By Tony Proctor

ISBN-10: 0415714028

ISBN-13: 9780415714020

Stimulating and constructing the inventive capability of all participants of a company (not simply these within the extra usually artistic capabilities reminiscent of layout or examine and improvement) is extensively visible as contributing to functionality and effects. This textbook introduces rules, talents and types to assist scholars knowing how artistic pondering can reduction problem-solving.

The most up-to-date version of this well-regarded ebook brings the tale modern while holding well known beneficial properties equivalent to case reports and case histories including broad diagrams, examples and thought-provoking questions. New to this variation are sections on considering kinds and kinds, creativity and its position in innovation, implementation, and software program aids to creativity.

This rounded textbook will remain a terrific source for quite a number classes and modules around the enterprise university curriculum together with problem-solving, strategic administration, creativity and innovation management.

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Extra info for Creative Problem Solving for Managers: Developing Skills for Decision Making and Innovation

Example text

Nor does the unexpected always result in total failure. The Swiss watch industry dominated world markets with its fine clockwork movements, elegant designs and ‘quality’ image for most of the twentieth century. Quality, elegance and accuracy are key features that people look for in a watch, and some people are prepared to pay very high prices in order to obtain what they want. Up until 1970 watches were powered by clockwork movements, and precision engineering dominated an industry where a key dimension of ‘quality’ reflected accuracy in time-keeping.

These models represent commonly held understandings that define the logic of a system and incorporate rule-like generalizations about what will and what will not work in a particular system. While rule- based mental models no doubt can aid problem solving, one should challenge the assumptions upon which they are predicated in the event they cease to provide pathways to solutions. Indeed, challenging assumptions is fundamental to creative thinking. Morecroft (1992) argues that strategy support tools are useful in terms of helping managers visualize strategy and its implications.

2001), for example, suggested that everyone in an organization can in theory make a contribution to problem-solving innovation. However, they go on to conclude that most organizations have been operating on beliefs, originating in the ‘scientific management’ approaches developed at the turn of the century, which see a split into ‘thinkers’ and ‘doers’ and which implicitly prevent this from happening. Creative activities such as the generation of new ideas and the turning of these ideas into useful application in practice occur as a result of an interaction between the person and the situation (Amabile, 1997; Scott and Bruce, 1994).

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Creative Problem Solving for Managers: Developing Skills for Decision Making and Innovation by Tony Proctor


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