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Managing Problems Creatively

Creativity, Innovation and Change -- Book 2

The Open University

Publisher: The Open University, 2000 , 130 pages

ISBN: 0-7492-9505-8

Keywords: Creativity, MBA

Synopsis:

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Table of Contents:

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  • Block 2 Aims and Resources
    • Aims
    • Resources
  • Chapter 1 Introduction
    • 1.1 Getting Oriented
    • 1.2 Planning Your Study of Block 2
      • Phase 1 Basic orientation to the block
      • Phase 2 Begin thinking ahead about your practical activities for the block
      • Phase 3 Practical training
      • Phase 4 Developing the theoretical base
      • Phase 5 Doing the practical work
      • Phase 6 Later revision
    • 1.3 Further Reading
  • Chapter 2 Problems and Challenges
    • 2.1 Problems, Opportunities, Challenges, Concerns, Difficulties …
    • 2.2 Problem Hierarchies
    • 2.3 Re-Patterning Existing Knowledge
    • 2.4 Identifying Challenges
    • 2.5 We Create Our Own Challenges
    • 2.6 Problem Detection
    • 2.7 Unpacking Challenges
    • 2.8 Challenges have Frames
    • 2.9 Continuous ‘Conversations’ with the Environment
    • 2.10 Review
  • Chapter 3 Using Methods and Techniques
    • 3.1 Some Basic Definitions
    • 3.2 Choosing Techniques and Methods
      • The personal in techniques choice
      • Objective aspects of choice
      • A more conceptual approach
      • The four types of decoy method
    • 3.3 Is a Technique a Map, a Score or an ad hoc practice?
      • A technological view: 'methods' as 'route maps'
      • A performance view: techniques as 'open scores'
      • A pragmatic view: techniques as ad hoc practices
      • So why should the existence of these different interpretations affect you?
    • 3.4 What Other Roles Do Techniques Play?
      • Techniques used as training aids
      • Techniques as cultural signals and cross-communication devices
      • Techniques as 'commodities'
    • 3.5 What to Expect as Your Skill with Techniques Develops
    • 3.6 The Problem of Freshness of Vision
    • 3.7 Review
  • Chapter 4 Creativity and ‘Other Kinds of Thinking’
    • 4.1 The Unconscious
    • 4.2 The Right Brain
    • 4.3 Imagery and Fantasy
    • 4.4 Metaphor and Story-Telling
    • 4.5 The Psychosomatic Connection
    • 4.6 Different Sub-Personalities
    • 4.7 Multiple Intelligences
    • 4.8 General Advice on Working with ‘Other Kinds of Thinking’
    • 4.9 Review
  • Chapter 5 Precepts
    • 5.1 Group 1 — Curiosity
      • Precept 1: Adopt a 'set to break sets'
      • Precept 2: Explore the 'givens'
      • Precept 3: Broad picture, local detail
        • Tree diagrams
        • N-dimensional matrices
        • Cartoon representations
        • Gap finding
        • Solo and group mapping
    • 5.2 Group 2 — Forgiveness
      • Precept 4: Value play
        • Practical implications
      • Precept 5: Build up, don't knock down
      • Precept 6: Live with looseness
    • 5.3 Group 3 — Love
      • Precept 7: It is there already — nurture it
      • Precept 8: Involve others
        • Practical implications
      • Precept 9: Connect and be receptive
        • Practical implications
    • 5.4 Group 4 — A Sense of Direction
      • Precept 10: Know what you really want
        • Clarity of motivation
        • Clarity of content
      • Precept 11: Cycle often and close late
        • Allowing time to iterate
        • Avoiding premature close
      • Precept 12: Manage the process
        • People — the 'cast' of the drama
          • Choosing people who can tolerate wide levels of difference
          • Designing the session to be less sensitive to differences
          • How to look after them
        • Place — the setting
          • Symbolic aspects
          • Practical aspects
        • Process — the action
          • Recording ideas
          • Using self-adhesive notes, record cards, etc.
          • Neutral response to ideas
          • Try to encourage high quality listening
          • Manage the timing carefully
          • Keeping the pace going
          • Respect silence
          • Stop when approapriate
          • Overcome interpersonal pressures
          • The mechanics can get in the way
          • Hygiene factors
          • Choose the right method
          • Previous bad experience may inhibit co-operation
    • 5.5 Being a ‘Reflective Practitioner’
    • 5.6 Review
      • Curiosity
      • Forgiveness
      • Love
      • A sense of direction
  • Chapter 6 Frameworks
    • 6.1 Emergent versus Self-Conscious Problem Solving
      • Treating methods as 'scores'
      • Handling 'tame' and 'wicked' problems
      • Is there a basic number of stages?
      • Eight frameworks
    • 6.2 Framework 1: People and Places
      • People
      • Place
    • 6.3 Framework 2: Problem Solving
      • The problem-solving language game
      • The 'staged' approach
      • The 'mode' approach
      • Mode and stage views compared
      • Some limitations of the 'problem-solving' metaphor
    • 6.4 Framework 3: Expand-Contract
      • Example 1: The expand-contract cycle in the Innotech product development consultancy
      • Example 2: The Buffalo Creative Problem Solving method
      • Some difficulties with the 'expand-contract' framework
    • 6.5 Framework 4: Idea Cultivation
      • A Synectics session as an example of Framework 4 in action
    • 6.6 Framework 5: Shareable Maps
      • SODA methodology
    • 6.7 Framework 6: Orchestrated Debate
      • Example 1: Dialectic debate — a small group version
      • Example 2: Soft Systems Method (SSM)
    • 6.8 Framework 7: Story-Telling
      • The basic structure
      • How it appears in a simple story
      • How it can appear in adult imagery work
      • Relevance of this structure to other areas of creativity and problem solving
        • Rapport building
        • Anchoring
    • 6.9 Framework 8: Self-Development
      • Developing the tool-box or developing the self?
      • The outcomes of self-actualization
      • From self-development to organizational development
    • 6.10 Review

Reviews:

Managing Problems Creatively

by Roland Buresund last modified 2014-01-26 00:37

Rating: ****** (Decent)

MBA material, what do you expect?


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