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E-raamat: Creative Problem Solving for Managers: Developing skills for decision making and innovation

(University of Chester, UK)
  • Formaat: PDF+DRM
  • Ilmumisaeg: 18-Dec-2009
  • Kirjastus: Routledge
  • Keel: eng
  • ISBN-13: 9780203859827
  • Formaat - PDF+DRM
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  • Formaat: PDF+DRM
  • Ilmumisaeg: 18-Dec-2009
  • Kirjastus: Routledge
  • Keel: eng
  • ISBN-13: 9780203859827

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The regularity with which the term 'solutions' is used in management speak suggests that management is largely about problem solving. To suggest that thinking creatively is a useful skill in solving a problem may be stating the obvious, but experience tells us that under pressure, managers tend to fall back on the 'tried and tested' rather than the new and creative.

















This text provides an essential introduction to the ideas and skills of solving problems creatively. It demonstrates:



























how and why people are blocked in their thinking













how this impairs the creative problem solving process













how creative problem solving techniques can help overcome these difficulties





























Theories of creative thinking are critically examined and utilised to explore the variety of techniques that can be employed to discover insights into difficult management problems. Using case studies and case histories together with extensive diagrams, examples and thought-provoking questions, Creative Problem Solving for Managers provides the most up-to-date and extensive approach to this important topic.















This refreshing new edition will prove essential reading on the growing number of 'creativity management' classes springing up in business schools and will also be a helpful read on a range of other modules that require a creative mindset.
List of figures
xi
Preface to the third edition xv
Creativity and Its Importance in Business
1(24)
Introduction
1(1)
Some definitions of creativity
2(1)
Invention and creativity
3(2)
Ideas and how they arise
5(2)
The importance given to creativity in business
7(5)
Conditions in which creative thinking is required most
12(2)
Paradigm shift
14(2)
Characterstics of creative thinking and creative thinkers
16(4)
Questions
20(1)
Cases
21(4)
Blocks to Creativity
25(24)
Introduction
25(1)
The need to be ready for change
26(1)
Problem solving
26(3)
Mindset
29(2)
Other barriers to an individual's creativity
31(1)
Dealing with an indivual's blocks to creativity
31(2)
Diagnosing whether someone is blocked in their thinking
33(1)
How techniques help to overcome blocks
33(3)
Blocks to organizational creative thinking and ways of dealing with them
36(1)
Elements and conditions of creative organizations
37(1)
Impact of organizational culture and a climate for creativity
38(1)
Questions
38(1)
Cases
39(10)
Theories of Creativity and the Creative Problem Solving Process
49(32)
Introduction
49(2)
Creative thinking
51(1)
The investment theory of creativity
52(1)
The brain as an information processor
53(4)
Convergent and divergent thinking
57(1)
The conditions of creative thinking
57(3)
Problem solving
60(1)
Theories of creative problem solving
61(3)
The cognitive theory of creativity
64(2)
How we get ideas: the index metaphor
66(2)
Problem solving mechanisms
68(1)
Analogical reasoning
69(3)
The problem solving process
72(2)
The problem solving process and the creative process
74(1)
The creative problem solving process
75(1)
Compositional and improvisational creativity
76(1)
Questions
77(1)
Cases
78(3)
Objective Finding, Fact Finding and Problem Finding/Definition
81(26)
Introduction
82(1)
Objective finding
82(3)
Fact finding and problem definition/redefinition
85(1)
Dimensional analysis
86(2)
Problem finding/definition
88(2)
Redefinition approaches
90(3)
Redefinition approaches: laddering
93(1)
Redefinition approaches: goal orientation
94(1)
Redefinition approaches: boundary examination
95(1)
Redefinition approaches: progressive abstractions
96(1)
Redefinition approaches: `why' method
97(1)
Analytical techniques: decomposable matrices
98(3)
Analytical techniques: cause-and-effect diagrams
101(1)
Questions
101(1)
Cases
102(5)
Morphological Analysis and Related Techniques
107(21)
Introduction
107(1)
Checklists
108(3)
Attribute listing
111(2)
Morphological analysis
113(4)
Force-fitting triggers
117(3)
Heuristic ideation technique
120(1)
Component detailing
121(1)
Sequence-attribute modification matrix
121(3)
Questions
124(1)
Cases
124(4)
Brainstorming and Its Variants
128(17)
Introduction
128(1)
Classical brainstorming
128(3)
The process of brainstorming
131(4)
Wildest-idea variant
135(1)
Stop-and-go brainstorming
135(1)
Round-robin brainstorming
135(1)
Gordon-Little variation
135(2)
Trigger method
137(1)
Problems with brainstorming
137(1)
Brainwriting
137(1)
Brainlining
138(2)
Questions
140(1)
Cases
140(5)
Lateral Thinking and Associated Methods
145(25)
Introduction
145(1)
Overview
146(1)
Awareness
147(5)
Alternatives
152(2)
Provocative methods
154(6)
Metaphorical thinking
160(1)
Analogy
161(2)
The discontinuity principle
163(1)
Six thinking hats
163(1)
Questions
164(1)
Cases
164(5)
Notes
169(1)
Synectics
170(19)
Introduction
170(1)
Synetics
170(5)
Conducting synectics sessions
175(5)
Synectics in action
180(3)
Questions
183(1)
Cases
184(5)
Paradigm-Breaking Techniques and Some Miscellaneous Ideation Methods
189(35)
Introduction
190(1)
Vision building
190(1)
Symbolic representation
191(5)
Miscellaneous ideation techniques
196(1)
Cliches, proverbs and maxims
196(2)
Storyboarding
198(1)
Scenario writing
199(2)
Scenario day-dreaming
201(4)
Bionics
205(1)
Two words
205(2)
Free association
207(1)
Story writing
208(3)
Mind map
211(4)
Lotus blossom techniques
215(1)
Fishbone diagram
216(1)
TRIZ
217(1)
Questions
218(2)
Cases
220(4)
Evaluation
224(29)
Intoduction
225(1)
Sorting
225(3)
Evaluation methods
228(6)
The process of choosing
234(2)
Qualitiative evaluation: reverse brainstorming
236(2)
Financial/mathematical evaluations
238(1)
Pay-off tables
238(1)
Decision trees
239(1)
Exercising choice
240(2)
Questions
242(2)
Cases
244(9)
Implementing Ideas
253(18)
Introduction
254(1)
Ideas are not readily implemented
254(2)
Sources of resistance to change
256(1)
Role of communication in overcoming resistance to change
257(1)
Putting ideas into practice
258(3)
Reducing resistance to change
261(6)
Climate for change
267(1)
Questions
268(1)
Cases
269(2)
Computer-Assisted Creative Problem Solving
271(12)
Introduction
271(1)
History of development
272(1)
Structured approach to creative problem solving in computer programs
273(1)
Types of program
274(6)
Group creative problem solving aids
280(1)
Conventional software
281(2)
Questions
283(1)
Cases
283
Tony Proctor is Emiritus Professor in Marketing at the University of Chester, UK. His research interests lie in creativity, organizational studies and marketing. He has published a number of books, as well as papers in academic journals and conferences.