Creative Problem Solving : Constructive Culture

I write a monthly blog for our staff newsletter and I’d like share this month’s musings on creative problem solving. Using a sound methodology embedded in your daily activities to solve problems or to explore opportunities will support the development of a constructive culture. The methodology needs to support desirable, collaborative behaviours such as ensuring everyone can contribute, taking time to define the problem, and prompting many and varied potential solutions or options without grasping the first one that comes to mind.

We’ve been utilising the Problem Solving Circles (PSC) that Human Synergistics promote.  Norman R.F. Maier's research showed that when a group faced a problem, the natural tendency of those involved was to start proposing possible solutions as soon as they began to discuss the problem. As a result, the problem was frequently never truly defined. He also found that group interactions tended to focus too early on the merits and problems of the proposed solutions. If you don't define the problem and people advocate for their own ideas, broader, more creative solutions never come to light. Maier's recommendation to enhance group problem solving? Do not propose solutions until the problem has been discussed as thoroughly as possible. An agreed, defined problem is crucial. The PSC provide a structure to support this way of interacting.

At UC, our HR Advisors offer PSC workshops, developed in-house by my colleagues Karen Grant and Rachel Dillon, for groups of staff to work through a real, workplace issue. In addition we’ve created a simple online “Ideation and Innovation” Toolset for staff. This contains information on how to use tools such as variations of brainstorming (to ensure we Introverts get a say!) and analysis tools such as the Ishikawa root/cause analysis.

We are also looking more into Design Thinking. Design thinking solutions are desirable from a human point of view but also technologically feasible and economically viable. It is not a methodology for every problem but in the right situations, it is very powerful. Attending the d.school at Stanford University is a pretty desirable option but probably isn’t a feasible or viable proposition! The great news is – you can study Design Thinking here at the University of Canterbury. This can be taken as a one-off paper, part of the Postgraduate Certificate in Strategic Leadership or within the MBA.

I’ve just completed this paper myself and (apart from thoroughly enjoying myself) I learnt about the theory behind the Design Thinking methodology, when it is appropriate to use it, and how to practically apply it.  (Team photo: Tony Gallagher (photographer), Sheena Diviney, Mauricio Lee Martins).

Ngā mihi nui, Karen