Business Creativity & Innovation

1
Theories of Creativity and the Creative
Problem Solving Process

August 13, 2018 Peter Considine 1

 Theories of Creativity and the Creative
Problem Solving Process
Creativity/Creative Thinking
1. Whole Brain model
2. Walla’s model of the creative process
3. Divergent and convergent thinking
4. Conditions of creative thinking
Creative Problem Solving
5. Theories of creative problem solving
6. Information processing
7. ‘IDEAL’ problem solving process
8. Creative Problem Solving

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 Creative Thinking

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 What is Creative Thinking?
• Not explained by IQ
• Enhanced creativity gives competitive edge
– So it’s NOT OPTIONAL!
– Creates a paradigm shift (new perspective)
• Look for ideas; Be curious; Research
• Use rules of inference
– B.I.G. Techniques (CPS)
• (Creative problem solving)

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 Types of Thinking
Reproductive
– Based on experience / successes
– Rigidity, unoriginal ideas
• ‘Mind set’ develops
• Productive
– Multi-perspective thinking
– Unconventional, unique ideas

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 Theories on Thinking
Neuro-physiological Functioning
1. Whole brain (Herriman 1990) thinking styles
– 4 quadrant model - right/left & upper/lower
– Left Hand Side: logical, ordered
– Right Hand Side: intuitive, feelings, visual, dreams, non-linear
2. Walla’s Model
– Preparation; Incubation; Illumination; Verification
3. Divergent thinking (Edward de Bono)
– Creative, broad search, fluency, originality
– Vertical: dig hole deeper in same place
– Lateral: dig hole in different place
4. Convergent thinking
– Criterion based, unique, focused solution sought

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 Whole Brain Model

Cerebral System
Analytical, In
n Imaginative, cu
it omathematical, ba
ara technical synthesising, artistic,tio
n
r ep problem solving holistic, conceptual
P

Ve Controlled, Interpersonal, ion

rif at
ica conservative, emotional, in
lu m
tio planned, organised, musical, I l
n
administrative spiritual
Limbic System
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 Walla’s Model of the Creative
Process

• Preparation (A)
• Incubation (D)
• Illumination (C)
• Verification (B)

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 Divergent and Convergent
Thinking

Divergent Convergent
Thinking Thinking
i.e. broad i.e. focus

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 Organisational Conditions for
Creative Thinking
• Characteristics
– Inventive (better than imitative)
– Radical / incremental
• Radical destroys skills if innovator is an outsider
• Incremental builds on existing skills
– 1st / last mover
• 1st mover breaks new ground; Copyright holder; Creates
buyer switching costs
• 2nd mover obtains advantage of market knowledge
• Late mover - adopts innovation because rival has it

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 Conditions of
Creative Thinking
• Receptivity
• Immersion
• Seeing questions
• Utilisation of errors
• Detached devotion

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 Creative Problem Solving

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 Cognitive Theories
• Memory
• Short term –bits – enables focus
• Long term – chunks – vast store –symbols/cues
• CPS aids efficient use of both & un-blocks
• How do we get ideas (Proctor p57)
• The Index Metaphor diagram
• What Problem Solving mechanisms are
there?
• I.D.E.A.L. (Bransford & Stein ’93 - Proctor p60)
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 The Index Problem
Metaphor
(Proctor
2005.pp62) Check
Index References

Yes
No No
Cross Find
‘Stuckness’ Reference? Solution?

Yes
CPS
Aids Solve
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 ‘I.D.E.A.L’
Problem Solving Process
• Identify problem or opportunity
• Define goal(s)
• Explore possible strategies
• Anticipate outcomes
• Look and learn

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 Routine Problem Solving
• Not all problems require the use of a CPS
process.
• In some cases a CPS process would not be as
useful as an existing routine or ready-made
solution.
• These kind of solutions generally exist for
recurring problems, and when it is possible to
use one, it is often much quicker and more
practical.

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 C.P.S. Skills
• Creative thinking (Proctor 2005)
– “Evidenced by ability to make connections &
associations between dissimilar subjects.”
• 4 C.P.S. (Creative Problem Solving) skills
– Fluency – produce many ideas
– Flexibility – produce a varied mix of ideas
– Elaboration – ability to add detail, depth,
perspectives
– Originality – uniqueness, novelty, newness,
innovativeness, (improvements on the existing)
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 Innovation

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 Theories of Innovation
• Deterministic theory
– Accidental who does it
– It will happen because conditions are ripe
• Individualistic theory
– Depends on the nature of the inventor
• Key is CREATIVITY – (it can be taught)
– Ability to reconfigure our thoughts
• See Proctor (2005) Ch 1, 2, & 3

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 Modes of Innovation
Could be - Incremental or Radical
– i.e. Minor or major changes
– Could fundamentally change established
practices
• Planned usually (i.e. deliberate)
• Improvement
• Fundamental in nature
– cause widespread repercussions
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 Sources of Innovation
• Research
– Applied results
• Invention
– Creation of something completely new
• Discovery
– Previously unknown (e.g. X-rays)
• Development
– Improvement to existing or original
• Problem-solving
– Necessity is mother of invention
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 Approaches / Images
• Constant innovation
– Proactive – image of constant innovation
• Technological leaders (e.G. Intel; Toy co’s.)
– Reactive – image of stability (but does innovate)
• E.G. Prudential, banks, rolls Royce
• Fast change is not always the best
– More radical = more risk
• Incremental must produce at a higher quality and lower cost
than rivals

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 Context of Innovation
• Conditions of a supporting environment
– Entrepreneurship
• new speculative business
– Mobility of labour
• Geographical, attitudinal, industrial, occupational
– Effective communication
– Democratic structure
• Views expressed without censure
– Market orientation
• Commercial outlook stretches the imagination

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 Aspects to Consider in Innovation
• Cost (including risks & opportunity costs)
• Complexity (simpler is adopted more easily)
• Visibility (inspection?? trials???)
• Divisibility (try one part first)
• Compatibility (values, beliefs, experiences,
material)
• Utility (benefit relative to price/cost)
• Collective action (individual infectiousness;
group purchasing)
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 Summary

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 Theories of Creativity -
Personality
• Creativity is a state of mind which can be learned
• Some people seem to have a facility for it while others do not,
but they can improve with practice
• Mental barriers to creativity have to be removed to allow
innate spontaneity to flourish
• Creative acts are not isolated acts of perception, they require
an emotional disposition too, for any new idea replaces and in
effect destroys the previous order
• It takes courage and persistence to brave the resistance that
any change seems to engender

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 How Creative are you?
• Try the following class exercises:
– Innovate or evaporate
– Assessing your creativity
– Are you a right or left side thinker

Further reading:
Proctor Ch. 3;
Cook, P (1998) p 61-71

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 Further Readings
• Proctor T. (2005). Creative Problem
Solving For Managers. Chapters 1 to 3
• Henry J. (2001) Creative Management –
(Kaufmann G - Chp4 Creativity & Problem
Solving)
• Katz R. (2003). Managing Creativity &
Innovation – Harvard Business Essentials.
HBS Press
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