CREATIVE PROBLEM

SOLVING
A Framework To Generate Change

L. Davis

Spring 2005

Processes for Creative Problem

Solving (CPS) The Framework
1.
2.

Understanding of problems
Idea Generation

Mess Finding
z

z
z

Data Finding
Problem Finding
z

3.

Planning Effective Action

Solution possibilities statements

Solution Finding
z

4.

Identifying promising
possibilities-Problem
statements

Idea Finding
z

Idea Evaluation

Problem Sensitivity

Developing Evaluative Criteria

Applying Criteria

Acceptance Finding
z
z

Possible Actions
Implementing Plan of Action

CPS Vital Conditions

z Requires

commitment of group members

z Requires

ownership of the problem

z Requires

authentic influence to impact

the problem
z Requires time investment of members

Group Members - Commitment

z

Demonstrate interest/investment in problem (task/ topic)

Understand autonomy of group to influence the outcome

Demonstrate willingness to be imaginative (new thinking) in

generating ideas and criteria for evaluation

Seek high quality options for consideration

Anticipate successful outcome

Design effective evaluative criteria

Design effective action plan(s)

CPS A Dynamic Balance

z

Divergent Thinkingz

z
z
z
z
z
z
z
z
z
z

Generating

Brainstorming/writing/affinity diagram
Deferred judgment/ Histogram
Strive for quality as well as quantity
Diversity
Varied perspectives/experiences/
Imaginative
Novel
Synthesis/ Pareto Chart
Fluency, flexibility, originality, and
elaboration
SCAMPER extend ideas

Convergent Thinkingz

z
z
z
z
z
z
z
z
z
z
z
z

Focusing

Combining/
Affirmative judgment/ Pareto Chart
Evaluating/ Flow chart
Contemplating/ Check Sheet
Selective focus/ Cause & Effect fishbone
Formulating/Refining/ Nominal Group
Technique
Criteria Development/ Matrix Diagram,
Analyzing/ Force field analysis
Consider novel and complex options/
Prioritization Matrices
Action oriented
Planning for implementation
SCAMPER-refine ideas inside the box

SCAMPER- A Tool
z Substitute
z Combine
z Adapt
z Modify,

Magnify, Minimize
z Put to other uses
z Eliminate
z Reverse

CPS Components and Stages of the

Processes
z Mess

Finding
z Data Finding
z Problem Finding
z Idea Finding
z Solution Finding
z Acceptance Finding

Understanding the Problem

Mess-Finding
z

Diverging
z

Seeking opportunities
for problem solving
Problem sensitivity
z

Converging

Awareness of need to
change/progress

Establishing broad
general direction for
identifying problem
solving tasks
Systematic efforts for
responding to tasks

Understanding the Problem cont.

z

Data Finding
z

Examining many details

looking at the problem
from multiple views.
Background. Who is
involved? Procedures?

Determining the most

important data to guide
problem development
and analysis. Select
data that provides deep
insight into task.

Diverging

Converging

Understanding the Problem cont.

z

Problem Finding
z

Considering many
possible problem
statements (In what
ways might we..)

Constructing or selecting
a specific problem
statement(s) that can
benefit from continued
input and development.

Diverging

Converging

Generating Ideas
z

Idea Finding
z

Producing many, varied,

and unusual ideas in
response to the problem
statement.

Identifying promising
possibilities, options, or
alternatives having
unique, intriguing and
interesting potential.
Select, combine, and
refine ideas that could
solve the problem if
implemented.

Diverging

Converging

Planning for Action

z

Solution Finding
z

Diverging

Converging

Developing criteria for

analyzing and refining
promising possibilities.
(Advantages, limitations,
musts, and wants).
Select criteria for matrix
and applying them to
select, strengthen, and
support promising
solutions.

Planning for Action cont

z

Acceptance Finding
z

Diverging

Consider possible sources of

assistance, resistance, and
acceptance actions for
implementation.
z Generate solutions for
overcoming concerns and to
make actions happen.
z

Converging

Formulate and Refine a

specific plan of action.
z Best idea(s). Who can help?
What is action timeline?
Resources?

Evaluation Matrix Criteria by which to judge ideas

Scale
5=Best
4=
3=Mid
2=
1= Least
Solution Ideas
1.

2.

3.

4.
5.

Criteria
Will this bring
about desired
improvement?

Is this financially
feasible?

What are the

lasting effects?

Potential for
sustained
success?

TOTAL Ranking of
each solution.

References
z

Isaksen, S. G. (1998). Managing Creative

Problem Solving Groups. Buffalo, NY:
Creative Problem Solving Group-Buffalo.
Isaksen, S.G., Dorva, K.B., & Treffinger, D.J.
(1998). Toolbox for creative problem solving:
Basic tools and resources. Buffalo, NY:
Creative Problem Solving Group-Buffalo.
Treffinger, D.J. & Isaksen, S.G. (1992).
Creative problem solving: An introduction.
Sarasota, FL: Center for Creative Learning.