Essays on Comparing and Evaluating Two Theories of Problem Solving Processes of Creativity Literature review

Download full paperFile format: .doc, available for editing

The paper "Comparing and Evaluating Two Theories of Problem Solving Processes of Creativity" is an outstanding example of a management literature review. Creativity refers to the outcome that is attained when a person faces work challenges. It is the act of turning imaginative and new ideas into reality. Creative problem solving is a scheme of approaching change in an organization. It often involves a team approach, since individuals in the workplace are empowered to participate in the change process while looking for a creative solution. A successful organization identifies that its own personnel is usually the key to innovation and only require the appropriate channel to share their knowledge base ideas.

This means that creative problem solving is a means of looking for innovative approaches for problem resolution. No matter what the need or problem the business might be addressing, creative ideas together with fresh approaches can usually make a difference amid a successful organization and one that is not able to remain competitive and efficient. It also provides a means to introduce change into the company that reduces the normal fear that normally accompanies change.

The creative problem-solving process thus becomes a change agent that is able to turn resistance into action. Lateral thinking as a problem-solving process of creativity According to De Bono (1992), lateral thinking is a creative thinking procedure that seeks a remedy to an intractable problem via unorthodox elements or methods that would usually by ignored by logical thinking. He divides thinking into two schemes: vertical thinking; which uses the processes of logic, the historical-traditional method and lateral thinking; which entails interrupting a perceptible sequence and arriving at a solution from another dimension.

When a company is faced with fast-changing trends, severe competition and the requirement o work miracles in spite of tight budgets, lateral thinking is needed as a way of creative problem-solving. Developing breakthrough ideas doesn’ t have to be the outcome of shotgun effort or luck (De Bono, 2010). The scheme of lateral thinking offers a planned, systematic procedure that will lead to innovative thinking. Creative thinking isn’ t a talent, but it is an expertise that can be learnt. It empowers individuals through adding strengths to their inherent capabilities which promotes productivity, teamwork and were suitable to attain a profit.

In today’ s business environment, better service and better quality are fundamental, but they are not sufficient. Innovation and creativity are the sole engines that will propel lasting, international success. Bono (1970) notes that our minds are trained to seek predictable and typical remedies for problems and one can master the tool for innovative thinking. Lateral thinking will also assist an individual with strategic planning ad thinking outside the box of daily issues. Sloane (2003) believes that modern-day fast-changing worldwide market economy makes it difficult for any company to differentiate itself, and also demands a diverse style of leadership: the lateral leadership.

Sloane concept is that the conventional leader is fine when what is required is control and command of a well-defined process. However, for discontinuous and rapid change, the lateral leader is excellently equipped. She or he focuses upon developing the skills of the team in creativity, innovation, entrepreneurial endeavors and risk-taking. Sloane notes that the lateral leader administers change by initiating it. Lateral thinking techniques include brainstorming, provocation and random input.

References

De Bono, E, (1970). Lateral thinking: creativity step by step. New York: Harper & Row. pp. 300

De Bono, E., (1992). Visual creativity: using the power of lateral thinking to create new ideas. New York: Harper Business.

Osborn, A., (1963). Applied Imagination. New York: Charles Scribner's Sons.

De Bono, E., (2010). Lateral thinking. R etrieved on October 8, 2011 from

Ruger, K., (2010). Tales from the wonder emporium: Visual and creative thinking in business. Retrieved on October 8, 2011 from< http://www.slideshare.net/themoleskin/tales-from- the-wonder-emporium-visual-and-creative-thinking-in-business>

Sloane, P., (2003). The leader’s guide to lateral thinking skills: unlocking the creativity and innovation in you and your team. New York: Kogan Page.

De Bono, E, (1967). The Use of Lateral Thinking: New Think. New York: Basic Books.

Richey, T., (1990). The Marketer's Visual Toolkit: Using charts, graphs, and models for strategic planning and problem solving. London: Penguin Books.

Margulies, N., (1992). Transformation Thinking: Tools and techniques that open the door to powerful new thinking for every member of your organization. Philadelphia: New Society Publishers.

Margulies, N, (1990). Mapping inner space learning. Tucson: Zephyr Press.

Valenza, C., & Margulies, N., (2005). Visual thinking , tools for mapping your ideas. New York: Crown House Publishing

Jensen, B., (2000).Simplicity: The New Competitive Advantage in a world of more, better and faster. New York: HarperCollins.

Roam, D., (2008). The Back of the Napkin: Solving Problems and Selling Ideas with Pictures. London: Portfolio Hardcover.

Download full paperFile format: .doc, available for editing
Contact Us