Creativity and the Creative Problem Solving Process - Report Example

Creativity and the Creative Problem Solving Process Name Institution Creativity and the Creative Problem Solving Process Creativity and the Creative Problem Solving Process The essentiality of creativity in modern day companies cannot be understated especially in the context of the high competitiveness in virtually all industry areas. Indeed, the main point within this context is that the ability to endure in the global competition demands to adapt to the contemporary changes and stepping up to the competition challenge through policy making. As such, it is currently imperative to employ a creative approach to problem-solving and the exploitation of new opportunities. In fact, creativity must be placed as a core business skill. Creative work is, however, full of oxymora. Indeed, one of its fundamental features is the requirement or the creative thinker to be both immersed in the particular problem being solved while simultaneously being sufficiently detached to perceive the problem afresh consistently. Ultimately, "Not all problems require the use of a Creative Problem Solving Process. In some cases, a CPS process would not be as useful as an existing routine or ready-made solution. This kind of solutions exist for persistent problems, and in cases where it is probably to use one, it is often much quicker and more practical” (Proctor, 2013). The process of problem-solving consists the change of a situation from its incorrect state to one in its correct state. Problem-solving essentially involves dealing with intellectual problems that are either solvable through the manipulation of symbols or mental means. In particular, it involves three principal methods. These include an evaluation of the perceptions of mathematicians, scientists, and other thinkers of their activities. They further include the subjecting of test problems to experiments and thinking aloud when solving problems and coming up with theoretical models explaining the approach taken in the problem-solving process. The problem-solving mechanisms essentially involve the development of a schema that is efficient and useful for finding solutions to a particular problem. Indeed, schemas are goal-oriented mechanisms whose objective is to solve a problem. This schema mechanism requires analogical thinking that allows for the utilization of the prior instances and mechanisms that constitute the schema. This form of thinking allows for an individual to model the problem-solving experience according to an existing template that is sourced from similar previous experiences. The need for the aspect of creative thinking in the problem-solving process, therefore, arises. The creative problem-solving process constitutes several "IDEAL" components. The first component is the identification of the problems and opportunities. In essence, the argument her is that individuals in the workplace should identify the potential problems in a particular situation and perceive these problems as opportunities for creative response. Treating problems as opportunities is an advantageous approach to strategic management as it can result in the establishment of strong competitive advantages. The second component, that of defining goals, is based on the acknowledgment that different goals typically mirror how different people in the workplace perceive and understand a problem. Indeed, these differences could, in some cases, lead to disagreements in the creative process and also in what the goals should be. For instance, some workmates could argue for one direction of business growth that might be in contrast to the direction preferred by others. Accordingly, this step of goal defining is a critical step in the problem-solving process. In reality, people typically move straight to the exploration of different strategies as the solutions to problems without considering the potential for different goals. In this context, the posed strategies might result in solutions for particular problems. However, making the choice on which particular strategy to use from the different proposed strategies also poses a difficult issue. Further, if there are no specific goals defined, the solution strategies that are proposed run the risk of not providing adequate answers to a problem. The problem-solving process also consists of the component of exploring the possible strategies. This step should, indeed, be undertaken after the definition of the goals as it involves the reevaluation of the goals. This component, in essence, is the consideration of the different proposed strategies or options that might be engaged in the achievement of set goals. In some cases, the relevant information regarding a particular problem might be easily considered without straining the capacity of the individual short-term memory. However, in the context of complex problems, such straightforward consideration becomes difficult. As such, problem solving should involve the tracking of relevant information through external representations such as writing down on paper rather than trying to retain all the information in their head. Such an approach allows people in the workplace to reason more freely about the problem in hand. Further, the process involves the anticipation of outcomes and taking action. This step follows the strategy selection where contingency plans are established and the selected strategy implemented. Usually, an active role in strategy testing is undertaken prior to the anticipation of the potential outcomes. Indeed, the creation and evaluation of prototypes often assist in anticipating the results of particular strategies. Problem-solving then finalizes by looking back and learning where one looks back at the effects of the chosen strategy with the aim of learning from the experience. Conclusively however, the attempt of problem-solving places emphasis on finding the first step instead of immediately trying to find a complete solution. Having attempted this first step and learning from the experience, individuals in the workplace can then proceed to the next steps. The steps to be taken will be informed by the information gleaned from this step. This knowledge will build on the current problem-solving knowledge the company making future decision making easier. The results of this analytical step will be important in the future as it would inform the decision of whether to employ the same strategy, whether to tweak it to make it more efficient or opt for another tactic with better results. Creative problem solvers have some similar characteristics, some of these characteristics are key to their value to any organization. Their primary weapon in their quest to solve organizational issues is their brain and the way it processes information. The amount of data being involved in coming up with issues are often numerous and disorganized; their perceptive mind should be trained to notice which of the information is relevant to the problem-solving process. Picking out and sorting the numerous pieces of information may, improve key to solving any issue as it improves understanding of the whole problem. The sorted pieces of information are then combined to build a bigger picture of the issue. Creative thinkers mind more than often can break down these pieces of information to make problem-solving easier by solving individual issues separately. A creative thinkers control over their cognitive functions, this is possibly due to their excellent control over their limbic system that handles information processing together with memory. Their brain is tuned to enable them process information quicker than most people. This quick thinking capability improves their core cognitive processes such as reasoning and visualization. Many theories have come up to try and understand the creative thinker's mind and how it works. Of these theories, the whole brain model comes closest to explaining how these people work. In this theory the brain is divided into four unconventional quadrants, these quadrants involve the two halves of the brain together with the two halves of the limbic system. The theory brings forth the idea that these quadrants are interconnected, and all of them have different thinking styles that can be said to be their core strengths. The top left quadrant (Quadrant A) is strong on mathematics, analytical thinking, technical work and general problem solving; it is one of the cerebral halves. The lower left quadrant (Quadrant B) is one of the limbic system halves that is strong on controlling, planning, conservation, and organization, thinkers who utilize this quadrant have strong administration skills. The lower right quadrant (Quadrant C), another of the limbic system halves is competent when it comes to emotional, spiritual, interpersonal and musical thinking. The top left quadrant (Quadrant D) the second of the cerebral halves has its strengths where imagination is concerned, thinkers who utilize this quadrant show good synthesizing, holistic and artistic thinking skills. One of the assumptions of the theory is that a there is always a dominance concept whenever there are any two things in a human body, one of them will naturally be more dominant than the other. Therefore, it assumed that the thinker will always show a bias towards one quadrant and this will be exhibited in their thinking styles. Using the whole brain model companies can be able to understand their creative thinkers better. Therefore, this will enable them to channel their strengths well and to come up with optimal teams that would allow for quicker problem-solving. Indeed, using the model, it is seen that it would be efficient to have Quadrant A thinkers used to solve complex issues, this would efficiently utilize their core strengths of analysis and problem-solving. In quadrant B the creative thinkers here are best used to address administrative matters such as planning and organization issues. Their thinking style makes them perceptive and profound thinkers, their excellent organizational skills make them efficient managers since they would know how best to utilize company resources. Quadrant C thinking is known to be innovative and inventive people, their artistic way of thinking would be best utilized to come up with new techniques. Most companies often employ these quick thinkers in their development departments where they can have enough space and resources to optimize on their artistic way of thinking and excellent conceptualization skills. These thinkers also tend to work well in the field as they are very practical. Quadrant C thinkers are very good communicators due to their strong presence and good interpersonal skills. They are very perceptive about anything that touches on emotions. These thinkers are said to be highly organized and are they are excellent leaders. As leaders, these thinkers are very charismatic and know how to motivate their workers, therefore, bringing out their best. They are ideal people when one considers streamlining organization structure due to their preference for order. Quadrant D thinkers are known to be very instinctual and are out-of-the-box thinkers. They are very calculative and action-oriented; they enjoy risk a lot but are good at solving issues that are open ended. Due to their wild nature, they enjoy experimenting and approaching issues from all angles to find a solution. Many theories have been tossed to try and explain the concept of the creative solving process. Of these theories, few come close to explaining what this process entails Graham Wallas' description of the process as a four stage process has been the closest. His description of the approach to problem-solving has broken down the process into Four steps The preparation stage: this step entails defining the problem and collecting all necessary information and setting up a framework or standard by which the solution's effectiveness and acceptability can be verified. The Incubation stage: Here the creative thinker looks at the general picture of the problem and takes his time to contemplate the matter and allow the mind to work on it. This process often takes weeks or months The Illumination stage: After careful analysis, the mind of a creative person generates ideas that act as a foundation for the creative response, though the idea may not come as a whole and can at times be in small pieces. Since idea generation is often a spur of the moment type of thing, this stage often takes a brief period. The final stage is that of Verification: this stage involves taking action and carrying out activities that show whether the idea satisfies the standards set out at the preparation stage. Indeed, regarding the above stages, the whole brain model, the stages of the creative problem-solving process can be assigned to sections of the brain. The first and final stages are ideal to be assigned to the thinkers in Quadrants A and B. Their proficiency in dealing with preparation and verification tasks makes them ideal people to deal with the two stages. The other two stages can be managed well by thinkers in the Quadrants CD as their core strengths are perfect for tasks that involve out-of-the-box thinking. Although this creative process being well explained by Wallas' theory and complimented well by the whole brain theory critics such as Weisberg, have poked holes in it arguing that the stages described have no basis. In any debate concerning creative thinking one that always arises is which between convergent and divergent thinking is responsible for creativity. A divergent thinker is always one who takes a broad approach at looking for solutions to problems that have no unique solutions. The different way of thinking involves generating many alternatives by bringing together some elements and combining them in different ways to solve the problem. This way of thinking exudes originality and a certain degree of fluency when it comes to thinking. Convergent thinkers, on the other hand, are known for sticking to prescribed ways of approaching problems. The uniqueness of a divergent thinker is what makes one consider them as creative as opposed to convergent thinkers. Convergent thinkers can be regarded as creative too since their process almost always uses prescribed steps generate unique solutions. Guilford argues that the two ways of thinking can be intermixed, in some cases divergent thinking can be applied to get to convergent solutions. In this respect, one can say that both modes of thinking could be credited for creativity. Researchers explain that the convergent way of thinking is often one that faces the challenge of selecting an appropriate problem-solving framework. Divergent thinking thought the process is often one that is broadened out making it difficult for the divergent to consider any constraints during problem-solving. Some critics although, argue that divergent way of thinking not a significant aspect when it comes to creativity thus continuing the debate. In their arguments, they say that it is possible to reach unique solutions without employing creative thinking. The creative thinking process has some conditions attached to it. The five described by Mary Henle in 1962 include; immersion, utilization of errors, detached devotion, seeing questions and receptivity. Receptivity involves attitude, Henle explains that creative thinkers need to have some level of concentration on the ideas that come up, this they do by disengaging one's self from other distracting engagements. Immersion involves utilizing one's knowledge when it comes up with ideas since creative thinking tends to work best where one has an awareness of the field in question. Knowledge to can act as a double-edged sword when it comes to creative thinking as it narrows one thinking by disregarding new ideas. The creative thinker also needs to see the whole picture and recognize the main question that needs to be tackled on one's way to getting creative answers. How a creative thinker utilizes the errors that may arise during that creative problem-solving process. A thinker's mind should be very receptive to the value of errors in coming up with good solutions. As much as they pose problems they are necessary for stimulating the mind to look for solutions. A creative thinker is always urged to have a detached devotion to the task ahead to prevent getting overexcited and shutting out other aspects of an issue thus preventing a person from coming up with efficient solutions. High levels of motivation like knowledge can narrow a creative mind's view of a subject. It is necessary that a thinker find a bit of detachment to ensure that they can be able to look back and take a better view of the issue to enable effective evaluation and examination. It is necessary that the critical thinker, in the end, recognizes that they do not necessarily need to rely on the creative approach to solving a problem. It is necessary that the thinkers keep in mind that some problems are routine and can be effectively solve using orthodox means of solving problems. It is, therefore, a condition that the creative thinker is aware of other problem-solving techniques and has a way of recognizing problems that require the creative problem-solving process to be applied. There is various creative debate has led to people asking about the creativity's origins. In 1991 Henry narrowed the debate to five schools of thoughts that aim to explain just that. These five include; Accident, cognitive, grace, personality, and association. The accident school of thought believes that accidental circumstances can be the cause of creative solutions. Advocates of this theory use the discovery of the smallpox vaccine which came about by accident at work. Grace, on the other hand, argues that creativity may be a gift from the divine. The feeling that ideas seem to come from nowhere at times almost seeming like magic. The association school of thought urges that the application of different procedures to different areas ended up being the origin of creativity as the different association becoming the foundation for creative ideas. The cognitive school of thought argues that creativity is a normal activity for humans and that the utilization of their cognitive processes such as reasoning, recognition, and understanding are the cause of creativity. They support their case by highlighting out that deep thinking for an extended period can bring about creativity. The most popular school of thought may perhaps be that creativity can be considered as a state of mind which can also be learned. Despite all the argument put forth to explain the origin of creativity, the concept remains abstract. Creativity remains key to human endeavors more so in the business world as it spells success when employed efficiently. Its value during problem-solving is what makes it integral to businesses prompting employers to treasure creative thinkers within their organizations. However, this being the case, companies are advised to tune their recruitment policy to help them acquire creative employees who would go on to assist the business. Businesses to would increase their chances at long-term success by setting up mechanisms to identify creative employees and train them accordingly to help make use of their rare and valuable skills. References Read More

In reality, people typically move straight to the exploration of different strategies as the solutions to problems without considering the potential for different goals. In this context, the posed strategies might result in solutions for particular problems. However, making the choice on which particular strategy to use from the different proposed strategies also poses a difficult issue. Further, if there are no specific goals defined, the solution strategies that are proposed run the risk of not providing adequate answers to a problem.

The problem-solving process also consists of the component of exploring the possible strategies. This step should, indeed, be undertaken after the definition of the goals as it involves the reevaluation of the goals. This component, in essence, is the consideration of the different proposed strategies or options that might be engaged in the achievement of set goals. In some cases, the relevant information regarding a particular problem might be easily considered without straining the capacity of the individual short-term memory.

However, in the context of complex problems, such straightforward consideration becomes difficult. As such, problem solving should involve the tracking of relevant information through external representations such as writing down on paper rather than trying to retain all the information in their head. Such an approach allows people in the workplace to reason more freely about the problem in hand. Further, the process involves the anticipation of outcomes and taking action. This step follows the strategy selection where contingency plans are established and the selected strategy implemented.

Usually, an active role in strategy testing is undertaken prior to the anticipation of the potential outcomes. Indeed, the creation and evaluation of prototypes often assist in anticipating the results of particular strategies. Problem-solving then finalizes by looking back and learning where one looks back at the effects of the chosen strategy with the aim of learning from the experience. Conclusively however, the attempt of problem-solving places emphasis on finding the first step instead of immediately trying to find a complete solution.

Having attempted this first step and learning from the experience, individuals in the workplace can then proceed to the next steps. The steps to be taken will be informed by the information gleaned from this step. This knowledge will build on the current problem-solving knowledge the company making future decision making easier. The results of this analytical step will be important in the future as it would inform the decision of whether to employ the same strategy, whether to tweak it to make it more efficient or opt for another tactic with better results.

Creative problem solvers have some similar characteristics, some of these characteristics are key to their value to any organization. Their primary weapon in their quest to solve organizational issues is their brain and the way it processes information. The amount of data being involved in coming up with issues are often numerous and disorganized; their perceptive mind should be trained to notice which of the information is relevant to the problem-solving process. Picking out and sorting the numerous pieces of information may, improve key to solving any issue as it improves understanding of the whole problem.

The sorted pieces of information are then combined to build a bigger picture of the issue. Creative thinkers mind more than often can break down these pieces of information to make problem-solving easier by solving individual issues separately. A creative thinkers control over their cognitive functions, this is possibly due to their excellent control over their limbic system that handles information processing together with memory. Their brain is tuned to enable them process information quicker than most people.

This quick thinking capability improves their core cognitive processes such as reasoning and visualization.

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