Essays on Creative Problem-Solving in Management Coursework

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The paper 'Creative Problem-Solving in Management" is a perfect example of management coursework.   The difference between non-creative and creative people is conceived as self-perception. Creative people view themselves mostly as creative and provide themselves with the autonomy and independence to create. Non-creative people are not able to think about creativity and as such do not support themselves with the fabulous opportunity for creating something new. Being creative could just be a matter of setting aside the required time that is required to undertake a step in the backward direction and facilitating a person to ask if there is a specific place available of doing something.

For creative people, this should be an in-built habit of thinking and require self-discipline. Another significance attitude shift is to see complexities as opportunities for the purpose of improving. While this is a cliché but factual as whenever a problem is solved a better service or product is available for offering. Creativity is, in fact, sterile if some kind of action is not flowing from it. The creative ideas must be assessed, polished, improved and marketed before they provide any specific value.

Stress management and time techniques are also required for creative thinking and problem-solving. (Kelly, K. 1998) It is essential before discussing the concept of creative problem-solving in management that the creative approach is narrated. Creativity can be classified into two kinds; Technical creativity, and artistic creativity. The artistic creativity is termed as a born of skill, self-expression and technique. As for the technical creativity it can further be classified further into two kinds; lateral thinking and programmed thinking. Programmed thinking is primarily reliant on structured or logical ways of creating innovative and new service or a product. Lateral thinking identifies that our minds are in fact the pattern identifying systems and they do not perform like computers.

It takes many years of training prior to learning some simple arithmetic- computers, on the other hand, perform it simply and easily. Conversely, we can recognize instantly the patterns like language, face and handwriting. Techniques of lateral thinking support us to present startling, original and brilliant solutions to complexities and opportunities. Each type of above-mentioned approach has, in fact, its own strength.

Discipline, logical, logical and creative thinking is enormously effective and influential in making related products better. Lateral thinking is capable in generating new ideas, concepts and brilliant enhancements to the existing system. Creative Problem Solving- A Primary Function of Management The primary function of a manager at any level is to resolve and present applicable solutions. Understanding of manager’ s approach to different problems and the solving style that is mostly used is an essential and preliminary step to become a successful creative problem solver. Managers usually deal with a problem and complexity in one of the three manners; avoiding problems which mean refusing to identify that a problem is there; solving problems as essential and dealing it urgently; searching them out-anticipating and predicting to evade them become vital and urgent.

(Lumsdaine and Lumsdaine. 1994) Managers seem to adopt one of the two primary problems; intuitive or systematic. As for systematic thinking, it is more of being rational and logical. Managers prefer focused and narrow problem, rules to be followed, step-by-step processes and computer software that pulverize to an applicable recommendation. Intuitive thinkers, on the other hand, are more relaxed and comfortable with the particular solutions that just ‘ occur’ .

As compared with the systematic thinker's data is less important for them, intricacy is less bothersome, altering internal and external environments are anticipated instead of assumed away and being less or more correctness is more significant than being accurately wrong.

References

Altshuller, G. S. 1996. And Suddenly the Inventor Appeared, Technical Innovation Center, Worcester, MA.

De Bono, E. 1993. Serious Creativity: Using the Power of Lateral Thinking to Create New Ideas, Harperbusiness.

Galbraith, Jay R. 1995. Designing Organizations: An Executive Briefing on Strategy, Structure and Process, Jossey-Bass, San Francisco.

Goodstein, L. 1993. Applied Strategic Planning: How to Develop A Plan that Really Works, McGraw-Hill.

Kelly, K. 1998. New Rules for the New Economy: 10 Radical Strategies for a Connected World, Viking, New York.

Lumsdaine and Lumsdaine. 1994. Creative Problem Solving, Mc Graw Hill.

Porter, M. 1985. Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, New York.

Ulrich, D, 1995. The Boundaryless Organization: Breaking the Chains of Organizational Structure, Jossey-Bass, San Francisco.

Von, O. 1992. A Whack on the Side of the Head: How You Can Be More Creative, Menlo Park, California: Creative Think.

Soft System Methodology http://www.idi.ntnu.no/grupper/su/publ/html/totland/ch0526.htm

Agency for Health Care Policy and Research. (1992). An annotated bibliography: Effective dissemination to health care practitioners and policy makers. Rockville, MD. Contact: AHCPR's Center for Research Dissemination, 301/594-1362.

Mayon White (1986). Readiness for change, educational innovations and educational reform: Working paper. Washington, D.C.: U.S. Department of Education. Contact: Dr. Susan Klein, Office of Educational Research & Improvement, 202/219-2038.

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