SOLVE PROBLEMS CREATIVELY AT WORK
©2010 Edward Glassman, Ph.D. All rights reserved. Adapted from his book: “Team Creativity At Work I & II: Creative Problem Solving At Its Best.”
This article shows you how to use creative thinking to solve problems at work with advanced creativity techniques. It also demonstrates creative opportunities in team problem-solving in order to:
(a) jar orthodox thinking, shift paradigms, and define problems imaginatively,
(b) generate ideas abundantly, and (c) combine ideas innovatively into trigger-proposals. Finally, it shows how to solve important business problems in creativity & innovation meetings.
Three Creative Opportunities In Problem-Solving
Use the following problem-solving sequence to produce creative solutions
(* indicates a key creative opportunity).
*Step 1. Define the problem creatively.*
Step 2. Identify the criteria to select the right problem.
Step 3. Select one or more reasonable problems.
*Step 4. List many ideas and solutions.*
*Step 5. Combine ideas into creative trigger-proposals.* Step 6. Identify the criteria to select appropriate proposals.
Step 7. Generate workable solutions and action plans.
Step 8. Make action plans and implement innovatively.
This sequence incorporates a number of important concepts essential to find innovative and creative solutions that work.
First: Three creative opportunities occur in this problem solving sequence: (step 1) define the problem creatively; (step 4) generate many ideas; and (step 5) combine ideas into trigger-proposals. Welcome bizarre and exotic trigger-ideas in each step, and use them to spark better ideas. Let your imagination soar. Stay positive throughout. Do not spoil or ridicule any suggestion. Instead, choose the ones you want to use. The more bizarre the problem statements, and the more bizarre the ideas, the more likely that your imagination will produce a practical, workable solution that is new and different from past approaches.
Second: Avoid rushing to generate solutions before you define all aspects of the problem. A big mistake. Work on the right problem. A problem that recurs indicates you did not define the problem adequately.
Third: Research shows that people who spend more time defining the problem (Step 1) produce much more creative solutions than people who rush to generate ideas (Step 4). This makes sense. Step 1 jolts your mind to pursue new directions and ensures you stop moving in a comfortable old rut. So stay with Step 1 as long as possible.
Fourth: It is not necessary to actively reject (or denounce) unacceptable ideas. Just leave them behind as you move forward. When you reject and denounce an idea too soon, you create a negative mindset that interferes with later creativity.
Fifth: Do not identify the criteria to choose ideas too early. If you do, you box in your creativity, and you will prematurely evaluate all your ideas against the criteria. All criteria inhibit creativity. Ignore stated and unstated criteria or they will scuttle your creative efforts. In steps 6 and 7 above, you can return to the criteria and use them to select ideas that fit.
Define Problems Imaginatively
Define problems imaginatively, a creative opportunity. Unless you solve the right problem, the old problem appears again. So examine the problem extensively to discover new possibilities before generating ideas.To define a problem imaginatively, list many "problem statements" -– short and specific descriptions, each introduced by the words "how to." For example: “How to improve quality,” "How to achieve better customer relations," or "How to increase sales and profits." Many ‘how to’ statements (about 50) jolt the mind into fresh perspectives. And sticking to "how to" statements keep you from generating solutions too soon.
First, write your current perception of the problem starting with: How to...Then define your problem creatively by completing the following starters:
How to gain...How to improve...How to change...How to add...How to fix...How to minimize...How to accomplish...How to enhance... How to cope with...How to restore...How to do away with...How to produce...How to exceed...How to reduce...How to deliver...How to handle...How to eliminate...How to change...How to develop...How to control...How to switch...How to upgrade...How to arrange...How to enrich...How to expand...How to build...How to manage...How to enlarge...How to combine...How to substitute...How to rearrange... How to subtract...How to attempt....How to...
Continue defining your problem creatively using the following stimulants. • Like-improve analysis. First, list the things you like that relate to the problem, so you won't change them. Then list the things that are deficient and need improving in the form of new "how-to" statements.
• Word substitution.Substitute different words for each verb or noun in the problem statement. For example, you will gain new perspectives on "How to get rid of an autocratic leader" by substituting the following verbs for 'get rid of:’ abolish; work with; change; succeed with; enjoy; do away with; handle; avoid; work around; succeed in spite of; get along with; utilize; retrain; negotiate with; etc. Note the different perspectives that occur with each verb substitution.
• Why, who, what, where, when, and why. Answer the following questions about the problem: Why? Who? What? Where? When? Again, why? Then write a new set of "how-to" statements based on this information.
The important thing is to jolt your mind to pursue new directions so you wind up with a better picture of the problem than by simply moving down a familiar rut. And the sharper the definition of the problem, the better the solution will be.
It works too. After a session during which people extensively defined a problem creatively, a vice president of a large company told me how astonished he was at the many new perspectives he discovered on a problem that was very familiar to him and on which he had worked for a long time.
Generate New Ideas Abundantly
After your team defines the problem, use the following sequence of creativity procedures to enhance idea generation, another creative opportunity.
• Non-evaluative listing. Each creativity team chooses a recorder and non-evaluatively lists ideas to solve the problem. During non-evaluative listing, a team of 5 to 7 people call out ideas and a recorder writes them on a note pad or flip chart paper. Everyone needs to be non-evaluative to encourage people to express ideas. Another reason: the basis for evaluation of new ideas is old information. When you evaluate, you think in old ruts and perspectives. To escape, list all ideas. Do not discuss items or ask questions. Do not evaluate or make fun of suggestions. Repetition is okay. The recorder and the team does not have to like or understand the items listed. Questions for clarification come later. Defer judgment and postpone evaluations. Keep the process moving.
Start with non-evaluative listing (brainstorming) because it allows you to record your pet ideas. Also, it clears your mind of obvious solutions and makes room for really creative thinking so the more advanced creativity procedures will work better. But if you want high creativity, non-evaluative listing (brainstorming) is not enough. Consider it merely as an opening procedure.
• Improve bizarre trigger-ideas game. This procedure allows each person to stretch his or her imagination. The rules are simple. Each team has four minutes to generate the most bizarre idea to solve the problem. The team passes this idea to another team. The other team has four minutes to use this idea as a trigger to spark a better idea. If it does so, it gets one point. If it does not, the other team gets one point. Many unexpected ideas emerge and everyone loosens up.
• Weird to workable idea. The recorder of each creativity team divides a large flip chart paper into quarters with a magic marker. Each team writes a very "weird" idea to solve the problem in the first quadrant. The idea is as exotic, absurd, and bizarre as possible. The team passes the flip chart paper to another team. Then each team writes a "better" idea in the second quadrant of the flip chart paper and passes the flip chart paper to another team.Each team then writes a "practical" idea in the third quadrant and passes the flip chart paper to another team. Finally, each team writes a "workable" idea in the fourth quadrant of the flip chart paper producing a sensible, practical solution. Usually, the more bizarre and weird the first idea, the more likely the final workable idea emerges different, original, and workable.• Idea card. People sit quietly alone for about 30 to 40 minutes and write one idea per card on 5 x 8 inch colored index cards with a dark marker. They write non-evaluatively. ‘Idea card’ gives each person a chance to thoughtfully reflect on the problem and many new ideas emerge. Spread the cards out over tables and the floor so the ideas trigger new ideas in the people who read them.
Combine Ideas Innovatively
Combine these raw ideas innovatively into a creative ‘trigger-proposal,’ another creative opportunity when solving problems. Usually you select ideas that you can implement easily and discard ideas you imagine other people would poke fun at or reject. This approach boxes you in and prevents you from generating a really creative, high quality proposal.
Instead, sort the ideas into themes and categories, and combine the best into creative‘trigger-proposals.’ Trigger-proposals are solutions distant from your real problem that can spark a workable solution to your real problem. To force your withdrawal from the real problem, use ‘new-company.’
To illustrate, if you are working on how to increase quality at work, pretend you are the owner of a new company, and combine ideas into trigger-proposals to improve quality in your new company. This procedure will keep you from applying criteria too soon, and allows you to be creative as you sort, select, and combine ideas. And it will keep you from using creativity stiflers on your own ideas, such as, "we tried that before" or "they’ll never agree." After all, you rule your ‘new company.’
Then return to reality. Identify the criteria for a high quality solution to your real problem, and force-combinations between your trigger-proposal and your real problem. This process will help you avoid the quick fix (accepting the first adequate solution) and committing to a solution too soon. It will encourage you to consider and combine ideas you might otherwise prematurely reject.
To sum up: you first develop a creative trigger-proposal distant from the actual problem and then use it to spark a practical solution that meets your criteria.
• Idea Board. Use an ‘idea board,’ to help sort ideas. This is a large bulletin board on which you arrange ideas written on 5 x 8 inch index cards into themes and categories, one idea per card, and one theme or category per column. Be sure people can see the writing from a distance. Attach the cards to the bulletin board with pins or use a magnetic board with magnetized buttons. Organize the cards in vertical columns on the idea board. Create headings for each column. Use colored cards for different purposes. Generate new ideas and new headings as needed. Idea board can help you develop a creative trigger-proposal leading to a sensible solution that fits your criteria.
Creativity & Innovation Meeting
A creativity & innovation meeting uses the creative thinking procedures above to solve an important business problem. Another purpose is to teach creative thinking procedures by using them to solve the problem. This motivates people to attend, learn and participate. And the transfer of the learnings back to the job is effortless.
I have led creativity & innovation meetings for large and small companies to solve diverse problems, including how to ....
• raise quality at work • develop new products • improve chemical yield during a complex engineering process
• reduce waste at work
• design a profitable and environmentally-safe chemical plant
• apply world class manufacturing principles to the production of a specific product
• lower costs and increase effectiveness of environmental cleanup for a chemical company
• develop a new technology for manufacturing fibers
• handle manufacturing waste for an automobile parts manufacturer. Creativity meetings are effective because people learn creative thinking procedures and solve important problems at the same time. Participants produce many hundreds of raw ideas. They select and combine them into written proposals, one by each participant, and a number of blockbuster proposals, one by each creativity team. The high quality and creativeness of the solutions amaze and delight.
Each creativity meeting involves a front end and a back end. The front end focuses on creative thinking procedures to define the problem, generate ideas, and develop trigger-proposals. The back end focuses on logical, evaluative thinking procedures to select proposals for workable solutions. Most meetings at work focus on the back end, with little creative thinking up front.
The front end of a creativity meeting can last two to three days, during which time people define the problem, generate ideas, and select and combine ideas into creative trigger-proposals.
The back end identifies the criteria for workable solutions and uses analytical and logical thinking to evaluate each proposal. This lasts at least one day at the end of the creativity meeting, when each person shares their proposal with his or her creativity team to get feedback for improvement. After that, the creativity team generates a blockbuster proposal and shares it with the other creativity teams for improvement. Often, people mistakenly plan a creativity meeting that lacks a back end. A bad move. Meetings that lack a back end wind up with hundreds, even thousands, of raw ideas that have little chance of being carefully nurtured and creatively combined into outstanding workable solutions. The people who generate the ideas have the necessary ownership needed to combine and develop their ideas into workable outcomes. They have the fire to champion their favorites among the hundreds and thousands of ideas generated.
Apply this to your workplace. Make a list of important problems in your business. Choose a problem that affects the bottom line in an impactful way. Plan a creativity meeting with diverse people throughout your company to address this problem. Send questions to me through my website: http://www.offbeatbooks.net ©2010 Edward Glassman. All rights reserved.
Ed Glassman lives in Moore County, NC, where he wrote a column on ‘’Creativity At Work’’ two times a week for the Citizen’s News-Record and a column on “Business Creativity” for the Triangle Business Journal in Raleigh. A Professor Emeritus of the University of North Carolina at Chapel Hill, he lived in Chapel Hill, NC for 34 years and wrote several books on creativity at work. He founded the Program For Team Excellence and Creativity at the university. He led problem-solving creativity meetings and creative thinking workshops-seminars for many large and small companies. He was a ‘Guggenheim Foundation Fellow’ at Stanford University and a ‘Visiting Fellow’ at the ‘Center For Creative Leadership’ in Greensboro, NC. He can be contacted at his website: http://www.offbeatbooks.net
This article shows you how to use creative thinking to solve problems at work with advanced creativity techniques. It also demonstrates creative opportunities in team problem-solving in order to:
(a) jar orthodox thinking, shift paradigms, and define problems imaginatively,
(b) generate ideas abundantly, and (c) combine ideas innovatively into trigger-proposals. Finally, it shows how to solve important business problems in creativity & innovation meetings.
Three Creative Opportunities In Problem-Solving
Use the following problem-solving sequence to produce creative solutions
(* indicates a key creative opportunity).
*Step 1. Define the problem creatively.*
Step 2. Identify the criteria to select the right problem.
Step 3. Select one or more reasonable problems.
*Step 4. List many ideas and solutions.*
*Step 5. Combine ideas into creative trigger-proposals.* Step 6. Identify the criteria to select appropriate proposals.
Step 7. Generate workable solutions and action plans.
Step 8. Make action plans and implement innovatively.
This sequence incorporates a number of important concepts essential to find innovative and creative solutions that work.
First: Three creative opportunities occur in this problem solving sequence: (step 1) define the problem creatively; (step 4) generate many ideas; and (step 5) combine ideas into trigger-proposals. Welcome bizarre and exotic trigger-ideas in each step, and use them to spark better ideas. Let your imagination soar. Stay positive throughout. Do not spoil or ridicule any suggestion. Instead, choose the ones you want to use. The more bizarre the problem statements, and the more bizarre the ideas, the more likely that your imagination will produce a practical, workable solution that is new and different from past approaches.
Second: Avoid rushing to generate solutions before you define all aspects of the problem. A big mistake. Work on the right problem. A problem that recurs indicates you did not define the problem adequately.
Third: Research shows that people who spend more time defining the problem (Step 1) produce much more creative solutions than people who rush to generate ideas (Step 4). This makes sense. Step 1 jolts your mind to pursue new directions and ensures you stop moving in a comfortable old rut. So stay with Step 1 as long as possible.
Fourth: It is not necessary to actively reject (or denounce) unacceptable ideas. Just leave them behind as you move forward. When you reject and denounce an idea too soon, you create a negative mindset that interferes with later creativity.
Fifth: Do not identify the criteria to choose ideas too early. If you do, you box in your creativity, and you will prematurely evaluate all your ideas against the criteria. All criteria inhibit creativity. Ignore stated and unstated criteria or they will scuttle your creative efforts. In steps 6 and 7 above, you can return to the criteria and use them to select ideas that fit.
Define Problems Imaginatively
Define problems imaginatively, a creative opportunity. Unless you solve the right problem, the old problem appears again. So examine the problem extensively to discover new possibilities before generating ideas.To define a problem imaginatively, list many "problem statements" -– short and specific descriptions, each introduced by the words "how to." For example: “How to improve quality,” "How to achieve better customer relations," or "How to increase sales and profits." Many ‘how to’ statements (about 50) jolt the mind into fresh perspectives. And sticking to "how to" statements keep you from generating solutions too soon.
First, write your current perception of the problem starting with: How to...Then define your problem creatively by completing the following starters:
How to gain...How to improve...How to change...How to add...How to fix...How to minimize...How to accomplish...How to enhance... How to cope with...How to restore...How to do away with...How to produce...How to exceed...How to reduce...How to deliver...How to handle...How to eliminate...How to change...How to develop...How to control...How to switch...How to upgrade...How to arrange...How to enrich...How to expand...How to build...How to manage...How to enlarge...How to combine...How to substitute...How to rearrange... How to subtract...How to attempt....How to...
Continue defining your problem creatively using the following stimulants. • Like-improve analysis. First, list the things you like that relate to the problem, so you won't change them. Then list the things that are deficient and need improving in the form of new "how-to" statements.
• Word substitution.Substitute different words for each verb or noun in the problem statement. For example, you will gain new perspectives on "How to get rid of an autocratic leader" by substituting the following verbs for 'get rid of:’ abolish; work with; change; succeed with; enjoy; do away with; handle; avoid; work around; succeed in spite of; get along with; utilize; retrain; negotiate with; etc. Note the different perspectives that occur with each verb substitution.
• Why, who, what, where, when, and why. Answer the following questions about the problem: Why? Who? What? Where? When? Again, why? Then write a new set of "how-to" statements based on this information.
The important thing is to jolt your mind to pursue new directions so you wind up with a better picture of the problem than by simply moving down a familiar rut. And the sharper the definition of the problem, the better the solution will be.
It works too. After a session during which people extensively defined a problem creatively, a vice president of a large company told me how astonished he was at the many new perspectives he discovered on a problem that was very familiar to him and on which he had worked for a long time.
Generate New Ideas Abundantly
After your team defines the problem, use the following sequence of creativity procedures to enhance idea generation, another creative opportunity.
• Non-evaluative listing. Each creativity team chooses a recorder and non-evaluatively lists ideas to solve the problem. During non-evaluative listing, a team of 5 to 7 people call out ideas and a recorder writes them on a note pad or flip chart paper. Everyone needs to be non-evaluative to encourage people to express ideas. Another reason: the basis for evaluation of new ideas is old information. When you evaluate, you think in old ruts and perspectives. To escape, list all ideas. Do not discuss items or ask questions. Do not evaluate or make fun of suggestions. Repetition is okay. The recorder and the team does not have to like or understand the items listed. Questions for clarification come later. Defer judgment and postpone evaluations. Keep the process moving.
Start with non-evaluative listing (brainstorming) because it allows you to record your pet ideas. Also, it clears your mind of obvious solutions and makes room for really creative thinking so the more advanced creativity procedures will work better. But if you want high creativity, non-evaluative listing (brainstorming) is not enough. Consider it merely as an opening procedure.
• Improve bizarre trigger-ideas game. This procedure allows each person to stretch his or her imagination. The rules are simple. Each team has four minutes to generate the most bizarre idea to solve the problem. The team passes this idea to another team. The other team has four minutes to use this idea as a trigger to spark a better idea. If it does so, it gets one point. If it does not, the other team gets one point. Many unexpected ideas emerge and everyone loosens up.
• Weird to workable idea. The recorder of each creativity team divides a large flip chart paper into quarters with a magic marker. Each team writes a very "weird" idea to solve the problem in the first quadrant. The idea is as exotic, absurd, and bizarre as possible. The team passes the flip chart paper to another team. Then each team writes a "better" idea in the second quadrant of the flip chart paper and passes the flip chart paper to another team.Each team then writes a "practical" idea in the third quadrant and passes the flip chart paper to another team. Finally, each team writes a "workable" idea in the fourth quadrant of the flip chart paper producing a sensible, practical solution. Usually, the more bizarre and weird the first idea, the more likely the final workable idea emerges different, original, and workable.• Idea card. People sit quietly alone for about 30 to 40 minutes and write one idea per card on 5 x 8 inch colored index cards with a dark marker. They write non-evaluatively. ‘Idea card’ gives each person a chance to thoughtfully reflect on the problem and many new ideas emerge. Spread the cards out over tables and the floor so the ideas trigger new ideas in the people who read them.
Combine Ideas Innovatively
Combine these raw ideas innovatively into a creative ‘trigger-proposal,’ another creative opportunity when solving problems. Usually you select ideas that you can implement easily and discard ideas you imagine other people would poke fun at or reject. This approach boxes you in and prevents you from generating a really creative, high quality proposal.
Instead, sort the ideas into themes and categories, and combine the best into creative‘trigger-proposals.’ Trigger-proposals are solutions distant from your real problem that can spark a workable solution to your real problem. To force your withdrawal from the real problem, use ‘new-company.’
To illustrate, if you are working on how to increase quality at work, pretend you are the owner of a new company, and combine ideas into trigger-proposals to improve quality in your new company. This procedure will keep you from applying criteria too soon, and allows you to be creative as you sort, select, and combine ideas. And it will keep you from using creativity stiflers on your own ideas, such as, "we tried that before" or "they’ll never agree." After all, you rule your ‘new company.’
Then return to reality. Identify the criteria for a high quality solution to your real problem, and force-combinations between your trigger-proposal and your real problem. This process will help you avoid the quick fix (accepting the first adequate solution) and committing to a solution too soon. It will encourage you to consider and combine ideas you might otherwise prematurely reject.
To sum up: you first develop a creative trigger-proposal distant from the actual problem and then use it to spark a practical solution that meets your criteria.
• Idea Board. Use an ‘idea board,’ to help sort ideas. This is a large bulletin board on which you arrange ideas written on 5 x 8 inch index cards into themes and categories, one idea per card, and one theme or category per column. Be sure people can see the writing from a distance. Attach the cards to the bulletin board with pins or use a magnetic board with magnetized buttons. Organize the cards in vertical columns on the idea board. Create headings for each column. Use colored cards for different purposes. Generate new ideas and new headings as needed. Idea board can help you develop a creative trigger-proposal leading to a sensible solution that fits your criteria.
Creativity & Innovation Meeting
A creativity & innovation meeting uses the creative thinking procedures above to solve an important business problem. Another purpose is to teach creative thinking procedures by using them to solve the problem. This motivates people to attend, learn and participate. And the transfer of the learnings back to the job is effortless.
I have led creativity & innovation meetings for large and small companies to solve diverse problems, including how to ....
• raise quality at work • develop new products • improve chemical yield during a complex engineering process
• reduce waste at work
• design a profitable and environmentally-safe chemical plant
• apply world class manufacturing principles to the production of a specific product
• lower costs and increase effectiveness of environmental cleanup for a chemical company
• develop a new technology for manufacturing fibers
• handle manufacturing waste for an automobile parts manufacturer. Creativity meetings are effective because people learn creative thinking procedures and solve important problems at the same time. Participants produce many hundreds of raw ideas. They select and combine them into written proposals, one by each participant, and a number of blockbuster proposals, one by each creativity team. The high quality and creativeness of the solutions amaze and delight.
Each creativity meeting involves a front end and a back end. The front end focuses on creative thinking procedures to define the problem, generate ideas, and develop trigger-proposals. The back end focuses on logical, evaluative thinking procedures to select proposals for workable solutions. Most meetings at work focus on the back end, with little creative thinking up front.
The front end of a creativity meeting can last two to three days, during which time people define the problem, generate ideas, and select and combine ideas into creative trigger-proposals.
The back end identifies the criteria for workable solutions and uses analytical and logical thinking to evaluate each proposal. This lasts at least one day at the end of the creativity meeting, when each person shares their proposal with his or her creativity team to get feedback for improvement. After that, the creativity team generates a blockbuster proposal and shares it with the other creativity teams for improvement. Often, people mistakenly plan a creativity meeting that lacks a back end. A bad move. Meetings that lack a back end wind up with hundreds, even thousands, of raw ideas that have little chance of being carefully nurtured and creatively combined into outstanding workable solutions. The people who generate the ideas have the necessary ownership needed to combine and develop their ideas into workable outcomes. They have the fire to champion their favorites among the hundreds and thousands of ideas generated.
Apply this to your workplace. Make a list of important problems in your business. Choose a problem that affects the bottom line in an impactful way. Plan a creativity meeting with diverse people throughout your company to address this problem. Send questions to me through my website: http://www.offbeatbooks.net ©2010 Edward Glassman. All rights reserved.
Ed Glassman lives in Moore County, NC, where he wrote a column on ‘’Creativity At Work’’ two times a week for the Citizen’s News-Record and a column on “Business Creativity” for the Triangle Business Journal in Raleigh. A Professor Emeritus of the University of North Carolina at Chapel Hill, he lived in Chapel Hill, NC for 34 years and wrote several books on creativity at work. He founded the Program For Team Excellence and Creativity at the university. He led problem-solving creativity meetings and creative thinking workshops-seminars for many large and small companies. He was a ‘Guggenheim Foundation Fellow’ at Stanford University and a ‘Visiting Fellow’ at the ‘Center For Creative Leadership’ in Greensboro, NC. He can be contacted at his website: http://www.offbeatbooks.net
"TEAM CREATIVITY AT WORK I and II"
(2 great books in one)
Creative Problem Solving At Its Best
By Edward Glassman, Ph.D.
One volume contains both great 'Team Creativity' books described below, these two amazing books will carry you into the world of team creativity & creative problem solving at work. Collaborate with this book and learn to capture the essence of creative thinking and solving problems creatively in teams and working alone.
Learn to harvest creative thinking and solving problems creatively at work. Team excellence and success depend on it.
Team Creativity I presents modern creative thinking procedures that provide the thinking skills necessary for excellence and success at work.
Team Creativity II presents a collection of newspaper columns on creativity at work published by the author when he was a management creativity consultant.
In these two books, you will learn to use three types of sure fire procedures to help solve problems creatively. This includes:
- creative thinking procedures to shift paradigms and produce unexpected new ideas
- procedures to change the climate so new ideas flourish
- procedures to stop pigeonholing people, including yourself, and stifling creative thinking!
A GREAT GIFT WORTH READING!
x CLICK HERE TO FIND OUT MORE OR TO ORDER THIS BOOK...
(2 great books in one)
Creative Problem Solving At Its Best
By Edward Glassman, Ph.D.
One volume contains both great 'Team Creativity' books described below, these two amazing books will carry you into the world of team creativity & creative problem solving at work. Collaborate with this book and learn to capture the essence of creative thinking and solving problems creatively in teams and working alone.
Learn to harvest creative thinking and solving problems creatively at work. Team excellence and success depend on it.
Team Creativity I presents modern creative thinking procedures that provide the thinking skills necessary for excellence and success at work.
Team Creativity II presents a collection of newspaper columns on creativity at work published by the author when he was a management creativity consultant.
In these two books, you will learn to use three types of sure fire procedures to help solve problems creatively. This includes:
- creative thinking procedures to shift paradigms and produce unexpected new ideas
- procedures to change the climate so new ideas flourish
- procedures to stop pigeonholing people, including yourself, and stifling creative thinking!
A GREAT GIFT WORTH READING!
