Write 3 to 4 page paper from the attachment of the article for your source. rubric listed below . 1. Student provides a thorough and detailed analysis of his/her personal creative thinking profile, id

International Center for Studies in Creativity International Center for Studies in Creativity State University of New York, Buffalo State State University of New York, Buffalo State Purpose of Workshop Purpose of Workshop z To explore the role creative thinking plays in resolving complex problems z To identify individual preferences for the creative process and explore implications of these preferences z To introduce a small number of Creative Problem Solving principles and tools to enhance effectiveness in resolving complex problems Workshop Agenda Workshop Agenda z z Warming Warming - - up: What is creative thinking and up: What is creative thinking and creativity creativity z z FourSight FourSight : Feedback on Personal : Feedback on Personal Preferences within the Creative Process Preferences within the Creative Process z z Creative Problem Solving Tool Box Creative Problem Solving Tool Box • • Dynamic Balance Dynamic Balance • • Idea Generation Idea Generation • • Problem Clarification Problem Clarification • • Solution Development Solution Development Exploring the Nature of Creative Thinking & Creativity “To live is to have problems and to solve problems is to grow creatively” (1968, p. 12). “To live is to have problems and to solve problems is to grow creatively” (1968, p. 12). J. P. Guilford Former APA President Pioneering Creativity Researcher Qualities of Complex Social Problems Qualities of Complex Social Problems z z Ill Ill - - defined defined : No single solution path : No single solution path – – no right or no right or wrong answer wrong answer – – thus allowing the problem to be thus allowing the problem to be defined in a number of ways. defined in a number of ways. z z Novel Novel : Past experience and knowledge is not : Past experience and knowledge is not sufficient to resolve the present situation, adaptive sufficient to resolve the present situation, adaptive responses are needed for new or changing situations. responses are needed for new or changing situations. z z Ambiguous Ambiguous : Gaps in information and/or a : Gaps in information and/or a plethora of information of which only some is plethora of information of which only some is relevant. relevant. How do you solve complex problems? How do you solve complex problems? Fundamental Stages of the Creative Process Fundamental Stages of the Creative Process z z Clarifying the Problem Clarifying the Problem z z Generating Ideas Generating Ideas z z Developing Solutions Developing Solutions z z Implementing Plans Implementing Plans Creativity is... Creativity is... the ability to modify self-imposed constraints. Ackoff & Vergara (1988) Creativity is... Creativity is... production of novel and useful ideas. Workplace Basics Workplace Basics z The Foundation Knowing how to learn z Competence Reading, writing, and computation z Communication Listening and oral communication z Adaptability Creative thinking and problem solving z Personal Management Self esteem, goal setting, motivation, personal and career development z Group Effectiveness Interpersonal skills, negotiation, team work z Influence Organizational effectiveness and leadership Carnevale, A. P., Gainer, L. J., & Meltzer, A. S. Workplace basics. Person Process EnvironmentProduct (e.g., theories, solutions to problems, ideas, services, inventions,etc.) Creative Change (e.g., social change, personal change, innovation etc.) Interaction leads toAdoption leads to Creativity: A Systems View Creativity: A Systems View Puccio, Murdock, & Puccio, Murdock, & Mance Mance , 2003 , 2003 Person meets Process Person meets Process Breakthrough Thinking Process Person How do you approach complex problems? How do you approach complex problems? Fundamental Stages of the Creative Process Fundamental Stages of the Creative Process z z Clarifying the Problem Clarifying the Problem z z Generating Ideas Generating Ideas z z Developing Solutions Developing Solutions z z Implementing Plans Implementing Plans Preference vs.

Ability Preference vs.

Ability FourSight Preferences FourSight Preferences Clarifier IdeatorDeveloper Implementer 5 10 15 20 25 30 35 40 45 Clarifier Ideator Developer Implementer Charting Peak Preferences Charting Peak Preferences Charting Peak Preferences peak preferences Sample Charts Sample Charts 5 10 15 20 25 30 35 40 45 Clarifier Ideator Developer Implementer 5 10 15 20 25 30 35 40 45 Clarifier Ideator Developer Implementer 5 10 15 20 25 30 35 40 45 Clarifier Ideator Developer Implementer 5 10 15 20 25 30 35 40 45 Clarifier Ideator Developer Implementer Clarifier Clarifier z z Likes to spend time clarifying the problem Likes to spend time clarifying the problem z z Doesn Doesn ’ ’ t like to move too quickly to a solution t like to move too quickly to a solution z z Wants to be sure the right problem is addressed Wants to be sure the right problem is addressed z z Gathers information to Gathers information to understand the situation understand the situation z z Likes to look at the details Likes to look at the details z z May May analyze to the extreme analyze to the extreme and not move forward and not move forward Clarifier qualities Clarifier qualities z z Clarifiers are... Focused, methodical, orderly, Clarifiers are... Focused, methodical, orderly, deliberate, serious, organized deliberate, serious, organized z z Clarifiers need... Order, the facts, an Clarifiers need... Order, the facts, an understanding of history, access to understanding of history, access to information, to be able to ask questions information, to be able to ask questions z z Clarifiers annoy others by... Asking too many Clarifiers annoy others by... Asking too many questions, pointing out obstacles, identifying questions, pointing out obstacles, identifying areas that aren areas that aren ’ ’ t well thought out, overloading t well thought out, overloading people with information, being too realistic people with information, being too realistic Ideator Ideator z z Likes to look at the big picture Likes to look at the big picture z z Enjoys toying with ideas and possibilities Enjoys toying with ideas and possibilities z z Likes to stretch his or her imagination Likes to stretch his or her imagination z z Sometimes takes a more intuitive Sometimes takes a more intuitive approach to problem solving approach to problem solving z z Enjoys thinking in more Enjoys thinking in more global and abstract terms global and abstract terms z z May May overlook the details. overlook the details. Ideator qualities Ideator qualities z z Ideators are... Playful, imaginative, social, Ideators are... Playful, imaginative, social, adaptable, flexible, adventurous, independent adaptable, flexible, adventurous, independent z z Ideators need... Room to be playful, constant Ideators need... Room to be playful, constant stimulation, variety and change, the big picture stimulation, variety and change, the big picture z z Ideators annoy others by... Drawing attention to Ideators annoy others by... Drawing attention to themselves, being impatient when others don themselves, being impatient when others don ’ ’ t get t get their ideas, offering ideas that are off their ideas, offering ideas that are off - - the the - - wall, wall, being too abstract, not being able to stick to one being too abstract, not being able to stick to one idea idea Developer Developer z z Enjoys putting together workable solutions Enjoys putting together workable solutions z z Enjoys thinking about and planning Enjoys thinking about and planning the steps to implement an idea the steps to implement an idea z z Enjoys analyzing and Enjoys analyzing and comparing potential solutions comparing potential solutions z z Likes to examine the pluses Likes to examine the pluses and minuses of an idea and minuses of an idea z z May May get stuck in developing get stuck in developing the perfect solution the perfect solution Developer qualities Developer qualities z z Developers are... Reflective, cautious, Developers are... Reflective, cautious, pragmatic, structured, planning pragmatic, structured, planning - - oriented oriented z z Developers need... Time to consider the Developers need... Time to consider the options, time to evaluate, time to develop their options, time to evaluate, time to develop their ideas ideas z z Developers annoy others by... Being too nit Developers annoy others by... Being too nit picky, finding flaws in others picky, finding flaws in others ’ ’ ideas, ideas, spontaneously seeing the shortcomings in an spontaneously seeing the shortcomings in an idea, getting locked into one approach idea, getting locked into one approach Implementer Implementer z z Likes to see things happen Likes to see things happen z z Enjoys giving structure to ideas so Enjoys giving structure to ideas so they can become a reality they can become a reality z z Enjoys seeing ideas come to fruition Enjoys seeing ideas come to fruition z z Likes to focus on ideas and Likes to focus on ideas and solutions they feel are workable solutions they feel are workable z z Likes the Likes the ‘ ‘ Nike Nike ’ ’ approach to approach to problem solving (i.e. problem solving (i.e.

“ “ Just do it Just do it ” ” ) ) z z May May leap to action too quickly leap to action too quickly Implementer qualities Implementer qualities z z Implementers are... Persistent, decisive, Implementers are... Persistent, decisive, determined, assertive, action oriented determined, assertive, action oriented z z Implementers need to... Feel that others are Implementers need to... Feel that others are moving just as quickly, have control, receive moving just as quickly, have control, receive timely responses to their ideas timely responses to their ideas z z Implementers annoy others by... Being too Implementers annoy others by... Being too pushy, expressing their frustration readily pushy, expressing their frustration readily when others do not move as quickly as they do, when others do not move as quickly as they do, overselling their ideas overselling their ideas Combinations Combinations 5 10 15 20 25 30 35 40 45 Clarifier Ideator Developer Implementer 5 10 15 20 25 30 35 40 45 Clarifier Ideator Developer Implementer 5 10 15 20 25 30 35 40 45 Clarifier Ideator Developer Implementer 5 10 15 20 25 30 35 40 45 Clarifier Ideator Developer Implementer 1-way 2-way 3-way 4-way 2-way Styles 2-way Styles “Early Bird” “Theorist” “Analyst” “Accelerator”“Driver” “Finisher” 3 and 4 way Styles 3 and 4 way Styles “Hare” “Realist” “Idea Broker” “Optimist” “Integrator” Group Chart Group Chart -6 -4 -20 2 4 6 8 Clarifier Ideator Developer Implementer Peak Preference Low Preference Team members = 42 Integrators = 4 4-Power Innovation 4-Power Innovation Clarify Pinpoint the problem to solve Ideate Come up with new ideas Develop Refine ideas into strong solutions Implement Put the plan into action When You Clarify When You Clarify Be conscious to... Be conscious to... z z Look at the situation from all angles Look at the situation from all angles z z Make sure you understand the Make sure you understand the background information background information z z Identify the key data Identify the key data z z Find out what else you need to know Find out what else you need to know z z Isolate obstacles that stand in your way Isolate obstacles that stand in your way z z Know what is and is not relevant Know what is and is not relevant When You Ideate When You Ideate Be conscious to... Be conscious to... z z List lots of ideas List lots of ideas z z Be playful Be playful z z Look at the problem from a new angle Look at the problem from a new angle z z Use brainstorming to come up with Use brainstorming to come up with many diverse ideas many diverse ideas z z Use random associations to think Use random associations to think outside of the box outside of the box When You Develop When You Develop Be conscious to... Be conscious to... z z Say what you like about the idea Say what you like about the idea z z Raise your concerns, phrased as questions Raise your concerns, phrased as questions that invite solutions (i.e. How might that invite solutions (i.e. How might … … ) ) z z Use success criteria to rate competing solutions Use success criteria to rate competing solutions z z Modify solutions to better meet success criteria Modify solutions to better meet success criteria z z Identify sources that may assist and resist implementation Identify sources that may assist and resist implementation z z With these in mind, create an action plan that With these in mind, create an action plan that details who does what by when details who does what by when When You Implement When You Implement Be conscious to... Be conscious to... z z Get into action, realizing that you Get into action, realizing that you will learn as you go will learn as you go z z “ “ Test fast. Fail fast. Adjust fast. Test fast. Fail fast. Adjust fast.

” ” z z Ask what Ask what ’ ’ s working well? What should we do s working well? What should we do differently? What have we learned? differently? What have we learned? z z Monitor progress and be prepared to cycle back to Monitor progress and be prepared to cycle back to other phases other phases Creative Process Creative Process Dynamic Balance: The Core to the CPS ProcessDynamic Balance: The Core to the CPS Process Area of DiscoveryArea of Discovery Area of Familiarity D iv erge D iver g e Co n ver g e C o nver g e Divergent Thinking Guidelines z z Defer Judgment Defer Judgment z z Go for Quantity Go for Quantity z z Make Connections Make Connections z z Seek Novelty Seek Novelty Convergent Thinking Guidelines z z Use Affirmative Judgment Use Affirmative Judgment z z Consider Novelty Consider Novelty z z Check Your Objectives Check Your Objectives z z Be Deliberate Be Deliberate (Based on Isaksen, Dorval, & Treffinger, 1994) Sample Problem Statements z z Can we improve our Can we improve our performance? performance? z z How to develop a new How to develop a new product that we can product that we can get to the market get to the market quickly and costs less quickly and costs less to produce than our to produce than our last venture? last venture? z z In what ways might In what ways might we enhance our team we enhance our team ’ ’ s s performance? performance? z z What might be some What might be some new product ideas for new product ideas for our company? our company? Before Before After After Statement Starters for Clarying the Problem z z How to...? (H2) How to...? (H2) z z How might...? (HM) How might...? (HM) z z In what ways might...? (IWWM) In what ways might...? (IWWM) z z What might...? (WM) What might...? (WM) Web of Abstraction Original statement Original statement Why?

How?

Why Else?Why Else?

How Else?How Else? Figure 7.2 Personal Example of Web of AbstractionFigure 7.2 Personal Example of Web of Abstraction Vision or Desired Outcome Wouldn’t it be nice if I were promoted full professor. I need more publications How to publish more? I need to make more money How might I make more money? I want to be better known How to enhance my reputation? I want to feel good about my career How might feel content about my career? I’m concerned about my retirement How to ensure a good retirement income? I want more people to want my work How create products that have mass appeal? No time What might I do to find more time to write? I need references How to secure letters of support? I want to be satisfied How to achieve self-satisfaction? I need to network more In what ways might I participate in more conferences? I would like my ideas to live on In what ways might I leave a legacy? My CV must be full and complete How to keep CV up-to-date? I’m not organized What system might I use to stay organized? Research is expensive How might I acquire grant funds for my research? W hy ? Wh a t ’ s st o pp ing m e? Why else? Why?

Wy?Why else? Why?

Why else? Wy?

Why else?

What’s stopping you?What’s else is stopping you?

What’s else is stopping you?

What’s stopping you? What’s stopping you?

What’s stopping you? What’s else is stopping you? PPCo 1. Plusses 1. Plusses • • Strengths, Good Points, Positives, Pluses Strengths, Good Points, Positives, Pluses 2. Potentials 2. Potentials • • Future Spin Future Spin - - offs, Possibilities, Novel Aspects offs, Possibilities, Novel Aspects • • What if thinking What if thinking 3. Concerns 3. Concerns • • Weaknesses, Trouble Spots, Minuses Weaknesses, Trouble Spots, Minuses • • Phrased in "How to..." Statements Phrased in "How to..." Statements 4. Overcome Concerns Through Brainstorming 4. Overcome Concerns Through Brainstorming • • Generate Ideas to Overcome Main Concerns Generate Ideas to Overcome Main Concerns (Miller, Vehar & Firestien, 2001) Taking It Home Taking It Home z z Interesting Interesting z z Intriguing Intriguing z z Useful Useful z z Professional Professional Applications Applications z z Personal Personal Applications Applications z z Other Uses Other Uses Thank You & Good Luck!! Thank You & Good Luck!! Puccio Puccio , G. J., Murdock, M. C., & , G. J., Murdock, M. C., & Mance Mance , M. (in , M. (in press) press) Creative Leadership: Skills that Drive Creative Leadership: Skills that Drive Change. Change. San Diego, CA: Sage. San Diego, CA: Sage.

www. www.

buffalostate buffalostate . .

edu edu /centers/creativity /centers/creativity