FINDING PROBLEM

Problem cannot be solved by thinking within the framework

in which the problem were created.
[Albert Einstein]
Creativity is less about solving problems than about finding them.
What could be more absurd? Why spend time looking for problem? Arent there enough aready?
Well: sometimes, part of the problem is the way we are looking at it, and part of our task is to
reformulate the problem itself.
What is problem?
Faced with such a question, most people would probably suggest these answers:
-

Something that must be solved (removed/ minimized/ ignored)

Something that cannot be solved (removed etc)
Something we are set
An obstacle
Something that causes pain or stress
Something wed rather not have

Thinking further, they might add:

-

Something that can be solved

Something we set ourselves
A challenge
Something that gives us the opportunity to do better
A catalyst

We seem to have two broad definitions of problems. What are the differences between them?

PRESENTED PROBLEMS AND CONSTRUCTED PROBLEMS

Presented problems are those which come to us, or are given to us, or happen to us
Problems are present to us by the outside world
[J R Hayes]

Examples would include:

-

A piece of machinery breaking down.

A target set us by somebody else
Being stuck in traffic jam
A sudden shift in interest rates

The defining feature of a presented problem is a discernible gap between initial conditions and
goal conditions. We know that something is wrong; we know what is wrong; we will know when
it has been put right; and we may or may not know, more or less how to put it right.
Constructed problems, by contrast, are problem that we make for ourselves. There may not be
anything.
Specifically wrong: but we are interested in the possibility of improvement, or change or doing
something different. Examples would include:
-

Gaining a qualification
Improving a new product
Increasing market share
Improving an existing procedure or service
Working out a long-term strategy

A problem is a chance for you to do your best.

[Duke Ellingvision]

The defining feature of a constructed problem is the created gap between current
conditions and a potential future. There may not even have been a problem until we constructed
it. We literally make a problem for ourselves.
Presented problem arise out of a tension between what is and what ought to be.
Constructed problems include a tension between what is and what might be.
We experience the first kind of tension as emotional tension. It is like the tension between
two jammed machine parts: a stress that threatens to cause damage. It is unwelcome, unpleasant
and exhausting. It can be relieved in only to ways: by applying pressure: or by separation. We
can seek to overcome the problem, or avoid it fight or flight.
We experience the second kind of tension as creative tension. It is like the tension in a
taut rubber band, stretched between current reality and our of the energizing and provokes
movement.
People dont resist change. They resist being changed
[Quoted by Peter Senge]

HOW TO

The first step in tackling a problem creatively is to transform it into a constructed

problem.

The easiest way to do this is to cast it as a how to statement.

-

A piece of machinery breaking down:

How to repair the machinery
A target set by somebody else:
How to meet the target
How to immediately suggests possible courses of action: I might. . . .we have taken

ownership of the problem and converted it into a task, a challenge, an opportunity.

We are now in a position to explore the potential of the constructed problem. Each
How to how to itself suggests new how tos:
-

Being stuck in a traffic jam

How to get out of the jam
How to stop becoming enraged
How to use the time productively
Howto reorganize my schedule

A sudden shift interest of rates:

How to counter the effects of new interest rates on our trading
How to use the new interest to our advantage
How to make our products more competitive abroad
How to improve our profile abroad.

Types of a problem
-

Presented Problems
Constructed problems
Problems are presented to us by the outside world.
J. R. Heyes.
Presented Problems

Presented problems are those which come to us, or a given to us, or happen to us.
Examples would include:
A piece of machinery breaking down
A target set us by somebody else

Being stuck in a traffic jam

A sudden shift in interest rates
The defining feature of a presented problem is a discernible gap between initial

conditions and goal conditions.

We know that something is wrong we know what is wrong we will know when it has
been put right and we may or may not know, more or less, how to put it right

Constructed Problems

A problems is a chance for you to do your best.

Duke Ellington.

Problems that we make for ourselves.

They may not be anything specifically wrong but we are interested in the possibility of

improvement, or change, or doing something different.

Examples would include:
Gaining a qualification
Improving our performance
Innovating a new product
Increasing market share
Improving an existing procedure or service
Working out a ling-term strategy.
The defining feature of a constructed problem is the created gap between current

conditions and a potential future.

They may not be even have been a problem until we constructed it.
We literally make a problem for ourselves.
We experience the first kind of tension as emotional tension.
It is like the tension between two jammed machine parts a stress that threatens to cause

damage.
It is unwelcome, unpleasant and exhausting.
It can be relieved in only two ways by applying pressure or by separation.
We experience the second kind of tension as creative tension.
It is like the tension in a taut rubber band, stretched between current reality and our vision

of the future.
It is potential energy; it is exciting and energizing, and provokes movement.

Creative Problem Solving (CPS)

Creative problem solving isn't just brainstorming, although that's what many people may
associate it with. It's actually a well-defined process that can help you from problem definition to
implementing solutions, according to Jeffrey Baumgartner.
Creative ideas do not suddenly appear in peoples minds for no apparent reason. Rather, they are
the result of trying to solve a specific problem or to achieve a particular goal. Albert Einsteins
theories of relativity were not sudden inspirations. Rather they were the result of a huge amount
of mental problem solving trying to close a discrepancy between the laws of physics and the laws
of electromagnetism as they were understood at the time.
Albert Einstein, Leonardo da Vinci, Thomas Edison and other creative geniuses have always
worked in the same way. They do not wait for creative ideas to strike them. Rather they focus on
trying to solve a clearly stated, at least in their minds, problem.
This approach has been formalized as Creative Problem Solving (CPS). CPS is a simple process
that involves breaking down a problem to understand it, generating ideas to solve the problem
and evaluating those ideas to find the most effective solutions. Highly creative people tend to
follow this process in their heads, without thinking about it. Less naturally creative people
simply have to learn to use this very simple process.
Creative Problem Solving (CPS) is a key idea generation technique. Currently, though better
service quality is important, it is not enough on its own. Without combining it with innovation
and creativity, one cannot expect to achieve lasting success at the international level.

Definition of creative problem solving (CPS)

In simple words, Creative Problem Solving may be defined as a problem solving technique that
addresses a challenge or problem in a creative manner. The solution is creative because it is not

obvious. To meet the criteria for solving a problem in a creative manner, the solution should
resolve the declared problem in an original manner with the solution being reached
independently. This idea generation strategy usually incorporates a team approach. This is owing
to the fact that people inside the workplace are allowed to engage in the process of change in
their search for creative solutions.
Coming to the more specific use of the term, Creative Problem Solving refers to the trademark
Osborn-Parnes (CPS) process of creatively solving problems. The process was crafted by Dr.
Sidney J. Parnes and Alex Osborn in the 1950s. The difference between this process and other
CPS strategies is that there is utilization of both convergent and divergent thinking in the course
of each process step, and not only when coming up with ideas to fix the problem. Each step starts
with divergent thinking, an extensive search for multiple alternatives. After this comes
convergent thinking that involves evaluating and selecting. This strategy is taught at the Creative
Problem Solving Institute, the International Center for Studies in Creativity, and the CREA
conference. It is particularly recognized as an important influence on the Productive Thinking
Model.

Stages and models of creative problem solving (CPS)

There are six stages in the Osborn-Parnes process of creative-problem solving. Here, the six
stages are described with two examples of questions for some of the stages, to stimulate your
thinking.
1. Objective Finding

Pinpointing the challenge or goal and delineating your preferred output is the basis of the CPS
strategy. At times, people pay no heed to certain essential aspects about the problem or take
something for granted to solve it rapidly. This causes an obscurement of the thought process, and
the person fails to take note of the big picture. Delineating the goal or objective provides a lucid
idea pertaining to the problem that facilitates the investigation of various possible solutions to it.

Questions: What bottlenecks or barriers exist? What is it that you wish to be better organized?
2. Fact finding

Collecting information pertaining to the problem and associated data is essential for
comprehending the problem. At this stage, make a list of key details such as what and who is
involved, assumptions and perceptions, viewpoints of interested parties, feelings and facts, and
so on so that you may begin the process of crafting ideas.
Questions: Who should be or is already involved? Why doesnt/does it happen?
3. Problem finding

Using the problem objective and gathered data as a basis, determine possible challenges that may
come about and the possible opportunities that are present inside of it. This would assist you with
concentrating on the problem. It is so simple to move your attention away from the aim and to
come up with answers to the incorrect problems.
Questions: What is the actual problem? What is the key objective?
4. Idea Finding

Reusing a solution when we come across a problem that we possibly encountered before, is a
very easy process. Our mind detects conceptual blocks that comprise hurdles such as
commitment, complacency, compression, and constancy. These hinder us from thinking
creatively and developing fresh concepts or ideas. Thus, it is essential to investigate, brainstorm
and determine as many probable solutions as you can.
5. Solution Finding

After youve done with coming up with new ideas and noting down probable solutions in list
fashion, assess them to determine whether they meet your specification for success and can be

executed. Improvise, reinforce and select the best idea. Make sure that the solutions are not only
creative, but also useful. At times, will power is the sole solution.
Questions: Will it work? Are the technology and materials available?
6. Acceptance finding

You have selected the best probable solution that is both actionable and satisfies the requirements
for success. The next thing to do is to plan your steps for action by lucidly describing
responsibilities and determining the best method to utilize the available resources. The calls for
action that you put out should be comprehended by all associated with the problem solving
process so that it becomes an accepted solution.

OF

FF

PF

IF

SF

AF

Objective

Fact

Problem

Idea

Solution

Acceptance

Finding

Finding

Finding

Finding

Finding

Finding

Identify Goal,

Gather Data

Clarify the

Generate

Select &

Plan for

Problem

Ideas

Strengthen

Action

Wish,
Challenge

Solutions

What is the

What's the

What is the

What are all

How can you

What are all

goal, wish, or

situation or

problem that

the possible

strengthen the

the action

background? really needs to

solutions for

solution?

steps that need

upon which

What are all

be focuses

how to solve

WHow can

to take place

you want to

the facts,

on? What is

the problem?

you select the

in order to

work?

questions,

the concern

solutions to

implement

challenge

data, feelings

that really

know which

that are

needs to be

one will work

involved

addressed?

best?

your solution?

Figure 1: The Osborne-Parnes Creative Problem Solving Process

Notes from the CPSI 1998 brochure.
(Models of creative problem solving)
Some suggestions for activities at the various stages:
OF - Use this checklist of questions prepared by Parnes in 1981 to prod your thinking:

What would would you like to get out of life?

What are your goals, as yet unfilled?

What would you like to accomplish, to achieve?

What would you like to have?

What would you like to do?

What would you like to do better?

What would you like to happen?

In what ways are you inefficient?

What would would you like to organise in a better way?

What ideas would you like to get going?

What relationship would you like to improve?

What would you like to get others to do?

What takes too long?

What is wasted?

What barriers or bottlenecks exist?

What wdo you wish you had more time for?

What do you wish you had more money for?

What makes you angry, tense or anxious?

What do you complain about?

FF - Use Who, What, When, Where, Why and How questions

Who is or should be involved?

What is or is not happening?

When does this or should this happen?

Where does or doesnt this occur?

Why does it or doesnt it happen?

How does it or doesn't it occur?

...and so on

PF - Listing alternative definitions of the problem

One principle of creative problem solving is that the definition of a problem will determine th
enature of the solutions. In this step it helps to begin each statement with "In what ways might
we (or I)...." (IWWMW).

What is the real problem?

What is the main objective?

What do you really want to accomplish?

Whay do I want to do this?

IF - The divergent-thinking, brainstorming stage. This is where a variety of idea-generation

("creativity") techniques can be use. Ideas are freely proposed without criticism or evaluation, for
each of the problem definitions accepted in the second stage.
SF - Three related steps:
1. Criteria for evaluation listed
2. The ideas are evaluated (evaluation matrix is useful)
3. One or more of the best ideas are selected

Criteria might include:

Will it work?

Is it legal?

Are the materials and technology available?

Are the costs acceptable?

Will the public accept it?

Will higher-level administrators accept it?

AF - ways to get the ideas into action.This may involved creating an action plan, which is a plan
containing specific step to be taken and a timetable for taking them.

REFERENCE

BOOKS:
Alan Barker,: Creativity for managers, Pelanduk publications, 2003

INTERNET:
http://www.cleverism.com/what-is-creative-problem-solving/
http://members.optusnet.com.au/charles57/Creative/Brain/cps.htm
http://www.innovationmanagement.se/imtool-articles/the-basics-of-creative-problem-solvingcps/
http://www.creativeeducationfoundation.org/creative-problem-solving/