creative-problem-solving-supplemental-self-study-presentation.ppsx

Supplemental Self-Study Presentation
Creative Problem Solving

Overview

Creativity is the process of generating something new that has value. There are many original
ideas and concepts, but some may not be practical and therefore may not be considered
valuable.
Innovation is the process of creating something new that has a practical application to an
individual, a group, an organization, an industry, or a society.
Both creativity and innovation are necessary to
stay alive in today’s business world. Organizations
will continue to be confronted by strategic
challenges unmatched in business history.
On the next slide are some examples of statements
that reiterate the need for innovation, change, and
constant improvements.
Introduction

– New technologies are introduced every day.
– Global markets dominate the basis of production cycles.
– A diverse workforce is changing values and expectations.
– Companies that can bring out a new product three times faster than their competitors
enjoy huge advantages.
– The world is changing from an industrial-based to a knowledge- and information-based
economy.
– As our population increases, competition increases as well.
– The business environment is changing rapidly, and it is becoming more complex.
– Shareholders and other constituents are making greater demands on organizations.
Introduction Part 2

Module 1:

There are many myths and ingrained beliefs about creativity. Let’s compare facts and myths.
First, consider which statements are true. (Note that they continue onto the next slide.)
Overcoming Common Misconceptions
Statement
Creativity generates too many options.
I can either be creative or get work done.
There are too many risks involved with creativity and I may make a mistake.
Creative people are weird and flaky.
I feel more comfortable with black and white; gray makes me nervous.
Creativity wastes time and money.
I do not work in a creative environment.
Creativity is too disruptive.
I am not a creative person.

Statement
You are either born creative or not; you cannot learn to be creative.
Only people with high IQs can be creative.
People over 40 cannot be creative.
Ideas pop into your head; you do not have to think about them.
Creative people are discovered by others. They do not have to market their ideas.
The best creations and inventions have already been discovered.
Play is frivolous and cannot possibly be appropriate in the workplace.
Creativity is too emotional for practical people.
Overcoming Common Misconceptions Part 2

• As you may suspect, every statement is false. A myth is a fictitious belief about something that
has developed over time. It is a myth that most great inventions were made by individuals
with well-developed skills in their field. Consider these facts:
• A sculptor developed the ballpoint pen.
• The inventor of Kodachrome film was a musician.
• A journalist envisioned the parking meter.
• The Wright brothers were not aeronautical
engineers; they were bike mechanics.
Overcoming Common Misperceptions Part 3

Corporate climate is key to creativity. Companies that instill a safe environment to promote
creativity make it easier for employees to generate new, creative ideas. A creative environment
provides many of the things listed below:
• Grants idea time
• Insists on trust and openness
• Allocates budget for an appropriate physical
environment
• Encourages risk-taking
• Keeps conflicts to a minimum
• Recognizes the benefits of playfulness and
humor
• Provides a forum for debate
• Keeps red tape to a minimum
Managing Creativity and Time Constraints

3M has a history of spurring innovation. They are guided by six innovation drivers.
• Allow employees to spend 15% of their time pursuing their own projects.
• Company vision is to be the most innovative enterprise in the world.
• Have the foresight to make sure the market is ready for the new idea.
• Set objectives to push employees to innovate vs. proceed with business as usual.
• Strongly encourage communication and interdepartmental networking so expertise is
combined.
• Award innovation with three peer recognition awards given annually.
The 3M Model

Read the question, then click on the answer.
Which of the following is true about creativity?
Test Your Knowledge
A. You are either a creative person or you aren’t.
B. Creativity makes it difficult to get work done.
C. Not every creative idea will translate to success.
D. All of the best creations and inventions have already been discovered.

Module 2:
Developing Rough Ideas

The power of the written word is the key to getting ideas heard. Committing to a problem and a
solution in writing is much more powerful than mentioning it in passing.
Develop a clear, logical written document that outlines your idea. This ensures that you develop
the idea fully prior to proposing it to others. Include how your idea is in line with the company’s
mission, marketing slogans, etc.
Return on Investment
• One of the first questions asked about a
proposed idea is how much it will cost.
Including the cost to implement and maintain
the idea in the proposal is important for
serious consideration. Make your idea
worthwhile for consideration and outline the
return on investment.
• If possible, determine how much it will cost
NOT to do a proposed idea. Do not forget to
include the cost of employees leaving for better opportunities.
Presenting Ideas

An idea sponsor can help you attain the opportunity to present ideas to decision-makers. An idea
sponsor can be a manager, coworker, or peer. Cultivate relationships and alliances with coworkers
who will listen to your ideas, help you shape and refine them, and, most of all, help you get ideas
past the gatekeepers and to the decision-makers.
Idea Sponsor

Unfortunately, office politics are unavoidable and they will impact the implementation of new
ideas. It is important to acknowledge the existence of office politics and understand the potential
impact they may have on making your innovation become a reality.
Although the term “office politics” may be distasteful to some people, it is important to know
who has the power, what the culture is, and how to assimilate into the organization.
Office politics can show up in a variety of ways:
• Cynicism
• Over-control
• Phony task forces
• Resource constraints
• The representative syndrome or committees
• Do it on your own time
Recognizing the Political Game

Getting Past Political Obstacles
Many people want to resist dealing with politics, but it is a reality in the workplace. The list below
provides some tips to help handle the politics around you.
The key to surviving office politics is balance—paying attention to what counts and not getting
involved in areas that damage your reputation.
• Stay grounded in reality.
• Develop the appropriate image.
• Do not become overly attached to your ideas.
• Do NOT gossip or share confidential information.
• Stay tough—do not lose emotional control.
• Use active listening skills.
• Create a cross-functional team to kick off the new
idea.
• Support your boss.
• Avoid coworkers with a negative attitude.
Recognizing the Political Game Part 2

Prior to presenting your idea to management, consider all aspects of how the idea might be
implemented. Outline the potential objections to your idea. Also include the benefits, risks,
personal roadblocks, management roadblocks, proposed solutions, and why the idea is
interesting or different. An attitude that views problems as a challenge is helpful. The example
below can help guide the consideration of all possible barriers to implementing the idea.
Overcoming Criticism and Negativity
Idea: An option for flex-time
Issue Consideration
Benefits Commuters can drive in less traffic, flexibility for working parents,
less worrying on the job about personal errands, happier
employees, makes company more competitive in hiring, increased
retention.
Risks Some abuse of time may occur.
Personal roadblocks “If I start work at 9:00, I’ll be seen as a slacker.”
Management roadblocks Must ensure full coverage during business hours.
Proposed solutions Start with a trial program for three months.
What makes this interesting
or different?
It’s never been done before.

All of us need, at one time or another, a sense of accomplishment and fulfillment. Most creative
people have a built-in internal belief system that gives them intrinsic rewards. However, do not
rely on this as the only reward system for creativity. It is an essential management skill to know
how to appropriately recognize staff members for innovation.
The most effective and powerful way of recognizing good work is simple . . . manage by walking
around. Not only does it give you a chance to provide constant informal recognition and positive
feedback to your staff, you will also be kept informed about the progress and problems of every
project. This is a great way to avoid nasty surprises as well.
Recognizing Creative Individuals
“There is no limit to the good you can do if you
don’t care who gets the credit.”
—General George C. Marshall

In addition to managing by walking around, other ideas to recognize good work are listed below.
• Require your developers to publish or present a paper each year. This enables the individuals
to receive peer approval and will be seen by executives of the company.
• Hold regular “show and tell” sessions. These can be formal or informal. This session provides
feedback and praise from both peers and superiors, and also reminds the developer of their
accountability for their goals.
• If you are a manager, make it a point to see
everyone regularly and show your appreciation.
Take a creative employee and his or her family out
to dinner and brag about them.
• Be careful how you assign office space. This can
be an issue of both prestige and recognition.
Creative individuals need more privacy to avoid
distractions. They also need protection from the
minutia that fills any department or office.
Recognizing Creative Individuals Part 2

Financial compensation is no less important than recognition. Unfortunately, because the work of
creative people cannot immediately be tied into the return on investment, they are often left
without raises and bonuses found in other departments. As their manager, it is your job to fight
for this reward system. Here are some other ideas that will keep your creative people working at
your company.
• Reward innovation with a portion of the profit that is
generated for your company. This is a great long-term incentive.
• Spend your own money. A free dinner at a nice restaurant or
a day of skiing can go a long way in making your employees feel
special and will not cost you that much.
• Create an employee of the year award and send that person
to Hawaii.
• Develop and fight for a healthy discretionary fund so you can
be creative in your reward system.
• Get your company to lease a fancy sports car and give innovative employees the use of the
car for one month. Get other employees and managers to nominate each other.
Compensating the Creative Individual

Individual contributors can be the key to innovation in your
company. They need to be supported, have resources,
opportunities, and tools. The work setting should be conducive
to creative thinking and creative thinking should be rewarded.
Managing creative people and environments takes a lot of
commitment and support. A truly innovative organization must
develop a mindset that permeates every aspect of its business.
Senior managers must develop a state of mind that fosters and
nurtures creativity, both in themselves and in their organization.
Leading and Motivating Creative People

Read each statement and decide if it is true for you or not.
Do You Have the Innovative Mindset?
Statement Statement
• Do your employees talk enthusiastically about your
supportive attitude toward creativity?
• Do you select the best people within the
company to activate the new product releases?
• Do you check to make sure consumer research is
conducted to identify problems and needs, before
idea generation starts?
• Do you communicate and act in consistent ways
that convey trust?
• Is funding and resource allocation for innovation
maintained at a consistent level, rather than at
“fat” times only?
• Is your compensation plan motivating, with
investment opportunities tied to the new
products being developed?
• Do you allocate 15% of work time for R&D staff to
explore their own ideas?
• Is your innovation strategy linked to your
business strategy?
• Do you completely understand that 40 to 50% of
future new product launches will fail?
• Do you teach other managers to view innovation
as an investment opportunity rather than a
money drain?

Do not limit your motivational strategies to threats (real or implied threats) or rewards. These
techniques represent only a small portion of complex interconnectivity of needs, beliefs, and
attitudes that make up the motivational system of an individual.
A manager promoting creativity should use the following techniques:
• Always assume the best.
• Listen to new ideas.
• Allow risk taking and the freedom to fail.
• Encourage creativity.
• Maintain consistency.
• Believe in your people and your product.
• Offer recognition, respect, and appropriate rewards.
• Respect each staff member’s dedication, fortitude, and extraordinary work.
• Provide means for genuine feedback.
• Keep projects funded.
• Remember that two-thirds of all new consumer products fail.
Promoting the Ideas of Others

Humor and play encourage innovative thinking. Both stimulate other parts of the brain and allow
thoughts to be more creative. There is a myth that work cannot be fun. Work is serious and play
is frivolous. This could not be further from the truth. Play and humor are critical to our well-
being. Play is as beneficial to our creative minds as exercise is to our bodies. For maximum
benefit, we must do it regularly!
The list below provides suggestions for how to incorporate fun, humor, and play into the
workplace.
• Congratulate people for failing. Thank them for
completing the necessary step in the creativity
process and for solving one piece of the puzzle.
• Set aside one afternoon a month for games—
volleyball, office croquet, watching a movie,
etc.
• Put candy dishes around the department. Refer
to them as “happy pills” or “creativity vitamins.”
• Try juggling—it clears the mind (moving it to the alpha state) so that innovative ideas can
come forward.
Getting Serious about Humor

Which of the following is NOT an effective way to gain support for your idea?
Test Your Knowledge
A. Mention it in passing to a top-level executive.
B. Acknowledge potential obstacles to implementing your idea.
C. Find an idea sponsor to help you gain access to decision makers.
D. Determine the cost for not implementing your proposed idea.

Module 3:
Strengthening Your Problem Solving Skills

• A problem is defined as the gap between the current and the desired state—a gap between
what is and what you want it to be.
• Problem solving is the process of bridging that gap and getting where you want to be. For
example, successfully dealing with a difficult client, finding a faster way to work, overcoming a
boring task, writing a business plan, or solving a personal challenge.
This model illustrates how problems, opportunities,
and failures can be funneled into creative actions.
The result of creative thinking leads to one or more
of the following actions:
• Inventing something new
• Fixing a problem
• Improving existing technology, turning negative
into positive
• Cutting your losses and getting onto a new track
Defining Problem Solving
“Failure” Problem Opportunity Pure creativity
Creative Actions

Six basic laws govern the problem solving process. These laws serve as general guidelines and
assist in finding creative solutions to problems. The six basic laws of problem solving are listed
below.
• There are no right answers.
• Be logical.
• Be outrageous.
• Challenge the rules.
• Fail without fear.
• Have fun!
Following the Laws of Problem Solving
“Every act of creation
begins with an act
of destruction.”
—Pablo Picasso

Consider past problems you have witnessed or experienced. Think about the solutions or new
technology that were developed and how things have changed as a result. Ask yourself, “What is
impossible to do in my field or organization, but if it could be done, would fundamentally change
what I do?” See the table below for real-life examples of problems and the solutions that
resolved them.
Applying Problem Solving Skills
Problem-Solving Example Solution
• Invention • Laser eye surgery
• Fix a problem • Tamper-proof packaging
• Improve technology • Smart phones
• Recover from a failure
• Banking regulations about insured deposits
after the Great Depression
• Cut losses and start on a new track
• Nintendo originally sold playing cards and
made the move to video games

Most often, creative individuals say that they learn more from failures than from their successes.
Their successes often started as failures, with which they used a creative approach to make it into
a success. As we work at innovation and problem solving, we seem to get a biased view of the
process by thinking that all our actions will be successful. We forget that innovating (or life) is
really about failing and learning. Consider these examples continued on the next slide.
The inventor of vulcanized rubber, Charles Goodyear:
• Suggested printing newspapers on rubber.
• Envisioned rubber carpet, rubber chalkboards,
rubber money, and even rubber umbrellas.
• Believed the ill would benefit from rubberized
water beds.
• All of the above.
Learning from Failure

The inventor of the alternating current (AC) motor, Nikola Tesla, tried to invent a gadget:
• That would diagnose allergies.
• To photograph thoughts on the retina of the eye.
• For erasing unwanted memories from the brain.
• All of the above.
The answer to both examples is “all of the above.”
Learning from Failure Part 2

There are three mental roadblocks that can hinder creative approaches to problem solving.
• Negativity — to be creative you must view things as different or interesting, not good or bad.
Be positive and look for the good points about everything. Negative comments are contagious
and harmful.
• Fear of failure — do not be a perfectionist. Do not let the fear of a possible failure or ridicule
prevent you from expressing creative ideas. Mistakes provide valuable lessons.
• Lack of clarity — explore ambiguous situations. Look at the problem from many different
angles. Unclear situations are the perfect opportunity for creative problem solving.
Taking Risks
Be brave,
take risks…

Risk-taking Tips
What you can do to become a better risk taker?
• Accept that you will be criticized for taking risks.
• Do not wait for perfection—but be sure everything is in place before you launch an idea.
• Size up the resistance. Where is it coming from? How strong is it?
• Learn to be flexible.
• Manage your time and information.
• Challenge your assumptions.
• Stretch and grow—practice taking risks in all
areas of your life.
Taking Risks Part 2
…it pays off!

Creativity is a process that does not necessarily work in the exact same manner for all people.
There are six styles of creativity.
Read the descriptions of each creativity style below and on the next slide. Select the one or two
that most represent your style.
Assessing Your Creative Style
Style Description
Enthusiasts
Enterprising and venturesome
Enjoy persuading others
Natural leaders and managers
Solve problems by discussion and delegation
Inquirers
Love to learn new information
Observe people
Solve problems
Investigate options
Solve problems by applying new information
Artists
Like to think of new ideas
Do not like the status quo
Prefer unstructured situations
Create new solutions to problems

Assessing Your Creative Style Part 2
Style Description
Traditionalists
Focus on details
Prefer to work with numbers and information
Like black and white
Prefer systematic approaches
Solve problems by following tradition
Humanists
Like to help people learn and grow
Help solve problems
Skilled with words
Talk about problem solutions
Pragmatists
Strong mechanical aptitude
Enjoy the outdoors
Prefer to work with things, plants, or animals
Hands-on problem solving

Which of the following best describes the Enthusiast style of creativity?
Test Your Knowledge
A. Prefers unstructured situations
B. Prefers systematic approaches
C. Prefers hands-on problem solving
D. Prefers to solve problems through discussion and delegation

Module 4:
Making Creative Ideas Practical

Brain Wave States
When researchers talk about how the average human can tap into the creative part of the brain,
they speak in terms of brain wave states. There are four brain wave states: alpha, beta, theta, and
delta.
When we are awake and operating in our daily routine, our brain waves are generally beta waves.
At a normal rate (14 cycles per second), we are relaxed and engaged in the world around us. At
the higher rate of 28 cycles per second, we experience anxiety and agitation.
Alpha brain waves are generally between 7 and 14 cycles per second. In the alpha state we enjoy
daydreams, are relaxed, secure, and are the most creative. Peak creativity occurs closer to 14
cycles per second. Theta waves occur when we are asleep and dreaming. Theta brain waves are
measured between 4 and 7 cycles per second. Rapid eye movement (REM) sleep occurs during
the theta state. This is when we are in a deep sleep.
Inspiring Creativity

Various techniques can be used to reach the alpha state. Sometimes it can be achieved by closing
your eyes and taking several deep breaths while focusing on a single thought or image. This list
below provides other tactics that may help you reach the alpha state. Be aware of your most
productive time of day. Take advantage of this alertness to engage in creative thinking.
• Play with children’s toys.
• Go to a museum, zoo, or aquarium.
• Walk by a stream, river, or the ocean.
• Relax and let your mind wander.
• Listen to music—this takes your mind to a
different place and creates a different mood.
• Take a shower, hot tub, sauna, or swim. Water
naturally releases stress.
Getting in the Mood for Creativity

Mind mapping is defined as a creative method of visually presenting mind pictures and ideas on
paper. Mind mapping improves retention of ideas because the pictures and words recorded add a
visual aspect to written material.
The act of writing thoughts down on paper clarifies the thoughts and makes sure the ideas are
complete. The process of mind mapping provides an alternative way to outline ideas and forces
you to write thoughts down.
Mind Mapping

Using forced connections to find creative solutions is a way of changing the characteristics of an
object, situation or problem. This presents a different perspective. It also is a way to use the
characteristics inherent in one situation and applying them in another. For example, use flow
chart techniques common to computer programming to map the human resources hiring
process. Or apply the questioning techniques of psychologists in the sales process. These are
examples of taking techniques from one field and applying them in another arena.
Follow these guidelines to use forced
connections.
• Clearly state the problem.
• List the characteristics of the problem.
• List the characteristics of the potential
solutions to the problem.
• List the potential solutions for similar
situations in other fields.
Using Forced Connections

Which of the following is most likely to help inspire creativity?
Test Your Knowledge
A. Get into a Beta brain wave state.
B. Listen to music.
C. Do your creative thinking in the morning.
D. Stay awake all night and read about everything related to the problem.

Module 5:
Identifying Potential Solutions

Approach potential solutions to a problem from multiple angles. Use the philosophy, the more
ideas, the better. The solution to the problem will only be as good as the best idea or potential
solution identified. For this reason, think of as many solutions as possible. Investing time in this
phase of problem solving will lead to a better solution.
Generating Ideas
Technique How It Works
Analogies
Compare two or more things that do not normally have anything in
common.
Fishbone diagrams A visual approach to identifying the cause of problems.
Affinity diagrams
A group method for organizing many separate ideas into a smaller number
of related ideas.
Scattergrams Used to study the relationship between cause and effect.
Mind mapping A visual representation of word/phrase associations.
Associations Thinking of one thing and having it remind us of another.
Metaphors Connecting two unrelated items together at a point of similarity.

S.C.A.M.P.E.R. is a tool to generate ideas. First, isolate the topic you want to explore. Then, apply
each step to the topic and see what ideas are developed. Alex Osborn, a pioneer in the field of
creativity, first suggested this approach. Bob Eberle later created the mnemonic for the
technique, which is broken down in the table below.
The S.C.A.M.P.E.R. Approach
S Substitute
C Combine
A Adapt
M Modify or magnify
P Put to other uses
E Eliminate or reduce
R Reverse or rearrange

Here is an example. You are a designer of affordable snowshoes for recreational use. However,
you have been approached by an investor to develop specialized snowshoes for serious cross-
country runners. How can you take your basic snowshoe design and beef it up to professional
standards?
• What can I SUBSTITUTE in the design or materials?
• What can I COMBINE in the design or materials?
• What can I ADAPT from another design?
• What can I MODIFY from my current design or competitors design?
• What can I MAGNIFY from my current design or competitors design?
• What OTHER USES can I find for my new design?
• What can be ELIMINATED from my traditional design or competitors design?
• What is the REVERSE of my traditional design?
• Will a REARRANGEMENT of my traditional design create a professional runner’s snowshoe?
The S.C.A.M.P.E.R. Approach Part 2

Having teams solve problems can lead to more creative and innovative solutions. Teams are a
powerful source of multiple ideas that generate quickly as individuals feed on the ideas of others.
The more people that participate in the problem solving and idea generation process, the more
ideas you will get. To have productive and creative teams, some behaviors need to be monitored.
It is important to guide teams to view work as a fun process, not a battle. This will encourage:
• Productivity
• Concentration
• Efficiency
• The elimination of unhealthy competition
• Development of analytical skills
• Development of intuition
Teaming and Ideas

Webster’s Dictionary defines groupthink as the tendency of members of a group to conform to
the prevailing group opinions. Groupthink occurs when a team working closely together falls into
a set pattern of decision making. A sense of superiority, invincibility, and desire for agreement
prevails. Contradictory data is ignored and outsiders are discouraged from providing input.
Groupthink prohibits full consideration of options. Signs of groupthink include:
• The group feels beyond criticism or attack.
• Bad news and outside viewpoints are censored.
• Information or a person who contradicts their
ideas is rejected.
• Beliefs that the group is right and beyond
reproach.
• Individuals fear sharing personal opinions with the
group.
• Other groups are seen as weak, bad, or stupid.
• The group will not challenge assumptions or
consider alternatives.
• Consensus is accepted too quickly.
Avoiding Groupthink

A manager or leader (even group members) should stop the development of a groupthink
environment. It is unhealthy for group members and does not generate good results.
If groupthink is suspected, you should:
• Express this concern to the group, outline
the symptoms, and provide examples of
behaviors.
• Ask the group to keep these behaviors in
check.
• Assign a team member to play devil’s
advocate and rotate this role.
• Subdivide the team to explore alternative
viewpoints.
• Solicit outside opinions.
• Hold a second meeting to review the issue
and use a different decision-making process.
Avoiding Groupthink Part 2

• Brainstorming is one of the most effective and most widely used group processes for
generating ideas. Brainstorming was created by Alex Osborn of the advertising firm Batten,
Barton, Durstine, and Osborn to increase the quantity and quality of advertising ideas. The
process became known as brainstorming because the participants’ brains were used to
“storm” a problem. While the process of brainstorming is simple, it is also highly effective. It
works particularly well for identifying ideas for marketing, product issues, strategies, planning,
policy, organization, leadership, staffing, motivation, and communications. Brainstorming does
not work particularly well with complex questions.
The following steps provide a basic structure for effective
brainstorming sessions.
1. Select a group of six to twelve people.
2. Choose a leader.
3. Choose a recorder (or two).
4. Spend no more than 30 minutes on idea generation.
5. Take a break.
6. Return and critique ideas.
Brainstorming to Identify Solutions

Brainstorming works well if each idea is recorded on a sticky note so that the ideas can later be
moved, combined, refined, connected, etc.
The four rules for interactive brainstorming to be effective are listed below.
1. No judgments are placed on ideas.
2. All ideas are welcomed.
3. The goal is quantity of ideas.
4. Record all suggestions.
Brainstorming Rules

Perceptions are how people interpret data. Many different internal and external factors impact
how we perceive the information we are presented with. Our backgrounds, education, values,
and emotions all effect how we perceive things.
Try out your ability to perceive information differently by reading the statement below. What does
it say? Navigate to the next slide to see the answer.
Looking at Different Perceptions

It says THINK! Most people’s eyes are drawn immediately to the shapes, but if you look at the
white spaces in-between them you will see the formation of the word “think.”
Looking at Different Perceptions Part 2

Really paying attention to what you see will enable you to develop a kind of binary vision that will
allow you to notice the unexpected and to put a different twist on things.
Another way to see something from a new
perspective is to break old habits. Habits are
behaviors or routines you do day in and day out
without thinking. Habitual behavior limits creativity.
Ideas for breaking habits:
• Try a new sport.
• Read a different magazine or newspaper.
• Eat at a different type of restaurant.
• Listen to a different radio station.
• Drive a different route to work or try public
transportation.
Looking at Different Perceptions Part 3

The next step in creative problem solving is to evaluate the ideas that have been generated.
There are several techniques to evaluate the merits of ideas. Look for quality over quantity, make
outrageous ideas practical, continue to defer judgment and maintain a positive attitude.
Using the 7x7 Technique to Evaluate Ideas
The 7x7 technique is a series of steps that process, organize, and evaluate ideas. To carry out this
technique, use a wall, white board, or piece of flip chart paper. Place sticky notes with an idea on
the board using seven columns and seven rows.
Evaluating Ideas

Steps in the 7x7 Technique
• Place ideas on wall, paper, or board.
• Combine like ideas.
• Exclude the impossible.
• Modify the idea.
• Defer the idea.
• Solicit feedback.
• Classify dissimilar columns.
• Rank columns.
• Generalize columns.
• Rank columns again.
• Evaluate the results.
Evaluating Ideas Part 2

The next step in the evaluation of ideas is developing a list of criteria for the problem that needs
to be solved. A list of criteria is useful for analyzing the quality of different ideas and solutions as
well as the ability of the option to solve the original problem. Criteria can point out areas of
weakness and identify shortcomings. Rarely will an idea emerge as a clear winner that satisfies all
the criteria.
Refining Ideas

Because no one idea will meet all the criteria, some additional evaluation may need to be
employed to further sift and rank ideas. When deciding which idea to implement, it is important
to use past experience as a guide, but not a hindrance. Keep your mind open to how new ideas
can be improved. There are several evaluation techniques that can be used to narrow the list of
ideas. Below is an example of one technique: an advantage/ disadvantage matrix.
Using Other Techniques to Evaluate Ideas
Criteria Options
Evaluating software games Game A Game B Game C Game D
Ease of use    
Challenge    
Sound    
Diverse characters    
Clear instructions    
High-end graphics    
 Meets criteria  Somewhat meets criteria  Does not meet criteria

Other idea evaluation techniques include:
• Advocacy: Used when there are a small number of ideas. Group members are assigned one or
two ideas and have the task of defending them to the group. They emphasize the positive
aspects of the idea. Sometimes flaws can be overlooked with this method.
• Reverse brainstorming: The opposite of advocacy. Group members criticize the flaws of each
idea.
• Voting: Done when you don’t have time to develop a good list of criteria. It allows you to rank
ideas and can be done openly or with a secret ballot.
Using Other Techniques to Evaluate Ideas Part 2

Which of the following is true about identifying and evaluating potential solutions?
Test Your Knowledge
A. Approach potential solutions to a problem from multiple angles.
B. Make sure everyone involved agrees on the solution.
C. Stop brainstorming when you have come up with a solution that works.
D. Base your solution on experience and what has worked in the past.

Review

Read the case study and answer the questions that follow in order to put your skills into practice.
Organization: Headquarters of a regional chain of ice cream shops.
People: Tanya, an administrative support employee; Connor, her boss; brainstorming participants.
Situation: Tanya has worked for the company for almost a year. In that time, she has noticed
several procedures that seem inefficient. One in particular really bothers her, so she approaches
Connor to suggest changing it.
Tanya: “Connor, have you noticed that every time
we change a flavor we offer, we have to manually
place the new photo and nutrition information
everywhere—on our website and Facebook page
and all the individual franchise websites and their
Facebook pages? That’s a ton of work!”
Connor: “It is a hassle; guess it’s a good thing we
don’t change the menu that often.”
CASE STUDY—Apply What You’ve Learned

Tanya: “Well, what if we wrote a simple
software program that would allow us to
upload the photo and nutrition info once and
have it automatically update in all the right
places?”
Connor: “I don’t know; sounds like a lot of
work and that just isn’t a priority right now.”
Tanya: “I think it’s a missed opportunity. In the
long run it would save tons of time.”
Connor: “Well, I have bigger problems than
that at the moment. You know what I really
need help with? Getting a handle on
monitoring the differences in labor costs
among all the franchises. Find a solution to that
and you’ll be my hero!”
CASE STUDY—Apply What You’ve Learned Part 2

Tanya is dejected but determined to show her value to the company, so she organizes and
facilitates a brainstorming session to address the labor cost issue.
Tanya: “Thank you all for attending. As you probably know, labor costs are the largest percentage
of expenses in our business. No two franchises are going to have the exact same labor costs, and
we currently don’t have a good system for measuring and monitoring those differences.”
Abby: “Where I used to work, we asked franchise
owners to send us daily reports, which someone
compiled into a spreadsheet and sent to the
Finance Department.”
Scott: “That sounds like way too much work—
what would we do with daily information
anyway?”
Abby: “I was just trying to offer a suggestion.”
Connor: “Thanks, Abby, but I think Scott’s right.”

Jamie: “What if we used the existing labor expenses report—you know, the one we have for
corporate—and modified it somehow?”
Connor: “That might work. But we’ll need to
get the buy-in from every single franchise
owner, and that won’t be easy. They never
agree on anything!”
Tanya: “We’ll convince them. Let’s go with it.
Do I have a volunteer to work on modifying the
report? Jamie, you’re our resident expert;
would you be willing to take it on?”
Jamie: “I guess so.”
Tanya: “And who will work with me on creating
an implementation plan? Abby, you work closely
with franchise owners. Will you help me?”
Abby: “I will, but I don’t have a lot of extra time.”
Tanya: “Don’t worry; I’ll take care of the details. Thanks everyone.”

CASE STUDY—Questions to Consider
1. Tanya initially had trouble getting her idea taken seriously by Connor. What could she have
done differently to be more successful?
2. How well did Connor support Tanya in terms of fostering a work environment conductive to
creative thinking?
3. Tanya conducted a brainstorming session to address Connor’s issue. How well did the group
follow the guidelines for brainstorming and evaluation?
4. How well did the group follow the SCAMPER technique to generate possible solutions to the
problem?
Review the ideas and suggested answers provided on the
following slides.

CASE STUDY—Suggested Answers
1. Tanya initially had trouble getting her idea taken seriously by Connor. What could she have
done differently to be more successful?
Tanya should have put her idea in writing. The benefits may have seemed obvious to her, but she
needs to spell them out clearly, as well as include the cost to implement her idea and the cost of
not implementing her idea. That would give it strength and credibility. She could have also sought
a sponsor, perhaps someone directly involved with the uploading and updating process.
2. How well did Connor support Tanya in terms of fostering a work environment conducive to
creative thinking
There is no evidence that Connor did anything to promote creative problem solving. He didn’t
show appreciation for Tanya’s effort to focus on improving systems or recognize her work in
putting together the brainstorming session specifically for his problem. For example, he could
have encouraged her to spend some time polishing her idea. It sounded like he was focused more
on his own priorities and problems, and didn’t share a mindset that nurtures creativity.

CASE STUDY—Suggested Answers Part 2
3. Tanya conducted a brainstorming session to address Connor’s issue. How well did the
group follow the guidelines for brainstorming and evaluation?
Tanya gathered a group of people specifically for this purpose and facilitated the discussion.
However, she didn’t include any franchise owners—an important stakeholder in the solution. As a
result, they will have to work harder to gain the buy-in of this group.
Another drawback was that the group judged ideas as they were suggested, which made the
brainstorming much less effective. For example, Connor tried to smooth over Scott’s comment
about Abby’s idea but also judged it (“Thanks, Abby, but I think Scott’s right.”). Instead, he could
have said, “Thanks for your idea, Abby. Let’s record it and continue thinking of other possible
solutions.” As it stands, they generated far fewer options to consider and evaluate.
As far as evaluation, they didn’t establish any specific criteria for evaluating ideas, or any specific
process, such as the 7x7 method, to evaluate the one idea they considered. Instead, they jumped
straight to implementation. If they had developed evaluation criteria, they might have decided
this wasn’t the best possible solution, or they might have noticed ways to modify the idea to
improve it.

CASE STUDY—Suggested Answers Part 3
4. How well did the group follow the SCAMPER technique to generate possible solutions to
the problem?
S: Substitute. No evidence.
C: Combine. No evidence.
A: Adapt. Abby’s idea was adapting from her experience at a previous company.
M: Modify or magnify. Jamie’s idea was modifying an existing report.
P: Put to other uses. No evidence.
E: Eliminate or reduce. No evidence.
R: Reverse or rearrange. No evidence.
The group probably would have used more of the SCAMPER elements if they had suspended
judgment and worked on generating more ideas

By now you should be able to:
• Identify roadblocks that prevent creative thinking.
• Develop creative attitudes and learn to see that all problems have opportunities.
• Rediscover your creative ability.
• Focus and direct creative efforts.
• Overcome criticism and gain acceptance for new ideas.
• Learn creative and effective techniques to recognize and identify problems.
• Explore techniques for managing creative people.
• Realize the significance of humor and how it impacts creativity.
Congratulations!

Appendix

© 2012, 2015 HRDQ. All rights reserved.
Published by HRDQ.
HRDQ and the HRDQ logo are registered trademarks of Organization Design and Development, Inc.
This publication is distributed under the terms and conditions of the Reproducible Content End User License Agreement (EULA). For specific
details, visit www.hrdq.com/legal.
For more information about this publication or to order additional copies, please contact the HRDQ Customer Service Team by phone at 610-
279-2002 or by email at custserv@hrdq.com.
For more information about HRDQ products, visit www.hrdq.com.
ISBN 978-1-58854-393-6
Title slide image: Dusit/Shutterstock.com. Images used under license from Shutterstock.com.
Microsoft®, Word®, PowerPoint®, and Outlook® are registered trademarks of Microsoft Corporation.
2750E1CPS
EN-01-NV-18

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