innovation as creative problem solving

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How to Be a More Creative Problem-Solver at Work: 8 Tips

• 01 Mar 2022

The importance of creativity in the workplace—particularly when problem-solving—is undeniable. Business leaders can’t approach new problems with old solutions and expect the same result.

This is where innovation-based processes need to guide problem-solving. Here’s an overview of what creative problem-solving is, along with tips on how to use it in conjunction with design thinking.

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What Is Creative Problem-Solving?

Encountering problems with no clear cause can be frustrating. This occurs when there’s disagreement around a defined problem or research yields unclear results. In such situations, creative problem-solving helps develop solutions, despite a lack of clarity.

While creative problem-solving is less structured than other forms of innovation, it encourages exploring open-ended ideas and shifting perspectives—thereby fostering innovation and easier adaptation in the workplace. It also works best when paired with other innovation-based processes, such as design thinking .

Creative Problem-Solving and Design Thinking

Design thinking is a solutions-based mentality that encourages innovation and problem-solving. It’s guided by an iterative process that Harvard Business School Dean Srikant Datar outlines in four stages in the online course Design Thinking and Innovation :

• Clarify: This stage involves researching a problem through empathic observation and insights.
• Ideate: This stage focuses on generating ideas and asking open-ended questions based on observations made during the clarification stage.
• Develop: The development stage involves exploring possible solutions based on the ideas you generate. Experimentation and prototyping are both encouraged.
• Implement: The final stage is a culmination of the previous three. It involves finalizing a solution’s development and communicating its value to stakeholders.

Although user research is an essential first step in the design thinking process, there are times when it can’t identify a problem’s root cause. Creative problem-solving addresses this challenge by promoting the development of new perspectives.

Leveraging tools like design thinking and creativity at work can further your problem-solving abilities. Here are eight tips for doing so.

8 Creative Problem-Solving Tips

1. empathize with your audience.

A fundamental practice of design thinking’s clarify stage is empathy. Understanding your target audience can help you find creative and relevant solutions for their pain points through observing them and asking questions.

Practice empathy by paying attention to others’ needs and avoiding personal comparisons. The more you understand your audience, the more effective your solutions will be.

2. Reframe Problems as Questions

If a problem is difficult to define, reframe it as a question rather than a statement. For example, instead of saying, "The problem is," try framing around a question like, "How might we?" Think creatively by shifting your focus from the problem to potential solutions.

Consider this hypothetical case study: You’re the owner of a local coffee shop trying to fill your tip jar. Approaching the situation with a problem-focused mindset frames this as: "We need to find a way to get customers to tip more." If you reframe this as a question, however, you can explore: "How might we make it easier for customers to tip?" When you shift your focus from the shop to the customer, you empathize with your audience. You can take this train of thought one step further and consider questions such as: "How might we provide a tipping method for customers who don't carry cash?"

Whether you work at a coffee shop, a startup, or a Fortune 500 company, reframing can help surface creative solutions to problems that are difficult to define.

3. Defer Judgment of Ideas

If you encounter an idea that seems outlandish or unreasonable, a natural response would be to reject it. This instant judgment impedes creativity. Even if ideas seem implausible, they can play a huge part in ideation. It's important to permit the exploration of original ideas.

While judgment can be perceived as negative, it’s crucial to avoid accepting ideas too quickly. If you love an idea, don’t immediately pursue it. Give equal consideration to each proposal and build on different concepts instead of acting on them immediately.

4. Overcome Cognitive Fixedness

Cognitive fixedness is a state of mind that prevents you from recognizing a situation’s alternative solutions or interpretations instead of considering every situation through the lens of past experiences.

Although it's efficient in the short-term, cognitive fixedness interferes with creative thinking because it prevents you from approaching situations unbiased. It's important to be aware of this tendency so you can avoid it.

5. Balance Divergent and Convergent Thinking

One of the key principles of creative problem-solving is the balance of divergent and convergent thinking. Divergent thinking is the process of brainstorming multiple ideas without limitation; open-ended creativity is encouraged. It’s an effective tool for generating ideas, but not every idea can be explored. Divergent thinking eventually needs to be grounded in reality.

Convergent thinking, on the other hand, is the process of narrowing ideas down into a few options. While converging ideas too quickly stifles creativity, it’s an important step that bridges the gap between ideation and development. It's important to strike a healthy balance between both to allow for the ideation and exploration of creative ideas.

6. Use Creative Tools

Using creative tools is another way to foster innovation. Without a clear cause for a problem, such tools can help you avoid cognitive fixedness and abrupt decision-making. Here are several examples:

Problem Stories

Creating a problem story requires identifying undesired phenomena (UDP) and taking note of events that precede and result from them. The goal is to reframe the situations to visualize their cause and effect.

To start, identify a UDP. Then, discover what events led to it. Observe and ask questions of your consumer base to determine the UDP’s cause.

Next, identify why the UDP is a problem. What effect does the UDP have that necessitates changing the status quo? It's helpful to visualize each event in boxes adjacent to one another when answering such questions.

The problem story can be extended in either direction, as long as there are additional cause-and-effect relationships. Once complete, focus on breaking the chains connecting two subsequent events by disrupting the cause-and-effect relationship between them.

Alternate Worlds

The alternate worlds tool encourages you to consider how people from different backgrounds would approach similar situations. For instance, how would someone in hospitality versus manufacturing approach the same problem? This tool isn't intended to instantly solve problems but, rather, to encourage idea generation and creativity.

7. Use Positive Language

It's vital to maintain a positive mindset when problem-solving and avoid negative words that interfere with creativity. Positive language prevents quick judgments and overcomes cognitive fixedness. Instead of "no, but," use words like "yes, and."

Positive language makes others feel heard and valued rather than shut down. This practice doesn’t necessitate agreeing with every idea but instead approaching each from a positive perspective.

Using “yes, and” as a tool for further idea exploration is also effective. If someone presents an idea, build upon it using “yes, and.” What additional features could improve it? How could it benefit consumers beyond its intended purpose?

While it may not seem essential, this small adjustment can make a big difference in encouraging creativity.

8. Practice Design Thinking

Practicing design thinking can make you a more creative problem-solver. While commonly associated with the workplace, adopting a design thinking mentality can also improve your everyday life. Here are several ways you can practice design thinking:

• Learn from others: There are many examples of design thinking in business . Review case studies to learn from others’ successes, research problems companies haven't addressed, and consider alternative solutions using the design thinking process.
• Approach everyday problems with a design thinking mentality: One of the best ways to practice design thinking is to apply it to your daily life. Approach everyday problems using design thinking’s four-stage framework to uncover what solutions it yields.
• Study design thinking: While learning design thinking independently is a great place to start, taking an online course can offer more insight and practical experience. The right course can teach you important skills , increase your marketability, and provide valuable networking opportunities.

Ready to Become a Creative Problem-Solver?

Though creativity comes naturally to some, it's an acquired skill for many. Regardless of which category you're in, improving your ability to innovate is a valuable endeavor. Whether you want to bolster your creativity or expand your professional skill set, taking an innovation-based course can enhance your problem-solving.

If you're ready to become a more creative problem-solver, 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.

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Creative problem-solving: navigating challenges.

Have you ever faced a challenge that seemed impossible to overcome? Whether it’s a personal dilemma or a professional roadblock, we all encounter obstacles that require us to think outside the box and find innovative solutions. This is where creative problem-solving comes into play. In this article, we will explore the art of navigating challenges through the power of creativity. Join us on this journey and unlock your creative potential as we delve into different strategies and techniques to overcome obstacles and find unique solutions.

Understanding Creative Problem-Solving

Creative problem-solving is a powerful skill that enables individuals to approach challenges in non-traditional ways. It involves thinking creatively and critically, exploring multiple perspectives, and generating innovative ideas. By embracing a creative mindset, individuals can find solutions that may not have been initially apparent.

Creative problem-solving is not limited to specific industries or professions. In fact, it is a valuable skill in various fields, including business, technology, arts, and everyday life. Whether you are an entrepreneur seeking to launch a new product, a student facing a difficult assignment, or a parent trying to resolve a family conflict, creative problem-solving can be applied to navigate these challenges effectively.

The Power of Creative Thinking

Creative thinking is at the core of creative problem-solving. It involves approaching challenges with an open mind, embracing curiosity, and exploring possibilities beyond the obvious. Creative thinking allows us to break free from conventional thought patterns and discover new perspectives and solutions.

When we tap into our creative thinking abilities, we can approach challenges from different angles. It encourages us to ask questions, challenge assumptions, and consider alternative solutions. By engaging our creative minds, we can overcome mental blocks and find unique pathways to success.

The Importance of Embracing Challenges

While challenges may seem daunting, they are essential for personal and professional growth. Embracing challenges allows us to step out of our comfort zones, push our boundaries, and discover new capabilities. It is through overcoming challenges that we develop resilience, adaptability, and problem-solving skills.

When we view challenges as opportunities for growth and improvement, we shift our mindset from one of fear and avoidance to one of curiosity and excitement. Each obstacle becomes a chance to learn, innovate, and become better versions of ourselves. By embracing challenges, we can unlock our creative potential and navigate through them with confidence.

Strategies for Creative Problem-Solving

Now that we understand the importance of creative problem-solving, let’s explore some strategies and techniques to enhance our problem-solving abilities. While there are numerous approaches to creative problem-solving, we will focus on the following four key strategies:

1. Divergent and Convergent Thinking

Divergent thinking involves generating a wide range of ideas and possibilities. It encourages free-flowing, out-of-the-box thinking without limitations. Convergent thinking, on the other hand, involves narrowing down and evaluating the ideas generated during the divergent thinking phase. It helps us identify the most feasible and effective solutions.

To apply this strategy, start by brainstorming as many ideas as possible without judgment or evaluation. Allow your mind to wander and explore various possibilities. Once you have a list of ideas, evaluate each one based on their feasibility, effectiveness, and alignment with your goals. This process of alternating between divergent and convergent thinking will help you uncover creative solutions to your challenges.

2. Mind Mapping

Mind mapping is a visual technique that allows you to organize and connect ideas in a non-linear manner. It involves creating a central idea or problem statement and branching out into subtopics or potential solutions. By visually representing the connections between different ideas, mind maps help stimulate creative thinking and generate new insights.

To create a mind map, start by writing down your central problem statement or idea in the center of a blank page. Then, draw branches radiating from the center and jot down relevant subtopics or potential solutions on each branch. You can further expand each subtopic with additional branches and ideas. This visual representation of your thoughts will help you explore different perspectives and uncover innovative solutions.

3. Role-Playing and Perspective Shifting

Role-playing and perspective shifting involves stepping into someone else’s shoes and viewing the challenge from their perspective. By adopting different roles or considering the problem from various viewpoints, we can gain new insights and uncover alternative solutions.

To apply this strategy, imagine yourself as a different person who is directly affected by the challenge. How would they approach the problem? What solutions would they propose? By temporarily shifting your perspective, you can gain fresh insights and discover unique approaches to your challenge.

4. Prototyping and Experimentation

Prototyping and experimentation involve creating tangible representations of your ideas and testing them in a real or simulated environment. It allows you to quickly identify strengths, weaknesses, and areas for improvement in your solutions. By embracing a mindset of continuous iteration and improvement, you can refine your ideas and find the most effective solution.

To implement this strategy, create a prototype or a small-scale version of your solution. Test it in a controlled environment, gather feedback, and make necessary adjustments. Repeat this process until you achieve a refined solution that addresses the challenge effectively. Through prototyping and experimentation, you can navigate through uncertainties and discover innovative solutions.

The Benefits of Creative Problem-Solving

Creative problem-solving offers numerous benefits that extend beyond finding solutions to immediate challenges. Let’s explore some of the key advantages of embracing a creative mindset:

• Enhanced Critical Thinking Skills: Creative problem-solving enhances critical thinking skills by encouraging individuals to analyze problems, evaluate different perspectives, and make informed decisions.
• Increased Innovation and Adaptability: By embracing creativity, individuals can discover innovative solutions and adapt to changing circumstances more effectively.
• Collaborative Problem-Solving: Creative problem-solving promotes collaboration and teamwork by encouraging individuals to share ideas and perspectives, leading to collective intelligence and better solutions.
• Improved Decision-Making: Creative thinking allows individuals to consider a wide range of factors, evaluate alternatives, and make informed decisions that lead to better outcomes.
• Personal Growth and Self-Discovery: Through creative problem-solving, individuals can challenge their own limitations, discover new strengths, and develop a growth mindset.

In this journey of creative problem-solving, we have explored the power of embracing challenges and adopting a creative mindset. By thinking creatively, exploring different perspectives, and using various strategies, we can navigate through challenges and find innovative solutions. Remember, creative problem-solving is a skill that can be developed and honed with practice. So, embrace the challenges that come your way, unleash your creative potential, and navigate through them with confidence. Your ability to find unique solutions will not only benefit you but also inspire others to approach challenges with a creative mindset. Let your creativity be the compass that guides you to success.

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The 4 Types of Innovation and the Problems They Solve

• Greg Satell

Disruption isn’t the only approach.

Innovation is, at its core, about solving problems — and there are as many ways to innovate as there are different types of problems to solve. Just like we wouldn’t rely on a single marketing tactic for the life of an organization, or a single source of financing, we need to build up a portfolio of innovation strategies designed for specific tasks. Leaders identify the right type of strategy to solve the right type of problem, just by asking two questions: How well we can define the problem and how well we can define the skill domain(s) needed to solve it. Well-defined problems that benefit from well-defined skills fall into the category of “sustaining innovation.” Most innovation happens here, because most of the time we’re trying to get better at something we’re already doing. “Breakthrough innovation” is needed when we run into a well-defined problem that’s just devilishly hard to solve. In cases like these, we need to explore unconventional skill domains. When the reverse is true — skills are well-defined, but the problem is not — we can tap into “disruptive innovation” strategies. And when nothing is well-defined, well, then we’re in the exploratory, pioneering realm of basic research. There are always new problems to solve; learn to apply the solution that best fits your current problem.

One of the best innovation stories I’ve ever heard came to me from a senior executive at a leading tech firm. Apparently, his company had won a million-dollar contract to design a sensor that could detect pollutants at very small concentrations underwater. It was an unusually complex problem, so the firm set up a team of crack microchip designers, and they started putting their heads together.

• Greg Satell is Co-Founder of  ChangeOS , a transformation & change advisory, an international keynote speaker, and bestselling author of  Cascades: How to Create a Movement that Drives Transformational Change . His previous effort,  Mapping Innovation , was selected as one of the best business books of 2017. You can learn more about Greg on his website, GregSatell.com  and follow him on Twitter @DigitalTonto  and on LinkedIn .  

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Stanford Online

Creativity and innovation management: how to inspire original ideas.

Do you find it difficult to come up with new ideas? Or do you get caught in the same train of thought over and over again?

Perhaps the problem isn’t that you’re not creative 一 you may just be using the wrong methods to brainstorm and ideate.

Creativity and successful innovation tools can help you work through even the toughest of issues. By changing the way that you think about problem-solving, you can reinvent your framework and generate more solutions.

In this short guide, we’ll discuss what it means to practice creativity and innovation management 一 as well as methods that you can use to inspire original ideas for any obstacles that you might encounter.

If you want to learn even more and practice with others, consider taking our Creative and Design Thinking program. 

What is creativity and innovation management?

Put simply, creativity and innovation management is the act of balancing creativity and innovation in your workplace.

Fueling creative thinking can be a difficult endeavor, especially in a work environment. Creativity doesn’t always come naturally, and it’s not uncommon for staff to feel stuck at times, especially when there are approaching deadlines and additional stress factors. Solution ideation 一 another term for coming up with a new idea and solutions 一 and managing creativity can be difficult tasks.

That’s where innovation management comes in. Using tools designed to help foster creativity and encourage innovative ideas, the best innovation management techniques can help you solve  problems, including those that you’ve been putting off for ages.

A word about creativity and innovation: they may seem like similar concepts, but there is a significant difference between the two due to their focus. Creativity is typically centered around original thought and knowledge, which unleashes potential and is an integral part of idea generation. Innovation, on the other hand, is used to turn the creative idea that you come up with into a viable solution. Hand in hand, they are powerful ways to disrupt and adapt, and to create the next great idea, which is increasingly important in today’s ever-changing world. 

How do I brainstorm creative ideas?

If you’re looking to encourage new ideas from your team, try these methods to start:

• Rapid ideation: Everyone in a group writes down as many ideas as possible within a set time limit. Brainstormers won’t be able to self-censor as easily with the element of speed. None of these ideas have to be fleshed out or thought through 一 even scraps or fragments are fine. Generating the bad ideas can open the door for good ones. This can be done to get the juices flowing.
• Brainstorm using different mediums and settings: Some people find that they can brainstorm better when it’s on colorful sticky notes, and others find that they can get their ideas out better with a whiteboard and a handful of dry-erase markers. Encouraging the creative process collectively in different settings, using various tools. Brainstorm individually and with a group . Learn hands-on brainstorming techniques with Stanford’s Introduction to Design Thinking and Innovation at Work content and find out what works best for your team.
• Figure storming: Pick a famous person and try to guess how they would solve the problem that you’re facing. By doing so, you’ll be able to approach your problem from a different perspective.
• Starbursting: Identify who, what, when, where and why in regards to the problem. By understanding the problem inside and out, you’ll have a better time finding a solution for it.

How to create an innovation process

So your team has a bunch of new ideas, what’s next? There are a few steps that you can take to build a good problem-solving method and become a master of creativity . The following is an example of an innovation process step-by-step.

• Encounter a problem that needs to be resolved.
• Define the problem correctly.
• Choose a brainstorming activity to spark your creativity.
• Gather relevant material and work through it, considering different solutions and approaches that you can take to solve the problem.
• Discuss your idea with your teammates to gauge its viability.
• Walk away from the problem before returning to it.
• Start implementing your idea.

This is just one example of a creativity and innovation process. Practice it with your team to see what drives innovation for you. You can tweak the process, inserting different steps or designing a different process that works better. Design thinking , the experimental-based, solution-process , might work for you and your company. With time you’ll be able to start bringing your idea to fruition quickly and efficiently. 

Does innovation start with creativity?

Naturally, innovation cannot happen without creativity.

Only with creative ideas can one truly innovate and implement solutions that work. Coming up with creative innovation is a matter of actively finding this inspiration. Once you’re able to start coming up with creative solutions to your problem, many find that this skill quickly lends itself to leadership roles with ease.

Because of how linked entrepreneurship is with creativity and innovation management, a large number of people who practice design thinking go on to be entrepreneurs. Many students in our online Creativity and Design Program find that there’s a natural transition between it and the Leading People, Culture, and Innovation Program .

The Creativity and Design Thinking Program teaches you how to build a creative practice and grow your creativity via ideation, empathizing, prototyping and seeking inspiration. Logically, what follows is the Innovation and Entrepreneurship Program, which teaches students how to lead using those innovations and collaborative teams. Students bring what they learn in those classes and implement them to drive those innovations as well.

The ability to think, create, and implement creative solutions takes practice. Sharpening the creative potential within your organizational innovation development can be led through implementation processes . Creativity can indeed spark innovation, and innovation can, in turn, motivate entrepreneurship.

Enroll today

You can learn more about concepts like creativity and innovation management by enrolling in our professional education programs. Both our Creativity and Design Thinking Program and our Innovation and Entrepreneurship Program can enhance the way you think about problems and execute meaningful solutions.

For more information about what online courses we have to offer, visit our website today.

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Creative Thinking: Innovative Solutions to Complex Challenges

Learn how to grow a culture of creativity to innovate competitive solutions.

October 16, 2024

8:30 AM – 4:30 PM ET

2 consecutive days

$2,990 Programs fill quickly — free cancellation up to 14 days prior

Registration Deadline

October 8, 2024

Overview: Creative Thinking Skills Course

The tech breakthrough that makes smartphones irrelevant, a new viral ad campaign, your company’s next big revenue generator — ideas like these could be sitting in your brain; all you need are the creative thinking skills and strategies to pull them out.

This interactive program focuses explicitly on the creative thinking skills you need to solve complex problems and design innovative solutions. Learn how to transform your thinking from the standard “why can’t we” to the powerful “how might we.” Crack the code on how to consistently leverage your team’s creative potential in order to drive innovation within your organization. Explore how to build a climate for innovation, remove barriers to creativity, cultivate courage, and create more agile, proactive, and inspired teams.

You will leave this program with new ideas about how to think more productively and how to introduce creative thinking skills into your organization. You can apply key takeaways immediately to implement a new leadership vision, inspire renewed enthusiasm, and enjoy the skills and tools to tackle challenges and seize opportunities.

Innovation experts Anne Manning and Susan Robertson bring to this highly-interactive and powerful program their decades of experience promoting corporate innovation, teaching the art of creative problem solving, and applying the principles of brain science to solve complex challenges.

Who Should Take Creative Thinking Skills Training?

This program is ideal for leaders with at least 3 years of management experience. It is designed for leaders who want to develop new strategies, frameworks, and tools for creative problem solving. Whether you are a team lead, project manager, sales director, or executive, you’ll learn powerful tools to lead your team and your organization to create innovative solutions to complex challenges.

All participants will earn a Certificate of Participation from the Harvard Division of Continuing Education.

Benefits of Creative Thinking Skills Training

The goal of this creative thinking program is to help you develop the strategic concepts and tactical skills to lead creative problem solving for your team and your organization. You will learn to:

• Retrain your brain to avoid negative cognitive biases and long-held beliefs and myths that sabotage creative problem solving and innovation
• Become a more nimble, proactive, and inspired thinker and leader
• Create the type of organizational culture that supports collaboration and nurtures rather than kills ideas
• Gain a practical toolkit for solving the “unsolvable” by incorporating creative thinking into day-to-day processes
• Understand cognitive preferences (yours and others’) to adapt the creative thinking process and drive your team’s success
• Develop techniques that promote effective brainstorming and enable you to reframe problems in a way that inspires innovative solutions

The curriculum in this highly interactive program utilizes research-based methodologies and techniques to build creative thinking skills and stimulate creative problem solving.

Through intensive group discussions and small-group exercises, you will focus on topics such as:

• The Creative Problem Solving process: a researched, learnable, repeatable process for uncovering new and useful ideas. This process includes a “how to” on clarifying, ideating, developing, and implementing new solutions to intractable problems
• The cognitive preferences that drive how we approach problems, and how to leverage those cognitive preferences for individual and team success
• How to develop—and implement— a methodology that overcomes barriers to innovative thinking and fosters the generation of new ideas, strategies, and techniques
• The role of language, including asking the right questions, in reframing problems, challenging assumptions, and driving successful creative problem solving
• Fostering a culture that values, nurtures, and rewards creative solutions

Considering this program?

Send yourself the details.

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October Schedule

• Creative Challenges: A Team Sport
• The Place to Begin: Reframe the Challenge
• Ideas on Demand
• Building a Creative Organization

Instructors

Anne manning, susan robertson, certificates of leadership excellence.

The Certificates of Leadership Excellence (CLE) are designed for leaders with the desire to enhance their business acumen, challenge current thinking, and expand their leadership skills.

This program is one of several CLE qualifying programs. Register today and get started earning your certificate.

Harvard Division of Continuing Education

The Division of Continuing Education (DCE) at Harvard University is dedicated to bringing rigorous academics and innovative teaching capabilities to those seeking to improve their lives through education. We make Harvard education accessible to lifelong learners from high school to retirement.

Design Thinking and Innovation

Design Thinking and Innovation from Harvard Business School (HBS) Online will teach you how to leverage fundamental design thinking principles and innovative problem-solving tools to address business challenges.

Associated Schools

Harvard Business School

What you'll learn.

Break cognitive fixedness and approach problems with a new mindset that integrates creative problem-solving and management

Develop an innovation toolkit, and determine when to apply design thinking frameworks, tools, and exercises to your own strategic initiatives

Practice empathy and apply human-centered design through techniques such as ideation, prototyping, user journey mapping, and analyzing mental models

Assess group dynamics and maximize your team’s potential for developing and iterating prototypes and managing the implementation of new designs

Understand how leaders can create the optimal environment and team dynamics to guide innovation and collaboration

Put design thinking into action by collaborating with peers from a wide range of professional experiences and backgrounds

Course description

Design Thinking and Innovation, through Harvard Business School (HBS) Online, equips current and aspiring innovation managers with the design thinking principles and innovative problem-solving tools to solve business challenges and guide their organization’s strategy. The course features five weeks of course content and two weeks of cohort project work, enabling the opportunity to put learning into practice. Leaders interviewed include Moderna CEO Stéphane Bancel, Royal Philips CEO Frans van Houten, and T-Mobile CEO Mike Sievert, among others. Participants will walk away with an innovation toolkit of frameworks and exercises for identifying business opportunities and generating possible solutions for their organization’s initiatives.

Instructors

Srikant Datar

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Creative Problem-Solving: Strategies for Innovative Thinking

One of the paramount impediments to the pursuit of technological advancements and innovation is complacency. In this intricate dance of hindrance, organizations are hesitating to embark upon the waters of the unknown. However, entrepreneurs and key business leaders are aware that innovation is not the house of solitude but a collective journey taken by a group of diverse and talented perspectives. They are keenly aware that with just a mere assemblage of creative problem-solving approaches, innovative teams can truly extricate from the clutches of the status quo and start accepting the inherent risks of forging new pathways.

Engaging in the art of creative problem-solving demands the mastery of various strategies to unlock the gates of innovative thinking. Several tools to encourage creativity in the workplace facilitate the development of innovative solutions to problems that are difficult to pinpoint.

What is creative problem-solving?

A cognitive process that involves applying creative techniques and strategies to address business challenges is known as creative problem-solving. Not limited to any profession or domain, creative problem-solving can be applied to various contexts, from business to art, design to science, and other everyday activities of life. You can find fresh perspectives and innovative solutions to formulate a plan and overcome obstacles in your journey to reach your goals.

Think outside the box! Break down silos and encourage collaboration! Take risks!

Why use creative problem-solving?

Don’t you want to deal with your daily life and work challenges the easier way? If yes, then start finding creative solutions incorporating creative problem-solving to complex problems. While other innovation processes depend on information and questions, creative problem-solving focuses solely on yielding solutions.

Truly innovative small businesses and organizations are boldly taking steps toward the future to solve problems that customers are not even aware of. According to Jeanna Liedtka, a design and innovative expert at the University of Virginia’s Darden School of Business, a design thinking approach is a set of techniques that helps organizations and individuals make decisions in high situations of uncertainty.

More and more, businesses and entrepreneurs are realizing that the validity of their decisions and visions for the organizations are improved with the support of a creative approach in their operations. Whether finance, operations, sales, management, or anything that you name, it can be widely explored by opening the doors of creativity and creative problem-solving. Here are some of the strategies triggering innovative thinking abilities viewed as opportunities for growth and refinement.

Embracing Hurdles: Hindrances and hurdles are hiccups in forging alliances with alchemical transformative leaders. It is vital that they are being reframed into catalysts for creative thinking and problem-solving. Limitations cannot stop you from achieving success; they force you to think beyond the boundaries and create a space for innovative ideas to emerge. Let it not narrow down your focus and clarity but necessitate the available resources and maximize the utility of limited assets available. Dealing with such a situation helps in building resilience and adaptability to what may come. Learn to pivot! Creative problem-solving tailors you to face real-world scenarios and make you learn by doing. It catalyzes innovation and finds resource-efficient solutions.

Mind Mapping Strategies: Cultivating the art of mindfulness by creating visual representations of the problems at hand, you can visualize relationships. Unearthing latent insights and unconventional perspectives unfold a series of meticulously choreographed movements. For example, learning new skills can showcase creativity in the organization that can be used in hosting a workshop so that employees can learn about things in a more fun way rather than traditional training ways. Well, try equating the unfamiliar with the familiar! You might build metaphoric bridges and witness the emergence of hybrid solutions.

Brainstorming Strategies: A marriage of innovative ideation and judicious strategies, creative thinking is the liberation of thought and brainstorming novel ideas. At its core, a problem-solving approach through this strategy can unleash the mind’s wild stallions. Such an approach can be a goal for the employees in the organization where a team can be put together to exercise their brains and make their thoughts stronger. Within the flourishing garden of imagination, they can then come up with potentially transformative ideas to solve prevailing problems of organizational operations. Crafting a narrative around a problem and visualizing it as a story is essential to find more relatable ideas and innovative thoughts to solve it.

Cross-functional Collaborations: The synergy of diverse minds can yield remarkable results when put into a collaborative effort. People from different backgrounds can collaborate on their expertise areas and present diverse perspectives to uncover fresh approaches to problems. The subsequent act in this collaborative performance can promisingly solve unreachable problems while learning a new skill on the way. For example, organizations can proactively align task forces and lock them in a room for a week until the problem is rectified. Sounds forced! Well, that’s how big problems are solved in the industry.

Empathy-Centric Design, Prototyping, and Iteration: Empathizing the problem and those affected by it is crucial yet illuminates the human dimension of the problem. It is a central area that resonates at a deep human note to propose solutions in the world of business where climate and environment are the concerning areas. In the world of business, it is essential that innovation harmonize with the human experience and ideate a prototype to test the potential solutions. For example, making it easier for the task force and customers to share their feedback is an empowering proposal. It is incredible that people are now engaging with the opportunities prevailing in the market and providing feedback of any kind to set the priorities straight. While connecting to these disparate ideas is crucial for business organizations, iterating the process and reiterating it is getting them closer to resourceful solutions.

Continue developing your approach to creative problem-solving

Embellish the canvas of creative problem-solving and delve deeper into the intricacies of the problem to finally cultivate a creative ecosystem as an individual or a business organization. You must relish ambiguities as an ally of innovation, as it would encourage you and your team to embrace uncertainties as opportunities. Creative problem-solving is not an act that is to be completed by an individual in isolation, but it is a collective approach that must be cultivated into an organizational culture. You must constantly seek new inspirations from diverse sources to develop a sense of learning and knowing. Nurture the skill, and continue asking questions to your seniors at a college or a workplace. This entails fostering an environment of creative thinking and innovatively strategizing problem-solving attitudes in personal and professional life.

Final Words

In the pursuit of innovation, it is imperative to reinforce the creative problem-solving approach, considering ethics and maintaining integrity within the approach. Some ideas can benefit organizations greatly, but being responsible for them drives and thrives the businesses in the long run. Individuals and teams must be motivated to continue pushing the boundaries and take responsibility for the societies at large to continue contributing to the greater good. The meticulously crafted strategies can be used in alignment with the creative thinking approach to build a sustainable force and bring everyone closer to the zenith of innovation. By embracing these strategies, organizations can position themselves on the path of success, where they are ready to tackle problems and envision new opportunities.

Finally, creative problem-solving is a holistic approach to transcend challenges and forge new paths. Cultivate it, nurture it, and wield it to unlock the power to shape industries and transform societies.

Entrepreneurship Unleashed: How Rushford Business School Fosters Innovation and Start-up Success

Ethics in business: how rushford business school integrates ethical considerations into its curriculum, related posts.

The Future of Business: Exploring the Impact of Emerging Technologies on Industry Trends

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Role of Business School Students in Improving Sustainability

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How to improve your creative skills for effective problem-solving

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What’s creative thinking?

Creative thinking versus critical thinking

Creative thinking skills

How to develop creative thinking skills

4 creative thinking examples to include on your resume

Sharpen your creativity

Creative thinking is the key to unlocking innovation and problem-solving excellence. 

In the whirlwind of everyday professional challenges, we’ve all encountered moments when fresh ideas feel elusive. If you’ve found yourself struggling to inspire your team or spinning out during a brainstorming session , it may be a sign you need to develop your creative skills. Plus, creative problem solving looks excellent on a resume .

As a leader or team member, your ability to think outside the box can ignite a spark of ingenuity that propels your team to new heights. Fan the flames of growth and learn how to improve your creative thinking (and highlight your new skills in your next job application).

What’s creative thinking? 

Creative thinking is the dynamic process of transforming your ideas into actions. The skillset equips you to think differently and approach challenges from innovative angles.

At its core, creative thinking empowers you to break free from the constraints of the status quo and dream up fresh, original ideas. It breathes life into your decisions, encouraging you to embrace your imaginative instincts. 

By daring to challenge traditional approaches, your creativity opens doors to uncharted innovations and groundbreaking solutions.

Creative thinking versus critical thinking 

Although creative and critical thinking are both used in problem-solving , the two skills are marked by key differences. 

Creative thinking is the catalyst for generating innovative ideas and crafting novel approaches to the challenges around them. With an open mind and a wild imagination, creative thinkers produce and explore unconventional solutions to the problems that stand in their way.

Critical thinking analyzes available information with an unbiased and rational approach. It involves questioning perceptions, ensuring that decisions are devoid of bias and reasoning remains grounded in sound judgment. 

Creative thinking skills 

When you look at creative thinking as a set of particular abilities, it becomes easier to develop and perfect. These creative skill examples can help you thrive inside and outside of the workplace:

1. Open-mindedness

When you’re open-minded, you can readily adapt to new information and look for fresh problem-solving approaches. You’re receptive to the opinions and ideas of others because you view them as constructive rather than criticizing . This openness also encourages you to freely share your creative ideas without fearing judgement.

2. Curiosity

You might find that you tap into creative potential the most when you’re challenging convention and posing new ways of thinking. Analyzing processes and asking yourself how you can improve them is an exciting way to make more efficient systems.

Whether you’re new to a job or have worked at the company for years, you may wonder why procedures are what they are — lean into this curiosity to develop new and better ways to work. 

3. Ability to brainstorm

There are numerous ways to solve a problem, and brainstorming helps to get them onto paper so you can weigh their pros and cons. This way of lateral thinking encourages you to view solutions as multifaceted rather than a single, straightforward answer.

4. Experimentation

Creative people experiment with various ways of solving a problem before deciding on the best way to take action. Emulate this mindset in your projects and tasks. For instance, if you work in web design, you might try several page layouts before deciding on a final visual identity for your client.

5. Networking

Speaking with people from different professional backgrounds is an excellent way to stimulate creative thinking and develop new perspectives. When you network with professionals with diverse skill sets and experiences, they might influence you to look at the world differently or suggest an innovative way to tackle a problem.

6. Observation

It’s important to know when to take the backseat and listen in. Observing how others tackle complex issues might inspire you to make changes within your team. Always keep an eye out for opportunities to learn from more experienced peers and innovative colleagues.

7. Organization

Although some individuals claim to thrive in clutter, keeping your work organized creates an environment where you can work freely without distraction. This involves keeping your workspace tidy, creating clear to-do lists, and using visual maps to express your plans and processes.

8. Communication

Proper communication empowers you to share valuable insight and ideas with your teammates. You need strong verbal and written skills to pitch and describe your thoughts and actively listen to others’ feedback and advice.

9. Analysis

Before you can dream up a creative approach to an obstacle, you must fully understand the problem at hand. Without proper analysis, your solution may contain flaws, or you could miss important details of your problem. Practice sifting through every detail of the issue and pinpointing the causes. 

10. Problem-solving

No matter your industry, problem-solving is always a valuable skill. Consider how to tackle a problem without asking the advice of others to see what creative solutions arise. This way, you can see what inventive ideas you can come up with before external opinions influence you.

Although some of your coworkers may seem to have a natural talent for creativity and creative thinking, it’s a skill anyone can develop and improve. Here are seven ways to advance your innovative problem-solving:

Reading is an effective way to exercise your mind, increase your vocabulary, and expose yourself to new ways of thinking. Whether your book is on a problem you’re facing at work or a new and exciting subject, reading is an excellent opportunity to learn. That’s right: simply cracking open a book can help you grow . 

Keep a notepad nearby and write down thoughts and ideas as they arise. Writing helps you to process information, and you can revisit your musing whenever you need to get your creative juices flowing. If you’ve never tried journaling before, it’s an excellent way to process your thoughts and feelings in a safe and private space. 

3. Exercise

Exercising improves your sleep and ability to cope with stress, making it easier to stay alert and contribute fresh ideas at work. 

4. Listen to music

Music can affect your mood and place you in the mindset to solve problems. If you’re struggling with creative writing or creating a visual piece of work, listening to music could push you toward expressing yourself more meaningfully. 

5. Ask for feedback

Collaboration and teamwork are key when developing creative solutions in the workplace. You can ask teammates or superiors for feedback on your ideas to gain insight into potential flaws in your reasoning and streamline your solutions.

6. Find a mentor or coach

Having an experienced person to bounce ideas off is a catalyst for creativity. A mentor or coach who’s dealt with similar obstacles can provide insight into what worked and what didn’t, saving you valuable brainstorming time. 

7. Change your approach

If you’ve been approaching your tasks the same way, adjusting your processes may bring a fresh perspective and stimulate change. Ask yourself why you tackle work from a similar angle each time and consider more creative ways to conduct your day-to-day operations.

4 creative thinking examples to include on your resume 

Employers want to add creative people to their teams because solving problems takes a lot of ingenuity. Use these four examples and bullet points for inspiration when listing creative thinking skills on your resume.

On a graphic designer’s resume:

• Collaborated on rebranding [company’s] visual identity and social media content strategy
• Developed unique and innovative branding material for [company A] , [company B] , and [company C]

On a copywriter’s resume:

• Revised [company’s] website and blog content to be more engaging, exciting, and SEO-focused
• Contributed original and innovative articles on [topic] to [publication A] and [publication B]

On a public relations specialist’s resume:

• Increased [company’s] brand awareness by planning [event] to launch [product]
• Collaborated with [brand] on [product’s] creative marketing strategy to reach a wider audience

On a teacher’s resume:

• Developed a novel approach to teaching [subject or class] to students with various learning styles and needs
• Introduced [extracurricular] , the first of its kind in [the school board] , to engage students in [activity]

Sharpen your creativity 

Critical and creative thinking broaden your perspective and allow you to devise unique solutions to everyday problems. You can develop your creative skills by changing your environment, learning from others, and adjusting your approach to work. 

Regardless of how you choose to spark creativity at work, don’t be afraid to step outside your comfort zone and confidently contribute your ideas. You never know — you might just come up with the next big company innovation.

Cultivate your creativity

Foster creativity and continuous learning with guidance from our certified Coaches.

Elizabeth Perry, ACC

Elizabeth Perry is a Coach Community Manager at BetterUp. She uses strategic engagement strategies to cultivate a learning community across a global network of Coaches through in-person and virtual experiences, technology-enabled platforms, and strategic coaching industry partnerships. With over 3 years of coaching experience and a certification in transformative leadership and life coaching from Sofia University, Elizabeth leverages transpersonal psychology expertise to help coaches and clients gain awareness of their behavioral and thought patterns, discover their purpose and passions, and elevate their potential. She is a lifelong student of psychology, personal growth, and human potential as well as an ICF-certified ACC transpersonal life and leadership Coach.

How to develop critical thinking skills

6 ways to leverage ai for hyper-personalized corporate learning, how observational learning affects growth and development, self directed learning is the key to new skills and knowledge, why asynchronous learning is the key to successful upskilling, the power of professional learning communities, can dreams help you solve problems 6 ways to try, experimentation brings innovation: create an experimental workplace, why creativity isn't just for creatives and how to find it anywhere, similar articles, 10 problem-solving strategies to turn challenges on their head, thinking outside the box: 8 ways to become a creative problem solver, what is creative thinking and how can i improve, essential decision-making skills to guide your tough choices, what are professional skills, and which should you add to your resume, 8 creative solutions to your most challenging problems, how to improve adaptability skills, stay connected with betterup, get our newsletter, event invites, plus product insights and research..

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High Performance. Innovation. Leadership.

What is Creative Problem Solving?

“Every problem is an opportunity in disguise.” — John Adams

Imagine if you come up with new ideas and solve problems better, faster, easier?

Imagine if you could easily leverage the thinking from multiple experts and different points of view?

That’s the promise and the premise of Creative Problem Solving.

As Einstein put it, “Creativity is intelligence having fun.”

Creative problem solving is a systematic approach that empowers individuals and teams to unleash their imagination , explore diverse perspectives, and generate innovative solutions to complex challenges.

Throughout my years at Microsoft, I’ve used variations of Creative Problem Solving to tackle big, audacious challenges and create new opportunities for innovation.

I this article, I walkthrough the original Creative Problem Solving process and variations so that you can more fully appreciate the power of the process and how it’s evolved over the years.

On This Page

Innovation is a Team Sport What is Creative Problem Solving? What is the Creative Problem Solving Process? Variations of Creative Problem Solving Osborn-Parnes Creative Problem Solving Criticisms of Creative Problem Solving Creative Problem Solving 21st Century FourSight Thinking Profiles Basadur’s Innovative Process Synetics SCAMPER Design Thinking

Innovation is a Team Sport

Recognizing that innovation is a team sport , I understood the importance of equipping myself and my teams with the right tools for the job.

By leveraging different problem-solving approaches, I have been able to navigate complex landscapes , think outside the box, and find unique solutions.

Creative Problem Solving has served as a valuable compass , guiding me to explore uncharted territories and unlock the potential for groundbreaking ideas.

With a diverse set of tools in my toolbox, I’ve been better prepared to navigate the dynamic world of innovation and contribute to the success and amplify impact for many teams and many orgs for many years.

By learning and teaching Creative Problem Solving we empower diverse teams to appreciate and embrace cognitive diversity to solve problems and create new opportunities with skill.

Creative problem solving is a mental process used to find original and effective solutions to problems.

It involves going beyond traditional methods and thinking outside the box to come up with new and innovative approaches.

Here are some key aspects of creative problem solving:

• Divergent Thinking : This involves exploring a wide range of possibilities and generating a large number of ideas, even if they seem unconventional at first.
• Convergent Thinking : Once you have a pool of ideas, you need to narrow them down and select the most promising ones. This requires critical thinking and evaluation skills.
• Process : There are various frameworks and techniques that can guide you through the creative problem-solving process. These can help you structure your thinking and increase your chances of finding innovative solutions.

Benefits of Creative Problem Solving:

• Finding New Solutions : It allows you to overcome challenges and achieve goals in ways that traditional methods might miss.
• Enhancing Innovation : It fosters a culture of innovation and helps organizations stay ahead of the curve.
• Improved Adaptability : It equips you to handle unexpected situations and adapt to changing circumstances.
• Boosts Confidence: Successfully solving problems with creative solutions can build confidence and motivation.

Here are some common techniques used in creative problem solving:

• Brainstorming : This is a classic technique where you generate as many ideas as possible in a short period of time.
• SCAMPER: This is a framework that prompts you to consider different ways to Substitute, Combine, Adapt, Magnify/Minify, Put to other uses, Eliminate, and Rearrange elements of the problem.
• Mind Mapping: This technique involves visually organizing your ideas and connections between them.
• Lateral Thinking: This approach challenges you to look at the problem from different angles and consider unconventional solutions.

Creative problem solving is a valuable skill for everyone, not just artists or designers.

You can apply it to all aspects of life, from personal challenges to professional endeavors.

What is the Creative Problem Solving Process?

The Creative Problem Solving (CPS) framework is a systematic approach for generating innovative solutions to complex problems.

It’s effectively a process framework.

It provides a structured process that helps individuals and teams think creatively, explore possibilities, and develop practical solutions.

The Creative Problem Solving process framework typically consists of the following stages:

• Clarify : In this stage, the problem or challenge is clearly defined, ensuring a shared understanding among participants. The key objectives, constraints, and desired outcomes are identified.
• Generate Ideas : During this stage, participants engage in divergent thinking to generate a wide range of ideas and potential solutions. The focus is on quantity and deferring judgment, encouraging free-flowing creativity.
• Develop Solutions : In this stage, the generated ideas are evaluated, refined, and developed into viable solutions. Participants explore the feasibility, practicality, and potential impact of each idea, considering the resources and constraints at hand.
• Implement : Once a solution or set of solutions is selected, an action plan is developed to guide the implementation process. This includes defining specific steps, assigning responsibilities, setting timelines, and identifying the necessary resources.
• Evaluate : After implementing the solution, the outcomes and results are evaluated to assess the effectiveness and impact. Lessons learned are captured to inform future problem-solving efforts and improve the process.

Throughout the Creative Problem Solving framework, various creativity techniques and tools can be employed to stimulate idea generation, such as brainstorming, mind mapping, SCAMPER (Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, Reverse), and others.

These techniques help break through traditional thinking patterns and encourage novel approaches to problem-solving.

What are Variations of the Creative Problem Solving Process?

There are several variations of the Creative Problem Solving process, each emphasizing different steps or stages.

Here are five variations that are commonly referenced:

• Osborn-Parnes Creative Problem Solving : This is one of the earliest and most widely used versions of Creative Problem Solving. It consists of six stages: Objective Finding, Fact Finding, Problem Finding, Idea Finding, Solution Finding, and Acceptance Finding. It follows a systematic approach to identify and solve problems creatively.
• Creative Problem Solving 21st Century : Creative Problem Solving 21st Century, developed by Roger Firestien, is an innovative approach that empowers individuals to identify and take action towards achieving their goals, wishes, or challenges by providing a structured process to generate ideas, develop solutions, and create a plan of action.
• FourSight Thinking Profiles : This model introduces four stages in the Creative Problem Solving process: Clarify, Ideate, Develop, and Implement. It emphasizes the importance of understanding the problem, generating a range of ideas, developing and evaluating those ideas, and finally implementing the best solution.
• Basadur’s Innovative Process : Basadur’s Innovative Process, developed by Min Basadur, is a systematic and iterative process that guides teams through eight steps to effectively identify, define, generate ideas, evaluate, and implement solutions, resulting in creative and innovative outcomes.
• Synectics : Synectics is a Creative Problem Solving variation that focuses on creating new connections and insights. It involves stages such as Problem Clarification, Idea Generation, Evaluation, and Action Planning. Synectics encourages thinking from diverse perspectives and applying analogical reasoning.
• SCAMPER : SCAMPER is an acronym representing different creative thinking techniques to stimulate idea generation. Each letter stands for a strategy: Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Rearrange. SCAMPER is used as a tool within the Creative Problem Solving process to generate innovative ideas by applying these strategies.
• Design Thinking : While not strictly a variation of Creative Problem Solving, Design Thinking is a problem-solving approach that shares similarities with Creative Problem Solving. It typically includes stages such as Empathize, Define, Ideate, Prototype, and Test. Design Thinking focuses on understanding users’ needs, ideating and prototyping solutions, and iterating based on feedback.

These are just a few examples of variations within the Creative Problem Solving framework. Each variation provides a unique perspective on the problem-solving process, allowing individuals and teams to approach challenges in different ways.

Osborn-Parnes Creative Problem Solving (CPS)

The original Creative Problem Solving (CPS) process, developed by Alex Osborn and Sidney Parnes, consists of the following steps:

• Objective Finding : In this step, the problem or challenge is clearly defined, and the objectives and goals are established. It involves understanding the problem from different perspectives, gathering relevant information, and identifying the desired outcomes.
• Fact Finding : The objective of this step is to gather information, data, and facts related to the problem. It involves conducting research, analyzing the current situation, and seeking a comprehensive understanding of the factors influencing the problem.
• Problem Finding : In this step, the focus is on identifying the root causes and underlying issues contributing to the problem. It involves reframing the problem, exploring it from different angles, and asking probing questions to uncover insights and uncover potential areas for improvement.
• Idea Finding : This step involves generating a wide range of ideas and potential solutions. Participants engage in divergent thinking techniques, such as brainstorming, to produce as many ideas as possible without judgment or evaluation. The aim is to encourage creativity and explore novel possibilities.
• Solution Finding : After generating a pool of ideas, the next step is to evaluate and select the most promising solutions. This involves convergent thinking, where participants assess the feasibility, desirability, and viability of each idea. Criteria are established to assess and rank the solutions based on their potential effectiveness.
• Acceptance Finding : In this step, the selected solution is refined, developed, and adapted to fit the specific context and constraints. Strategies are identified to overcome potential obstacles and challenges. Participants work to gain acceptance and support for the chosen solution from stakeholders.
• Solution Implementation : Once the solution is finalized, an action plan is developed to guide its implementation. This includes defining specific steps, assigning responsibilities, setting timelines, and securing the necessary resources. The solution is put into action, and progress is monitored to ensure successful execution.
• Monitoring and Evaluation : The final step involves tracking the progress and evaluating the outcomes of the implemented solution. Lessons learned are captured, and feedback is gathered to inform future problem-solving efforts. This step helps refine the process and improve future problem-solving endeavors.

The CPS process is designed to be iterative and flexible, allowing for feedback loops and refinement at each stage. It encourages collaboration, open-mindedness, and the exploration of diverse perspectives to foster creative problem-solving and innovation.

Criticisms of the Original Creative Problem Solving Approach

While Osborn-Parnes Creative Problem Solving is a widely used and effective problem-solving framework, it does have some criticisms, challenges, and limitations.

These include:

• Linear Process : CPS follows a structured and linear process, which may not fully capture the dynamic and non-linear nature of complex problems.
• Overemphasis on Rationality : CPS primarily focuses on logical and rational thinking, potentially overlooking the value of intuitive or emotional insights in the problem-solving process.
• Limited Cultural Diversity : The CPS framework may not adequately address the cultural and contextual differences that influence problem-solving approaches across diverse groups and regions.
• Time and Resource Intensive : Implementing the CPS process can be time-consuming and resource-intensive, requiring significant commitment and investment from participants and organizations.
• Lack of Flexibility : The structured nature of CPS may restrict the exploration of alternative problem-solving methods, limiting adaptability to different situations or contexts.
• Limited Emphasis on Collaboration : Although CPS encourages group participation, it may not fully leverage the collective intelligence and diverse perspectives of teams, potentially limiting the effectiveness of collaborative problem-solving.
• Potential Resistance to Change : Organizations or individuals accustomed to traditional problem-solving approaches may encounter resistance or difficulty in embracing the CPS methodology and its associated mindset shift.

Despite these criticisms and challenges, the CPS framework remains a valuable tool for systematic problem-solving.

Adapting and supplementing it with other methodologies and approaches can help overcome some of its limitations and enhance overall effectiveness.

Creative Problem Solving 21st Century

Roger Firestien is a master facilitator of the Creative Problem Solving process. He has been using it, studying it, researching it, and teaching it for 40 years.

According to him, the 21st century requires a new approach to problem-solving that is more creative and innovative.

He has developed a program that focuses on assisting facilitators of the Creative Problem Solving Process to smoothly and confidently transition from one stage to the next in the Creative Problem Solving process as well as learn how to talk less and accomplish more while facilitating Creative Problem Solving.

Creative Problem Solving empowers individuals to identify and take action towards achieving their goals, manifesting their aspirations, or addressing challenges they wish to overcome.

Unlike approaches that solely focus on problem-solving, CPS recognizes that the user’s objective may not necessarily be framed as a problem. Instead, CPS supports users in realizing their goals and desires, providing a versatile framework to guide them towards success.

Why Creative Problem Solving 21st Century?

Creative Problem Solving 21st Century addresses challenges with the original Creative Problem Solving method by adapting it to the demands of the modern era. Roger Firestien recognized that the 21st century requires a new approach to problem-solving that is more creative and innovative.

The Creative Problem Solving 21st Century program focuses on helping facilitators smoothly transition between different stages of the problem-solving process. It also teaches them how to be more efficient and productive in their facilitation by talking less and achieving more results.

Unlike approaches that solely focus on problem-solving, Creative Problem Solving 21st Century acknowledges that users may not always frame their objectives as problems. It recognizes that individuals have goals, wishes, and challenges they want to address or achieve. Creative Problem Solving provides a flexible framework to guide users towards success in realizing their aspirations.

Creative Problem Solving 21st Century builds upon the foundational work of pioneers such as Osborn, Parnes, Miller, and Firestien. It incorporates practical techniques like PPC (Pluses, Potentials, Concerns) and emphasizes the importance of creative leadership skills in driving change.

Stages of the Creative Problem Solving 21st Century

• Clarify the Problem
• Generate Ideas
• Develop Solutions
• Plan for Action

Steps of the Creative Problem Solving 21st Century

Here are stages and steps of the Creative Problem Solving 21st Century per Roger Firestien:

CLARIFY THE PROBLEM

Start here when you are looking to improve, create, or solve something. You want to explore the facts,  feelings and data around it. You want to find the best problem to solve.

IDENTIFY GOAL, WISH OR CHALLENGE Start with a goal, wish or challenge that begins with the phrase: “I wish…” or “It would be great if…”

Diverge : If you are not quite clear on a goal then create, invent, solve or improve.

Converge : Select the goal, wish or challenge on which you have Ownership, Motivation and a need for Imagination.

GATHER DATA

Diverge : What is a brief history of your goal, wish or challenge? What have you already thought of or tried? What might be your ideal goal?

Converge : Select the key data that reveals a new insight into the situation or that is important to consider throughout the remainder of the process.

Diverge : Generate many questions about your goal, wish or challenge. Phrase your questions beginning with: “How to…?” “How might…?” “What might be all the ways to…?” Try turning your key data into questions that redefine the goal, wish or challenge.

• Mark the “HITS” : New insight. Promising direction. Nails it! Feels good in your gut.
• Group the related “HITS” together.
• Restate the cluster . “How to…” “What might be all the…”

GENERATE IDEAS

Start here when you have a clearly defined problem and you need ideas to solve it. The best way to create great ideas is to generate LOTS of ideas. Defer judgment. Strive for quantity. Seek wild & unusual ideas. Build on other ideas.

Diverge : Come up with at least 40 ideas for solving your problem. Come up with 40 more. Keep going. Even as you see good ideas emerge, keep pushing for novelty. Stretch!

• Mark the “HITS”: Interesting, Intriguing, Useful, Solves the problem. Sparkles at you.
• Restate the cluster with a verb phrase.

DEVELOP SOLUTIONS

Start here when you want to turn promising ideas into workable solutions.

DEVELOP YOUR SOLUTION Review your clusters of ideas and blend them into a “story.” Imagine in detail what your solution would look like when it is implemented.

Begin your solution story with the phrase, “What I see myself doing is…”

PPCo EVALUATION

PPCo stands for Pluses, Potentials, Concerns and Overcome concerns

Review your solution story .

• List the PLUSES or specific strengths of your solution.
• List the POTENTIALS of your solution. What might be the result if you were to implement your idea?
• Finally, list your CONCERNS about the solution. Phrase your concerns beginning with “How to…”
• Diverge and generate ideas to OVERCOME your concerns one at a time until they have all been overcome
• Converge and select the best ideas to overcome your concerns. Use these ideas to improve your solution.

PLAN FOR ACTION

Start here when you have a solution and need buy-in from others. You want to create a detailed plan of action to follow.

Diverge : List all of the actions you might take to implement your solution.

• What might you do to make your solution easy to understand?
• What might you do to demonstrate the advantages of your solution?
• How might you gain acceptance of your solution?
• What steps might you take to put your solution into action?

Converge : Select the key actions to implement your solution. Create a plan, detailing who does what by when.

Credits for the Creative Problem Solving 21st Century

Creative Problem Solving – 21st Century is based on the work of: Osborn, A.F..(1953). Applied Imagination: Principles and procedures of Creative Problem Solving. New York: Scribner’s. Parnes, S.J, Noller, R.B & Biondi, A. (1977). Guide to Creative Action. New York: Scribner’s. Miller, B., Firestien, R., Vehar, J. Plain language Creative Problem-Solving Model, 1997. Puccio, G.J., Mance, M., Murdock, M.C. (2010) Creative Leadership: Skills that drive change. (Second Edition), Sage Publications, Thousand Oaks, CA. Miller, B., Vehar J., Firestien, R., Thurber, S. Nielsen, D. (2011) Creativity Unbound: An introduction to creative process. (Fifth Edition), Foursight, LLC., Evanston, IL. PPC (Pluses, Potentials & Concerns) was invented by Diane Foucar-Szocki, Bill Shepard & Roger Firestien in 1982

Where to Go for More on Creative Problem Solving 21st Century

Here are incredible free resources to ramp up on Creative Problem Solving 21st Century:

• PDF of Creative Problem Solving 21st Edition (RogerFirestien.com)
• PDF Worksheets for Creative Problem Solving (RogerFirestien.com)
• Video: Roger Firestien on 40 Years of Creative Problem Solving

Video Walkthroughs

• Video 1: Introduction to Creative Problem Solving
• Video 2: Identify your Goal/Wish/Challenge
• Video 3: Gather Data
• Video 4: Clarify the Problem: Creative Questions
• Video 5: Clarify the Problem: Why? What’s Stopping Me?
• Video 6: Selecting the Best Problem
• Video 7: How to do a Warm-up
• Video 8: Generate Ideas: Sticky Notes + Forced Connections
• Video 9: Generate Ideas: Brainwriting
• Video 10: Selecting the Best Ideas
• Video 11: Develop Solutions: PPCO
• Video 12: Generating Action Steps
• Video 13: Create Your Action Plan
• Video 14: CPS: The Whole Process

FourSight Thinking Profiles

The FourSight Thinking Skills Profile is an assessment tool designed to measure an individual’s thinking preferences and skills.

It focuses on four key thinking styles or stages that contribute to the creative problem-solving process.

The assessment helps individuals and teams understand their strengths and areas for development in each of these stages.

Why FourSight Thinking Profiles?

The FourSight method was necessary to address certain limitations or challenges that were identified in the original CPS method.

• Thinking Preferences : The FourSight model recognizes that individuals have different thinking preferences or cognitive styles. By understanding and leveraging these preferences, the FourSight method aims to optimize idea generation and problem-solving processes within teams and organizations.
• Overemphasis on Ideation : While ideation is a critical aspect of CPS, the original method sometimes focused too heavily on generating ideas without adequate attention to other stages, such as problem clarification, solution development, and implementation. FourSight offers a more balanced approach across all stages of the CPS process.
• Enhanced Problem Definition : FourSight places a particular emphasis on the Clarify stage, which involves defining the problem or challenge. This is an important step to ensure that the problem is well-understood and properly framed before proceeding to ideation and solution development.
• Research-Based Approach : The development of FourSight was influenced by extensive research on thinking styles and creativity. By incorporating these research insights into the CPS process, FourSight provides a more evidence-based and comprehensive approach to creative problem-solving.

Stages of FourSight Creative Problem Solving

FourSight Creative Problem Solving consists of four thinking stages, each associated with a specific thinking preference:

• Clarify : In this stage, the focus is on gaining a clear understanding of the problem or challenge. Participants define the problem statement, gather relevant information, and identify the key objectives and desired outcomes. This stage involves analytical thinking and careful examination of the problem’s context and scope.
• Ideate : The ideation stage involves generating a broad range of ideas and potential solutions. Participants engage in divergent thinking, allowing for a free flow of creativity and encouraging the exploration of unconventional possibilities. Various brainstorming techniques and creativity tools can be utilized to stimulate idea generation.
• Develop : Once a pool of ideas has been generated, the next stage is to develop and refine the selected ideas. Participants shift into a convergent thinking mode, evaluating and analyzing the feasibility, practicality, and potential impact of each idea. The emphasis is on refining and shaping the ideas into viable solutions.
• Implement : The final stage is focused on implementing the chosen solution. Participants develop an action plan, define specific steps and timelines, assign responsibilities, and identify the necessary resources. This stage requires practical thinking and attention to detail to ensure the successful execution of the solution.

Throughout the FourSight framework, it is recognized that individuals have different thinking preferences. Some individuals naturally excel in the Clarify stage, while others thrive in Ideate, Develop, or Implement.

By understanding these preferences, the FourSight framework encourages collaboration and diversity of thinking styles, ensuring a well-rounded approach to problem-solving and innovation.

The FourSight process can be iterative, allowing for feedback loops and revisiting previous stages as needed. It emphasizes the importance of open communication, respect for different perspectives, and leveraging the collective intelligence of a team to achieve optimal results.

4 Thinking Profiles in FourSight

In the FourSight model, there are four preferences that individuals can exhibit. These preferences reflect where individuals tend to focus their energy and time within the creative problem-solving process.

The four preferences in FourSight are:

• Clarifier : Individuals with a Clarifier preference excel in the first stage of the creative problem-solving process, which is about gaining clarity and understanding the problem. They are skilled at asking questions, gathering information, and analyzing data to define the problem accurately.
• Ideator : Individuals with an Ideator preference thrive in the second stage, which involves generating a wide range of ideas. They are imaginative thinkers who excel at brainstorming, thinking outside the box, and generating creative solutions. Ideators are known for their ability to explore multiple perspectives and come up with diverse ideas.
• Developer : Individuals with a Developer preference excel in the third stage of the process, which focuses on refining and developing ideas. They are skilled at evaluating ideas, analyzing their feasibility, and transforming them into actionable plans or solutions. Developers excel in taking promising ideas and shaping them into practical and effective strategies.
• Implementer : Individuals with an Implementer preference shine in the final stage of the process, which is about planning for action and executing the chosen solution. Implementers are skilled at organizing tasks, creating action plans, and ensuring successful implementation. They focus on turning ideas into tangible outcomes and are known for their ability to execute projects efficiently.

It’s important to note that while individuals may have a primary preference, everyone is capable of participating in all stages of the creative problem-solving process.

However, the FourSight model suggests that individuals tend to have a natural inclination or preference towards one or more of these stages. Understanding one’s preferences can help individuals leverage their strengths and work effectively in a team by appreciating the diversity of thinking preferences.

Right Hand vs. Left Hand

The FourSight model is a way to understand how people approach the creative process. It measures our preferences for different stages of creativity.

A good analogy for this is writing with your right or left hand. Think about writing with your right or left hand. Most of us have a dominant hand that we use for writing. It’s the hand we’re most comfortable with and it comes naturally to us. But it doesn’t mean we can’t write with our non-dominant hand. We can still do it, but it requires more effort and focus.

Similarly, in the creative process, we have preferred stages or parts that we enjoy and feel comfortable in. These are our peak preferences. However, it doesn’t mean we can’t work on the other stages. We can make a conscious effort to spend time and work on those stages, even if they don’t come as naturally to us.

Combinations of FourSight Profiles

Your FourSight profile is determined by four scores that represent your preferences in the creative process. Your profile reveals where you feel most energized and where you may struggle.

If you have a single peak in your profile, refer back to the description of that preference. If you have two or more peaks, continue reading to understand your tendencies when engaging in any kind of innovation.

Here are how the combinations show up, along with their labels:

2-Way Combinations

• High Clarifier & High Ideator = “Early Bird
• High Clarifier & High Developer = “Analyst”
• High Clarifier & High Implementer = “Accelerator”
• High Ideator & High Developer = “Theorist”
• High Ideator & High Implementer = “Driver”
• High Developer & High Implementer = “Finisher”

3-Way Combinations

• High Clarifier, Ideator & Developer = “Hare”
• High Clarifier, Ideator & Implementer = “Idea Broker”
• High Clarifier, Developer & Implementer = “Realist”
• High Ideator, Developer & Implementer = “Optimist”

4-Way Combination Nearly Equal for All Four Preferences = “Integrator”

Where to Go for More On FourSight

• FourSight Home
• FourSight Thinking Profile Interpretive Guide PDF
• FourSight Technical Manual PDF

Basadur’s Innovative Process

The Simplex Process, developed by management and creativity expert Min Basadur, gained recognition through his influential book “The Power of Innovation” published in 1995.

It consists of a sequence of eight steps organized into three distinct stages:

• Problem Formulation
• Solution Formulation
• Solution Implementation

You might hear Bsadur’s Innovative Process referred to by a few variations:

• Simplex Creative Problem Solving
• Basadur SIMPLEX Problem Solving Process
• Basadur System of innovation and creative problem solving
• Simplexity Thinking Process

What is Basadur’s Innovative Process

Here is how Basadur.com explains Basadur’s Innovation Process :

“The Basadur Innovation Process is an innovative thinking & creative problem solving process that separates innovation into clearly-defined steps, to take you from initial problem-finding right through to implementing the solutions you’ve created.

Its beauty is that it enables everyone to participate in an unbiased, open-minded way.

In the absence of negativity, people can think clearly and logically, building innovation confidence. A wide range of ideas can be proposed and the best ones selected, refined and executed in a spirit of openness and collaboration.

“That’s a great idea, but…”

How often have you heard this phrase? In most group decision-making processes, ideas are killed off before they’ve even got off the ground. With The Basadur Process on the other hand, judgment is deferred. Put simply, opinions on ideas don’t get in the way of ideas.”

3 Phases and 8 Steps of Basadur’s Innovative Process

The Basadur’s Innovative Process consists of three phases, subdivided into eight steps:

Phase 1: Problem Formulation

Problem Formulation : This phase focuses on understanding and defining the problem accurately. It involves the following steps:

• Step 1 : Problem Finding . Actively anticipate and seek out problems, opportunities, and possibilities. Maintain an open mind and view problems as opportunities for proactive resolution. Identify fuzzy situations and recognize that they can open new doors.
• Step 2 : Fact Finding . Gather relevant information and facts related to the fuzzy situation. Seek multiple viewpoints, challenge assumptions, listen to others, and focus on finding the truth rather than personal opinions. Utilize different lines of questioning to clarify the situation.
• Step 3 : Problem Definition . Define the problem accurately and objectively. View the problem from different angles and consider new perspectives. Uncover fresh challenges and recognize that the perceived problem might not be the real issue.

Phase 2: Solution Formulation

Solution Formulation . Once the problem is well-defined, this phase revolves around generating and evaluating potential solutions.  The steps involved are:

• Step 4 : Idea Finding . Generate ideas to solve the defined problem. Continuously seek more and better ideas, build upon half-formed ideas, and consider ideas from others. Fine-tune seemingly radical or impossible ideas to make them workable solutions.
• Step 5 : Evaluate & Select . Evaluate and select the most promising ideas to convert them into practical solutions. Consider multiple criteria in an unbiased manner, creatively improve imperfect solutions, and re-evaluate them.

Phase 3: Solution Implementation

Solution Implementation . In the final phase, the focus shifts to implementing and executing the selected solution effectively. The steps in this phase include:

• Step 6 : Plan Devise specific measures and create a concrete plan for implementing the chosen solution. Visualize the end result and motivate others to participate and support the plan.
• Step 7 : Acceptance Gain acceptance for the solutions and plans. Communicate the benefits of the solution to others, address potential concerns, and continuously revise and improve the solution to minimize resistance to change.
• Step 8 : Action Implement the solutions and put the plan into action. Avoid getting stuck in unimportant details, adapt the solutions to specific circumstances, and garner support for the change. Emphasize the need for follow-up to ensure lasting and permanent changes.

The SIMPLEX process recognizes that implementing a solution can reveal new problems, opportunities, and possibilities, leading back to Step 1 and initiating the iterative problem-solving and innovation cycle again.

Where to Go for More on Basadur’s Innovation Process

• Basadur’s Innovative Process Home
• Simplexity Thinking Explained
• Ambasadur Affiliate Program

Synectics is a problem-solving and creative thinking approach that emphasizes the power of collaboration, analogy, and metaphorical thinking. It was developed in the 1960s by George M. Prince and William J.J. Gordon.

Synectics is based on the belief that the most innovative ideas and solutions arise from the integration of diverse perspectives and the ability to make connections between seemingly unrelated concepts.

The Story of Synetics

Here is the story of Syentics according to SyneticsWorld.com:

“Back in the 1950s, our founders Bill Gordon, George Prince and their team studied thousands of hours of tape recorded innovation sessions to find the answer to

‘What is really going on between the people in the group to help them create and implement successfully?’

They called the answer the Synectics Creative-Problem-Solving Methodology, which has expanded into the Synecticsworld’s expertise on how people work creatively and collaboratively to create innovative solutions to some of the world’s most difficult challenges.

The unique Synecticsworld innovation process to the art of problem solving has taken us to many different destinations. We have worked on assignments in both the public and private sectors, in product and service innovation, business process improvement, cost reduction and the reinvention of business models and strategies.

It is our on-going goal to guide and inspire our clients to engage the Synectics innovation process to create innovative ideas, innovative solutions, and activate new, powerful, and innovative solutions.”

Why Synetics?

Synectics addresses challenges of the original Creative Problem Solving process by introducing a unique set of tools and techniques that foster creative thinking and overcome mental barriers.

Here’s how Synectics addresses some common challenges of the original Creative Problem Solving process:

• Breaking Mental Barriers : Synectics recognizes that individuals often have mental blocks and preconceived notions that limit their thinking. It tackles this challenge by encouraging the use of analogies, metaphors, and connections to break through these barriers. By exploring unrelated concepts and drawing parallels, participants can generate fresh perspectives and innovative solutions.
• Promoting Divergent Thinking : The original CPS process may sometimes struggle to foster a truly divergent thinking environment where participants feel comfortable expressing unconventional ideas. Synectics creates a safe and non-judgmental space for participants to freely explore and share their thoughts, regardless of how unusual or unconventional they may seem. This encourages a wider range of ideas and increases the potential for breakthrough solutions.
• Enhancing Collaboration : Synectics emphasizes the power of collaboration and the integration of diverse perspectives. It recognizes that innovation often emerges through the interaction of different viewpoints and experiences. By actively engaging participants in collaborative brainstorming sessions and encouraging them to build upon each other’s ideas, Synectics enhances teamwork and collective problem-solving.
• Stimulating Creative Connections : While the original CPS process focuses on logical problem-solving techniques, Synectics introduces the use of analogy and metaphorical thinking. By encouraging participants to find connections between seemingly unrelated concepts, Synectics stimulates creative thinking and opens up new possibilities. This approach helps overcome fixed thinking patterns and encourages participants to explore alternative perspectives and solutions.
• Encouraging Unconventional Solutions : Synectics acknowledges that unconventional ideas can lead to breakthrough solutions. It provides a framework that supports the exploration of unorthodox approaches and encourages participants to think beyond traditional boundaries. By challenging the status quo and embracing innovative thinking, Synectics enables the generation of unique and impactful solutions.

Synectics complements and expands upon the original CPS process by offering additional tools and techniques that specifically address challenges related to mental barriers, divergent thinking, collaboration, creative connections, and unconventional solutions.

It provides a structured approach to enhance creativity and problem-solving in a collaborative setting.

Synetic Sessions

In the Synectics process, individuals or teams engage in structured brainstorming sessions, often referred to as “synectic sessions.”

These sessions encourage participants to think beyond conventional boundaries and explore novel ways of approaching a problem or challenge.

The approach involves creating an open and non-judgmental environment where participants feel free to express their ideas and build upon each other’s contributions.

Synectics incorporates the use of analogies and metaphors to stimulate creative thinking. Participants are encouraged to make connections between unrelated concepts, draw parallels from different domains, and explore alternative perspectives.

This approach helps to break mental barriers, unlock new insights, and generate innovative ideas.

Steps of the Synetics Process

The Synectics process typically involves the following steps:

• Problem Identification : Clearly defining the problem or challenge that needs to be addressed.
• Idea Generation: Engaging in brainstorming sessions to generate a wide range of ideas, including both conventional and unconventional ones.
• Analogy and Metaphor Exploration : Encouraging participants to explore analogies, metaphors, and connections to stimulate new ways of thinking about the problem.
• Idea Development: Refining and developing the most promising ideas generated during the brainstorming process.
• Solution Evaluation : Assessing and evaluating the potential feasibility, effectiveness, and practicality of the developed ideas.
• Implementation Planning : Creating a detailed action plan to implement the chosen solution or ideas.

Synectics has been used in various fields, including business, design, education, and innovation. It is particularly effective when addressing complex problems that require a fresh perspective and the integration of diverse viewpoints.

Example of How Synetics Explores Analogies and Metaphors

Here’s an example of how Synectics utilizes analogy and metaphor exploration to stimulate new ways of thinking about a problem:

Let’s say a team is tasked with improving customer service in a retail store. During a Synectics session, participants may be encouraged to explore analogies and metaphors related to customer service. For example:

• Analogy : The participants might be asked to think of customer service in terms of a restaurant experience. They can draw parallels between the interactions between waitstaff and customers in a restaurant and the interactions between retail associates and shoppers. By exploring this analogy, participants may uncover insights and ideas for enhancing the customer experience in the retail store, such as personalized attention, prompt service, or creating a welcoming ambiance.
• Metaphor : Participants could be prompted to imagine customer service as a journey or a road trip. They can explore how different stages of the journey, such as initial contact, assistance during the shopping process, and follow-up after purchase, can be improved to create a seamless and satisfying experience. This metaphorical exploration may lead to ideas like providing clear signage, offering assistance at every step, or implementing effective post-purchase support.

Through analogy and metaphor exploration, Synectics encourages participants to think beyond the immediate context and draw inspiration from different domains .

By connecting disparate ideas and concepts , new perspectives and innovative solutions can emerge.

These analogies and metaphors serve as creative triggers that unlock fresh insights and generate ideas that may not have been considered within the confines of the original problem statement.

SCAMPER is a creative thinking technique that provides a set of prompts or questions to stimulate idea generation and innovation. It was developed by Bob Eberle and is widely used in problem-solving, product development, and brainstorming sessions.

SCAMPER provides a structured framework for creatively examining and challenging existing ideas, products, or processes.

Recognizing the value of Alex Osterman’s original checklist, Bob Eberle skillfully organized it into meaningful and repeatable categories. This thoughtful refinement by Eberle has made SCAMPER a practical and highly effective tool for expanding possibilities, breaking through creative blocks, and sparking new insights.

By systematically applying each prompt, individuals or teams can generate a wide range of possibilities and discover innovative solutions to problems or opportunities.

What Does SCAMPER Stand For?

Each letter in the word “SCAMPER” represents a different prompt to encourage creative thinking and exploration of ideas.

Here’s what each letter stands for:

• S – Substitute : Consider substituting a component, material, process, or element with something different to generate new ideas.
• C – Combine : Explore possibilities by combining or merging different elements, ideas, or features to create something unique.
• A – Adapt : Identify ways to adapt or modify existing ideas, products, or processes to fit new contexts or purposes.
• M – Modify : Examine how you can modify or change various attributes, characteristics, or aspects of an idea or solution to enhance its functionality or performance.
• P – Put to another use : Explore alternative uses or applications for an existing idea, object, or resource to uncover new possibilities.
• E – Eliminate : Consider what elements, features, or processes can be eliminated or removed to simplify or streamline an idea or solution.
• R – Reverse or Rearrange : Think about reversing or rearranging the order, sequence, or arrangement of components or processes to generate fresh perspectives and uncover innovative solutions.

Example of SCAMPER

Let’s take a simple and relatable challenge of improving the process of making breakfast sandwiches. We can use SCAMPER to generate ideas for enhancing this routine:

• S – Substitute : What can we substitute in the breakfast sandwich-making process? For example, we could substitute the traditional bread with a croissant or a tortilla wrap to add variety.
• C – Combine : How can we combine different ingredients or flavors to create unique breakfast sandwiches? We could combine eggs, bacon, and avocado to create a delicious and satisfying combination.
• A – Adapt: How can we adapt the breakfast sandwich-making process to fit different dietary preferences? We could offer options for gluten-free bread or create a vegan breakfast sandwich using plant-based ingredients.
• M – Modify : How can we modify the cooking method or preparation techniques for the breakfast sandwich? We could experiment with different cooking techniques like grilling or toasting the bread to add a crispy texture.
• P – Put to another use : How can we repurpose breakfast sandwich ingredients for other meals or snacks? We could use the same ingredients to create a breakfast burrito or use the bread to make croutons for a salad.
• E – Eliminate : What unnecessary steps or ingredients can we eliminate to simplify the breakfast sandwich-making process? We could eliminate the need for butter by using a non-stick pan or omit certain condiments to streamline the assembly process.
• R – Reverse or Rearrange : How can we reverse or rearrange the order of ingredients for a unique twist? We could reverse the order of ingredients by placing the cheese on the outside of the sandwich to create a crispy cheese crust.

These are just a few examples of how SCAMPER prompts can spark ideas for improving the breakfast sandwich-making process.

The key is to think creatively and explore possibilities within each prompt to generate innovative solutions to the challenge at hand.

Design Thinking

Design thinking provides a structured framework for creative problem-solving, with an emphasis on human needs and aspirations .

It’s an iterative process that allows for continuous learning , adaptation , and improvement based on user feedback and insights.

Here are some key ways to think about Design Thinking:

• Design thinking is an iterative and human-centered approach to problem-solving and innovation. It’s a methodology that draws inspiration from the design process to address complex challenges and create innovative solutions.
• Design thinking places a strong emphasis on understanding the needs and perspectives of the end-users or customers throughout the problem-solving journey.
• Design thinking is a collaborative and interdisciplinary process . It encourages diverse perspectives and cross-functional collaboration to foster innovation. It can be applied to a wide range of challenges, from product design and service delivery to organizational processes and social issues.

What is the Origin of Design Thinking

The origin of Design Thinking can be traced back to the work of various scholars and practitioners over several decades.

While it has evolved and been influenced by multiple sources, the following key influences are often associated with the development of Design Thinking:

• Herbert A. Simon : In the 1960s, Nobel laureate Herbert A. Simon emphasized the importance of “satisficing” in decision-making and problem-solving. His work focused on the iterative nature of problem-solving and the need for designers to explore various alternatives before arriving at the optimal solution.
• Horst Rittel and Melvin Webber : In the 1970s, Rittel and Webber introduced the concept of “wicked problems,” which are complex and ill-defined challenges that do not have clear solutions. They highlighted the need for a collaborative and iterative approach to tackling these wicked problems, which aligns with the principles of Design Thinking.
• David Kelley and IDEO : Design firm IDEO, co-founded by David Kelley, played a significant role in popularizing Design Thinking. IDEO embraced an interdisciplinary and human-centered approach to design, focusing on empathy, rapid prototyping, and iteration. IDEO’s successful design projects and methodologies have influenced the development and adoption of Design Thinking across various industries.
• Stanford University : Stanford University’s d.school (Hasso Plattner Institute of Design) has been instrumental in advancing Design Thinking. The d.school has developed educational programs and frameworks that emphasize hands-on experiential learning, collaboration, and empathy in problem-solving. It has played a significant role in spreading the principles of Design Thinking globally.

While these influences have contributed to the emergence and development of Design Thinking, it’s important to note that Design Thinking is an evolving and multidisciplinary approach.

It continues to be shaped by practitioners, scholars, and organizations who contribute new ideas and insights to its principles and methodologies.

Key Principles of Design Thinking

Here are key principles of Design Thinking:

• Empathy : Design thinking begins with developing a deep understanding of the needs, emotions, and experiences of the people for whom you are designing solutions. Empathy involves active listening, observation, and engaging with users to gain insights and uncover unmet needs.
• Define the Problem : In this phase, the problem is defined and reframed based on the insights gained through empathy. The focus is on creating a clear problem statement that addresses the users’ needs and aspirations.
• Ideation : The ideation phase involves generating a wide range of ideas without judgment or criticism. It encourages divergent thinking, creativity, and the exploration of various possibilities to solve the defined problem.
• Prototyping : In this phase, ideas are translated into tangible prototypes or representations that can be tested and evaluated. Prototypes can be physical objects, mock-ups, or even digital simulations. The goal is to quickly and cost-effectively bring ideas to life for feedback and iteration.
• Testing and Iteration : Prototypes are tested with end-users to gather feedback, insights, and validation. The feedback received is used to refine and iterate the design, making improvements based on real-world observations and user input.
• Implementation : Once the design has been refined and validated through testing, it is implemented and brought to life. This phase involves planning for execution, scaling up, and integrating the solution into the intended context.

Where to Go for More on Design Thinking

There are numerous resources available to learn more about design thinking. Here are three highly regarded resources that can provide a solid foundation and deeper understanding of the subject:

• “Design Thinking: Understanding How Designers Think and Work” (Book) – Nigel Cross: This book offers a comprehensive overview of design thinking, exploring its history, principles, and methodologies. Nigel Cross, a renowned design researcher, delves into the mindset and processes of designers, providing insights into their approaches to problem-solving and creativity.
• IDEO U : IDEO U is an online learning platform created by IDEO, a leading design and innovation firm. IDEO U offers a range of courses and resources focused on design thinking and innovation. Their courses provide practical guidance, case studies, and interactive exercises to deepen your understanding and application of design thinking principles.
• Stanford d.school Virtual Crash Course : The Stanford d.school offers a free Virtual Crash Course in design thinking. This online resource provides an introduction to the principles and process of design thinking through a series of videos and activities. It covers topics such as empathy, ideation, prototyping, and testing. The Virtual Crash Course is a great starting point for beginners and offers hands-on learning experiences.

These resources offer diverse perspectives and practical insights into design thinking, equipping learners with the knowledge and tools to apply design thinking principles to their own projects and challenges.

Additionally, exploring case studies and real-life examples of design thinking applications in various industries can further enhance your understanding of its effectiveness and potential impact.

Dr. John Martin on “Psychological” vs. “Procedural” Approach

Dr. John Martin of the Open University in the UK offers an insightful perspective on how various Creative Problem Solving and Brainstorming techniques differ.

In his notes for the Creative Management module of their MBA Course in 1997, he states:

“In practice, different schools of creativity training borrow from one another. The more elaborate forms of creative problem-solving, such as the Buffalo CPS method (basically brainstorming), incorporate quite a number of features found in Synectics.

However there is still a discernible split between the ‘psychological’ approaches such as Synectics that emphasize metaphor, imagery, emotion, energy etc. and ‘procedural’ approaches that concentrate on private listings, round robins etc.. Of course practitioners can combine these techniques, but there is often a discernible bias towards one or other end of the spectrum”

Brainstorming was the original Creative Problem-solving Technique, developed in the 1930s by Alex Osborn (the O of the advertising agency BBDO) and further developed by Professor Sidney Parnes of the Buffalo Institute.

The Osborn-Parnes model is the most widely practised form of brainstorming, though the word has become a generic term for any attempt to generate new ideas in an environment of suspending judgement. It may include elements of other techniques, such as de Bono’s Lateral Thinking.”

Creative Problem Solving vs. Brainstorming vs. Lateral Thinking

Creative Problem Solving, brainstorming, and lateral thinking are distinct approaches to generating ideas and solving problems. Here’s a summary of their differences:

Creative Problem Solving:

• Involves a systematic approach to problem-solving, typically following stages such as problem identification, idea generation, solution development, and implementation planning.
• Focuses on understanding the problem deeply, analyzing data, and generating a wide range of potential solutions.
• Encourages both convergent thinking (evaluating and selecting the best ideas) and divergent thinking (generating multiple ideas).
• Incorporates structured techniques and frameworks to guide the problem-solving process, such as the Osborn-Parnes model.

Brainstorming:

• A specific technique within Creative Problem Solving, developed by Alex Osborn, which aims to generate a large quantity of ideas in a short amount of time.
• Involves a group of individuals openly sharing ideas without judgment or criticism.
• Emphasizes quantity over quality, encouraging participants to build upon each other’s ideas and think creatively.
• Typically involves following guidelines, such as deferring judgment, encouraging wild ideas, and combining and improving upon suggestions.

Lateral Thinking (Edward de Bono’s Lateral Thinking):

• Introduced by Edward de Bono, lateral thinking is a deliberate and structured approach to thinking differently and generating innovative ideas.
• Involves deliberately challenging traditional thinking patterns and assumptions to arrive at unconventional solutions.
• Encourages the use of techniques like random stimulation, provocative statements, and deliberate provocation to shift perspectives and break fixed thought patterns.
• Focuses on generating out-of-the-box ideas that may not arise through traditional problem-solving methods.

While there can be overlaps and combinations of these approaches in practice, each approach has its distinct emphasis and techniques.

Creative Problem Solving provides a structured framework for problem-solving, brainstorming emphasizes idea generation within a group setting, and lateral thinking promotes thinking outside the box to arrive at unconventional solutions.

Creative Problem Solving Empowers You to Change Your World

The Creative Problem Solving process is a valuable framework that enables individuals and teams to approach complex problems with a structured and creative mindset.

By following the stages of clarifying the problem, generating ideas, developing solutions, implementing the chosen solution, and evaluating the outcomes, the process guides participants through a systematic and iterative journey of problem-solving.

Throughout this deep dive, we’ve explored the essence of Creative Problem Solving, its key stages, and variations. We’ve seen how different methodologies, such as Osborn-Parnes Creative Problem Solving, FourSight Thinking Profiles, Basadur’s Innovative Process, Synectics, SCAMPER, and Design Thinking, offer unique perspectives and techniques to enhance the creative problem-solving experience.

By embracing these frameworks and techniques, individuals and teams can tap into their creative potential , break free from conventional thinking patterns, and unlock innovative solutions.

Creative Problem Solving empowers us to approach challenges with curiosity, open-mindedness, and a collaborative spirit , fostering a culture of innovation and continuous improvement.

Remember, creative problem solving is a skill that can be developed and honed over time. By adopting a flexible and adaptable mindset , embracing diverse perspectives, and applying various creativity tools, we can navigate the complexities of problem-solving and uncover solutions that drive positive change.

Let’s enjoy our creative problem-solving journey by embracing the unknown and transforming challenges into opportunities for growth and innovation.

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Invention and Innovation as Creative Problem-Solving Activities

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• Frank Beckenbach 2 &
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Creativity ; Novelty creation

Background: Microeconomics of Novelty Creation and Problem Solving

Obviously, invention and innovation can be hardly analyzed from the usual cost/benefit perspective of economics. These processes are conjectural by their very nature:

Because ex ante results of the search endeavor cannot reasonably be anticipated (or even expected)

Because there is no guarantee for the social acceptance of a possible result

Because there is the risk that an accepted result cannot be used as a source of (additional) private yield (Nelson 1959a , b , 1982 )

Due to these intricacies, invention and innovation have previously been either considered as coming “out of the blue” (Kirzner 1979 ; Vromen 2001 ) or have been simply postulated as an outcome of mesopatterns in terms of paradigms, routines, and institutions (Dosi 1988 ; Lundvall 1992 ).

Notwithstanding these caveats and provisos, various attempts to conceptualize the novelty creating process from a microeconomic...

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Beckenbach, F., Daskalakis, M. (2020). Invention and Innovation as Creative Problem-Solving Activities. In: Carayannis, E.G. (eds) Encyclopedia of Creativity, Invention, Innovation and Entrepreneurship. Springer, Cham. https://doi.org/10.1007/978-3-319-15347-6_370

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The Benefits of Creative Problem Solving

Creative problem solving is crucial for enhancing workplace innovation, approachability, less bias, employee engagement, and solution effectiveness. Encouraging employees to think outside the box brings more innovative solutions to the table, leading to significant company improvements sooner rather than later. Creating an approachable environment makes it easier for all employees to voice their opinions, building diverse thinking and bias-free solutions. Encouraging employee creativity through idea sharing and collaboration leads to more innovative problem-solving solutions. In short, creativity in problem-solving is the key to unleashing a company's full potential.

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Author Talks: Why problem solving is the key to innovation

In this edition of Author Talks , McKinsey Global Publishing’s Raju Narisetti chats with Dr. Sheena Iyengar, S.T. Lee Professor of Business at Columbia Business School, about her new book, Think Bigger: How to Innovate (Columbia Business School Publishing, April 2023). Iyengar shares insight into her research on problem solving and explains how adaption and critical decision making affect innovation. An edited version of the conversation follows.

What problem are you trying to solve with this book?

Think Bigger: How to Innovate is a book that walks you step by step through how you can create a solution to any problem you’re trying to solve.

It seems like everything that there is to know about innovation  or that we could know about innovation has already been done. Yet if you read all those books about innovation carefully, essentially all of them are based on knowledge that’s old.

Our current practices in the business world—and even, I might add, in academic settings—have not updated their approaches to teaching people how to be creative, how to ideate in line with those recent advances. We still tell people, effectively, to either mind wander—sort of daydream—or to brainstorm. Brainstorming was invented in 1930, although we have updated it and made it better than it was in 1938. Given our current knowledge about the way the mind works, we can do better than waiting for a mind wander to have a result or a so-called aha moment or a flash of insight to happen. We can do better than brainstorm.

Essentially, the problem that the Think Bigger: How to Innovate methodology solves for is the question, “What do you need to do to have an idea?” It’s not about waiting for an aha moment. It’s not about going out and brainstorming. It’s what you can actually do, step by step, to get an idea.

There is also a personal reason behind the book for you.

There is a very personal, emotional reason. I was born with a rare eye disease: retinitis pigmentosa. I have a rare form of it; I went blind as a very young person. One of the things that happens when you’re growing up disabled is that you’re forever told about all the choices you can’t have. At the same time, you have this message that you’re always given, particularly in American culture, that you can grow up and do and be whatever it is you want to do and be, as long as you put your heart and mind to it.

If you think about it, both those messages are essentially extreme and incorrect. It’s not the case that I can’t do anything. It’s not the case that I can do anything. The questions are, how do I figure out what choices I have? What choices can I create?

That was a lifelong struggle for me. It was something that I very much started to try and tackle growing up and then as an undergrad. And certainly my dissertation and much of my research up until Think Bigger: How to Innovate had to do with choice and how I, as a disabled person, have choices.

What I also began to realize, though, is that my way of creating choices, either when there are no known choices out there for me or when people just don’t realize what choices might be available to me, could be a method that was based on science. What I realized is that this isn’t just me who has this struggle of, “How do you create meaningful choices?”

When I look around me, every single person is wondering, “What dreams are possible for me? Which of those dreams can I turn into reality, and what’s that process, step by step?” Rather than waiting for chance encounters or waiting for an aha moment to hit you, maybe I can actually make it more systematic for you, so you have a how-to toolkit.

As step one, why is it important to choose the right problem?

Let’s take the invention of ice cream. Who made ice cream this globally accessible thing? She was a woman by the name of Nancy Johnson  who, in the 1800s, was the wife of a chemist. She was a 50-year-old woman who was a missionary. Well one of the things that happened back then is that, yes, you had ice cream, but it was very, very expensive. George Washington paid close to $200 for a little thing of ice cream when he was president.

In the early 1800s, Nancy Johnson asks the question, “How do you make ice cream accessible?” Now back then, they would take a bowl, and they would fill it with ice. Then they would take a smaller bowl, fill it with cream, and then stir, stir, stir, stir, stir, stir. It would form lots of lumps, and it would get harder and harder to stir as it’s thickening. It was backbreaking labor.

The first question was, “How do you keep it cold as you’re stirring it?” Because it would often melt as they would be stirring it. “How do you make it easier to make so it’s not backbreaking labor, and how do you keep it from forming lumps?”

What does Nancy Johnson do? She takes a water pail, which had been around already for 400 years. But the pail was much bigger than the bowl. She then fills that with ice, and then inside it, she puts the cream into something made of pewter. She asked herself, “How do you keep it cold? Well when men go to the tavern, what do they drink their beer in that keeps it cold? Pewter.”

She puts the cream in the pewter container, then said, “How do I make the labor less backbreaking?” Well let’s use a hand crank,” which was used for grinding up spices and coffee. “Let’s attach to that hand crank spatulas.” But the spatulas would have holes in them so that as you’re stirring, the liquid could go through, which would make it a lot easier to stir. She learned about the role of spatulas with holes in them from runaway slaves who were often coming from sugar plantations where they had to mix hot, sugary liquids to make molasses. And to prevent it from forming crystals, they would have these holes in the spatula.

Essentially, you create a culmination of water pail, plus the pewter bowl, plus the hand grinder, plus the spatula with the holes in it. You’ve now created what was dubbed as a disruptive technology back in 1843.

What are the steps here? You define the problem, which is step one. You break it down into its most important subparts: How do I keep it cold? How do I make it less cumbersome to make? How do I reduce the formation of lumps? For each subpart of your problem, you search far and wide so you can go beyond your industry. You go beyond your main domain  of inquiry. You ask yourself how other industries solve for this subproblem—for example, with pewter, the hand grinder, the spatula with the holes in it. You now combine those pieces together in a unique way. And voilà, you have an innovation that not only solved the problem but now becomes scalable .

That is essentially the Think Bigger: How to Innovate method; that is essentially what I teach people how to do. In step one, you start by defining the problem . Most of the time, it’s actually not as self-evident as, “How do I make ice cream accessible?” I would suspect that even Nancy Johnson took a while before she understood how to define that problem. As Einstein was reported to have said, “If I had an hour to save the planet, I would spend the first 55 minutes thinking about the problem and the last five minutes thinking about the solution.”

Step two is to break the identified problem into subcomponents?

Once you have your problem statement, which we always phrase as a question—"What’s the problem I’m trying to solve?”—in order that you can have an open mind, you then break it down. You break it down into its most important pieces.

Every problem has a bazillion things that have to be solved. You’re never going to solve everything. I call it “the 80 percent rule.” You break it down into the highest-priority parts. If I were to solve for these three to five different subparts, then I’ll solve for about 80 percent of my problem.

Let’s take a sport that’s very near and dear to our hearts: basketball. The guy who invented basketball was James Naismith, who, in 1891, was this gym teacher in Massachusetts. He was asked to come up with a sport that young people could play in the winter. In spring and summer, when the weather was nice, they could play football, they could play rugby, they could play lacrosse, and they could play soccer. But how do you keep them occupied and burn off their energy in the winter in Massachusetts, when there was a lot of snow?

What were the things he had to solve for? Well he had to make sure the sport was playable indoors. He had to make sure that whatever sport they played wouldn’t be so rough—you couldn’t have them falling on the ground; it was going to be a rough floor, and that could hurt somebody. It had to feel challenging. It had to be fast, competitive, and burn off some energy.

He’s looking around at soccer, football, et cetera, and says, “What if we take a ball, like from soccer? Think about a ball, what can I do with it indoors? Well passing it sounds like a good idea. But obviously we don’t want to push. That could lead to injury. But I don’t want to have them throw the ball to a line; that seems awfully easy in an indoor space. A net seems a little too complicated. What do I do? Well how about this sport that nobody ever really knows about? It’s called ‘duck on the rock.’ A little ‘duck’ sits on a rock, and you throw things at it to get the duck to fall off. What if we did something like that indoors?” He took a peach basket, and he made a hole in it. “What if we throw the soccer ball into that?”

The reason that James Naismith was able to create basketball was that he understood what subparts of his problem he needed to solve for. That’s what enabled him to create the game.

Step three is asking what the problem will solve for?

You’ve got your problem, and you’ve broken it down. Now most people tend to start generating solutions. That’s certainly a very natural temptation to have. I always say, at that point, create a “sparking lot.” These are just sparks. Whatever solution you’re going to come up with right now is partial.

It’s important at this stage, when you know a bit about the problem, to step back and ask yourself, if you were to find the ideal solution, how should it feel? How are you going to know what solution is better for you versus worse for you? By really knowing how you want that solution to feel.

You know, we think feelings are bad things and shouldn’t be a part of any creative or decision-making process. That’s incorrect. Feelings are the only things that can truly guide you in determining what your selection criteria is. You still have to be systematic about it. You can’t be random about when you use your feelings. That’s why we do it right now in step three.

How do you want your final solution to feel? You have to uncover your wants. You know there’s the famous story about Bill Gates. It is about when he first created his basic software; he attached his software to a desktop computer called Altair. People really weren’t interested in the computer, but they were very interested in his software. He kept finding people who were pirating his software. It made him mad, and he would write these nasty letters to all these computer hobbyists saying, “You guys are just pirates.”

He was pretty angry about it as long as he thought his fate and his desires were attached to Altair. Then one day, when he was walking around a conference floor with computer hobbyists, he discovered they were all using his software. They were exchanging it on all kinds of machines. And then a light bulb went off in his head. “Wait, what is it that I really want? Is it that I want Altair to succeed? Or is it that I want people to start using this software?” After he had that insight, he essentially terminated his contract and went on to take his software to IBM and other companies. The world has never been the same.

Step four is to search both in and out of the box?

Once you get to step four, you’re now ready to start the ideation process, the solution-generation process. Step four I call “search in and out of the box.” The reason that I call it that is, so often, we tell people to do out-of-the-box thinking. Then we stick them in the room and tell them to brainstorm.

Well, brainstorming is a great way to share the knowledge  that’s in the room. But it’s not out-of-the-box thinking. Out-of-the-box thinking requires you to search far and wide for how different industries and different people at different points in time have solved for analogous problems.

Out-of-the-box thinking requires you to search far and wide for how different industries and different people at different points in time have solved for analogous problems.

You collect those tactics or strategies. Let’s take the case of Henry Ford and the invention of the Ford car. Henry Ford did not invent the car. Henry Ford did not invent the assembly line. Henry Ford did not invent any of the elements that went on to create the Model T. He searched far and wide and found the pieces he needed to put together.

Back then, a car cost $2,000, which was unaffordable. So Ford thought, “How do I reduce the cost of labor? How do I reduce the amount of time it takes to make a car? How do I reduce the cost of materials?” Very simple, subparts to the problem.

“How do I reduce the cost of labor? Well by creating specialization.” The assembly line was actually already being used by Oldsmobile. Now you have a system where one person knows about putting together the engine, another person knows about putting together the frame, and so forth. Each person has to learn only their particular thing, which makes them faster and faster at doing that thing.

“How do I reduce the amount of time that it takes to make a car?” At that time, it took 12.5 hours to build a car. When one of Ford’s engineers was visiting the slaughterhouses of Chicago, they observed something very interesting. In the early 1900s, when they would take an animal apart to pack it and send it on a train to various locations, they would use something called “the moving disassembly line.” Ford already had an assembly line for the car. What happens if you add the moving business to this? It reduces the amount of time it takes to build a car from 12.5 hours to about two hours. That’s huge!

“Now how do I reduce the cost of materials?” Back then, you could have your car any color you wanted. But Ford was famous for saying you could have your car in any color you wanted, as long as it was black. That’s because there was this new paint that had come on the market called japanning. It looked like a black lacquer—very much like Japanese art— and would dry in less than 24 hours. The average paint color back then would take about seven to 14 days to dry. Once you put together japanning with a moving assembly line, not only do you reduce the amount of time it takes to build a car, but you also can bring down the price. They brought down the price of that car to around $250. It was tremendous.

Notice what’s happening here. It’s not like Ford’s trying to become an interdisciplinary businessperson or scientist. No, he’s just learning from different industries and importing into his own world tactics that worked in other industries. He’s importing them into his world and adopting and editing them for use for his problem. And that’s the core to thinking bigger, whether it’s creating a business, whether it’s being a revolutionary scientist, whether it’s being a revolutionary leader .

What does step five, choice mapping, do?

In Think Bigger: How to Innovate , the alternative to brainstorming that I present is choice mapping. The way to think about choice mapping is just that it is a more efficient and deliberative approach to getting that flash of insight. Rather than waiting around for that flash of insight to happen, perhaps randomly, I am essentially telling you what you can do for your cognitive functioning to have that flash of insight. I’m very structured about it and very deliberative about teaching people how to do it.

The alternative to brainstorming that I present is choice mapping. The way to think about choice mapping is just that it is a more efficient and deliberative approach to getting that flash of insight.

Let me give you an example of how choice mapping works. I’m going to use one of our great heroes. Up until now, we’ve mainly talked about products. But the Think Bigger: How to Innovate method is not just to use for products, big and small. It also explains the ways ideas are formed. That’s true of any idea, including such big ideas as democracy, for example.

Let’s consider Mahatma Gandhi. He was not just an amazing person who did an amazing thing in his lifetime, but he essentially created a technique that we use even now for how to voice discontent when you don’t have power. Now when we analyze somebody like Gandhi, we try to analyze what his childhood was like. We try to analyze what his character was. What was the complexity of his character? Who were the people he knew? What were the ideas that influenced him? All of that is a really interesting part of his narrative. But those are not the elements that made his idea.

Stepping away from his story—the story itself is of course amazing, and everybody should learn it—I want to just focus in on the pieces he brought together to create his idea. He is trying to solve the problem of getting a large group of people who are very different from one another—different in caste, different in religion, different in language—in a bazillion different ways. It’s a very diverse population, the Indian colony. Now he wants to help them get freedom. How do they create a form of rebellion that has some likelihood of success, given that they’re fighting against a mighty power?

First, is there any method that anybody’s ever used to go against powerful entities and win? Turns out he has an example from the Brits themselves: the women’s suffragette movement. Hunger strikes. In fact, Gandhi notes in various writings how the Indians should take a page from the women’s suffragette movement. Then he was influenced by the work of Tolstoy and the communal farms that he created in Russia. In fact, if you look at the original farms that Gandhi created in South Africa, they have many of the same elements that Tolstoy created.

Now Gandhi has the problem of how to bring a bunch of people who are very different from one another to all agree with each other and have a kind of common cause. That’s where, drawing from Tolstoy, he creates the ashram.

Third, how to get people who are naturally suspicious of foreign ideas to adopt the principle of nonviolence and more of a community feeling with one another? That’s where he brings in very traditional garb and very traditional language from Hinduism.

Bring these elements together, and you have Gandhi’s idea of nonviolent civil disobedience. I would say the best demonstration of how he put all these pieces together was the Salt March.

Step six, the final one, you call ‘the third eye.’

The third eye is asking the question, “Do you see what I see?” Imagine at the end of step five, you’ve generated a whole bunch of ideas. Choice mapping can generate a lot more solutions than any other method. They’ll be unique solutions to the problem that you’ve set forth. Now that you’ve picked a solution, and you like it, it’s up in your head. Now the question is, how do I figure it out if it’s worth taking to the next level?

We have a method for that. That method is not to go out and ask people, “Do you like it?” We don’t even know if they know what we’re talking about. What is this thing we want them to either like or dislike? The third eye is learning what others see or hear or experience or imagine as we present to them our idea.

This is not prototyping; this is before that. One of my favorite examples of someone who very effectively used the third eye, without calling it that, was Paul McCartney. I had the honor and privilege of being able to interview him when I was working on my book. We talked about the process he used when creating the song “Yesterday.” The apocryphal story that we often hear is just that he woke up one morning and the tune was in his head; that was it. That’s certainly a true part of the story, but it’s not the whole story.

He woke up one morning with this tune in his head, and he didn’t want to forget the tune. So he put some nonsensical words to the tune, and then he began to hum the tune to people. He wouldn’t ask them, “Hey do you like it?” He would ask them, “Have you ever heard this tune before?” He would hum this tune to lots of people, his fellow band members, other professional musicians, strangers, and friends. Again and again, what he heard was, “Well no. It sounds familiar, but I’ve never heard this tune.” Little by little, as he’s doing this, and he’s watching their reactions, he’s realizing there is some magic to this tune.

This inquiry is not just about discovering yes or no. He’s continuing to iterate, building out his tune. As he’s building it out, he finally gets to the point where he is sitting in a car in Portugal, and he starts coming up with lyrics.

Visit Author Talks to see the full series.

Sheena Iyengar is the S. T. Lee Professor of Business at Columbia Business School. Raju Narisetti is the leader of McKinsey Global Publishing and is based in McKinsey’s New York office.

Comments and opinions expressed by interviewees are their own and do not represent or reflect the opinions, policies, or positions of McKinsey & Company or have its endorsement.

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The Basics of Creative Problem Solving – CPS

By: Jeffrey Baumgartner

Creative problem solving isn’t just brainstorming, although that’s what many people may associate it with. It’s actually a well-defined process that can help you from problem definition to implementing solutions, according to Jeffrey Baumgartner.

Creative ideas do not suddenly appear in people’s minds for no apparent reason. Rather, they are the result of trying to solve a specific problem or to achieve a particular goal. Albert Einstein’s theories of relativity were not sudden inspirations. Rather they were the result of a huge amount of mental problem solving trying to close a discrepancy between the laws of physics and the laws of electromagnetism as they were understood at the time.

Albert Einstein, Leonardo da Vinci, Thomas Edison and other creative geniuses have always worked in the same way. They do not wait for creative ideas to strike them. Rather they focus on trying to solve a clearly stated, at least in their minds, problem. This is just like important TED talks to ideate for business innovation specifically discussed to get a better solution for existing problems.

This approach has been formalized as Creative Problem Solving (CPS). CPS is a simple process that involves breaking down a problem to understand it, generating ideas to solve the problem and evaluating those ideas to find the most effective solutions. Highly creative people tend to follow this process in their heads, without thinking about it. Less naturally creative people simply have to learn to use this very simple process.

A 7-step CPS framework

Although creative problem solving has been around as long as humans have been thinking creatively and solving problems, it was first formalised as a process by Alex Osborn, who invented traditional brainstorming, and Sidney Parnes. Their Creative Problem Solving Process (CPSP) has been taught at the International Center for Studies in Creativity at Buffalo College in Buffalo, New York since the 1950s.

However, there are numerous different approaches to CPS. Mine is more focused on innovation (that is the implementation of the most promising ideas). It involves seven straightforward steps.

How to Turn Crowdsourced Ideas Into Business Proposals

In October 2020, Pact launched AfrIdea, a regional innovation program supported by the U.S. Department of State. This was geared towards unlocking the potential of West African entrepreneurs, social activists, and developers in uncovering solutions to post-COVID challenges. Through a contest, training, idea-a-thon and follow-on funding, they sought to activate a network of young entrepreneurs and innovators from Guinea, Mali, Senegal, and Togo to source and grow innovative solutions. Learn their seven-stage process in the AfrIdea case study.

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• Clarify and identify the problem
• Research the problem
• Formulate creative challenges
• Generate ideas
• Combine and evaluate the ideas
• Draw up an action plan
• Do it! (implement the ideas)

Let us look at each step more closely:

1. Clarify and identify the problem

Arguably the single most important step of CPS is identifying your real problem or goal. This may seem easy, but very often, what we believe to be the problem is not the real problem or goal. For instance, you may feel you need a new job. However, if you break down your problem and analyse what you are really looking for, it may transpire that the actual issue is that your income does not cover your costs of living. In this case, the solution may be a new job, but it might also be to re-arrange your expenses or to seek a pay rise from your existing employer.

Five whys: A powerful problem-definition technique

The best way to clarify the problem and understand the underlying issues is to ask yourself – or better still, ask a friend or family member to ask you – a series of questions about your problem in order to clarify the true issues behind the problem. The first question to ask is simply: “why is this a problem?” or “why do I wish to achieve this goal?” Once you have answered that, ask yourself “why else?” four more times.

For instance, you might feel you want to overcome your shyness. So, you ask yourself why and you answer: “because I am lonely”. Then ask yourself “Why else?” four times. You answer: “Because I do not know many people in this new city where I live”, “Because I find it hard to meet people”, “Because I am doing many activities alone” and “Because I would like to do activities with other people who share my interests”. This last “why else” is clearly more of the issue than reducing shyness. Indeed, if you had focused your creative energy on solving your shyness issue, you would not have actually solved the real problem. On the other hand, if you focused your creative energy on finding people with whom to share activities, you would be happier without ever having to address the shyness issue.

More questions you can ask to help clearly define the problem

In addition, you can further clarify your problem by asking questions like: “What do I really wish to accomplish?”, “What is preventing me from solving this problem/achieving the goal?”, “How do I envision myself in six months/one year/five years [choose most relevant time span] as a result of solving this problem?” and “Are my friends dealing with similar problems? If so, how are they coping?”

By the time you have answered all these questions, you should have a very clear idea of what your problem or real goal is.

Set criteria for judging potential solutions

The final step is to decide what criteria you will eventually use to evaluate or judge the ideas. Are there budget limitations, timeframe or other restrictions that will affect whether or not you can go ahead with an idea? What will you want to have accomplished with the ideas? What do you wish to avoid when you implement these ideas? Think about it and make a list of three to five evaluation criteria. Then put the list aside. You will not need it for a while.

2. Research the problem

The next step in CPS is to research the problem in order to get a better understanding of it. Depending on the nature of the problem, you may need to do a great deal of research or very little. The best place to start these days is with your favourite search engine. But do not neglect good old fashioned sources of information and opinion. Libraries are fantastic for in-depth information that is easier to read than computer screens. Friends, colleagues and family can also provide thoughts on many issues. Fora on sites like LinkedIn and elsewhere are ideal for asking questions. There’s nothing an expert enjoys more than imparting her knowledge. Take advantage of that. But always try to get feedback from several people to ensure you get well-rounded information.

3. Formulate one or more creative challenges

By now, you should be clear on the real issues behind your problems or goals. The next step is to turn these issues into creative challenges. A creative challenge is basically a simple question framed to encourage suggestions or ideas. In English, a challenge typically starts with “In what ways might I [or we]…?” or “How might I…?” or “How could I…?”

Creative challenges should be simple, concise and focus on a single issue. For example: “How might I improve my Chinese language skills and find a job in Shanghai?” is two completely separate challenges. Trying to generate ideas that solve both challenges will be difficult and, as a result, will stifle idea generation. So separate these into two challenges: “How might I improve my Chinese language skills?” and “How might I find a job in Shanghai?” Then attack each challenge individually. Once you have ideas for both, you may find a logical approach to solving both problems in a coordinated way. Or you might find that there is not a coordinated way and each problem must be tackled separately.

Creative challenges should not include evaluation criteria. For example: “How might I find a more challenging job that is better paying and situated close to my home?” If you put criteria in the challenge, you will limit your creative thinking. So simply ask: “How might a I find a more challenging job?” and after generating ideas, you can use the criteria to identify the ideas with the greatest potential.

4. Generate ideas

Finally, we come to the part most people associate with brainstorming and creative problem solving: idea generation. And you probably know how this works. Take only one creative challenge. Give yourself some quiet time and try to generate at least 50 ideas that may or may not solve the challenge. You can do this alone or you can invite some friends or family members to help you.

Irrespective of your idea generation approach, write your ideas on a document. You can simply write them down in linear fashion, write them down on a mind map, enter them onto a computer document (such as Microsoft Word or OpenOffice) or use a specialized software for idea generation. The method you use is not so important. What is important is that you follow these rules:

Write down every idea that comes to mind. Even if the idea is ludicrous, stupid or fails to solve the challenge, write it down. Most people are their own worst critics and by squelching their own ideas, make themselves less creative. So write everything down. NO EXCEPTIONS!

If other people are also involved, insure that no one criticizes anyone else’s ideas in any way. This is called squelching, because even the tiniest amount of criticism can discourage everyone in the group for sharing their more creative ideas. Even a sigh or the rolling of eyes can be critical. Squelching must be avoided!

If you are working alone, don’t stop until you’ve reached your target of 50 (or more) ideas. If you are working with other people, set a time limit like 15 or 20 minutes. Once you have reached this time limit, compare ideas and make a grand list that includes them all. Then ask everyone if the have some new ideas. Most likely people will be inspired by others’ ideas and add more to the list.

If you find you are not generating sufficient ideas, give yourself some inspiration. A classic trick is to open a book or dictionary and pick out a random word. Then generate ideas that somehow incorporate this word. You might also ask yourself what other people whom you know; such as your grandmother, your partner, a friend or a character on you favourite TV show, might suggest.

Brainstorming does not need to occur at your desk. Take a trip somewhere for new inspiration. Find a nice place in a beautiful park. Sit down in a coffee shop on a crowded street corner. You can even walk and generate ideas.

In addition, if you browse the web for brainstorming and idea generation, you will find lots of creative ideas on how to generate creative ideas!

One last note: If you are not in a hurry, wait until the next day and then try to generate another 25 ideas; ideally do this in the morning. Research has shown that our minds work on creative challenges while we sleep. Your initial idea generation session has been good exercise and has certainly generated some great ideas. But it will probably also inspire your unconscious mind to generate some ideas while you sleep. Don’t lose them!

5. Combine and evaluate ideas

After you have written down all of your ideas, take a break. It might just be an hour. It might be a day or more. Then go through the ideas. Related ideas can be combined together to form big ideas (or idea clusters).

Then, using the criteria you devised earlier, choose all of the ideas that broadly meet those criteria. This is important. If you focus only on the “best” ideas or your favorite ideas, the chances are you will choose the less creative ones! Nevertheless, feel free to include your favorite ideas in the initial list of ideas.

Now get out that list of criteria you made earlier and go through each idea more carefully. Consider how well it meets each criterion and give it a rating of 0 to 5 points, with five indicating a perfect match. If an idea falls short of a criterion, think about why this is so. Is there a way that it can be improved in order to increase its score? If so, make a note. Once you are finished, all of the ideas will have an evaluation score. Those ideas with the highest score best meet your criteria. They may not be your best ideas or your favorite ideas, but they are most likely to best solve your problem or enable you to achieve your goal.

Depending on the nature of the challenge and the winning ideas, you may be ready to jump right in and implement your ideas. In other cases, ideas may need to be developed further. With complex ideas, a simple evaluation may not be enough. You may need to do a SWOT (strengths, weaknesses, opportunities and threats) analysis or discuss the idea with others who will be affected by it. If the idea is business related, you may need to do a business case, market research, build a prototype or a combination of all of these.

Also, keep in mind that you do not need to limit yourself to one winning idea. Often you can implement several ideas in order to solve your challenge.

6. Draw up an action plan

At this point, you have some great ideas. However, a lot of people have trouble motivating themselves to take the next step. Creative ideas may mean big changes or taking risks. Some of us love change and risk. Others are scared by it. Draw up an action plan with the simple steps you need to take in order to implement your ideas. Ideas that involve a lot work to implement can be particularly intimidating. Breaking their implementation down into a series of readily accomplished tasks makes these ideas easier to cope with and implement.

This is the simplest step of all. Take your action plan and implement your idea. And if the situation veers away from your action plan steps, don’t worry. Rewrite your action plan!

CPS and innovation

Any effective innovation initiative or process will use CPS at the front end. Our innovation process does so. TRIZ  also uses elements of CPS. Any effective and sustainable idea management system or ideation activity will be based on CPS.

Systems  and methods that do not use CPS or use it badly, on the other hand, tend not to be sustainable and fail early on. Suggestion schemes in which employees or the public are invited to submit any idea whatsoever are effectively asking users of the system to determine a problem and then offer a solution. This will result not only in many ideas, but many different problems, most of which will not be relevant to your strategic needs. Worse, having to evaluate every idea in the context of its implied problem – which may not be clear – is a nightmare from a resource point of view.

Systems and methods which are based on CPS, but in which creative challenges are poorly defined, also deliver poor results either because users do not understand the challenge or the problem is poorly understood and the resulting challenge stimulates ideas which in themselves are good, but which are not actually solutions to the true problem.

That said, CPS is a conceptually simple process – but critical to any innovation process. If you do not use it already, familiarize yourself with the process and start using it. You will find it does wonders for your innovativeness.

By Jeffrey Baumgartner

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More From Forbes

Top benefits of creative capital for fostering an innovative workplace.

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Creative capital encompasses a company's ideas, innovation and unique problem-solving abilities.

The concept of creative capital has become a crucial differentiator for companies seeking to stay ahead of the competition. Unlike traditional forms of capital, creative capital encompasses a company’s ideas, innovation and unique problem-solving abilities.

For entrepreneurs and business leaders, understanding and harnessing creative capital can drive significant growth and set their enterprises apart. Creative capital is not measurable in dollars but in the value it brings through innovation and differentiation.

This concept comprises several elements:

• It includes the skills and talents of employees, particularly their ability to think outside the box.
• It involves the company’s culture, which should encourage experimentation and risk-taking.
• It encompasses strategic investments in tools and resources that facilitate creativity, such as collaborative technologies and R&D initiatives.

The Impact Of Creative Capital On Companies

Direct benefits of investing in creative capital, best high-yield savings accounts of 2024, best 5% interest savings accounts of 2024.

Investing in creative capital brings direct benefits such as increased market share and revenue growth. Innovative products and services attract new customers and retain existing ones by continuously meeting their evolving needs. Additionally, it can lead to cost savings through more efficient problem-solving and process improvements.

Indirect Benefits And Long-Term Value

Beyond immediate gains, creative capital contributes to long-term value. It builds a company’s reputation as an innovator, enhances brand equity, and makes it easier to attract top talent. This way of thinking develops a culture of creativity and fosters employee engagement and satisfaction, reducing turnover and increasing the overall effectiveness of the workforce.

Building Creative Capital

Creating a culture that values creativity starts from the top. Leaders must actively promote an open environment where new ideas are welcomed, and failure is seen as a learning opportunity. Encourage cross-functional collaboration to bring diverse perspectives together, sparking innovative solutions.

Practical Strategies For Entrepreneurs

Small businesses can take several steps to build creative capital:

• Invest in Training and Development: Equip your team with the skills to think creatively.
• Provide the Right Tools: Ensure employees have access to tools that facilitate brainstorming and collaboration.
• Encourage Experimentation: Allow time and resources for employees to work on passion projects or new ideas.

AI Tools For Facilitating Brainstorming And Collaboration

AI tools are indispensable for fostering creativity and facilitating collaboration within teams. Here are some AI-powered tools that can enhance brainstorming and teamwork:

• Miro: An online collaborative whiteboard platform that uses AI to enhance brainstorming sessions, allowing participants to visualize their ideas and work together in real-time.
• IBM Watson: A powerful AI tool that can analyze massive amounts of data to generate insights, aiding in ideation and making more informed decisions during brainstorming sessions.
• Trello with Butler: Trello’s integration with the AI assistant Butler helps automate repetitive tasks, allowing teams to focus more on creative processes and less on administrative work.
• Notion: This all-in-one workspace leverages AI to help organize notes, manage projects and promote team collaboration, making it easier to build on creative ideas.

By integrating these AI tools, companies enable more effective and dynamic brainstorming and collaboration sessions.

Leverage creative capital by integrating it into your strategic planning.

Leveraging Creative Capital For Business Growth

To leverage creative capital, integrate it into your strategic planning. Use it to identify new opportunities and develop unique value propositions.

Measuring Creative Capital

While creative capital is intangible, several Key Performance Indicators can help evaluate its effectiveness:

• Innovation Rate: Measure the number of new products or services developed over a specific period.
• Employee Engagement: High engagement levels often correlate with a creative work environment.
• Customer Satisfaction: Innovative offerings that meet customer needs will improve satisfaction scores.

Quantitative And Qualitative Metrics

Combine quantitative metrics, like the number of patents filed or revenue from new products, with qualitative feedback from employees and customers. Surveys and interviews can provide insights into how well the creative culture is being fostered and its impact on stakeholder satisfaction.

Continuous Improvement

Regularly review these metrics to identify areas for improvement. Use the data to refine strategies, ensuring that creative capital continues to grow and drive innovation within the company.

Overcoming Challenges

Building and maintaining creative capital comes with challenges such as resistance to change, limited resources and lack of support from upper management. These obstacles can stifle innovation and hinder the development of a creative culture.

Solutions And Strategies

Overcoming these challenges requires a proactive approach:

• Change Management: Implement change gradually and involve employees in the process to gain their buy-in.
• Resource Allocation: Prioritize investments in creativity-enhancing tools and training, even when budgets are tight.
• Leadership Support: Ensure that top management is aligned with and actively promotes the importance of creative capital.

Once creative capital is established, maintaining its momentum is crucial. Regularly celebrate successes, however small, to keep the team motivated. Continuously seek new ways to foster creativity and promptly address any emerging obstacles.

Creative capital is a powerful tool for entrepreneurs and business leaders aiming to differentiate their companies and drive innovation. By understanding its components, investing in the right strategies, and measuring its impact, businesses can harness the full potential creative capital offers.

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The Impact of Effective Facilitation on Team Performance, Innovation, and Organizational Success

Table of contents, enhancing communication and collaboration, clarifying goals, roles, and responsibilities, increasing efficiency and productivity, examples of facilitation techniques, creating a culture of experimentation, leveraging diverse perspectives, impact on organizational culture, supporting strategic planning and decision-making, aiding in change management, metrics and kpis, tools and methods for evaluation, continuous improvement in facilitation practices.

In the heart of every successful organization lies a network of dynamic teams working towards common goals. Yet, even the most talented teams can struggle without the right guidance and support. This is where facilitation comes into play. 

Effective facilitation, the art of guiding group interactions to achieve productive and meaningful outcomes, is essential in modern organizations. 

This article examines how skilled facilitation enhances team performance, sparks innovation, and contributes to overarching organizational success, underscoring the human element at the core of business excellence.

Boosting Team Performance Through Facilitation

When facilitators create an open and inclusive environment, team members are more likely to share ideas, voice concerns, and engage in meaningful discussions. This leads to improved understanding, stronger relationships, and a more cohesive team dynamic. A study by Google’s Project Aristotle , which analyzed data on effective teamwork, revealed that psychological safety, a climate where individuals feel safe to take risks and be vulnerable in front of each other, is the most crucial factor for team success, highlighting the importance of facilitation techniques that foster this environment.

Effective facilitation begins with creating a safe space where all participants feel valued and heard. Techniques like active listening ensure that facilitators acknowledge each contribution, fostering a sense of respect and inclusivity. Structured agendas and clear meeting objectives help keep discussions focused and productive, allowing teams to cover all necessary topics within the allotted time.

For instance, using ground rules such as “one person speaks at a time” and “respect all opinions” can set the tone for respectful and constructive interactions. Additionally, tools like the “check-in” at the beginning of meetings can help gauge the team’s mood and ensure everyone is mentally present and engaged.

A common challenge within teams is the lack of clarity regarding individual roles and collective goals. Facilitators address this by explicitly defining and communicating these elements. The RACI matrix (Responsible, Accountable, Consulted, Informed) is a popular tool that helps delineate roles and responsibilities, ensuring that each team member knows their specific contributions and whom to consult for different aspects of a project.

For example, in a project planning meeting, a facilitator might guide the team through a RACI exercise to assign tasks and responsibilities. This not only clarifies expectations but also helps identify potential overlaps and gaps in responsibilities, thereby preventing confusion and inefficiencies.

Facilitators also employ various techniques to enhance team efficiency and productivity. Timeboxing is one such method where discussions on each topic are limited to a specific duration, ensuring that meetings stay on track and do not run over time. Decision-making frameworks like the Six Thinking Hats method can also structure discussions and systematically explore different perspectives. These approaches are linked to a reduction in meeting times and a significant increase in decision quality.

Another effective technique is the use of action item lists, which helps teams keep track of decisions made and tasks assigned during meetings. This not only provides clarity on the next steps but also ensures accountability as team members can follow up on the progress of these action items in subsequent meetings.

To get a better understanding of how facilitation can be applied to improve team performance, let’s explore some specific techniques:

• Active Listening: Ensures all voices are heard and valued, fostering an inclusive environment. Facilitators encourage participants to listen attentively and provide feedback, which helps in building mutual respect and understanding.
• Brainstorming Sessions: Encourage creative problem-solving and idea generation by allowing free-flowing discussion. Facilitators can use methods like the “round-robin” approach, where each team member shares an idea in turn, or “brainwriting,” where ideas are written down anonymously to avoid bias.
• Consensus Workshops: Help teams reach agreements and align on decisions, ensuring commitment and buy-in from all members. Techniques like “dot voting” can be used to prioritize ideas and make collective decisions more efficiently.

Facilitating Innovation in the Workplace

Innovation is the lifeblood of any organization striving for long-term success. Facilitators play a crucial role in fostering an environment where creativity and innovative thinking can thrive. Through structured yet flexible approaches, facilitators can help teams break out of their routine patterns and explore new ideas and solutions. According to McKinsey , companies that prioritize innovation generate 30% greater earnings over five years, highlighting the critical role of facilitation in fostering innovation

Facilitators encourage a culture where experimentation is welcomed and failure is seen as a learning opportunity rather than a setback. This mindset shift is vital for innovation, as it allows team members to take risks and try out novel ideas without the fear of repercussions. Techniques like design thinking workshops and hackathons provide structured environments where teams can experiment and iterate on their ideas rapidly. A study by Adobe found that companies encouraging creativity enjoy 1.5 times higher market share.

For example, a facilitator might lead a design thinking session where a team focuses on understanding user needs, brainstorming potential solutions, and creating prototypes. This hands-on approach not only fosters creativity but also helps in building a shared understanding of the problems being addressed.

Research from Forbes indicates that companies with diverse management teams have 19% higher revenue due to innovation. Diversity is a key driver of innovation, and effective facilitation ensures that a wide range of perspectives is considered during discussions. Facilitators can use cross-functional team workshops to bring together individuals from different departments, each offering unique insights and expertise. 

Techniques such as SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) and the 5 Whys can help teams delve deeper into issues, identify root causes, and uncover innovative solutions. By guiding the conversation and ensuring that all voices are heard, facilitators help in synthesizing these diverse inputs into cohesive strategies.

Facilitation’s Role in Organizational Success

Beyond team performance and innovation, effective facilitation has a profound impact on organizational culture and overall success. It supports strategic planning, enhances decision-making processes, and aids in change management.

Facilitation fosters a culture of open communication, collaboration, and continuous improvement. By involving employees in decision-making processes and encouraging their input, facilitators help build a sense of ownership and commitment. This inclusive culture is crucial for maintaining high levels of engagement and motivation across the organization.

Facilitation techniques ensure that strategic planning sessions are inclusive and aligned with organizational goals. Facilitators guide discussions to ensure that diverse perspectives are considered, leading to more robust and well-rounded strategies. In decision-making, facilitators help organizations navigate complex choices by fostering structured discussions that weigh all options fairly and objectively.

During times of change, skilled facilitation can ease transitions by ensuring clear communication and employee engagement. Facilitators help manage the human side of change, addressing concerns and fostering a positive attitude towards new initiatives. This reduces resistance and accelerates the adoption of new processes and technologies.

Measuring the Impact of Facilitation

To fully appreciate the value of facilitation, it is essential to measure its impact using relevant metrics and KPIs. These measurements help organizations understand the effectiveness of facilitation efforts and identify areas for improvement.

Common metrics for assessing the effectiveness of facilitation include meeting effectiveness, participant satisfaction, and achievement of session goals. Meeting effectiveness can be measured by the clarity of outcomes, adherence to agendas, and the level of participant engagement. Participant satisfaction is often assessed through surveys and feedback forms, capturing both quantitative and qualitative data.

• Surveys and Feedback Forms: Collect data on participant experiences and perceptions of facilitated sessions.
• KPIs and Metrics: Track the achievement of goals, engagement levels, and improvements in efficiency.
• Continuous Improvement Processes: Regularly review and update facilitation practices based on feedback and assessment findings.

Continuous improvement in facilitation practices involves regularly analyzing feedback and outcomes to identify strengths and areas for development. Facilitators can use this information to refine their techniques and approaches, ensuring that they continue to meet the evolving needs of their teams and organizations.

Leaders who recognize the value of effective facilitation are better equipped to navigate the challenges and opportunities of the modern business landscape. 

By enabling clear communication, structured problem-solving, and inclusive decision-making, facilitation drives performance and innovation. Organizations that prioritize and cultivate facilitation skills will not only see immediate improvements in team dynamics and productivity but will also build a strong foundation for sustained success. 

• What is facilitation in a business context?

Facilitation in a business context refers to the process of guiding and managing group discussions and activities to achieve specific objectives. It involves creating an environment that encourages participation, clear communication, and collaborative problem-solving.

• How does facilitation improve team performance?

Facilitation improves team performance by enhancing communication, clarifying goals and roles, and fostering collaboration. Effective facilitators help teams navigate discussions, make informed decisions, and work more efficiently towards common goals.

• What techniques can be used to facilitate innovation?

Techniques to facilitate innovation include brainstorming sessions, design thinking workshops, and innovation labs. These methods encourage creative thinking, user-centric problem-solving, and provide dedicated spaces for experimentation.

• How can organizations measure the effectiveness of facilitation?

Organizations can measure the effectiveness of facilitation through metrics and KPIs such as meeting effectiveness, participant satisfaction, and goal achievement. Tools like surveys and feedback forms also provide valuable insights into the success of facilitation efforts.

• What are the long-term benefits of effective facilitation for organizations?

The long-term benefits of effective facilitation include enhanced organizational resilience, improved strategic alignment, and increased employee engagement. Facilitation fosters a culture of collaboration, adaptability, and continuous improvement.

Related Articles

Adapting Facilitation Styles to Different Group Dynamics and Organizational Cultures

Adapting facilitation methods to diverse teams and organizational environments is essential in today’s business landscape. This article explores the importance of flexible facilitation, providing insights into various facilitation styles and practical strategies for adapting to different group dynamics and organizational cultures. Learn about authoritative, democratic, and coaching-oriented facilitation styles, and how to analyze group dynamics and navigate organizational cultures effectively. Discover tips for customizing communication, adjusting participation levels, and using tools like Miro, Trello, and Zoom to enhance facilitation. Unlock the potential of your facilitation practice by embracing adaptability and continuous learning.

Safe Space Creation: Conflict Management in Facilitation

Creating a safe space in corporate boardrooms, creative workshops, and community meetings is vital for fostering trust, mutual respect, and genuine dialogue. This article delves into the principles of establishing a safe space, techniques for encouraging authentic sharing, strategies for managing conflicts constructively, and methods for fostering valuable dissent. Facilitators will learn how to create environments where participants feel secure to express their true thoughts without fear of judgment, enhancing productivity and creativity. Key elements include building trust, promoting authentic sharing, encouraging constructive dissent, and effective conflict management. These strategies ensure a cohesive, innovative, and productive session atmosphere.

Facilitation Techniques for DEI in Group Discussions

Facilitating inclusive and equitable group discussions is crucial for fostering a collaborative and respectful environment. This article explores key techniques to ensure all voices are heard and valued, promoting diversity, equity, and inclusion (DEI). Firstly, setting clear objectives and guidelines helps participants understand the discussion's purpose and direction. Creating a safe, welcoming environment encourages open sharing without fear of judgment. Facilitators should also actively invite diverse participation, using techniques like round-robin discussions and providing prompts beforehand. Structured activities, such as think-pair-share, ensure everyone has a chance to speak, while addressing conflicts constructively maintains respect. Incorporating diverse perspectives, leveraging technology, and providing ongoing training further enhance DEI facilitation.

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