features we can use directly? Ask yourself what insights or potential solutions the analogy suggests. Generate new interesting ideas and brainstorm creative solutions.

Forced Analogy or forced relationships

The forced analogy is a very useful method of generating ideas. Forcing relationships is one of the most powerful ways to develop new insights and new solutions. 1. Define the problem. 2. Choose an object at random and see what relationships you can force. A useful way of developing the relationships is to have a selection of objects with pictures to help you generate ideas. 3. Compare the problem with something else that has little or nothing in common and gain new insights as a result. 4. Force a relationship between almost anything, and get new insights.

9. Advantages

1. The universality and effectiveness of the method, its accessibility, simplicity and ease of implementation. 2. An effective way to overcome the inertia of thinking, a tool for enhancing imagination and creativity.

10. Disadvantages

The success of the method directly depends on the degree of erudition and imagination of the participants. The analogy technique is closely connected with the methods of associations , bisociations, and metaphors.

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• Guide: Brainstorming

Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

• Last Updated: June 10, 2023
• Learn Lean Sigma

Brainstorming is a key method for creative problem-solving in the modern workplace. This collaborative technique harnesses the collective intellect of a group to spawn innovative solutions and ideas through free-flowing, open discussions.

Central to brainstorming is the leveraging of diverse perspectives and experiences, encouraging participants to contribute a wealth of ideas, irrespective of their conventional merit. With an emphasis on quantity over quality, brainstorming prioritizes the exploration of a vast range of concepts, allowing for the free reign of creativity that often leads to groundbreaking and unconventional solutions.

Table of Contents

What is brainstorming.

Brainstorming is fundamentally a group exercise used to leverage the collective thinking of participants. The process of a brainstorming session is centred around a specific topic or problem to generate as many ideas as possible. Brainstorming is different from other methods of brainstorming as it does not prioritize finding an immediate, perfect solution. Rather, it values the exploration of a wide range of ideas, no matter how unconventional, with a focus on quantity over quality. This exploration phase is crucial, as it allows for the free flow of creativity, often leading to innovative and out-of-the-box solutions.

Key Characteristics of Brainstorming

• Collaborative Nature: Brainstorming relies on the synergy of the group. The combined experience, knowledge, and creativity of participants enrich the process.
• Idea Generation Focus: The primary goal is to come up with numerous ideas. Solutions and refinements are secondary at this stage.
• Creative Freedom: Participants are encouraged to think without constraints, fostering a more creative and open idea-generation process.

Principles of Effective Brainstorming

Brainstorming can be a highly effective process if managed and facilitated well. If you are looking to conduct a brainstorming session, ensure you follow these principles to get the most out of the session.

Openness and Non-judgment

A key principle for achieving an effective brainstorming session is creating an environment where all ideas are accepted without criticism. This principle encourages those participating to contribute unconventional, out-of-the-box ideas without concern for being judged. By creating such an open environment, creativity will thrive as people feel more comfortable sharing their thoughts.

Quantity Over Quality

A good brainstorming session should focus on the output, which should be the quantity of ideas over the quality of ideas. By focusing on the need to generate a large number of ideas, participants are encouraged to think more freely and broadly. 

This approach should result in a valuable range of concepts, including some that may seem impractical or irrelevant at first but may lead to more innovative solutions when further explored with the power of group thinking within the brainstorming session.

Building on Ideas

A huge benefit of brainstorming is the ability to compound ideas. Brainstorming is not just about coming up with new ideas; it’s also about expanding and refining existing ones. Encouraging participants to build on each other’s ideas can lead to more developed, complete solutions. This collaborative aspect of brainstorming helps in enhancing and evolving ideas, often leading to more robust and well-rounded solutions.

Diverse Participation

When running a brainstorming session, it is important to have a diverse, cross-functional team to generate a wide range of ideas. You should aim to include individuals from different backgrounds, disciplines, and areas of expertise. This will bring a variety of perspectives to the group rather than ideas all generated from one perspective, which will limit the range of outputs. This diversity enriches the brainstorming process, as different viewpoints can challenge conventional thinking and lead to more innovative solutions.

Methods and Techniques for Brainstorming

Brainstorming is a flexible tool with a range of methods and techniques that can be used; each one is suited to different scenarios and group dynamics. Consider the below options to understand which method may be most suited to your brainstorming needs.

Traditional Brainstorming

This method’s success is based on the group dynamics and the facilitator’s skill in managing the flow of ideas. The facilitator plays a crucial role in maintaining a positive, open environment and ensuring that all participants have the opportunity to contribute.

Key Characteristics:

• Spontaneity: Ideas are shared as they come to mind, fostering a rapid and dynamic flow of thoughts.
• Group Dynamics: The energy and interaction of the group can significantly influence the quantity and quality of ideas generated.
• Facilitator’s Role: The facilitator guides the session, encourages participation, and keeps the conversation on track.

Silent Brainstorming

If you have a group with strong voices that can often dominate meetings, consider silent brainstorming. This method is designed to counteract the dominance of more vocal participants in traditional brainstorming sessions. In this method, individuals write down their ideas independently before sharing them with the group. This ensures that introverted participants or those hesitant to speak up in a group setting have their ideas heard and considered. This method is ideal for creating equal opportunities for everyone to input their ideas.

Key Benefits:

• Inclusivity: Allows for the participation of all group members, regardless of their communication style.
• Thoughtfulness: Ideas are often more considered and refined as participants have time to think them through before sharing.

Round Robin Brainstorming

Another approach to brainstorming is the structured method of round-robin brainstorming. In this method, participants take turns sharing ideas, one at a time, around the room. This method continues to go around the room until everyone has run out of ideas.  This structure ensures that each member has an equal opportunity to share their ideas and thoughts.

Key Advantages:

• Equal Participation: Prevents domination by more outspoken members.
• Organized Flow:  This helps in managing larger groups by providing a clear structure for idea sharing.

Brainwriting

Key Elements:

• Collaboration: Encourages building upon others’ ideas, leading to more comprehensive solutions.
• Variety of Perspectives: Each participant adds their unique perspective to the ideas, enriching them.

Mind mapping

Mind mapping is a visual brainstorming technique. It starts with a central idea, and related ideas are added in a branching structure around it. This method is particularly effective for visualizing the connections between different ideas and is beneficial for individuals who think more visually.

Key Features:

• Visual Organization: Helps in structurally organizing thoughts.
• Idea Connections: Facilitates the understanding of how ideas interrelate.

Online Brainstorming

With the rise of remote work, online brainstorming has become increasingly important. Digital tools have been developed to facilitate brainstorming sessions, allowing participants to contribute either in real-time or asynchronously. Online platforms can incorporate elements of traditional brainstorming, brainwriting, and even mind mapping, often enhanced with multimedia capabilities.

Key Aspects:

• Accessibility: Enables participation regardless of geographical location.
• Diverse Tools: Utilizes various digital tools for idea generation and organization.

Each of these brainstorming methods and techniques has its unique strengths and can be chosen based on the specific needs of the group or the nature of the problem being addressed. Beyond this list there is a wide range of other methods for brainstorming that can be used, such as the SCAMPER method , however, these are the main ones.

The key is to create an environment that encourages creativity and leverages the collective intelligence of the group.

Getting the Best Results from Brainstorming Sessions

Having led and participated in countless brainstorming sessions over the years, I’ve picked up a few tricks that can really help you make a difference.

Here’s my personal take on getting the most out of your brainstorming efforts. First and foremost, clarity of the goal is key . Before getting started, make sure everyone understands the problem you’re tackling. It’s like setting the destination for your journey; without it, you’re just wandering. Where possible write it on a whiteboard or paper and stick it on the wall visible for everyone in the session and refer back to it if the session goes off topic.

I cannot stress enough the importance of creating a judgment-free zone . It’s amazing what ideas can surface when people don’t fear being shot down by others. Remember, brainstorming is about volume and variety ; evaluation comes later. And here’s a tip: encourage wild ideas. Sometimes, the most out-of-the-box suggestion can spark the solution you need.

Diversity in your team is your best friend. Different perspectives can challenge and inspire, leading to more innovative solutions. It’s like adding more colors to your palette; the result is often more vibrant and surprising.

Now, managing the session itself can be a bit of an art. Keep things moving with time limits for each phase but be flexible enough to dive deeper when you’re onto something good. Visual aids, whether sticky notes or digital boards, can be incredibly helpful . They make abstract ideas tangible and can reveal connections you might miss otherwise.

Lastly, what you do after the session is just as important. Summarize the ideas, assign ownership, and set timelines. This follow-through turns great ideas into tangible outcomes.

In conclusion, brainstorming is a vital tool for innovation and problem-solving in collaborative environments. By adhering to key principles like openness, non-judgment, and diversity, and employing various methods tailored to the group’s dynamics, brainstorming transforms into an effective conduit for collective creativity.

The real power of brainstorming lies in its ability to amalgamate a multitude of perspectives into a cohesive, creative force. With proper management, facilitation, and follow-up, brainstorming sessions can transcend mere idea generation, culminating in actionable, innovative solutions that are pivotal to organizational and team success.

• Paulus, P.B. and Kenworthy, J.B., 2019. Effective brainstorming .  The Oxford handbook of group creativity and innovation , pp.287-386.
• Putman, V.L. and Paulus, P.B., 2009. Brainstorming, brainstorming rules and decision making.   The Journal of creative behavior ,  43 (1), pp.29-40.

Q: What is brainstorming?

A: Brainstorming is a creative problem-solving technique that involves generating a large number of ideas in a group or individual setting. It is a process of free thinking and idea generation without judgment or criticism.

Q: How does brainstorming work?

A: Brainstorming typically involves a group of people who come together to generate ideas on a specific topic or problem. The participants share their ideas, build upon each other’s suggestions, and explore different perspectives. The goal is to generate a wide range of ideas, encourage creativity, and identify innovative solutions.

Q: What are the benefits of brainstorming?

A: Brainstorming offers several benefits, such as stimulating creativity, fostering collaboration, encouraging diverse perspectives, and generating a large pool of ideas. It can lead to innovative solutions, help overcome obstacles, and inspire new ways of thinking.

Q: How can I make a brainstorming session more effective?

A: To make a brainstorming session more effective, it is important to define a clear objective, create a supportive environment, encourage active listening, and follow established brainstorming rules. Diversity in participants, utilizing creativity-enhancing techniques, and facilitating open and respectful communication can also contribute to the effectiveness of a session.

Q: Are there different types of brainstorming?

A: Yes, there are different types of brainstorming techniques. Traditional brainstorming involves a free-flowing exchange of ideas. Other techniques include brainwriting (where ideas are written down individually), mind mapping (creating visual representations of ideas), and reverse brainstorming (identifying potential problems or obstacles).

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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The Ultimate Guide to Resolving Conflicts

It is also important that you go into the meeting with some awareness of your underlying needs as opposed to having one fixed, preconceived solution (although obviously you may have any number of alternative solutions in mind). The important thing is that you remain open to other solutions.

Finally, of greatest importance is your commitment to the No-Lose Method and your unwillingness to revert to Method I or give in with Method II. While the following guidelines apply for a conflict between you and one other person, they are equally appropriate for conflicts involving several persons. For convenience I will use “ O ” to stand for the other person .

Step I. Identifying and Defining the Problem.

This is a critical step in problem-solving. First, work for an understanding of O’s point of view, his concerns and his underlying needs. Active Listen to ensure that you understand. Avoid any of the Communication Roadblocks. Secondly, express your statement of the problem in a way that does not communicate blame or judgment. Sending I-Messages is always the most effective way of stating a problem. Frequently, it will take a while to get the problem or conflict defined accurately. O may need some time to get feelings out. O may initially get angry or defensive. This is the time to use Active Listening. O must have a chance to ventilate feelings; else he will not be ready for the remaining steps. Don’t be in a hurry to get to Step II. Be sure you understand O’s point of view, and be sure you state yours accurately and congruently. Don’t understate your own feelings. If you do, O may not feel very motivated to enter into problem-solving. Frequently, a problem will get redefined as it is discussed—the initial statement of the problem may turn out to be superficial. O’s statement of feelings may cause you to see the problem in a new light.

Before moving to Step II, be sure both of you accept the definition of the problem. Test this out—ask if O accepts that this is the problem you both are going to try to solve. Are both sets of needs accurately stated? Don’t define the problem as a conflict between competing solutions. Define it in terms of conflicting needs and then generate your solutions. Lastly, make certain O understands clearly that you both are looking for a solution that will meet both sets of needs, one that will be acceptable to both—nobody is to lose.

Step II. Generating Alternate Solutions.

This is the creative part of problem-solving. It is frequently hard to come up with a good solution right away. Initial solutions are seldom adequate, but they may stimulate better ones. Ask O first for possible solutions—you’ll have plenty of time to offer yours. At all costs, avoid being evaluative and critical of O’s solutions. Use Active Listening. Treat O’s ideas with respect. Try to get a number of possible solutions before evaluating or discussing any particular one. Discourage evaluation until a number of possible solutions are proposed. Remember you are trying to generate good solutions, not just any solution. If things bog down, state the problem again. Sometimes this will start the wheels turning. Generally, it will become apparent when to move into Step III—after you have come up with a number of reasonably feasible solutions or when one solution appears to be far superior to the others.

Step III. Evaluating the Alternate Solutions.

This is the stage of problem-solving where you must take special care to be honest; and of course you want O to be honest, too. Both of you will want to do a lot of critical thinking. Are there flaws in any of the possible solutions? Any reason why a solution might not work? Will it be too hard to implement or carry out? Is it fair to both? Use Active Listening. In evaluating the solutions already generated, one of you may think of a brand-new one, better than any of the others. Or you’ll hit on a modification that improves an earlier idea. If you fail to test solutions at this stage, you’ll increase the chance of ending up with a poor solution, or one that will not be carried out earnestly.

Step IV. Decision-making.

A mutual commitment to one solution is essential. Usually when all the facts get exposed, one clearly superior solution stands out. Don’t make the mistake of trying to persuade or push a solution on O. If O doesn’t freely choose a solution acceptable to him, chances are it will not be carried out. When it appears that perhaps you are close to a decision, state the solution to make certain you both understand what you are about to decide.

Step V. Implementing the Solution.

It is, of course, one thing to arrive at a creative solution, another to carry it out. Immediately after a solution has been agreed upon, it is generally necessary to talk about implementation. WHO does WHAT by WHEN? The most constructive attitude is one of complete trust that O will faithfully carry out the decision, rather than to raise the question of what is to be done if O doesn’t. So it is not wise to talk about penalties for failure to implement a solution at this time. However, if O fails to carry out his end of the agreement, confront with I-Messages. You also may be able to offer suggestions to help O remember what is to be done. Don’t fall into the trap of constantly reminding O to carry out tasks—O would then grow dependent on your reminders rather than assume full responsibility for his own behavior. Persons unaccustomed to Method III problem-solving in the past may at first be lax in carrying out the solution, especially if they have been used to Method II. Be prepared to do a lot of confronting until they get the idea that you are not going to permit them to “get by.” Don’t delay too long before confronting them.

Step VI. Follow-up Evaluation of the Solution.

Not all solutions from Method III problem-solving turn out to be the best. Sometimes you or O will discover weaknesses in the solution, in which case the problem should be returned for more problem-solving. Sometimes it is important to ask how O feels now about the solution. Both of you should have an understanding that decisions are always open for revision, but that neither of you can unilaterally modify a decision. Modifications have to be mutually agreed upon, as was the initial decision.

Sometimes those new to Method III will discover that they overcommitted themselves—in their enthusiasm they agreed to do too much or to do the impossible. Be sure to keep the door open for revision should this happen.

• Your best tools for effective problem-solving will always be: • Active Listening • Clear and honest I-Messages • Respect for the needs of the other • Trust • Being open to new data • Persistence • Firmness in your unwillingness to have it fail • Refusal to revert to Method I or Method II

Course Blog- Entrepreneurship

Friday, march 8, 2013, methods of generating new ideas, 13 comments:.

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Prepared by: Jawad Hassan SEMESTER FALL 2020 Entrepreneurship (MGT602) Graded Discussion Board Due Date: December 18, 2020 Marks: 5 Topic: Creativity and business ideas Learning objectives: The basic objective of this discussion is to explain the learners about various methods of generating new business ideas. Learning outcomes: Students will learn to scale a particular solution identification technique to a specific issue. Case: Mark Foods is a frozen food company and has recently launched a new product (vegetable filled roles). The new product is accompanied with consumers’ enlarged expectations i.e. quality, price, taste and affordability. Although there seemed a spike in the sale of the newly launched product, but immediately after 1 month that spike started showing dull and sales volume dipped very down. Although, the new product was launched after the complete research and development, but the company did not get the expected outcome. The marketing department of the company needs immediate identification of the actual underlying problem which has led to such decrease in sales of a highly anticipated product offered by Mark Foods. There are various methods i.e. brainstorming, focus group and problem inventory analysis to identify the complex marketing problems and to offer their solutions. Which technique (Focus Group or Problem Inventory Analysis) suits best to identify and solve the underlying problem in the above situation?

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