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Creative Problem Solving

Finding innovative solutions to challenges.

By the Mind Tools Content Team

Imagine that you're vacuuming your house in a hurry because you've got friends coming over. Frustratingly, you're working hard but you're not getting very far. You kneel down, open up the vacuum cleaner, and pull out the bag. In a cloud of dust, you realize that it's full... again. Coughing, you empty it and wonder why vacuum cleaners with bags still exist!

James Dyson, inventor and founder of Dyson® vacuum cleaners, had exactly the same problem, and he used creative problem solving to find the answer. While many companies focused on developing a better vacuum cleaner filter, he realized that he had to think differently and find a more creative solution. So, he devised a revolutionary way to separate the dirt from the air, and invented the world's first bagless vacuum cleaner. [1]

Creative problem solving (CPS) is a way of solving problems or identifying opportunities when conventional thinking has failed. It encourages you to find fresh perspectives and come up with innovative solutions, so that you can formulate a plan to overcome obstacles and reach your goals.

In this article, we'll explore what CPS is, and we'll look at its key principles. We'll also provide a model that you can use to generate creative solutions.

About Creative Problem Solving

Alex Osborn, founder of the Creative Education Foundation, first developed creative problem solving in the 1940s, along with the term "brainstorming." And, together with Sid Parnes, he developed the Osborn-Parnes Creative Problem Solving Process. Despite its age, this model remains a valuable approach to problem solving. [2]

The early Osborn-Parnes model inspired a number of other tools. One of these is the 2011 CPS Learner's Model, also from the Creative Education Foundation, developed by Dr Gerard J. Puccio, Marie Mance, and co-workers. In this article, we'll use this modern four-step model to explore how you can use CPS to generate innovative, effective solutions.

Why Use Creative Problem Solving?

Dealing with obstacles and challenges is a regular part of working life, and overcoming them isn't always easy. To improve your products, services, communications, and interpersonal skills, and for you and your organization to excel, you need to encourage creative thinking and find innovative solutions that work.

CPS asks you to separate your "divergent" and "convergent" thinking as a way to do this. Divergent thinking is the process of generating lots of potential solutions and possibilities, otherwise known as brainstorming. And convergent thinking involves evaluating those options and choosing the most promising one. Often, we use a combination of the two to develop new ideas or solutions. However, using them simultaneously can result in unbalanced or biased decisions, and can stifle idea generation.

For more on divergent and convergent thinking, and for a useful diagram, see the book "Facilitator's Guide to Participatory Decision-Making." [3]

Core Principles of Creative Problem Solving

CPS has four core principles. Let's explore each one in more detail:

• Divergent and convergent thinking must be balanced. The key to creativity is learning how to identify and balance divergent and convergent thinking (done separately), and knowing when to practice each one.
• Ask problems as questions. When you rephrase problems and challenges as open-ended questions with multiple possibilities, it's easier to come up with solutions. Asking these types of questions generates lots of rich information, while asking closed questions tends to elicit short answers, such as confirmations or disagreements. Problem statements tend to generate limited responses, or none at all.
• Defer or suspend judgment. As Alex Osborn learned from his work on brainstorming, judging solutions early on tends to shut down idea generation. Instead, there's an appropriate and necessary time to judge ideas during the convergence stage.
• Focus on "Yes, and," rather than "No, but." Language matters when you're generating information and ideas. "Yes, and" encourages people to expand their thoughts, which is necessary during certain stages of CPS. Using the word "but" – preceded by "yes" or "no" – ends conversation, and often negates what's come before it.

How to Use the Tool

Let's explore how you can use each of the four steps of the CPS Learner's Model (shown in figure 1, below) to generate innovative ideas and solutions.

Figure 1 – CPS Learner's Model

Explore the Vision

Identify your goal, desire or challenge. This is a crucial first step because it's easy to assume, incorrectly, that you know what the problem is. However, you may have missed something or have failed to understand the issue fully, and defining your objective can provide clarity. Read our article, 5 Whys , for more on getting to the root of a problem quickly.

Gather Data

Once you've identified and understood the problem, you can collect information about it and develop a clear understanding of it. Make a note of details such as who and what is involved, all the relevant facts, and everyone's feelings and opinions.

Formulate Questions

When you've increased your awareness of the challenge or problem you've identified, ask questions that will generate solutions. Think about the obstacles you might face and the opportunities they could present.

Explore Ideas

Generate ideas that answer the challenge questions you identified in step 1. It can be tempting to consider solutions that you've tried before, as our minds tend to return to habitual thinking patterns that stop us from producing new ideas. However, this is a chance to use your creativity .

Brainstorming and Mind Maps are great ways to explore ideas during this divergent stage of CPS. And our articles, Encouraging Team Creativity , Problem Solving , Rolestorming , Hurson's Productive Thinking Model , and The Four-Step Innovation Process , can also help boost your creativity.

See our Brainstorming resources within our Creativity section for more on this.

Formulate Solutions

This is the convergent stage of CPS, where you begin to focus on evaluating all of your possible options and come up with solutions. Analyze whether potential solutions meet your needs and criteria, and decide whether you can implement them successfully. Next, consider how you can strengthen them and determine which ones are the best "fit." Our articles, Critical Thinking and ORAPAPA , are useful here.

4. Implement

Formulate a plan.

Once you've chosen the best solution, it's time to develop a plan of action. Start by identifying resources and actions that will allow you to implement your chosen solution. Next, communicate your plan and make sure that everyone involved understands and accepts it.

There have been many adaptations of CPS since its inception, because nobody owns the idea.

For example, Scott Isaksen and Donald Treffinger formed The Creative Problem Solving Group Inc . and the Center for Creative Learning , and their model has evolved over many versions. Blair Miller, Jonathan Vehar and Roger L. Firestien also created their own version, and Dr Gerard J. Puccio, Mary C. Murdock, and Marie Mance developed CPS: The Thinking Skills Model. [4] Tim Hurson created The Productive Thinking Model , and Paul Reali developed CPS: Competencies Model. [5]

Sid Parnes continued to adapt the CPS model by adding concepts such as imagery and visualization , and he founded the Creative Studies Project to teach CPS. For more information on the evolution and development of the CPS process, see Creative Problem Solving Version 6.1 by Donald J. Treffinger, Scott G. Isaksen, and K. Brian Dorval. [6]

Creative Problem Solving (CPS) Infographic

See our infographic on Creative Problem Solving .

Creative problem solving (CPS) is a way of using your creativity to develop new ideas and solutions to problems. The process is based on separating divergent and convergent thinking styles, so that you can focus your mind on creating at the first stage, and then evaluating at the second stage.

There have been many adaptations of the original Osborn-Parnes model, but they all involve a clear structure of identifying the problem, generating new ideas, evaluating the options, and then formulating a plan for successful implementation.

[1] Entrepreneur (2012). James Dyson on Using Failure to Drive Success [online]. Available here . [Accessed May 27, 2022.]

[2] Creative Education Foundation (2015). The CPS Process [online]. Available here . [Accessed May 26, 2022.]

[3] Kaner, S. et al. (2014). 'Facilitator′s Guide to Participatory Decision–Making,' San Francisco: Jossey-Bass.

[4] Puccio, G., Mance, M., and Murdock, M. (2011). 'Creative Leadership: Skils That Drive Change' (2nd Ed.), Thousand Oaks, CA: Sage.

[5] OmniSkills (2013). Creative Problem Solving [online]. Available here . [Accessed May 26, 2022].

[6] Treffinger, G., Isaksen, S., and Dorval, B. (2010). Creative Problem Solving (CPS Version 6.1). Center for Creative Learning, Inc. & Creative Problem Solving Group, Inc. Available here .

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What Is Creative Problem-Solving & Why Is It Important?

• 01 Feb 2022

One of the biggest hindrances to innovation is complacency—it can be more comfortable to do what you know than venture into the unknown. Business leaders can overcome this barrier by mobilizing creative team members and providing space to innovate.

There are several tools you can use to encourage creativity in the workplace. Creative problem-solving is one of them, which facilitates the development of innovative solutions to difficult problems.

Here’s an overview of creative problem-solving and why it’s important in business.

Access your free e-book today.

What Is Creative Problem-Solving?

Research is necessary when solving a problem. But there are situations where a problem’s specific cause is difficult to pinpoint. This can occur when there’s not enough time to narrow down the problem’s source or there are differing opinions about its root cause.

In such cases, you can use creative problem-solving , which allows you to explore potential solutions regardless of whether a problem has been defined.

Creative problem-solving is less structured than other innovation processes and encourages exploring open-ended solutions. It also focuses on developing new perspectives and fostering creativity in the workplace . Its benefits include:

• Finding creative solutions to complex problems : User research can insufficiently illustrate a situation’s complexity. While other innovation processes rely on this information, creative problem-solving can yield solutions without it.
• Adapting to change : Business is constantly changing, and business leaders need to adapt. Creative problem-solving helps overcome unforeseen challenges and find solutions to unconventional problems.
• Fueling innovation and growth : In addition to solutions, creative problem-solving can spark innovative ideas that drive company growth. These ideas can lead to new product lines, services, or a modified operations structure that improves efficiency.

Creative problem-solving is traditionally based on the following key principles :

1. Balance Divergent and Convergent Thinking

Creative problem-solving uses two primary tools to find solutions: divergence and convergence. Divergence generates ideas in response to a problem, while convergence narrows them down to a shortlist. It balances these two practices and turns ideas into concrete solutions.

2. Reframe Problems as Questions

By framing problems as questions, you shift from focusing on obstacles to solutions. This provides the freedom to brainstorm potential ideas.

3. Defer Judgment of Ideas

When brainstorming, it can be natural to reject or accept ideas right away. Yet, immediate judgments interfere with the idea generation process. Even ideas that seem implausible can turn into outstanding innovations upon further exploration and development.

4. Focus on "Yes, And" Instead of "No, But"

Using negative words like "no" discourages creative thinking. Instead, use positive language to build and maintain an environment that fosters the development of creative and innovative ideas.

Creative Problem-Solving and Design Thinking

Whereas creative problem-solving facilitates developing innovative ideas through a less structured workflow, design thinking takes a far more organized approach.

Design thinking is a human-centered, solutions-based process that fosters the ideation and development of solutions. In the online course Design Thinking and Innovation , Harvard Business School Dean Srikant Datar leverages a four-phase framework to explain design thinking.

The four stages are:

• Clarify: The clarification stage allows you to empathize with the user and identify problems. Observations and insights are informed by thorough research. Findings are then reframed as problem statements or questions.
• Ideate: Ideation is the process of coming up with innovative ideas. The divergence of ideas involved with creative problem-solving is a major focus.
• Develop: In the development stage, ideas evolve into experiments and tests. Ideas converge and are explored through prototyping and open critique.
• Implement: Implementation involves continuing to test and experiment to refine the solution and encourage its adoption.

Creative problem-solving primarily operates in the ideate phase of design thinking but can be applied to others. This is because design thinking is an iterative process that moves between the stages as ideas are generated and pursued. This is normal and encouraged, as innovation requires exploring multiple ideas.

Creative Problem-Solving Tools

While there are many useful tools in the creative problem-solving process, here are three you should know:

Creating a Problem Story

One way to innovate is by creating a story about a problem to understand how it affects users and what solutions best fit their needs. Here are the steps you need to take to use this tool properly.

1. Identify a UDP

Create a problem story to identify the undesired phenomena (UDP). For example, consider a company that produces printers that overheat. In this case, the UDP is "our printers overheat."

2. Move Forward in Time

To move forward in time, ask: “Why is this a problem?” For example, minor damage could be one result of the machines overheating. In more extreme cases, printers may catch fire. Don't be afraid to create multiple problem stories if you think of more than one UDP.

3. Move Backward in Time

To move backward in time, ask: “What caused this UDP?” If you can't identify the root problem, think about what typically causes the UDP to occur. For the overheating printers, overuse could be a cause.

Following the three-step framework above helps illustrate a clear problem story:

• The printer is overused.
• The printer overheats.
• The printer breaks down.

You can extend the problem story in either direction if you think of additional cause-and-effect relationships.

4. Break the Chains

By this point, you’ll have multiple UDP storylines. Take two that are similar and focus on breaking the chains connecting them. This can be accomplished through inversion or neutralization.

• Inversion: Inversion changes the relationship between two UDPs so the cause is the same but the effect is the opposite. For example, if the UDP is "the more X happens, the more likely Y is to happen," inversion changes the equation to "the more X happens, the less likely Y is to happen." Using the printer example, inversion would consider: "What if the more a printer is used, the less likely it’s going to overheat?" Innovation requires an open mind. Just because a solution initially seems unlikely doesn't mean it can't be pursued further or spark additional ideas.
• Neutralization: Neutralization completely eliminates the cause-and-effect relationship between X and Y. This changes the above equation to "the more or less X happens has no effect on Y." In the case of the printers, neutralization would rephrase the relationship to "the more or less a printer is used has no effect on whether it overheats."

Even if creating a problem story doesn't provide a solution, it can offer useful context to users’ problems and additional ideas to be explored. Given that divergence is one of the fundamental practices of creative problem-solving, it’s a good idea to incorporate it into each tool you use.

Brainstorming

Brainstorming is a tool that can be highly effective when guided by the iterative qualities of the design thinking process. It involves openly discussing and debating ideas and topics in a group setting. This facilitates idea generation and exploration as different team members consider the same concept from multiple perspectives.

Hosting brainstorming sessions can result in problems, such as groupthink or social loafing. To combat this, leverage a three-step brainstorming method involving divergence and convergence :

• Have each group member come up with as many ideas as possible and write them down to ensure the brainstorming session is productive.
• Continue the divergence of ideas by collectively sharing and exploring each idea as a group. The goal is to create a setting where new ideas are inspired by open discussion.
• Begin the convergence of ideas by narrowing them down to a few explorable options. There’s no "right number of ideas." Don't be afraid to consider exploring all of them, as long as you have the resources to do so.

Alternate Worlds

The alternate worlds tool is an empathetic approach to creative problem-solving. It encourages you to consider how someone in another world would approach your situation.

For example, if you’re concerned that the printers you produce overheat and catch fire, consider how a different industry would approach the problem. How would an automotive expert solve it? How would a firefighter?

Be creative as you consider and research alternate worlds. The purpose is not to nail down a solution right away but to continue the ideation process through diverging and exploring ideas.

Continue Developing Your Skills

Whether you’re an entrepreneur, marketer, or business leader, learning the ropes of design thinking can be an effective way to build your skills and foster creativity and innovation in any setting.

If you're ready to develop your design thinking and creative problem-solving skills, explore Design Thinking and Innovation , one of our online entrepreneurship and innovation courses. If you aren't sure which course is the right fit, download our free course flowchart to determine which best aligns with your goals.

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High Performance. Innovation. Leadership.

What is Creative Problem Solving?

“Every problem is an opportunity in disguise.” — John Adams

Imagine if you come up with new ideas and solve problems better, faster, easier?

Imagine if you could easily leverage the thinking from multiple experts and different points of view?

That’s the promise and the premise of Creative Problem Solving.

As Einstein put it, “Creativity is intelligence having fun.”

Creative problem solving is a systematic approach that empowers individuals and teams to unleash their imagination , explore diverse perspectives, and generate innovative solutions to complex challenges.

Throughout my years at Microsoft, I’ve used variations of Creative Problem Solving to tackle big, audacious challenges and create new opportunities for innovation.

I this article, I walkthrough the original Creative Problem Solving process and variations so that you can more fully appreciate the power of the process and how it’s evolved over the years.

On This Page

Innovation is a Team Sport What is Creative Problem Solving? What is the Creative Problem Solving Process? Variations of Creative Problem Solving Osborn-Parnes Creative Problem Solving Criticisms of Creative Problem Solving Creative Problem Solving 21st Century FourSight Thinking Profiles Basadur’s Innovative Process Synetics SCAMPER Design Thinking

Innovation is a Team Sport

Recognizing that innovation is a team sport , I understood the importance of equipping myself and my teams with the right tools for the job.

By leveraging different problem-solving approaches, I have been able to navigate complex landscapes , think outside the box, and find unique solutions.

Creative Problem Solving has served as a valuable compass , guiding me to explore uncharted territories and unlock the potential for groundbreaking ideas.

With a diverse set of tools in my toolbox, I’ve been better prepared to navigate the dynamic world of innovation and contribute to the success and amplify impact for many teams and many orgs for many years.

By learning and teaching Creative Problem Solving we empower diverse teams to appreciate and embrace cognitive diversity to solve problems and create new opportunities with skill.

Creative problem solving is a mental process used to find original and effective solutions to problems.

It involves going beyond traditional methods and thinking outside the box to come up with new and innovative approaches.

Here are some key aspects of creative problem solving:

• Divergent Thinking : This involves exploring a wide range of possibilities and generating a large number of ideas, even if they seem unconventional at first.
• Convergent Thinking : Once you have a pool of ideas, you need to narrow them down and select the most promising ones. This requires critical thinking and evaluation skills.
• Process : There are various frameworks and techniques that can guide you through the creative problem-solving process. These can help you structure your thinking and increase your chances of finding innovative solutions.

Benefits of Creative Problem Solving:

• Finding New Solutions : It allows you to overcome challenges and achieve goals in ways that traditional methods might miss.
• Enhancing Innovation : It fosters a culture of innovation and helps organizations stay ahead of the curve.
• Improved Adaptability : It equips you to handle unexpected situations and adapt to changing circumstances.
• Boosts Confidence: Successfully solving problems with creative solutions can build confidence and motivation.

Here are some common techniques used in creative problem solving:

• Brainstorming : This is a classic technique where you generate as many ideas as possible in a short period of time.
• SCAMPER: This is a framework that prompts you to consider different ways to Substitute, Combine, Adapt, Magnify/Minify, Put to other uses, Eliminate, and Rearrange elements of the problem.
• Mind Mapping: This technique involves visually organizing your ideas and connections between them.
• Lateral Thinking: This approach challenges you to look at the problem from different angles and consider unconventional solutions.

Creative problem solving is a valuable skill for everyone, not just artists or designers.

You can apply it to all aspects of life, from personal challenges to professional endeavors.

What is the Creative Problem Solving Process?

The Creative Problem Solving (CPS) framework is a systematic approach for generating innovative solutions to complex problems.

It’s effectively a process framework.

It provides a structured process that helps individuals and teams think creatively, explore possibilities, and develop practical solutions.

The Creative Problem Solving process framework typically consists of the following stages:

• Clarify : In this stage, the problem or challenge is clearly defined, ensuring a shared understanding among participants. The key objectives, constraints, and desired outcomes are identified.
• Generate Ideas : During this stage, participants engage in divergent thinking to generate a wide range of ideas and potential solutions. The focus is on quantity and deferring judgment, encouraging free-flowing creativity.
• Develop Solutions : In this stage, the generated ideas are evaluated, refined, and developed into viable solutions. Participants explore the feasibility, practicality, and potential impact of each idea, considering the resources and constraints at hand.
• Implement : Once a solution or set of solutions is selected, an action plan is developed to guide the implementation process. This includes defining specific steps, assigning responsibilities, setting timelines, and identifying the necessary resources.
• Evaluate : After implementing the solution, the outcomes and results are evaluated to assess the effectiveness and impact. Lessons learned are captured to inform future problem-solving efforts and improve the process.

Throughout the Creative Problem Solving framework, various creativity techniques and tools can be employed to stimulate idea generation, such as brainstorming, mind mapping, SCAMPER (Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, Reverse), and others.

These techniques help break through traditional thinking patterns and encourage novel approaches to problem-solving.

What are Variations of the Creative Problem Solving Process?

There are several variations of the Creative Problem Solving process, each emphasizing different steps or stages.

Here are five variations that are commonly referenced:

• Osborn-Parnes Creative Problem Solving : This is one of the earliest and most widely used versions of Creative Problem Solving. It consists of six stages: Objective Finding, Fact Finding, Problem Finding, Idea Finding, Solution Finding, and Acceptance Finding. It follows a systematic approach to identify and solve problems creatively.
• Creative Problem Solving 21st Century : Creative Problem Solving 21st Century, developed by Roger Firestien, is an innovative approach that empowers individuals to identify and take action towards achieving their goals, wishes, or challenges by providing a structured process to generate ideas, develop solutions, and create a plan of action.
• FourSight Thinking Profiles : This model introduces four stages in the Creative Problem Solving process: Clarify, Ideate, Develop, and Implement. It emphasizes the importance of understanding the problem, generating a range of ideas, developing and evaluating those ideas, and finally implementing the best solution.
• Basadur’s Innovative Process : Basadur’s Innovative Process, developed by Min Basadur, is a systematic and iterative process that guides teams through eight steps to effectively identify, define, generate ideas, evaluate, and implement solutions, resulting in creative and innovative outcomes.
• Synectics : Synectics is a Creative Problem Solving variation that focuses on creating new connections and insights. It involves stages such as Problem Clarification, Idea Generation, Evaluation, and Action Planning. Synectics encourages thinking from diverse perspectives and applying analogical reasoning.
• SCAMPER : SCAMPER is an acronym representing different creative thinking techniques to stimulate idea generation. Each letter stands for a strategy: Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Rearrange. SCAMPER is used as a tool within the Creative Problem Solving process to generate innovative ideas by applying these strategies.
• Design Thinking : While not strictly a variation of Creative Problem Solving, Design Thinking is a problem-solving approach that shares similarities with Creative Problem Solving. It typically includes stages such as Empathize, Define, Ideate, Prototype, and Test. Design Thinking focuses on understanding users’ needs, ideating and prototyping solutions, and iterating based on feedback.

These are just a few examples of variations within the Creative Problem Solving framework. Each variation provides a unique perspective on the problem-solving process, allowing individuals and teams to approach challenges in different ways.

Osborn-Parnes Creative Problem Solving (CPS)

The original Creative Problem Solving (CPS) process, developed by Alex Osborn and Sidney Parnes, consists of the following steps:

• Objective Finding : In this step, the problem or challenge is clearly defined, and the objectives and goals are established. It involves understanding the problem from different perspectives, gathering relevant information, and identifying the desired outcomes.
• Fact Finding : The objective of this step is to gather information, data, and facts related to the problem. It involves conducting research, analyzing the current situation, and seeking a comprehensive understanding of the factors influencing the problem.
• Problem Finding : In this step, the focus is on identifying the root causes and underlying issues contributing to the problem. It involves reframing the problem, exploring it from different angles, and asking probing questions to uncover insights and uncover potential areas for improvement.
• Idea Finding : This step involves generating a wide range of ideas and potential solutions. Participants engage in divergent thinking techniques, such as brainstorming, to produce as many ideas as possible without judgment or evaluation. The aim is to encourage creativity and explore novel possibilities.
• Solution Finding : After generating a pool of ideas, the next step is to evaluate and select the most promising solutions. This involves convergent thinking, where participants assess the feasibility, desirability, and viability of each idea. Criteria are established to assess and rank the solutions based on their potential effectiveness.
• Acceptance Finding : In this step, the selected solution is refined, developed, and adapted to fit the specific context and constraints. Strategies are identified to overcome potential obstacles and challenges. Participants work to gain acceptance and support for the chosen solution from stakeholders.
• Solution Implementation : Once the solution is finalized, an action plan is developed to guide its implementation. This includes defining specific steps, assigning responsibilities, setting timelines, and securing the necessary resources. The solution is put into action, and progress is monitored to ensure successful execution.
• Monitoring and Evaluation : The final step involves tracking the progress and evaluating the outcomes of the implemented solution. Lessons learned are captured, and feedback is gathered to inform future problem-solving efforts. This step helps refine the process and improve future problem-solving endeavors.

The CPS process is designed to be iterative and flexible, allowing for feedback loops and refinement at each stage. It encourages collaboration, open-mindedness, and the exploration of diverse perspectives to foster creative problem-solving and innovation.

Criticisms of the Original Creative Problem Solving Approach

While Osborn-Parnes Creative Problem Solving is a widely used and effective problem-solving framework, it does have some criticisms, challenges, and limitations.

These include:

• Linear Process : CPS follows a structured and linear process, which may not fully capture the dynamic and non-linear nature of complex problems.
• Overemphasis on Rationality : CPS primarily focuses on logical and rational thinking, potentially overlooking the value of intuitive or emotional insights in the problem-solving process.
• Limited Cultural Diversity : The CPS framework may not adequately address the cultural and contextual differences that influence problem-solving approaches across diverse groups and regions.
• Time and Resource Intensive : Implementing the CPS process can be time-consuming and resource-intensive, requiring significant commitment and investment from participants and organizations.
• Lack of Flexibility : The structured nature of CPS may restrict the exploration of alternative problem-solving methods, limiting adaptability to different situations or contexts.
• Limited Emphasis on Collaboration : Although CPS encourages group participation, it may not fully leverage the collective intelligence and diverse perspectives of teams, potentially limiting the effectiveness of collaborative problem-solving.
• Potential Resistance to Change : Organizations or individuals accustomed to traditional problem-solving approaches may encounter resistance or difficulty in embracing the CPS methodology and its associated mindset shift.

Despite these criticisms and challenges, the CPS framework remains a valuable tool for systematic problem-solving.

Adapting and supplementing it with other methodologies and approaches can help overcome some of its limitations and enhance overall effectiveness.

Creative Problem Solving 21st Century

Roger Firestien is a master facilitator of the Creative Problem Solving process. He has been using it, studying it, researching it, and teaching it for 40 years.

According to him, the 21st century requires a new approach to problem-solving that is more creative and innovative.

He has developed a program that focuses on assisting facilitators of the Creative Problem Solving Process to smoothly and confidently transition from one stage to the next in the Creative Problem Solving process as well as learn how to talk less and accomplish more while facilitating Creative Problem Solving.

Creative Problem Solving empowers individuals to identify and take action towards achieving their goals, manifesting their aspirations, or addressing challenges they wish to overcome.

Unlike approaches that solely focus on problem-solving, CPS recognizes that the user’s objective may not necessarily be framed as a problem. Instead, CPS supports users in realizing their goals and desires, providing a versatile framework to guide them towards success.

Why Creative Problem Solving 21st Century?

Creative Problem Solving 21st Century addresses challenges with the original Creative Problem Solving method by adapting it to the demands of the modern era. Roger Firestien recognized that the 21st century requires a new approach to problem-solving that is more creative and innovative.

The Creative Problem Solving 21st Century program focuses on helping facilitators smoothly transition between different stages of the problem-solving process. It also teaches them how to be more efficient and productive in their facilitation by talking less and achieving more results.

Unlike approaches that solely focus on problem-solving, Creative Problem Solving 21st Century acknowledges that users may not always frame their objectives as problems. It recognizes that individuals have goals, wishes, and challenges they want to address or achieve. Creative Problem Solving provides a flexible framework to guide users towards success in realizing their aspirations.

Creative Problem Solving 21st Century builds upon the foundational work of pioneers such as Osborn, Parnes, Miller, and Firestien. It incorporates practical techniques like PPC (Pluses, Potentials, Concerns) and emphasizes the importance of creative leadership skills in driving change.

Stages of the Creative Problem Solving 21st Century

• Clarify the Problem
• Generate Ideas
• Develop Solutions
• Plan for Action

Steps of the Creative Problem Solving 21st Century

Here are stages and steps of the Creative Problem Solving 21st Century per Roger Firestien:

CLARIFY THE PROBLEM

Start here when you are looking to improve, create, or solve something. You want to explore the facts,  feelings and data around it. You want to find the best problem to solve.

IDENTIFY GOAL, WISH OR CHALLENGE Start with a goal, wish or challenge that begins with the phrase: “I wish…” or “It would be great if…”

Diverge : If you are not quite clear on a goal then create, invent, solve or improve.

Converge : Select the goal, wish or challenge on which you have Ownership, Motivation and a need for Imagination.

GATHER DATA

Diverge : What is a brief history of your goal, wish or challenge? What have you already thought of or tried? What might be your ideal goal?

Converge : Select the key data that reveals a new insight into the situation or that is important to consider throughout the remainder of the process.

Diverge : Generate many questions about your goal, wish or challenge. Phrase your questions beginning with: “How to…?” “How might…?” “What might be all the ways to…?” Try turning your key data into questions that redefine the goal, wish or challenge.

• Mark the “HITS” : New insight. Promising direction. Nails it! Feels good in your gut.
• Group the related “HITS” together.
• Restate the cluster . “How to…” “What might be all the…”

GENERATE IDEAS

Start here when you have a clearly defined problem and you need ideas to solve it. The best way to create great ideas is to generate LOTS of ideas. Defer judgment. Strive for quantity. Seek wild & unusual ideas. Build on other ideas.

Diverge : Come up with at least 40 ideas for solving your problem. Come up with 40 more. Keep going. Even as you see good ideas emerge, keep pushing for novelty. Stretch!

• Mark the “HITS”: Interesting, Intriguing, Useful, Solves the problem. Sparkles at you.
• Restate the cluster with a verb phrase.

DEVELOP SOLUTIONS

Start here when you want to turn promising ideas into workable solutions.

DEVELOP YOUR SOLUTION Review your clusters of ideas and blend them into a “story.” Imagine in detail what your solution would look like when it is implemented.

Begin your solution story with the phrase, “What I see myself doing is…”

PPCo EVALUATION

PPCo stands for Pluses, Potentials, Concerns and Overcome concerns

Review your solution story .

• List the PLUSES or specific strengths of your solution.
• List the POTENTIALS of your solution. What might be the result if you were to implement your idea?
• Finally, list your CONCERNS about the solution. Phrase your concerns beginning with “How to…”
• Diverge and generate ideas to OVERCOME your concerns one at a time until they have all been overcome
• Converge and select the best ideas to overcome your concerns. Use these ideas to improve your solution.

PLAN FOR ACTION

Start here when you have a solution and need buy-in from others. You want to create a detailed plan of action to follow.

Diverge : List all of the actions you might take to implement your solution.

• What might you do to make your solution easy to understand?
• What might you do to demonstrate the advantages of your solution?
• How might you gain acceptance of your solution?
• What steps might you take to put your solution into action?

Converge : Select the key actions to implement your solution. Create a plan, detailing who does what by when.

Credits for the Creative Problem Solving 21st Century

Creative Problem Solving – 21st Century is based on the work of: Osborn, A.F..(1953). Applied Imagination: Principles and procedures of Creative Problem Solving. New York: Scribner’s. Parnes, S.J, Noller, R.B & Biondi, A. (1977). Guide to Creative Action. New York: Scribner’s. Miller, B., Firestien, R., Vehar, J. Plain language Creative Problem-Solving Model, 1997. Puccio, G.J., Mance, M., Murdock, M.C. (2010) Creative Leadership: Skills that drive change. (Second Edition), Sage Publications, Thousand Oaks, CA. Miller, B., Vehar J., Firestien, R., Thurber, S. Nielsen, D. (2011) Creativity Unbound: An introduction to creative process. (Fifth Edition), Foursight, LLC., Evanston, IL. PPC (Pluses, Potentials & Concerns) was invented by Diane Foucar-Szocki, Bill Shepard & Roger Firestien in 1982

Where to Go for More on Creative Problem Solving 21st Century

Here are incredible free resources to ramp up on Creative Problem Solving 21st Century:

• PDF of Creative Problem Solving 21st Edition (RogerFirestien.com)
• PDF Worksheets for Creative Problem Solving (RogerFirestien.com)
• Video: Roger Firestien on 40 Years of Creative Problem Solving

Video Walkthroughs

• Video 1: Introduction to Creative Problem Solving
• Video 2: Identify your Goal/Wish/Challenge
• Video 3: Gather Data
• Video 4: Clarify the Problem: Creative Questions
• Video 5: Clarify the Problem: Why? What’s Stopping Me?
• Video 6: Selecting the Best Problem
• Video 7: How to do a Warm-up
• Video 8: Generate Ideas: Sticky Notes + Forced Connections
• Video 9: Generate Ideas: Brainwriting
• Video 10: Selecting the Best Ideas
• Video 11: Develop Solutions: PPCO
• Video 12: Generating Action Steps
• Video 13: Create Your Action Plan
• Video 14: CPS: The Whole Process

FourSight Thinking Profiles

The FourSight Thinking Skills Profile is an assessment tool designed to measure an individual’s thinking preferences and skills.

It focuses on four key thinking styles or stages that contribute to the creative problem-solving process.

The assessment helps individuals and teams understand their strengths and areas for development in each of these stages.

Why FourSight Thinking Profiles?

The FourSight method was necessary to address certain limitations or challenges that were identified in the original CPS method.

• Thinking Preferences : The FourSight model recognizes that individuals have different thinking preferences or cognitive styles. By understanding and leveraging these preferences, the FourSight method aims to optimize idea generation and problem-solving processes within teams and organizations.
• Overemphasis on Ideation : While ideation is a critical aspect of CPS, the original method sometimes focused too heavily on generating ideas without adequate attention to other stages, such as problem clarification, solution development, and implementation. FourSight offers a more balanced approach across all stages of the CPS process.
• Enhanced Problem Definition : FourSight places a particular emphasis on the Clarify stage, which involves defining the problem or challenge. This is an important step to ensure that the problem is well-understood and properly framed before proceeding to ideation and solution development.
• Research-Based Approach : The development of FourSight was influenced by extensive research on thinking styles and creativity. By incorporating these research insights into the CPS process, FourSight provides a more evidence-based and comprehensive approach to creative problem-solving.

Stages of FourSight Creative Problem Solving

FourSight Creative Problem Solving consists of four thinking stages, each associated with a specific thinking preference:

• Clarify : In this stage, the focus is on gaining a clear understanding of the problem or challenge. Participants define the problem statement, gather relevant information, and identify the key objectives and desired outcomes. This stage involves analytical thinking and careful examination of the problem’s context and scope.
• Ideate : The ideation stage involves generating a broad range of ideas and potential solutions. Participants engage in divergent thinking, allowing for a free flow of creativity and encouraging the exploration of unconventional possibilities. Various brainstorming techniques and creativity tools can be utilized to stimulate idea generation.
• Develop : Once a pool of ideas has been generated, the next stage is to develop and refine the selected ideas. Participants shift into a convergent thinking mode, evaluating and analyzing the feasibility, practicality, and potential impact of each idea. The emphasis is on refining and shaping the ideas into viable solutions.
• Implement : The final stage is focused on implementing the chosen solution. Participants develop an action plan, define specific steps and timelines, assign responsibilities, and identify the necessary resources. This stage requires practical thinking and attention to detail to ensure the successful execution of the solution.

Throughout the FourSight framework, it is recognized that individuals have different thinking preferences. Some individuals naturally excel in the Clarify stage, while others thrive in Ideate, Develop, or Implement.

By understanding these preferences, the FourSight framework encourages collaboration and diversity of thinking styles, ensuring a well-rounded approach to problem-solving and innovation.

The FourSight process can be iterative, allowing for feedback loops and revisiting previous stages as needed. It emphasizes the importance of open communication, respect for different perspectives, and leveraging the collective intelligence of a team to achieve optimal results.

4 Thinking Profiles in FourSight

In the FourSight model, there are four preferences that individuals can exhibit. These preferences reflect where individuals tend to focus their energy and time within the creative problem-solving process.

The four preferences in FourSight are:

• Clarifier : Individuals with a Clarifier preference excel in the first stage of the creative problem-solving process, which is about gaining clarity and understanding the problem. They are skilled at asking questions, gathering information, and analyzing data to define the problem accurately.
• Ideator : Individuals with an Ideator preference thrive in the second stage, which involves generating a wide range of ideas. They are imaginative thinkers who excel at brainstorming, thinking outside the box, and generating creative solutions. Ideators are known for their ability to explore multiple perspectives and come up with diverse ideas.
• Developer : Individuals with a Developer preference excel in the third stage of the process, which focuses on refining and developing ideas. They are skilled at evaluating ideas, analyzing their feasibility, and transforming them into actionable plans or solutions. Developers excel in taking promising ideas and shaping them into practical and effective strategies.
• Implementer : Individuals with an Implementer preference shine in the final stage of the process, which is about planning for action and executing the chosen solution. Implementers are skilled at organizing tasks, creating action plans, and ensuring successful implementation. They focus on turning ideas into tangible outcomes and are known for their ability to execute projects efficiently.

It’s important to note that while individuals may have a primary preference, everyone is capable of participating in all stages of the creative problem-solving process.

However, the FourSight model suggests that individuals tend to have a natural inclination or preference towards one or more of these stages. Understanding one’s preferences can help individuals leverage their strengths and work effectively in a team by appreciating the diversity of thinking preferences.

Right Hand vs. Left Hand

The FourSight model is a way to understand how people approach the creative process. It measures our preferences for different stages of creativity.

A good analogy for this is writing with your right or left hand. Think about writing with your right or left hand. Most of us have a dominant hand that we use for writing. It’s the hand we’re most comfortable with and it comes naturally to us. But it doesn’t mean we can’t write with our non-dominant hand. We can still do it, but it requires more effort and focus.

Similarly, in the creative process, we have preferred stages or parts that we enjoy and feel comfortable in. These are our peak preferences. However, it doesn’t mean we can’t work on the other stages. We can make a conscious effort to spend time and work on those stages, even if they don’t come as naturally to us.

Combinations of FourSight Profiles

Your FourSight profile is determined by four scores that represent your preferences in the creative process. Your profile reveals where you feel most energized and where you may struggle.

If you have a single peak in your profile, refer back to the description of that preference. If you have two or more peaks, continue reading to understand your tendencies when engaging in any kind of innovation.

Here are how the combinations show up, along with their labels:

2-Way Combinations

• High Clarifier & High Ideator = “Early Bird
• High Clarifier & High Developer = “Analyst”
• High Clarifier & High Implementer = “Accelerator”
• High Ideator & High Developer = “Theorist”
• High Ideator & High Implementer = “Driver”
• High Developer & High Implementer = “Finisher”

3-Way Combinations

• High Clarifier, Ideator & Developer = “Hare”
• High Clarifier, Ideator & Implementer = “Idea Broker”
• High Clarifier, Developer & Implementer = “Realist”
• High Ideator, Developer & Implementer = “Optimist”

4-Way Combination Nearly Equal for All Four Preferences = “Integrator”

Where to Go for More On FourSight

• FourSight Home
• FourSight Thinking Profile Interpretive Guide PDF
• FourSight Technical Manual PDF

Basadur’s Innovative Process

The Simplex Process, developed by management and creativity expert Min Basadur, gained recognition through his influential book “The Power of Innovation” published in 1995.

It consists of a sequence of eight steps organized into three distinct stages:

• Problem Formulation
• Solution Formulation
• Solution Implementation

You might hear Bsadur’s Innovative Process referred to by a few variations:

• Simplex Creative Problem Solving
• Basadur SIMPLEX Problem Solving Process
• Basadur System of innovation and creative problem solving
• Simplexity Thinking Process

What is Basadur’s Innovative Process

Here is how Basadur.com explains Basadur’s Innovation Process :

“The Basadur Innovation Process is an innovative thinking & creative problem solving process that separates innovation into clearly-defined steps, to take you from initial problem-finding right through to implementing the solutions you’ve created.

Its beauty is that it enables everyone to participate in an unbiased, open-minded way.

In the absence of negativity, people can think clearly and logically, building innovation confidence. A wide range of ideas can be proposed and the best ones selected, refined and executed in a spirit of openness and collaboration.

“That’s a great idea, but…”

How often have you heard this phrase? In most group decision-making processes, ideas are killed off before they’ve even got off the ground. With The Basadur Process on the other hand, judgment is deferred. Put simply, opinions on ideas don’t get in the way of ideas.”

3 Phases and 8 Steps of Basadur’s Innovative Process

The Basadur’s Innovative Process consists of three phases, subdivided into eight steps:

Phase 1: Problem Formulation

Problem Formulation : This phase focuses on understanding and defining the problem accurately. It involves the following steps:

• Step 1 : Problem Finding . Actively anticipate and seek out problems, opportunities, and possibilities. Maintain an open mind and view problems as opportunities for proactive resolution. Identify fuzzy situations and recognize that they can open new doors.
• Step 2 : Fact Finding . Gather relevant information and facts related to the fuzzy situation. Seek multiple viewpoints, challenge assumptions, listen to others, and focus on finding the truth rather than personal opinions. Utilize different lines of questioning to clarify the situation.
• Step 3 : Problem Definition . Define the problem accurately and objectively. View the problem from different angles and consider new perspectives. Uncover fresh challenges and recognize that the perceived problem might not be the real issue.

Phase 2: Solution Formulation

Solution Formulation . Once the problem is well-defined, this phase revolves around generating and evaluating potential solutions.  The steps involved are:

• Step 4 : Idea Finding . Generate ideas to solve the defined problem. Continuously seek more and better ideas, build upon half-formed ideas, and consider ideas from others. Fine-tune seemingly radical or impossible ideas to make them workable solutions.
• Step 5 : Evaluate & Select . Evaluate and select the most promising ideas to convert them into practical solutions. Consider multiple criteria in an unbiased manner, creatively improve imperfect solutions, and re-evaluate them.

Phase 3: Solution Implementation

Solution Implementation . In the final phase, the focus shifts to implementing and executing the selected solution effectively. The steps in this phase include:

• Step 6 : Plan Devise specific measures and create a concrete plan for implementing the chosen solution. Visualize the end result and motivate others to participate and support the plan.
• Step 7 : Acceptance Gain acceptance for the solutions and plans. Communicate the benefits of the solution to others, address potential concerns, and continuously revise and improve the solution to minimize resistance to change.
• Step 8 : Action Implement the solutions and put the plan into action. Avoid getting stuck in unimportant details, adapt the solutions to specific circumstances, and garner support for the change. Emphasize the need for follow-up to ensure lasting and permanent changes.

The SIMPLEX process recognizes that implementing a solution can reveal new problems, opportunities, and possibilities, leading back to Step 1 and initiating the iterative problem-solving and innovation cycle again.

Where to Go for More on Basadur’s Innovation Process

• Basadur’s Innovative Process Home
• Simplexity Thinking Explained
• Ambasadur Affiliate Program

Synectics is a problem-solving and creative thinking approach that emphasizes the power of collaboration, analogy, and metaphorical thinking. It was developed in the 1960s by George M. Prince and William J.J. Gordon.

Synectics is based on the belief that the most innovative ideas and solutions arise from the integration of diverse perspectives and the ability to make connections between seemingly unrelated concepts.

The Story of Synetics

Here is the story of Syentics according to SyneticsWorld.com:

“Back in the 1950s, our founders Bill Gordon, George Prince and their team studied thousands of hours of tape recorded innovation sessions to find the answer to

‘What is really going on between the people in the group to help them create and implement successfully?’

They called the answer the Synectics Creative-Problem-Solving Methodology, which has expanded into the Synecticsworld’s expertise on how people work creatively and collaboratively to create innovative solutions to some of the world’s most difficult challenges.

The unique Synecticsworld innovation process to the art of problem solving has taken us to many different destinations. We have worked on assignments in both the public and private sectors, in product and service innovation, business process improvement, cost reduction and the reinvention of business models and strategies.

It is our on-going goal to guide and inspire our clients to engage the Synectics innovation process to create innovative ideas, innovative solutions, and activate new, powerful, and innovative solutions.”

Why Synetics?

Synectics addresses challenges of the original Creative Problem Solving process by introducing a unique set of tools and techniques that foster creative thinking and overcome mental barriers.

Here’s how Synectics addresses some common challenges of the original Creative Problem Solving process:

• Breaking Mental Barriers : Synectics recognizes that individuals often have mental blocks and preconceived notions that limit their thinking. It tackles this challenge by encouraging the use of analogies, metaphors, and connections to break through these barriers. By exploring unrelated concepts and drawing parallels, participants can generate fresh perspectives and innovative solutions.
• Promoting Divergent Thinking : The original CPS process may sometimes struggle to foster a truly divergent thinking environment where participants feel comfortable expressing unconventional ideas. Synectics creates a safe and non-judgmental space for participants to freely explore and share their thoughts, regardless of how unusual or unconventional they may seem. This encourages a wider range of ideas and increases the potential for breakthrough solutions.
• Enhancing Collaboration : Synectics emphasizes the power of collaboration and the integration of diverse perspectives. It recognizes that innovation often emerges through the interaction of different viewpoints and experiences. By actively engaging participants in collaborative brainstorming sessions and encouraging them to build upon each other’s ideas, Synectics enhances teamwork and collective problem-solving.
• Stimulating Creative Connections : While the original CPS process focuses on logical problem-solving techniques, Synectics introduces the use of analogy and metaphorical thinking. By encouraging participants to find connections between seemingly unrelated concepts, Synectics stimulates creative thinking and opens up new possibilities. This approach helps overcome fixed thinking patterns and encourages participants to explore alternative perspectives and solutions.
• Encouraging Unconventional Solutions : Synectics acknowledges that unconventional ideas can lead to breakthrough solutions. It provides a framework that supports the exploration of unorthodox approaches and encourages participants to think beyond traditional boundaries. By challenging the status quo and embracing innovative thinking, Synectics enables the generation of unique and impactful solutions.

Synectics complements and expands upon the original CPS process by offering additional tools and techniques that specifically address challenges related to mental barriers, divergent thinking, collaboration, creative connections, and unconventional solutions.

It provides a structured approach to enhance creativity and problem-solving in a collaborative setting.

Synetic Sessions

In the Synectics process, individuals or teams engage in structured brainstorming sessions, often referred to as “synectic sessions.”

These sessions encourage participants to think beyond conventional boundaries and explore novel ways of approaching a problem or challenge.

The approach involves creating an open and non-judgmental environment where participants feel free to express their ideas and build upon each other’s contributions.

Synectics incorporates the use of analogies and metaphors to stimulate creative thinking. Participants are encouraged to make connections between unrelated concepts, draw parallels from different domains, and explore alternative perspectives.

This approach helps to break mental barriers, unlock new insights, and generate innovative ideas.

Steps of the Synetics Process

The Synectics process typically involves the following steps:

• Problem Identification : Clearly defining the problem or challenge that needs to be addressed.
• Idea Generation: Engaging in brainstorming sessions to generate a wide range of ideas, including both conventional and unconventional ones.
• Analogy and Metaphor Exploration : Encouraging participants to explore analogies, metaphors, and connections to stimulate new ways of thinking about the problem.
• Idea Development: Refining and developing the most promising ideas generated during the brainstorming process.
• Solution Evaluation : Assessing and evaluating the potential feasibility, effectiveness, and practicality of the developed ideas.
• Implementation Planning : Creating a detailed action plan to implement the chosen solution or ideas.

Synectics has been used in various fields, including business, design, education, and innovation. It is particularly effective when addressing complex problems that require a fresh perspective and the integration of diverse viewpoints.

Example of How Synetics Explores Analogies and Metaphors

Here’s an example of how Synectics utilizes analogy and metaphor exploration to stimulate new ways of thinking about a problem:

Let’s say a team is tasked with improving customer service in a retail store. During a Synectics session, participants may be encouraged to explore analogies and metaphors related to customer service. For example:

• Analogy : The participants might be asked to think of customer service in terms of a restaurant experience. They can draw parallels between the interactions between waitstaff and customers in a restaurant and the interactions between retail associates and shoppers. By exploring this analogy, participants may uncover insights and ideas for enhancing the customer experience in the retail store, such as personalized attention, prompt service, or creating a welcoming ambiance.
• Metaphor : Participants could be prompted to imagine customer service as a journey or a road trip. They can explore how different stages of the journey, such as initial contact, assistance during the shopping process, and follow-up after purchase, can be improved to create a seamless and satisfying experience. This metaphorical exploration may lead to ideas like providing clear signage, offering assistance at every step, or implementing effective post-purchase support.

Through analogy and metaphor exploration, Synectics encourages participants to think beyond the immediate context and draw inspiration from different domains .

By connecting disparate ideas and concepts , new perspectives and innovative solutions can emerge.

These analogies and metaphors serve as creative triggers that unlock fresh insights and generate ideas that may not have been considered within the confines of the original problem statement.

SCAMPER is a creative thinking technique that provides a set of prompts or questions to stimulate idea generation and innovation. It was developed by Bob Eberle and is widely used in problem-solving, product development, and brainstorming sessions.

SCAMPER provides a structured framework for creatively examining and challenging existing ideas, products, or processes.

Recognizing the value of Alex Osterman’s original checklist, Bob Eberle skillfully organized it into meaningful and repeatable categories. This thoughtful refinement by Eberle has made SCAMPER a practical and highly effective tool for expanding possibilities, breaking through creative blocks, and sparking new insights.

By systematically applying each prompt, individuals or teams can generate a wide range of possibilities and discover innovative solutions to problems or opportunities.

What Does SCAMPER Stand For?

Each letter in the word “SCAMPER” represents a different prompt to encourage creative thinking and exploration of ideas.

Here’s what each letter stands for:

• S – Substitute : Consider substituting a component, material, process, or element with something different to generate new ideas.
• C – Combine : Explore possibilities by combining or merging different elements, ideas, or features to create something unique.
• A – Adapt : Identify ways to adapt or modify existing ideas, products, or processes to fit new contexts or purposes.
• M – Modify : Examine how you can modify or change various attributes, characteristics, or aspects of an idea or solution to enhance its functionality or performance.
• P – Put to another use : Explore alternative uses or applications for an existing idea, object, or resource to uncover new possibilities.
• E – Eliminate : Consider what elements, features, or processes can be eliminated or removed to simplify or streamline an idea or solution.
• R – Reverse or Rearrange : Think about reversing or rearranging the order, sequence, or arrangement of components or processes to generate fresh perspectives and uncover innovative solutions.

Example of SCAMPER

Let’s take a simple and relatable challenge of improving the process of making breakfast sandwiches. We can use SCAMPER to generate ideas for enhancing this routine:

• S – Substitute : What can we substitute in the breakfast sandwich-making process? For example, we could substitute the traditional bread with a croissant or a tortilla wrap to add variety.
• C – Combine : How can we combine different ingredients or flavors to create unique breakfast sandwiches? We could combine eggs, bacon, and avocado to create a delicious and satisfying combination.
• A – Adapt: How can we adapt the breakfast sandwich-making process to fit different dietary preferences? We could offer options for gluten-free bread or create a vegan breakfast sandwich using plant-based ingredients.
• M – Modify : How can we modify the cooking method or preparation techniques for the breakfast sandwich? We could experiment with different cooking techniques like grilling or toasting the bread to add a crispy texture.
• P – Put to another use : How can we repurpose breakfast sandwich ingredients for other meals or snacks? We could use the same ingredients to create a breakfast burrito or use the bread to make croutons for a salad.
• E – Eliminate : What unnecessary steps or ingredients can we eliminate to simplify the breakfast sandwich-making process? We could eliminate the need for butter by using a non-stick pan or omit certain condiments to streamline the assembly process.
• R – Reverse or Rearrange : How can we reverse or rearrange the order of ingredients for a unique twist? We could reverse the order of ingredients by placing the cheese on the outside of the sandwich to create a crispy cheese crust.

These are just a few examples of how SCAMPER prompts can spark ideas for improving the breakfast sandwich-making process.

The key is to think creatively and explore possibilities within each prompt to generate innovative solutions to the challenge at hand.

Design Thinking

Design thinking provides a structured framework for creative problem-solving, with an emphasis on human needs and aspirations .

It’s an iterative process that allows for continuous learning , adaptation , and improvement based on user feedback and insights.

Here are some key ways to think about Design Thinking:

• Design thinking is an iterative and human-centered approach to problem-solving and innovation. It’s a methodology that draws inspiration from the design process to address complex challenges and create innovative solutions.
• Design thinking places a strong emphasis on understanding the needs and perspectives of the end-users or customers throughout the problem-solving journey.
• Design thinking is a collaborative and interdisciplinary process . It encourages diverse perspectives and cross-functional collaboration to foster innovation. It can be applied to a wide range of challenges, from product design and service delivery to organizational processes and social issues.

What is the Origin of Design Thinking

The origin of Design Thinking can be traced back to the work of various scholars and practitioners over several decades.

While it has evolved and been influenced by multiple sources, the following key influences are often associated with the development of Design Thinking:

• Herbert A. Simon : In the 1960s, Nobel laureate Herbert A. Simon emphasized the importance of “satisficing” in decision-making and problem-solving. His work focused on the iterative nature of problem-solving and the need for designers to explore various alternatives before arriving at the optimal solution.
• Horst Rittel and Melvin Webber : In the 1970s, Rittel and Webber introduced the concept of “wicked problems,” which are complex and ill-defined challenges that do not have clear solutions. They highlighted the need for a collaborative and iterative approach to tackling these wicked problems, which aligns with the principles of Design Thinking.
• David Kelley and IDEO : Design firm IDEO, co-founded by David Kelley, played a significant role in popularizing Design Thinking. IDEO embraced an interdisciplinary and human-centered approach to design, focusing on empathy, rapid prototyping, and iteration. IDEO’s successful design projects and methodologies have influenced the development and adoption of Design Thinking across various industries.
• Stanford University : Stanford University’s d.school (Hasso Plattner Institute of Design) has been instrumental in advancing Design Thinking. The d.school has developed educational programs and frameworks that emphasize hands-on experiential learning, collaboration, and empathy in problem-solving. It has played a significant role in spreading the principles of Design Thinking globally.

While these influences have contributed to the emergence and development of Design Thinking, it’s important to note that Design Thinking is an evolving and multidisciplinary approach.

It continues to be shaped by practitioners, scholars, and organizations who contribute new ideas and insights to its principles and methodologies.

Key Principles of Design Thinking

Here are key principles of Design Thinking:

• Empathy : Design thinking begins with developing a deep understanding of the needs, emotions, and experiences of the people for whom you are designing solutions. Empathy involves active listening, observation, and engaging with users to gain insights and uncover unmet needs.
• Define the Problem : In this phase, the problem is defined and reframed based on the insights gained through empathy. The focus is on creating a clear problem statement that addresses the users’ needs and aspirations.
• Ideation : The ideation phase involves generating a wide range of ideas without judgment or criticism. It encourages divergent thinking, creativity, and the exploration of various possibilities to solve the defined problem.
• Prototyping : In this phase, ideas are translated into tangible prototypes or representations that can be tested and evaluated. Prototypes can be physical objects, mock-ups, or even digital simulations. The goal is to quickly and cost-effectively bring ideas to life for feedback and iteration.
• Testing and Iteration : Prototypes are tested with end-users to gather feedback, insights, and validation. The feedback received is used to refine and iterate the design, making improvements based on real-world observations and user input.
• Implementation : Once the design has been refined and validated through testing, it is implemented and brought to life. This phase involves planning for execution, scaling up, and integrating the solution into the intended context.

Where to Go for More on Design Thinking

There are numerous resources available to learn more about design thinking. Here are three highly regarded resources that can provide a solid foundation and deeper understanding of the subject:

• “Design Thinking: Understanding How Designers Think and Work” (Book) – Nigel Cross: This book offers a comprehensive overview of design thinking, exploring its history, principles, and methodologies. Nigel Cross, a renowned design researcher, delves into the mindset and processes of designers, providing insights into their approaches to problem-solving and creativity.
• IDEO U : IDEO U is an online learning platform created by IDEO, a leading design and innovation firm. IDEO U offers a range of courses and resources focused on design thinking and innovation. Their courses provide practical guidance, case studies, and interactive exercises to deepen your understanding and application of design thinking principles.
• Stanford d.school Virtual Crash Course : The Stanford d.school offers a free Virtual Crash Course in design thinking. This online resource provides an introduction to the principles and process of design thinking through a series of videos and activities. It covers topics such as empathy, ideation, prototyping, and testing. The Virtual Crash Course is a great starting point for beginners and offers hands-on learning experiences.

These resources offer diverse perspectives and practical insights into design thinking, equipping learners with the knowledge and tools to apply design thinking principles to their own projects and challenges.

Additionally, exploring case studies and real-life examples of design thinking applications in various industries can further enhance your understanding of its effectiveness and potential impact.

Dr. John Martin on “Psychological” vs. “Procedural” Approach

Dr. John Martin of the Open University in the UK offers an insightful perspective on how various Creative Problem Solving and Brainstorming techniques differ.

In his notes for the Creative Management module of their MBA Course in 1997, he states:

“In practice, different schools of creativity training borrow from one another. The more elaborate forms of creative problem-solving, such as the Buffalo CPS method (basically brainstorming), incorporate quite a number of features found in Synectics.

However there is still a discernible split between the ‘psychological’ approaches such as Synectics that emphasize metaphor, imagery, emotion, energy etc. and ‘procedural’ approaches that concentrate on private listings, round robins etc.. Of course practitioners can combine these techniques, but there is often a discernible bias towards one or other end of the spectrum”

Brainstorming was the original Creative Problem-solving Technique, developed in the 1930s by Alex Osborn (the O of the advertising agency BBDO) and further developed by Professor Sidney Parnes of the Buffalo Institute.

The Osborn-Parnes model is the most widely practised form of brainstorming, though the word has become a generic term for any attempt to generate new ideas in an environment of suspending judgement. It may include elements of other techniques, such as de Bono’s Lateral Thinking.”

Creative Problem Solving vs. Brainstorming vs. Lateral Thinking

Creative Problem Solving, brainstorming, and lateral thinking are distinct approaches to generating ideas and solving problems. Here’s a summary of their differences:

Creative Problem Solving:

• Involves a systematic approach to problem-solving, typically following stages such as problem identification, idea generation, solution development, and implementation planning.
• Focuses on understanding the problem deeply, analyzing data, and generating a wide range of potential solutions.
• Encourages both convergent thinking (evaluating and selecting the best ideas) and divergent thinking (generating multiple ideas).
• Incorporates structured techniques and frameworks to guide the problem-solving process, such as the Osborn-Parnes model.

Brainstorming:

• A specific technique within Creative Problem Solving, developed by Alex Osborn, which aims to generate a large quantity of ideas in a short amount of time.
• Involves a group of individuals openly sharing ideas without judgment or criticism.
• Emphasizes quantity over quality, encouraging participants to build upon each other’s ideas and think creatively.
• Typically involves following guidelines, such as deferring judgment, encouraging wild ideas, and combining and improving upon suggestions.

Lateral Thinking (Edward de Bono’s Lateral Thinking):

• Introduced by Edward de Bono, lateral thinking is a deliberate and structured approach to thinking differently and generating innovative ideas.
• Involves deliberately challenging traditional thinking patterns and assumptions to arrive at unconventional solutions.
• Encourages the use of techniques like random stimulation, provocative statements, and deliberate provocation to shift perspectives and break fixed thought patterns.
• Focuses on generating out-of-the-box ideas that may not arise through traditional problem-solving methods.

While there can be overlaps and combinations of these approaches in practice, each approach has its distinct emphasis and techniques.

Creative Problem Solving provides a structured framework for problem-solving, brainstorming emphasizes idea generation within a group setting, and lateral thinking promotes thinking outside the box to arrive at unconventional solutions.

Creative Problem Solving Empowers You to Change Your World

The Creative Problem Solving process is a valuable framework that enables individuals and teams to approach complex problems with a structured and creative mindset.

By following the stages of clarifying the problem, generating ideas, developing solutions, implementing the chosen solution, and evaluating the outcomes, the process guides participants through a systematic and iterative journey of problem-solving.

Throughout this deep dive, we’ve explored the essence of Creative Problem Solving, its key stages, and variations. We’ve seen how different methodologies, such as Osborn-Parnes Creative Problem Solving, FourSight Thinking Profiles, Basadur’s Innovative Process, Synectics, SCAMPER, and Design Thinking, offer unique perspectives and techniques to enhance the creative problem-solving experience.

By embracing these frameworks and techniques, individuals and teams can tap into their creative potential , break free from conventional thinking patterns, and unlock innovative solutions.

Creative Problem Solving empowers us to approach challenges with curiosity, open-mindedness, and a collaborative spirit , fostering a culture of innovation and continuous improvement.

Remember, creative problem solving is a skill that can be developed and honed over time. By adopting a flexible and adaptable mindset , embracing diverse perspectives, and applying various creativity tools, we can navigate the complexities of problem-solving and uncover solutions that drive positive change.

Let’s enjoy our creative problem-solving journey by embracing the unknown and transforming challenges into opportunities for growth and innovation.

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Creative Problem Solving

Finding innovative solutions to challenges.

© iStockphoto boboling

Discover new ways to look at things differently.

Imagine that you're vacuuming your house in a hurry because you've got friends coming over. Frustratingly, you're working hard but you're not getting very far. You kneel down, open up the vacuum cleaner, and pull out the bag. In a cloud of dust, you realize that it's full... again. Coughing, you empty it and wonder why vacuum cleaners with bags still exist!

James Dyson , inventor and founder of Dyson® vacuum cleaners, had exactly the same problem, and he used creative problem solving to find the answer. While many companies focused on developing a better vacuum cleaner filter, he realized that he had to think differently and find a more creative solution. So, he devised a revolutionary way to separate the dirt from the air, and invented the world's first bagless vacuum cleaner.

Creative problem solving (CPS) is a way of solving problems or identifying opportunities when conventional thinking has failed. It encourages you to find fresh perspectives and come up with innovative solutions, so that you can formulate a plan to overcome obstacles and reach your goals.

In this article, we'll explore what CPS is, and we'll look at its key principles. We'll also provide a model that you can use to generate creative solutions.

About Creative Problem Solving

Alex Osborn, founder of the Creative Education Foundation , first developed creative problem solving in the 1940s, along with the term "brainstorming."   And, together with Sid Parnes, he developed the Osborn-Parnes Creative Problem Solving Process. Despite its age, this model remains a valuable approach to problem solving.

The early Osborn-Parnes model inspired a number of other tools. One of these is the 2011 CPS Learner's Model, also from the Creative Education Foundation , developed by Dr Gerard J. Puccio, Marie Mance, and co-workers. In this article, we'll use this modern four-step model to explore how you can use CPS to generate innovative, effective solutions.

Why Use Creative Problem Solving?

Dealing with obstacles and challenges is a regular part of working life, and overcoming them isn't always easy. To improve your products, services, communications, and interpersonal skills, and for you and your organization to excel, you need to encourage creative thinking and find innovative solutions that work.

CPS asks you to separate your "divergent" and "convergent" thinking as a way to do this. Divergent thinking is the process of generating lots of potential solutions and possibilities, otherwise known as brainstorming. And convergent thinking involves evaluating those options and choosing the most promising one. Often, we use a combination of the two to develop new ideas or solutions. However, using them simultaneously can result in unbalanced or biased decisions, and can stifle idea generation.

For more on divergent and convergent thinking, and for a useful diagram, see Sam Kaner's 2001 book, " Facilitator's Guide to Participatory Decision-Making ."

Core Principles of Creative Problem Solving

CPS has four core principles. Let's explore each one in more detail:

• Divergent and convergent thinking must be balanced. The key to creativity is learning how to identify and balance divergent and convergent thinking (done separately), and knowing when to practice each one.
• Ask problems as questions. When you rephrase problems and challenges as open-ended questions with multiple possibilities, it's easier to come up with solutions. Asking these types of questions generates lots of rich information, while asking closed questions tends to elicit short answers, such as confirmations or disagreements. Problem statements tend to generate limited responses, or none at all.
• Defer or suspend judgment. As Alex Osborn learned from his work on brainstorming, judging solutions early on tends to shut down idea generation. Instead, there's an appropriate and necessary time to judge ideas during the convergence stage.
• Focus on "Yes, and," rather than "No, but." Language matters when you're generating information and ideas. "Yes, and" encourages people to expand their thoughts, which is necessary during certain stages of CPS. Using the word "but" – preceded by "yes" or "no" – ends conversation, and often negates what's come before it.

How to Use the Tool

Let's explore how you can use each of the four steps of the CPS Learner's Model (shown in figure 1, below) to generate innovative ideas and solutions.

Figure 1 – CPS Learner's Model

From The CPS Process and Learner's Model by the Creative Education Foundation, based on the work of Alex Osborn and Sid Parnes. Adapted by G.J. Puccio, M. Mance, M.C. Murdock, B. Miller, J. Vehar, R. Firestien, S. Thurber, and D. Nielsen (2011). Reproduced with permission.

Explore the Vision

Identify your goal, desire or challenge. This is a crucial first step because it's easy to assume, incorrectly, that you know what the problem is. However, you may have missed something or have failed to understand the issue fully, and defining your objective can provide clarity. Read our article, 5 Whys   , for more on getting to the root of a problem quickly.

Gather Data

Once you've identified and understood the problem, you can collect information about it and develop a clear understanding of it. Make a note of details such as who and what is involved, all the relevant facts, and everyone's   feelings and opinions.

Formulate Questions

When you've increased your awareness of the challenge or problem you've identified, ask questions   that will generate solutions. Think about the obstacles you might face and the opportunities they could present.

Explore Ideas

Generate ideas that answer the challenge questions you identified in step 1. It can be tempting to consider solutions that you've tried before, as our minds tend to return to habitual thinking patterns that stop us from producing new ideas. However, this is a chance to use your creativity   .

Brainstorming and Mind Maps   are great ways to explore ideas during this divergent stage of CPS. And our articles, Encouraging Team Creativity   , Problem Solving   , Rolestorming   , Hurson's Productive Thinking Model   , and The Four-Step Innovation Process   , can also help boost your creativity.

See our Brainstorming resources within our Creativity section for more on this.

Formulate Solutions

This is the convergent stage of CPS, where you begin to focus on evaluating all of your possible options and come up with solutions. Analyze whether potential solutions meet your needs and criteria, and decide whether you can implement them successfully. Next, consider how you can strengthen them and determine which ones are the best "fit." Our articles, Critical Thinking   and ORAPAPA   , are useful here.

4. Implement

Formulate a plan.

Once you've chosen the best solution, it's time to develop a plan of action. Start by identifying resources and actions that will allow you to implement your chosen solution. Next, communicate your plan and make sure that everyone involved understands and accepts it.

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CPS is a simple, general problem-solving approach, so don't rely on it solely to find effective solutions. There are a number of other tools that are more appropriate for analytical problem solving, such as Root Cause Analysis   , The Simplex Process   , and Cause and Effect Analysis   .

There have been many adaptations of CPS since its inception, because nobody owns the idea.

For example, Scott Isaksen and Donald Treffinger formed The Creative Problem Solving Group Inc . and the Center for Creative Learning , and their model has evolved over many versions. Blair Miller, Jonathan Vehar and Roger L. Firestien also created their own version , and Dr Gerard J. Puccio, Mary C. Murdock, and Marie Mance developed CPS: The Thinking Skills Model . Tim Hurson created The Productive Thinking Model   , and Paul Reali developed CPS: Competencies Model .

Sid Parnes continued to adapt the CPS model by adding concepts such as imagery   and visualization   , and he founded the Creative Studies Project to teach CPS. For more information on the evolution and development of the CPS process, see Creative Problem Solving Version 6.1 by Donald J. Treffinger, Scott G. Isaksen, and K. Brian Dorval.

Infographic

Click on the image below to see our infographic on Creative Problem Solving.

Creative problem solving (CPS) is a way of using your creativity to develop new ideas and solutions to problems. The process is based on separating divergent and convergent thinking styles, so that you can focus your mind on creating at the first stage, and then evaluating at the second stage.

There have been many adaptations of the original Osborn-Parnes model, but they all involve a clear structure of identifying the problem, generating new ideas, evaluating the options, and then formulating a plan for successful implementation.

Apply This to Your Life

Have you ever faced a problem that you thought was insurmountable? Perhaps your boss has asked you to reduce spending in your department, but you can't see where to make cuts without sacrificing quality.

Try following the first step of the CPS process, and clearly identify the problem. Next, gather data and formulate the challenge. Then, you can explore ideas and come up with solutions. Finally, develop a plan of action and make your solution a reality.

This site teaches you the skills you need for a happy and successful career; and this is just one of many tools and resources that you'll find here at Mind Tools. Subscribe to our free newsletter , or join the Mind Tools Club and really supercharge your career!

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Comments (6)

• Over a month ago BillT wrote Hello steven_jack, Thank you, I appreciate the humor.
• Over a month ago steven_jack wrote Why? Why make this free its torture
• Over a month ago Yolande wrote Hi Victoria I think using Kotter's 8-step model is a great idea. I have to admit that it's a personal favourite, so I may be a bit biased! I'd love you to ask this question on the Career Cafe Central forum. Just click on "start a new topic". Our members all help and learn from one another over there. You'll find the forum over here: https://www.mindtools.com/forums/viewforum.php?f=2 We look forward to seeing you around. Yolandé Mind Tools Team

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Creative Problem Solving for the 21st Century: The Go-To Guide

Kevin Abdulrahman

Motivaitonal Keynote Speaker Public Speaking Coach to CEOS, World Leaders & Presidents

What Exactly Is Creativity?

Why does it matter? What is unique or necessary about creative problem solving today?

Creativity is often equated with artistic ability–music, painting, drawing, design, dance–and by the time we reach adulthood, many of us believe we are “not that creative.”

In reality, though, creativity is a process that can be used for absolutely any field or endeavor: business, education, finance, science, and even in your daily personal life.

In order to navigate the globalized Digital Information Age in all its speed and uncertainty, we need to adopt not only a new view of creativity, but also new problem solving approaches that are leading-edge and innovative rather than based on historical wisdom.

These approaches rely more heavily on tapping the resources of your nonconscious mind and developing your intuition–the latent faculties that we have not been taught how to use by our educational systems and by mainstream societies.

In this Go-To Guide on Creative Problem Solving for the 21st Century, you will learn how the historical conception of creativity has limited the ways in which we go about solving problems today, as well as new, broader definitions of creativity and intelligence that are more appropriate for 21st-century problem solving.

You will also learn the steps of the creative process, how to access your creative genius through your multiple intelligences, altered states and several creative problem-solving techniques for small and large scale problems.

How to Bust Out of the Industrial Model and Release Your Creative Genius

How to Engage the Creative Process: An Introduction

How to Utilize Your Multiple Intelligences

How to Access Altered States and Flow for Creative Breakthroughs

How to Use the Natural Brilliance Model for Paradoxical Problems

How to Use the Wind Tunnel and Other Techniques

How the Natural World Makes You Massively Creative

The Creative Process Revisited: How to Avoid Self-Sabotage

HOW TO BUST OUT OF THE INDUSTRIAL MODEL AND RELEASE YOUR CREATIVE GENIUS

What is creativity, and how did our historical social models influence our view of it? In this chapter you’ll learn how our typical understanding and practical application of creativity was developed within the Industrial Model, and why this is no longer effective for 21st-century creative problem solving.

The Industrial Model

Though we are firmly in the Information or Digital Age, much of our educational models–both in schools and in the broader ways our societies create citizens–remain in the Industrial Paradigm. The Industrial Model developed with the Industrial Revolution, and emphasized efficiency and conformity, not creativity. This model is how we ended up with the 9-5 workday schedule.

Aside from the way societies structured the workday, our school systems focused heavily on math, science and language which were then measured in aptitude tests. School curriculum today is still largely divided into specialist segments, especially in high schools, and also divided by age and standardized testing.

This structure is beneficial for those whose strength is conventional academic work, but not for many who will need to apply their intelligence and creativity in vastly diverse fields and occupations. In fact today, we see more and more the declining value of college degrees.

How we define intelligence largely came from the Enlightenment influences of logic and critical reasoning, which were viewed as superior to feeling and emotion. These values shaped mass education to meet the demands of the Industrial Revolution, which required quick selection and assessment. This is when IQ tests that could measure “real intelligence” emerged.

In 1916, Lewis Terman of Stanford University published the revised Stanford-Binet test, which is the basis for the modern IQ test, and was actually part of the eugenics movement to weed out entire sectors of the population.

Holistic Education

Luckily today, many alternative holistic educational models are slowly emerging around the globe, and many colleges and universities no longer put as much weight on aptitude or entrance exams because they only present a small sliver of human intelligence and creative potential.

And although these new educational models are emerging, the old Industrial mindset remains deep-seated in our collective psyche: the way to get things done is to be efficient, logical and analytical by looking at what history has taught us and then applying that wisdom to present-day situations. This approach is largely left-brain hemisphere oriented.

The primary problem with this approach is that our present day circumstances are vastly different than anything we’ve seen before.

In Future Shock published in the 1970s, Alvin Toffler discussed the massive social and technological changes that would take place in our world. Now that we are fully immersed in these changes, we recognize that no other period in human history matches the scale, speed or global complexity of the changes and challenges we have now.

We can’t know what the future will be like, and, therefore, looking to the past or our history is not the best approach if we want to create something new and revolutionary.

A New View of Intelligence and Creativity

In response to this limited Industrial view of intelligence, many theorists developed alternative and much more comprehensive views of intelligence and creativity. Howard Gardner, for instance, developed the theory of Multiple Intelligences, which we will cover in chapter three of this guide.

Robert Cooper, author of The Other 90% , found that intelligence doesn’t only happen in our brains; it’s in our hearts and guts. Many researchers are now finding that the neurological networks of our enteric nervous system in our intestinal tract and heart are far more sensitive and intelligent than our physical brains. Our hearts and guts sense feeling and emotion before our brains can register it.

Sadly though, many people do not think they are creative, believing that creativity is relegated to the arts and design. They think creativity and intelligence are two unrelated things. With these emerging perspectives such as Gardner’s and Cooper’s, however, the split between creativity and intelligence is slowly healing.

According to Sir Ken Robinson, TED speaker on education and creativity, and an international consultant on education in the arts, creativity is “the process of having original ideas that have value.” Creativity is applied imagination. It can be applied to music, dance, theater, math, science, business, relationships or any area of existence.

Creativity in Collaboration

In his book The Element: How Finding Your Passion Changes Everything , Robinson explains that creativity also takes place within domains and fields. A domain is the kind of activity or discipline. Examples include acting, music, business, ballet, physics, poetry, teaching, comedy and many more. A field refers to others engaged with it, such as other actors or teachers or scientists.

Robinson also highlights the importance of creative teams, which need to be diverse. In Organizing Genius: The Secrets of Creative Collaboration , Warren Bennis and Pat Ward Biederman discuss Great Groups, or collections of people with similar interests who create something greater than any could create individually. There is an alchemy of synergy within these groups. Healthy peer pressure, plus a commitment to excellence drive the creative outcomes of the group. Each individual’s strengths complement the others’.

Robinson also emphasizes the importance of mentors in creativity, as they serve four crucial roles: Recognition, Encouragement, Facilitating and Stretching, or pushing you past your perceived limits.

In the current age, this creative collaboration is essential because creativity, and especially creative problem solving, requires courage. Change can be disconcerting.

Consider those throughout history whose passions were inconsistent with the culture of their time, and may have even required them to break away from their native cultures.

Take Zaha Hadid, for example. Hadid, the first woman ever to win the Pritzker Prize for Architecture, grew up in Baghdad in the 1950s. Baghdad then was more secular and open to Western thought, but still there were no female architect role models there. Hadid moved to London and then America, and was able to develop a revolutionary, risky conceptual style.

Creativity sometimes requires changing environments (whether physically or just in the people you surround yourself with) in order to overcome limitations and maintain your vision in the face of resistance. Each person on the planet possesses a distinct intelligence and creativity, and it is more valuable than ever at this time in history.

HOW TO ENGAGE THE CREATIVE PROCESS: AN INTRODUCTION

Now that you have a clearer view of where models of intelligence and creativity came from, you can choose to adopt a new perspective on your own abilities and potential. In this chapter you’ll learn about the creative process and why the shift out of the left-brain dominant Industrial Model is crucial to creative problem solving in the twenty-first century.

The Creative Process Defined

What is the creative process? This amorphous, dynamic, somewhat unpredictable process has been defined, structured and broken down into various steps by many individuals in an attempt to explain it.

Psychologist and educational philosopher John Dewey likened it to using a wine press in his book Art as Experience . It requires a certain amount of input, resistance, frustration, tension and then a releasing of a flow. It also requires a certain amount of courage to bring it forth.

Novelist Elizabeth Gilbert of Eat, Pray, Love f ame defines creative living as a life driven more strongly by curiosity than fear. In her book Big Magic, Gilbert also reminds us to “keep in mind that for most of history people just made things, and they didn’t make such a big freaking deal of it.”

Gilbert’s point is quite valid; creativity and its process is inherent to not only humans, but to the universe itself as it continually brings new life in and out of being.

Ancient Greeks referred to the highest degree of human happiness as eudaimonia , which essentially means “well-daemoned”, or taken care of by an external divine creative force. You may have a sense of this when you’ve found yourself in a flow state, where you can sense it’s not all about you or your doing.

Poetic sentiments aside, however, being creative, creating a new idea, business, or outcome requires focus and courage because true genius often breaks barriers and causes paradigm shifts. In other words, it makes some people really uncomfortable .

So though creating is our human birth right, our ego fear can stop us from bringing it to life.

Yet still, there are steps, intentions and preparations that can be made in order to build a fertile foundation from which creative ideas can emerge. Depending on who you ask, the steps vary, but there are some similarities.

Steps of the Creative Process

Step 1: preparation.

This is an opportunity to define the problem you are trying to solve–whether artistic or more “pragmatic” such as business, science, technology, or any other field, and then doing some research. This step may involve gathering information so that your mind can then begin to get to work on the problem. The research you gather may lead to you redefining the problem more clearly.

Step 2: Incubation

This is the time to let it marinate in your mind. You need to step away from the problem and allow your inner mind to make connections. Your mind will bring together the ideas from your preparation and other information from your life experiences.

Step 3: Illumination

That ah-ha! This is a moment of inspiration, or what some would call revelation when your conscious mind receives the new idea or solution to what you put into your nonconscious mind computer.

Step 4: Evaluation

Here, the answer(s) need to be evaluated before implementing them in the real world. This means consider what other problems the solutions could create. You don’t want to stop at the first answer your mind gives you.

When generating creative solutions, don’t accept the first, second or even third solution generated. Dr. Paul Scheele, a pioneer in Accelerative Learning and Creativity, and co-founder of Learning Strategies Corporation, suggests that you keep going until you come up with at least 11 novel possibilities.

The first three solutions or ideas will make the most sense, but that is because they are coming from “the view of the problem that also makes the most sense.” Scheele emphasizes that “our ideas come from the mental model or problem-solving approach that led us to the unintended consequence we are now trying to resolve.”

Step 5: Implementation

Once you reach your desired solution, it needs to be put into practice to see how it works. It helps to have a view of creativity as being evolutionary rather than an end. Once something is implemented, it will inevitably lead to problems, which means you will always be in the pursuit of improving and pivoting from what you have implemented.

The creative process is largely unpredictable, and you can’t entirely plan for a spontaneous experience. In the following chapters you will learn how to tap into your multiple intelligences and access greater resources through altered states so you can do just that.

HOW TO USE YOUR MULTIPLE INTELLIGENCES

Intelligence is dynamic, and sometimes new ideas come in fully formed without much work. Usually, though, it is a process that begins with an inkling or an inspiration, but involves evaluation as we noted in the last chapter. It also involves a medium or mixed media of some sort.

Sir Ken Robinson notes that creative thinking involves much more than the frontal lobes and left brain hemisphere. Sometimes our body is the medium through music or dance. In this chapter you’ll learn about the Theory of Multiple Intelligences and how to apply this to your own creative problem solving process.

Multiple Intelligences

Based on over thirty years of research and practice, Howard Gardner’s Theory of Multiple Intelligences became widely popular after his book Frames of Mind : The Theory of Multiple Intelligences was first published in 1983. Gardner, the Hobbs Professor of Cognition and Education at Harvard Graduate School of Education, developed the theory in response to the typical view of intelligence as being equated to logical/analytical and linguistic thinking, or that people only have an intellectual capacity.

Gardner explains that you can have multiple capacities, and how we use these capacities is unique to each individual. In light of creative problem solving, this theory also helps elucidate how you naturally receive and process information. It is helpful to be aware of these different “intelligences” so you can tune into spontaneous perceptions you receive. These intelligences tap into emotions and other subtle senses.

While the original theory included eight intelligences, over the years, Gardner has proposed some additional intelligences such as existential intelligence. Here we have listed these nine intelligences.

As you’ll see, the first two intelligences listed are the typical aspects of “intelligence” that were valued in the Industrial Model. Note that these are not either/or intelligences. We all possess every single one, but we typically have some that we are more adept at or naturally engage on a regular basis, no matter what we are doing.

Here are brief summaries of the Intelligences:

People strong in this intelligence are great with words and language. This means you can be great at remembering written and spoken words, you may be a good speller, and you enjoy reading or writing, explaining things or giving speeches.

Logical-Mathematical

These individuals are great with numbers, mathematics, recognizing patterns, abstract and scientific ideas, and like to solve problems.

This intelligence can incorporate a passion, skill and/or understanding of rhythm and musical tones. It means you can think in patterns, rhythms and sounds. It does not mean that you have to be a musician or singer, but perhaps that you greatly appreciate music because you have an embodied understanding of the components that make up music.

Bodily-Kinesthetic

People with this intelligence are adept at moving their bodies, using their hands, have good physical coordination and typically learn and remember things through doing or action. You do not have to be a dancer or athlete. If you cook, are an actor, create art or build an engine with your hands, you are using bodily-kinesthetic intelligence.

Interpersonal

This intelligence is the mark of those who are good with people. If you are a good listener, you are able to empathize with others, and can assess the needs and drives of people around you, you are using interpersonal intelligence.

Intrapersonal

Much like interpersonal intelligence, intrapersonal describes the ability to be attuned to emotions, drives and motives, but this time within oneself. Strong intrapersonal intelligence involves the ability to observe and reflect on one’s thoughts and emotions. Simply, this intelligence involves the ability to be very self-aware.

Visual-Spatial

This intelligence is used by anyone who uses maps, pictures, videos, charts or blueprints. Architects and taxi drivers both use visual-spatial intelligence in different ways.

Anyone who has an affinity for the outdoors or understanding the natural world possesses this intelligence. If you are good at categorizing and organizing things based on types, interested in biology or other natural sciences or enjoy camping, you are exercising your naturalist intelligence.

Existential

This intelligence is not one of the original eight, but Gardner suggested it could include the ability to think about big questions such as spirituality, one’s place in the universe or the meaning of life.

Using Your Intelligences for Creative Breakthroughs

Again, these intelligences do not put you into a box as having a “type.” You use many of these intelligences in many different kinds of tasks. If you know you are a visual learner, however, you know that you likely tend to exercise your visual-spatial intelligence.

These intelligences also relate to the creative process and the ways in which your nonconscious mind may feed you new insights or flashes of inspiration.

For instance, music may trigger your creativity if you tend toward musical intelligence, or you may receive inspiration as images in your mind’s eye if you are more visual-spatial. Your bodily-kinesthetic intelligence could deliver to you a bodily-sense of knowing or gut feeling about an idea. Pay attention to what your intelligences are, how you tend to use them in different ways and how your nonconscious mind could subtly deliver you new information.

As you’ve learned about the creative process in the last chapter of this guide, creativity is dynamic and sometimes elusive. It involves a certain degree of spontaneity and illumination on its own terms. You can’t plan for a spontaneous experience, but you can want or intend it, expect it, get out of the way and let it happen.

In the following chapter, you’ll learn about the neuroscience of altered states which allow you to access greater perspective and resources. In other words, you’ll learn how to attune yourself to receive creative problem solving inspiration from a higher order of thinking.

ALTERED STATES AND FLOW

In the previous chapter you explored some views of creativity as it unfolds in work, human behavior and the natural world. In this chapter we’ll delve into the neuroscience of creative breakthroughs, and a skill you will need to navigate the speed of the 21st century and beyond: how to move in and out of altered states.

An Overview of Non-Ordinary States

In 2013, the RedBull Hacking Creativity Projec t–the largest meta-analysis of creativity research ever conducted–reviewed more than 30,000 research papers, hundreds of subject matter experts, breakdancers, poets, rock stars and more, only to find that creativity is essential to problem solving, and that in general, we have little training for it.

Creative problem solving requires the ability to find solutions by holding conflicting perspectives and using friction to synthesize a new idea. As Dr. Paul Scheele notes, it requires giving up a singular point of view, and either/or logic. And as it turns out, the best way to access this new, expanded point of view is through non-ordinary states of consciousness. 

Non-ordinary states of consciousness encompass a wide variety of experiences that typically fall into two categories: the peak or mystical variety, and those that are slightly more “ordinary” and can be cultivated through practice. The line between the two, however, is not well defined.

For instance, non-ordinary peak experiences such as Near Death Experiences (NDEs), Out of Body Experiences, mystical or religious revelations, illuminations, or experiences on psychedelics are not everyday occurrences, and many of us will not experience an NDE or Out of Body experience. Then there are the slightly more ordinary , non-ordinary states, which are usually known as flow states, meditative states, or those accessed through mindbody practices such as yoga, or the awe of being in nature.

The second category we can move in and out of with ease and some training. Cultivating the skill of being able to move in and out of these states at will is a necessary skill for accessing creative breakthroughs. This skill can be cultivated by recognizing when you’re in your regular waking beta brainwave state versus alpha, theta or another.

A Primer on Brainwave States

According to Jamie Wheal and Steven Kotler of the Flow Genome Project, “we’ve been trying to train for a skill set, but what we really need is to train for the skill of accessing altered states.” 

In order to access greater creativity, it helps to understand the brainwave states associated with different levels of resources within you. When you can become attuned to what these states feel like, and how to enter them at will, you can harness massive amounts of information that are normally unavailable to you in your regular waking state.

The ways of the Western world are often based on more productivity, more output, more hustle–the legacy of the Industrial Model. Yet these ways of being severely limit human potential and expression.

In a moment, you’ll see a chart that is based on the work of Dr. Joe Dispenza in his book Breaking the Habit of Being Yourself . The left side of the chart displays the brainwave frequency, the developmental stage in life where this is the dominant state, and brief notes about what this state means. The right side of the chart demonstrates the resources available within these states when we access them as adults.

Developmental Stages of Mind

As we develop from infancy into adulthood, we move through stages in which we experience a dominant brainwave state . For instance, infants (age zero to two) spend most of their time in a delta state, which is why they’re asleep much of the time. Human adults mostly experience delta waves only during sleep. In this state there is little mental editing, critical thinking, or judgment taking place.

As children grow, they enter into a theta state where they are essentially in a trance. This is how small children learn so quickly, and are also so imaginative. For adults, this is a place of intuition and even where deep healing takes place. If you have ever been under hypnosis, this is likely where you were. Your nonconscious mind is highly impressionable in this state.

Alpha states are well known thanks to the mindfulness movement. In school age children, the analytical mind begins to develop, yet they retain an awareness of both their inner and outer worlds. For adults, we may recognize alpha as a place of relaxed alertness in meditation or while gazing at a relaxing natural scene.

Beta states begin to become dominant in children from age eight to twelve and into adulthood. This is our regular waking state as adults where we engage in logical thinking, problem solving and being mostly focused on the environment in front of us. Beta is necessary for successful functioning as an adult.

When we move into the mid to higher ranges of beta frequencies, however, we are likely very stressed, anxious or have experienced some kind of traumatic event. In these ranges, it means your mindbody system is chaotic, where you begin releasing survival chemicals, and may be over-concentrating on a subject–which means you can’t open yourself to other possibilities. Essentially your stressed system has produced tunnel vision in you.

Then there are gamma states or the highest frequency waves we can measure so far, which have been demonstrated in Buddhist monks during meditation. This is the state of peak experiences.

Altered States and Creativity Boosts

As you saw in the chart above, research on Tibetan Buddhist monks in the 1990s revealed a preponderance of gamma brainwaves. We now know that these brainwave patterns arise during “binding” when novel ideas come together for the first time and create new neural pathways.

In order to have this kind of experience, your prefrontal cortex, or the seat of your executive functioning, needs to come offline. In Stealing Fire, Wheal and Kotler highlight that researchers at the University of Sydney used transcranial magnetic stimulation to do this, and created 20 to 40-minute flow states.

Psychedelic testing has also revealed as much as a 200 percent creativity boost in some individuals. The authors of the study note the real world solutions that emerged during an experiment included “design of a linear electron accelerator beam-steering device, a mathematical theorem regarding NOR-gate circuits, a new design for a vibratory microtome, a space probe designed to measure solar properties, and a new conceptual model of a photon.”

Whether it be mindfulness training, psychedelics or technological stimulation, researchers have seen a 200 percent boost in creativity, 490 percent boost in learning, and a 500 percent boost in productivity. ( Stealing Fire p . 50)

So in case you were wondering, do short-term peak experiences help us to solve real-world problems? YES.

If you are to harness altered states to increase your creativity and productivity, how else do you recognize them when they occur? The Flow Genome Project’s phenomenological description of these states as S.T.E.R.–Selflessness, Timelessness, Effortlessness and Richness–may be helpful.

Selflessness

This experience means you feel at first less , as if something is missing in you. You experience your nagging inner voice, but then the neurotic prefrontal cortex goes offline. Transient hypofrontality kicks in and your inner critic goes quiet.

Developmental psychologist Robert Kegan describes this as a subject-object shift. In his book In Over Our Head s : The Mental Demands of Modern Life , Kegan explains this shift:

“You start. . . constructing a world that is much more friendly to contradiction, to oppositeness, to being able to hold onto multiple systems of thinking. . . This means that the self is more about movement through different forms of consciousness than about defining and identifying with any one form.” In other words, you step outside of yourself and it gives you perspective.

Timelessness

Transient hypofrontality also shuts off your ability to calculate time. Here, you can’t separate past from future, and the only thing that matters is now. This is presence or mindful awareness. Your amygdala, the seat of your fight or flight response calms down here too.

In a study in Psychological Science , Jennifer Aaker and Melanie Rudd found “an experience of timelessness is so powerful it shapes behavior. In a series of experiments, subjects who tasted even a brief moment of timelessness ‘felt they had more time available, were less impatient, more willing to volunteer to help others, more strongly preferred experiences over mental products, and experienced a greater boost in life satisfaction.’”

Can you imagine then, what a brief taste of timelessness can do for your ability to solve complex problems? When you can drop that urgency for a moment to feel into the feeling of an abundance of time and resources ? The past and future fade away. You no longer try to predict what the near future will look like based on historical evidence. See chapter five of this guide where Dr. Paul Scheele’s Natural Brilliance model will delve into a process for generating creative solutions.

Effortlessness

Effortlessness can propel you past the limits of your normal motivation. When you experience flow while undertaking a task or situation, afterward you know that you did it, it felt amazing, and you want to do it again. The six powerful neurotransmitters involved in flow states can be to blame: norepinephrine, dopamine, endorphins, serotonin, anandamide, and oxytocin–all pleasurable chemicals.

Psychologist Mihaly Csikzentmihalyi’s research into flow found that his subjects frequently called the state ‘addictive,’ and admitted to going to exceptional lengths to engage in flow states more often. Czikzenmihalyi explains in his book Flow that the experience “lifts the course of life to another level. . . alienation gives way to involvement, enjoyment replaces boredom, helplessness turns into a feeling of control. . .” The intrinsic reward of feeling flow means you no longer need reminders, to-do lists or an accountability buddy or coach to make sure you do what we need to do.

Your experience becomes vivid, detailed and revealing. Jason Silva is a futurist and host of National Geographic documentaries Brain Games and Origins . In his first YouTube video “You Are a Receiver, ” Silva explains, “It’s creative inspiration or divine madness or that kind of connection to something larger than ourselves that makes us feel like we understand the intelligence that runs throughout the universe.”

The Greeks called this richness anamnesis, or the forgetting of the forgetting. This sense of remembering is that of ecstatic experiences. When your agitated beta waves move into alpha daydreaming or relaxed alertness via the shutting down of your prefrontal cortex, and your anandamide boosts your ‘lateral thinking’, you now have the ability to make connections between seemingly disparate ideas.

Then quasi-hypnotic theta waves enhance relaxation and intuition. Your conscious processing–or what you can pick up through your daily awake beta brainwave state–can only take in about 120 bits of information at once. Listening to another person speak can take almost 60 bits.

That means if two people are talking, you’ve maxed out your attention and cannot take it all in. If you can remember that unconscious processing can handle billions of bits at once, that’s a game changer. The information we need is always there. We just can’t tap into it in our normal state.

So as you’ve seen from the detailed explanation of brainwave frequencies, flow and altered states we presented in this chapter, understanding these different states intellectually, and actually having an embodied experience of them so that you can create set points, helps you reach into the realms of creative problem solving breakthroughs by using your mind to access expanded perspectives and connect seemingly disparate ideas to create innovative solutions.

According to Dr. Win Wenger, a pioneer in Accelerative Learning, Creativity, Brain and Mind Development, your nonconscious mind processes bits of information at 10 million to one of what your conscious mind processes. This equates to you consciously perceiving about 40 bits per second.

An easy way to recognize how much you are letting in is by paying attention to your eyes. If you are hard focusing your eyes, you are in your conscious mind. If you have a softer gaze, you are allowing in information from the periphery, and you are accessing your nonconscious mind.

In this guide, we are not just looking for creative solutions; we are looking for creative solutions for the 21st century going forward . This means that we need to be cautious of the influence of the Industrial Model on our habits of looking for solutions through left-brain analysis alone. Using altered states on a regular basis is a way to move beyond the left brain.

As you will see in the next chapter on the Natural Brilliance model, Dr. Paul Scheele notes that our problems are defined within our mental and social models. So, in order to effectively create solutions, we need to shift our paradigm in the way we approach the problem.

Paradigm shifts mean that we shift our consciousness to what developmental psychologists would call a higher order of thinking, or the expansive perspective of altered states. In the following chapter, you’ll dive into Scheele’s step-by-step Natural Brilliance model.

HOW TO USE THE NATURAL BRILLIANCE MODEL FOR PARADOXICAL PROBLEMS

“In the beginner’s mind there are many possibilities, but in the expert’s there are few. We must have a beginner’s mind, free from possessing anything, a mind that knows everything is in flowing change. Nothing exists but momentarily in its present form…” – Shunryu Suzuki, Zen Master

As we’ve discussed in previous chapters of this guide, our modern globalized world is complex, ever-changing, and will require greater creative problem solving capabilities than perhaps any other time in our human history.

Now that you have an understanding of the neuroscience behind brainwave states, as well as the importance of utilizing altered states in creative problem solving, we’ll now introduce you to a specific, highly effective problem solving technique for addressing paradoxical problems: The Natural Brilliance model.

Flipping the Old Problem-Solving Paradigm

The Natural Brilliance model is a creative problem solving process originally created for Honeywell by Paul Scheele, PhD, a pioneer in Accelerative Learning and Neuro-Linguistic Programming.

Scheele notes that people typically spend 20 percent of the time and effort of defining a problem and finding a solution, and then 80 percent on the implementation of it, which often leads to more problems. Scheele suggests that we need to spend 80 percent of the time and effort on finding solutions—meaning don’t just find one or two solutions. It means finding more– up to 7, 9, 11 different solutions.

The reason for coming up with a higher number of solutions is that the ones that come first are usually the easy answers that are emerging from the level of thinking that created the problem.

This means that when we come up with solutions, we need to challenge them right away. Consider, what could go wrong? What will result from solving this aspect of a problem? When 80 percent of the effort is spent on the solution finding, only 20 percent need be spent on implementation, which will typically go far more smoothly than the 20/80 percent approach.

Creative Leadership

“Our current problems are the unintended consequences of our prevailing problem-solving approach.” – Dr. Paul Scheele

In an interview on Creativity in Business, Scheele noted that the ability to embrace paradox and be comfortable with ambiguity is crucial to creativity within organizations. The paradox refers to the fact that whatever solution you implement can create more problems, so there is no lasting solution.

We need to think of creativity as evolutionary. It involves solving, creating, implementing the solution, receiving feedback from the implementation and then further refining the approach to the problem. You will see this approach in action in the steps of the Natural Brilliance model below.

Scheele also shares that our mental models are based on social systems, which means we are wearing blinders to what those models are, so we end up creating more of the same without realizing how or why. Creative leadership, then, must include the capacity to make these models visible so that they can be changed.

About the Natural Brilliance Model

According to Scheele in his book Natural Brilliance , the Natural Brilliance model uses Neuro-linguistic Programming (NLP) to deconstruct rigid definitions of a static “problem” and instead move to a fluid exploration of internal representations and options.

This deconstruction makes the mental models visible so that they can be changed, and, therefore, allows for a cohesive whole that incorporates all desired benefits to remain. It removes the either/or dichotomy that our minds typically resort to–which is the paradox. It requires a shift to a higher order of consciousness. Or, like, Albert Einstein has been quoted as saying, “we cannot solve our problems on the same level of thinking that created them.”

This model can be used for complex (or paradoxical) problems that a group is working on together in business, or it can be used to address personal problems within one’s own life. No matter the problem being addressed, it helps individuals to work through stuck states: those situations where it seems you have an inability to learn or make progress in an area.

It addresses the physical, mental and emotional push and pull, or what Scheele calls Oscillation between options, or knowing what would be best to do and then failing to take action in order to change the situation. This oscillation results in stagnation, where people think change is too difficult.

For most people, you are afraid to change because you risk losing the present positives that you want to keep. On the other hand, the future also has some negatives that will inevitably arise from the change you are implementing.

Stuck States and using NLP to reframe

This series of questions can be used for any stuck state, which is whatever you seem unable to accomplish in life, and can help you to get clarity on what you do want versus what you do not want. When you find yourself in oscillation and unable to take action, ask yourself:

• What is the difference between the present state and desired outcome? In what area of life (or business or whatever the context in which you are seeking new solutions) is there oscillation? In personal life, this could be in your work, creating, self-expression, learning or intellectual abilities, physical body or wellness, social, interpersonal or community problems, or family/relationships.
• What personal identity do you maintain in relationship to this issue? How do you view yourself? What do you affirm about this issue? And what do you believe to be true for you?
• What is the predominant emotion?
• What is your unresolvable paradox? In other words, what opposing outcomes do you want at the same time?
• What are the benefits and detriments inside your stuck state?
• What fears are associated with your stuck state?

The answers to these questions will help you to understand your current frame of reference surrounding your problem so you can shift it.

Step 1: Release

The first step, Release, drains stress out of the physical systems. Relax your body and mind into an alpha state.

Releasing can be as easy as changing your posture, eye focus, breathing, and thoughts to produce a calming effect.

You are familiar with this concept if you’ve read chapter four of this guide. Tension and resistance characterize a person trying to change the present situation. Often, the person strains to avoid making the situation worse. You’re trying to force an outcome. Scheele notes that, paradoxically, almost everything people instinctively do to remedy a bad situation makes it worse. The best solution may also be counterintuitive.

Tension and stress causes us to narrowly focus our attention. Think back to our brainwave chart in chapter four. In this narrowed attention, you’re too focused on the details and miss the big picture. Scheele states that “breakthrough happens when we make the connection that our attempts to keep everything in control are antithetical to relaxing enough to be in control.”

By relaxing, you allow your sensory system to take in subtle changes within and around you. This is how you can be more open to intuitive nudges and resources from your nonconscious mind. This leads us to the next step, Notice.

Step 2: Notice

The Notice step could also be thought of as mindfulness or presence. It involves entering into increased awareness both of external sensory input and internal sensations such as intuition and impressions upon your inner mind.   You get rid of your tunnel vision of a problem.

Scheele notes that when you attend to the input in your sensory systems, you will naturally generate creative options and promising responses. The reason for this is because your inner mind makes connections and associations much faster than your conscious mind. You’re giving your mind direction and then it can get to work on deep levels.

This awareness includes using your five physical senses to pay attention to the external environment, as well as your corresponding internal senses. Internal perceptions include inner pictures, imaginings, memories, emotional feelings, remembered tactile sensations, internal dialogue, voices and other sounds, even remembered smells and tastes. Remember your multiple intelligences here.

Relaxed alertness and a broader perception of   information helps you to now choose new responses from a rich set of options. You stop the oscillation.

Step 3: Respond

This step means to take action which will then provide feedback. Until you take some kind of action and receive feedback, you cannot know what steps to take next, if your approach is on the right track, or if you need to rethink your actions or plan all together.

Any response either increases the oscillation and the inability to move, or it dampens the oscillation and increases movement toward a satisfying outcome. For instance, falling down simply provides feedback on how to walk better next time.

Once your brain recognizes that your actions (or not doing any actions) makes your situation better or worse, you have the beginnings of change and the first step in gaining control of the outcomes you want to produce.

When you feel you can cause your life to get better, you build your self-confidence and self-esteem. Measure your progress after taking action, and be kind to yourself. There is no failure; only feedback and progress.

Step 4: Witness

This step allows you to create the successful outcome you are after. Just as in Step 3 you learned to remain neutral and relaxed, it is still important to maintain a nonjudgmental stance, or what Scheele calls emotional safety and blessing. Witnessing means you are simply observing. Feedback is learning; failure or success is not the point. Scheele suggests giving your new behaviors at least 50 trials.

Again, the Natural Brilliance process is:

This process may seem very simple–because it is! The key is to remember to utilize it in tense situations, especially when there is an urgency to find a creative solution. Slowing down in times of stress seems counterintuitive, but it is exactly what you need in order to find the best solutions.

THE WIND TUNNEL AND OTHER CREATIVE TECHNIQUES

In the last chapter you learned Paul Scheele’s Natural Brilliance model for creating solutions for paradoxical problems. One of the keys to Scheele’s model is being open to many options, and not stopping at the first few ideas that you receive because those are likely too close to the level of thinking that created the problem. You need to go deeper and access more resources–just as you learned in the previous chapters on multiple intelligences and altered states.

In this chapter you’ll learn some specific techniques to increase your creative idea generation, as well as tips to exercise your mind for creative thinking on a regular basis, even if you are not currently working on a problem.

Image Streaming

The Wind Tunnel Technique was created by Win Wenger, PhD, pioneer in Accelerative Learning, Creativity, Brain and Mind Development and Political Economy, and one of the authors of The Einstein Factor.

One of Wenger’s key contributions to the field of creativity is his research on Image Streaming to reach the resources beyond your conscious mind.

According to Wenger, 80 to 90 percent of information your brain processes happens through sensory image association, while only two percent happens through word association. So this means talking about a problem in a logical, left brain manner is limited. You need to access the right brain, which communicates in images, metaphors and feelings. Image Streaming should be used to describe in sensory-textured detail as possible.

If you recall the brainwave chart earlier in this guide, when you are receiving spontaneous images in your mind, you are automatically working at a theta brainwave level, which is accessing far greater resources than your conscious mind can capture.

Within this foundational framework of Image Streaming, Wenger developed a “torrential approach” with an outpouring of perceptions from the mind: the Wind Tunnel.

The Wind Tunnel

In this brainstorming exercise, you work with a partner to capture whatever creative ideas flow from your nonconscious mind, without allowing for the judgments or analysis of your conscious mind to slow you down.

• You start with a minimum of 11 minutes, but the longer the time, the better.
• Perhaps after preparing by reading some texts on a subject, or reviewing other information about a topic or field, you would then proceed to talk without stopping. As Paul Scheele mentioned about his Natural Brilliance approach, the main problem in solving problems is getting past the conscious expectation of what the answer ought to be.
• In order to get past what you already know and access new perceptions, your partner who is recording your ideas should be focused on encouraging you to speak faster.
• The recording partner should only write down three to four of the most important or interesting ideas that you as the speaker mention and ignore the rest.
• The idea of this process is to speak first and think later, and be willing to be wrong or silly. Wenger notes that if your idea would elicit a burst of laughter from another person, it is probably a good idea in disguise.
• The recording partner will then take four minutes to share his or her notes on the most interesting things the speaker said.
• If relevant, you could then switch with your partner and allow the recorder to become the speaker about a topic he or she has just studied or reviewed.

The process may seem similar to doing free writing or any process where you let words flow without stopping to analyze them, but the addition of a partner could lead to recognizing significant ideas from you that you would not highlight as significant or useful.

The Crab Apple Process

Another creative brainstorming approach from Wenger is the Crab Apple Process.

• In this simple process, you allow your attention to be drawn to something in your surroundings. It could be as simple as a crab apple.
• Begin to describe aspects of the object of your attention, and then begin to relate aspects of the object to the topic of discussion. Remember, the more sensory, textured detail you can include, the better.
• Like the Wind Tunnel technique, the longer amount of time you go for in doing this, the better the ideas will flow.

Accessing Creativity Through Another Pathway

Prolific author Jean Houston, one of the principal founders of the Human Potential Movement, as well as founder of The Mind Research Institute often discusses her practice of accessing creativity through other paths. For instance, if Houston is working on writing and having trouble finding her flow of ideas, she will go cook and allow the ideas to come as they are ready.

You could try anything: cooking, painting, playing music, but the key is not to just use any activity. Houston notes that cooking is her other pathway because she is skilled and confident in it. So choose an activity where you are competent and confident in your abilities, and it does not demand much of you. In other words, it doesn’t feel like hard work that causes you to feel tension. This process will not only free up your nonconscious mind to offer up solutions to your creative problem, but may also allow you to access a burst of energy to create.

Draw Your Solutions

Like Wenger noted, your brain uses sensory-image association to process the incoming stream of information in your world. Like his Image Streaming techniques, using your right brain to bypass the left brain logical mind can help you generate novel solutions. This can include activities such as drawing (you don’t have to be a good artist). The point is not to really think about what you are drawing.

Just put your hand to paper and see what comes out. Think about how art therapy works, especially for children. By drawing or painting, they are able to express unconscious emotions. Similarly, you drawing can allow you to unleash some of the genius lurking in your nonconscious mind.

As Tim Ferriss, author of The Four Hour Work Week , often mentions, daily routines can set you up for success, but you also need to learn how to break them.

Consider these questions:

• Do you open yourself to novelty in your life?
• Do you take different routes home from work?
• Do you make yourself available to new people, places and ideas?
• Do you go against your habits to explore that which is different from your reality?

Simply becoming more deliberately curious and open minded about the world can help you to take in more varied, diverse sensory information, which later allow you to make novel connections between seemingly unrelated ideas–often the mark of genius.

HOW THE NATURAL WORLD MAKES YOU MASSIVELY CREATIVE

It’s well known that many famous artists, inventors and thinkers throughout history spent time in nature–especially walking–to enhance their work. Nikola Tesla, John Muir, Albert Einstein, Ludwig Van Beethoven and many more often credit their time in nature for creative breakthroughs.

In our modern world, we have plenty of emerging data to explain why nature helps us be more creative, and especially why this is so important in the Digital Age.

How Our Brains Evolved in Nature

Our brains evolved outside where we could be filled with interesting things, but not an overwhelming amount of interesting things. Our ancestors could notice passing distractions, but also had the ability to focus and remain disciplined so they could master skills, build tools, have families, and hunt. Evolution favored early humans who could stay on task and switch tasks when needed. Our prefrontal cortex evolved to allow us to do this.

Our ancestors were curious and also wanted to explore. The ones who could survive in dynamic, unfamiliar environments could respond more quickly. Just as in today’s complex, ever-changing world, those of us who can be creative enough to switch tasks and devise novel solutions will be far more likely to thrive.

In the modern world we consume 74 gigabytes of data every day, according to McGill University neuroscientist Daniel Levitin. Teens today spend vastly more waking hours on screens than outdoors, which means that the Digital Age is profoundly narrowing our horizons and our creativity.

How Nature Expands Our Creative Minds

Nature gets us into flow states, especially after a few days of being outdoors. David Strayer of the University of Utah’s Applied Cognition Lab notes that nature helps us think, solve problems and work together, primarily by lowering stress and anxiety.

Stephen and Rachel Kaplan at the University of Michigan developed Attention Restoration Theory (ART) which explains how nature scenes evoke “soft fascination” and help us rest our top-down, direct-attention faculties, helping us relax so we can think better. You rest the executive branch of your brain after a couple of days in the wilderness.

After three days of being in nature, you’re more relaxed and begin noticing details. Once the novelty effect of the first few days wears off, your attention is no longer grabbed so you move into intuition. This is where the creative inspiration starts bubbling up. From a neuroscientific perspective, this means nature effortlessly puts you in the calm-alert zone of the alpha state.

The overall take away from these experts is that when the brain rests from daily tasks, it can make room for other things.

Luckily, we also have tools such as The Nature Pyramid developed by Tim Beatley who runs the Biophilic Cities Project at the University of Virginia. Beatley has broken down more exact amounts of time spent in nature and how it affects our wellbeing and creativity.

The Nature Pyramid

The first step in expanding your creativity and wellbeing, is in scheduling daily interactions with nearby nature to help you de-stress, find focus and recover from mental fatigue. Remember our brainwave chart? Too much time in a high beta brainwave state is not good for your mind or body, and severely limits your perception of the world.

Birds, trees in your neighborhood, pets, house plants, public and private architecture, daylight, fresh air, the ability to see blue sky and naturalistic landscaping are fall under the daily nature schedule.

The second step is weekly outings to parks, waterways, and specifically places where the sounds of a city diminish. The minimum optimal time spent here is one hour per week. Think big city parks, regional or national parks that you can easily access.

The third step is monthly excursions to forests, “restful, escapist natural areas” one weekend per month. This level of nature immersion benefits our immune systems too.

The fourth level of the pyramid encompasses the “rare, but essential” doses of wilderness yearly or biyearly. These kinds of trips are intense, multi-day bursts of nature. They can often be life-changing, or paradigm-shifting, and “fill us with awe and reassurance of our place in the universe,” according to Florence Williams in her book The Nature Fix .

In fact, consider how American President Teddy Roosevelt, arguably one of the “most hyperproductive presidents of all time” according to Williams, escaped to open country for months at a time.

Awe and Creativity

Aside from the spiritual or existential benefits of this kind of wilderness trip, if you’ll recall the role of awe in altered states and the ah-ha breakthroughs it can create, you will understand why time in nature can be incredibly powerful in generating creative solutions.

An awe-inspiring experience means that we have difficulty making sense of it. These are the transcendent experiences described by philosophers, poets, and mystics. These experiences are not just transitory moments of wonder, however. Awe can change your perspective even for a long time afterward.

THE CREATIVE PROCESS REVISITED: HOW TO AVOID SELF SABOTAGE

Throughout this guide, we’ve looked at the creative process as a way to solve a discrete problem. The creative process can also be understood in a broader scope as well. Afterall, our human-directed creative process is a microcosm of the universal creative process.

A Lifespan Approach to the Creative Process

Novelist and poet Orna Ross takes a lifespan approach in describing creativity in the context of stages of psychological development that we all move in and out of. Ross’s process is particularly helpful in understanding problems of procrastination, overwhelm and self-sabotage .

These seven stages are intention, incubation, investigation, composition, clarification, correction and completion. They do not operate in a linear way. Instead they are spontaneous and free-flowing, and can sometimes feel chaotic or overwhelming.

This is not a simplistic model imposed on human behaviour but a primal, unfolding process that happens over and over again, in humans and in nature. We can see this creative unfolding reflected in the seven stages of life, and also in the seven psychological states, as follows.

STAGE 1: INTENTION (Aspiring) First Law of Creation: Birth Life Stage: Infancy: Impulse

STAGE 2: INCUBATION (Germinating) Second Law of Creation: Enchantment Life Stage: Childhood: Magic

STAGE 3: INVESTIGATION (Exploring) Third Law of Creation: Revolution Life Stage: Adolescence: Experiment

STAGE 4: COMPOSITION (Devising) Fourth Law of Creation: Involution Life Stage: Adulthood: Logic

STAGE 5: CLARIFICATION (Deepening) Fifth Law of Creation: Selfhood Life Stage: Early Midlife: Appraisal

STAGE 6: CORRECTION (Revis[ion]ing) Sixth Law of Creation: Evolution Life Stage: Late Midlife: Adaptation

STAGE 7: COMPLETION (Finishing and Letting Go) Seventh Law of Creation: Transformation Life Stage: Aging: Release

Ross compares the example of doing something that comes easy to us, such as making a  family dinner, painting a room, or writing an article, where we zip through the stages without noticing them, to doing something that stretches us: conference catering for 300, making a million dollars, writing a novel, which require a more nuanced understanding of the differing behaviours and requirements of each stage.

Ross notes that “a common reason why people fail to accomplish their heart’s desire is because they are indulging thoughts and behaviours that are inappropriate to the stage they are in.”

For instance, if you tend to edit (stage 6) your ideas and insights before they are fully formed (stage 2), you are impeding the natural process.

This perspective demonstrates that creativity is both a science and an art with clear steps that can be followed, but also requires a letting go and allowing. Creativity takes courage whether you are solving a problem at work, or creating your own life. It can be a messy endeavor, but nonetheless, this powerful process is unavoidable in all existence.

So that’s Creative Problem Solving for the 21st Century: The Go-To Guide.

Creativity is largely about bringing seemingly disparate ideas together in new ways, and applying it to a real-world situation. It doesn’t mean you have to invent something new, because the truth is nothing is ever truly new. Everything is built upon the ideas and experiences of others.

Never doubt your creativity. No one else has your unique combination of education and life experience. No one wears the same lenses as you to view the world. Remember, if your idea is silly or laughable, it’s probably a genius idea in disguise.

Now we want to turn it over to you: what did you think about this guide?

Let us know by leaving a comment below.

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What is Innovative Thinking? [Creative Problem-Solving Skills]

Innovative thinking is a process that requires looking at problems and situations from a new perspective, often leading to unorthodox solutions and breakthrough ideas. It involves the ability to think outside of the box and combine previously unrelated concepts in a way that generates something novel and useful.

This type of thinking is not just about creativity; it’s about applying creativity systematically to solve problems and exploit opportunities in an original way.

At the core of innovative thinking is the readiness to challenge the status quo and the willingness to take calculated risks. It is imperative in the fast-paced and ever-changing business landscape, where companies must constantly adapt and evolve to stay competitive.

Innovative thinking can be learned and fostered within an organization, and it resides at the intersection of knowledge, imagination, and evaluation.

Key Takeaways

• Innovative thinking involves applying creative solutions in a systematic way.
• The ability to challenge existing norms is essential for innovative problem-solving.
• Innovative thinking can be cultivated and is crucial for competitiveness in business.

Defining Innovative Thinking

Innovative thinking encompasses a proactive approach to generating new ideas and solutions that challenge the status quo and offer unique value.

Core Principles of Innovation

• Relevance : Your ideas must serve a purpose and fit the needs or desires of a target audience.
• Feasibility : Solutions should be practical and realistically achievable within your resources.
• Originality : Aim for a level of uniqueness in your ideas, which distinguishes them from existing concepts.

By adhering to these principles when you approach a problem or a potential opportunity, you lay the groundwork for practical innovation.

Innovation vs. Creativity

• Creativity is characterized by the ability to perceive the world in fresh ways and identify hidden patterns. It is the process of developing original ideas that have value.
• Innovation , on the other hand, is the implementation of creative ideas to produce new value or improve something that already exists.

To clarify:

In essence, while creativity is crucial for innovation, not all creative ideas lead to innovation. You should aim to harness your creativity to fuel innovation that resonates and has impact.

The Necessity of Innovative Thinking in Business

Innovative thinking is not just a buzzword in the business lexicon—it is a fundamental requirement for your company’s sustained growth and competitive advantage.

Driving Business Strategy

Your business strategy sets you apart. By fostering innovative thinking, you create a robust foundation for developing unique value propositions that resonate with your target audience.

Organizations that prioritize innovation are often more adept at identifying and capitalizing on new opportunities. For example, a company’s growth trajectory can be significantly enhanced by pioneering a groundbreaking product or optimizing operations using cutting-edge technology.

A business strategy infused with innovation can pivot more effectively in response to evolving market demands .

• Identify emerging trends and integrate them into your business model.
• Encourage creative problem-solving at all organizational levels.

Responding to Competitors and Markets

You must observe your competitors closely and understand the markets you operate in to stay ahead.

Innovative thinking equips you with the tools to respond swiftly and effectively to rival strategies and shifting market conditions. It involves not just matching what others offer but redefining standards and setting the pace for market demands .

Companies that excel at innovation are often leaders in their field, steering the direction of the market rather than just following it.

• Benchmark against industry standards, and then aim higher with inventive solutions.
• Cultivate a deep understanding of customer needs to anticipate market changes better.

Building Blocks of Innovative Thought

Innovative thinking hinges on developing particular cognitive skills and cultivating a mindset geared towards novel solutions. It involves honing your capability to see beyond the conventional and embracing a practice of continuous learning .

Fostering a Creative Mindset

To create a fertile ground for innovation, you must nurture a creative mindset. This involves staying curious and open to new experiences.

Experimentation is key; by permitting yourself to try new approaches without the fear of failure, you enhance your creative faculties. Surrounding yourself with diverse perspectives and challenging your own assumptions will also enrich your creative thinking.

• Be Curious : Ask questions and seek to understand.
• Embrace Diversity : Variety in thought and experience fuels creativity.
• Challenge Assumptions : Test the validity of your preconceived notions.

Critical Thinking and Problem-Solving Skills

Critical thinking is essential in dissecting problems and identifying their roots. It allows you to evaluate information objectively and make decisions based on evidence rather than assumption or bias.

Problem-solving, particularly creative problem solving , incorporates critical thinking with creativity to devise effective and innovative solutions. To excel in this area, you must be adept at both analyzing and synthesizing information.

• Analysis : Break down complex issues into manageable parts.
• Synthesis : Combine elements in novel ways to form original solutions.
• Evidence-Based Decisions : Let logic and data guide your conclusions.

Cultivating Innovative Skills

Innovative thinking thrives on your ability to stay curious, engage in continuous learning, and collaborate effectively . These skills can be harnessed and refined in various ways to transform your workplace into a hub of innovation.

Embracing Curiosity and Continuous Learning

You fuel innovative thinking by nurturing curiosity . Make it a habit to read widely across different fields to spark new ideas.

Embrace continuous learning by:

• Attending : Workshops, webinars, and lectures.
• Participating : In discussions that challenge your thinking.

This constant acquisition of knowledge lays the foundation for innovative solutions.

Implementing Design Thinking

Design thinking is a solution-oriented process that encourages you to understand problems deeply before attempting to solve them. Utilize these steps in your workplace:

• Empathize : With your users to grasp their needs.
• Define : The problem clearly.
• Ideate : By brainstorming multiple solutions.
• Prototype : Quickly and cost-effectively.
• Test : The solution and iterate based on feedback.

This approach fosters a mindset geared toward innovation.

Developing Communication and Collaboration

Your ability to communicate clearly and collaborate with others is paramount. Consider these strategies:

• Active Listening : Ensure you truly hear and understand your colleagues’ perspectives.
• Sharing Ideas : Use clear, direct language to put forth your suggestions.
• Team Projects : Engage in diverse groups to blend various skill sets.

Collaboration amplifies individual strengths and leads to more innovative outcomes.

Encouraging Adaptability and Flexibility

The workplace is ever-changing, and your success hinges on adaptability and flexibility . Enhance these skills by:

• Taking on New Challenges : Step out of your comfort zone regularly.
• Experimenting : With different ways to complete tasks.
• Learning from Failure : Embrace setbacks as opportunities to grow.

Adaptable individuals can pivot quickly in response to new information or circumstances, driving innovation forward.

Innovation in Practice

Innovation requires a deliberate approach that combines creative thinking with a willingness to push boundaries. By embracing specific methodologies, you enhance your ability to generate original and groundbreaking ideas.

Brainstorming and Ideation Techniques

Your arsenal for innovative thinking should include a variety of brainstorming and ideation techniques.

Methods such as mind mapping or the SCAMPER technique allow for the exploration of different perspectives and can lead to the development of novel solutions.

Mind mapping involves creating a visual diagram of your thoughts, which can help you identify connections that might not have been apparent initially.

The SCAMPER technique prompts you to ask questions based on seven strategies—Substitute, Combine, Adapt, Modify, Put to other uses, Eliminate, and Reverse—encouraging diverse thought patterns.

• Substitute: What elements within your current idea can you replace?
• Combine: Can you merge concepts for a more comprehensive solution?
• Adapt: How can you alter your idea to fit a new purpose or context?
• Modify: What enhancements can you make to improve your idea?
• Put to other uses: Are there unconventional applications for your idea?
• Eliminate: Can you simplify your idea by removing components?
• Reverse: What happens if you flip your idea or approach it backward?

Experimentation and Prototyping

Experimentation is the practical component of innovation where you transform your ideas into tangible prototypes. This is where you test your hypotheses to see what works and what doesn’t.

Prototyping can range from basic models to more complex versions, which allows for early detection of potential issues.

It’s important that you are methodical in your experimentation—track your results, make changes, and retest repeatedly. This continuous cycle sharpens your idea into a viable product or solution.

• Concept Prototype: A simple version to test the basic idea.
• Working Prototype: A functional model with working features.
• Refined Prototype: An advanced model that closely resembles the final product.

Risk-Taking and Learning from Failure

Innovation involves risk-taking and the understanding that failure is often part of the process. When you take risks, you pave the way for groundbreaking ideas that might disrupt the status quo.

It’s crucial to see failure not as a setback, but as a source of insight. Failures teach you what doesn’t work, enabling a process of elimination that brings you closer to a successful outcome.

• Embrace Failure: Acknowledge that failure provides learning opportunities.
• Calculated Risks: Make informed decisions to manage potential downsides.
• Iterative Learning: Apply lessons from failures to refine your approach.

The Role of Technology and Tools in Innovation

Technology and tools are the backbone of innovative thinking. As you navigate the world of innovation, it’s crucial to understand how these elements foster the creation of new solutions.

Technology serves as the springboard for the development of innovative solutions that can revolutionize industries. It provides you with the capabilities to transform ideas into tangible products and services .

• Tools : They facilitate the process of innovation by providing you with the means to explore and execute ideas.
• Important tools might include software for design, collaboration platforms for teamwork, and analytical instruments for data management.

When considering technology in the context of innovation:

• It heightens efficiency in various actions, from prototyping to market analysis.
• It allows for rapid testing and adaptation, which is essential in bringing new products to market swiftly.
• It can improve the reach of your services , making them more accessible to broader audiences.

Here is a comparison on how technology affects various aspects of the innovation process:

Embrace these innovations consciously and utilize them to navigate the complex landscape of bringing innovative solutions to life. As your proficiency with these tools grows, so does your potential to contribute to ever-evolving markets and societal needs.

Case Studies: Successes in Innovation

In this section, you will examine real-world examples of innovative thinking that have led to significant advancements in various industries, along with groundbreaking products and services that have changed the way customers and clients engage with the market.

Industry Revolutionaries

Apple Inc. – With the introduction of the iPhone in 2007, Apple transformed the telecommunications landscape. This innovation not only merged a phone and a music player but also paved the way for smartphones to become indispensable tools for millions of users worldwide, influencing customer behavior and expectations.

Tesla, Inc. – Tesla redefined the automotive industry with its electric vehicles (EVs), particularly the Model S, which challenged preconceptions about the viability of EVs. Their commitment to sustainability and bold approach to design, technology, and energy have positioned Tesla as a leader in the automotive revolution.

Innovative Products and Services

Amazon Web Services (AWS) – Launched in 2006, AWS took cloud computing to a new level, offering a suite of on-demand services to clients across the globe, thus catalyzing the shift to cloud-based infrastructure and playing a pivotal role in the IT services industry’s transformation.

Google Search – Revolutionizing the way information is accessed, Google Search became an essential service by providing fast, relevant, and comprehensive search results to users, simplifying data retrieval and profoundly impacting how knowledge is consumed.

Challenges and Barriers to Innovation

Innovative thinking is often met with challenges that can stifle progress. You’ll encounter organizational resistance and complex problems that can impede your ability to innovate.

Overcoming Organizational Resistance

Organizational culture can be a significant barrier to innovation. Resistance often arises due to a fear of change or a lack of understanding of the benefits that innovation can bring.

• Communicate the value of innovation clearly and frequently to all organizational levels.
• Engage employees in the innovation process, allowing them to contribute ideas and feel a sense of ownership.

Strategies to mitigate resistance involve providing education, fostering an inclusive culture, and rewarding innovative behaviors.

Navigating Complex Problems

Innovation requires you to navigate through complex problems that are often multi-faceted and ambiguous. To effectively tackle these problems:

• Break them down into smaller, more manageable components.
• Use bold iterative and agile methods to address these smaller elements, allowing for flexibility and adjustability.

Employing a systematic approach for problem-solving can enable you to manage complexity and move forward with innovative solutions.

Future of Innovation

In the realm of innovation, your ability to forecast emerging trends and implement practices for sustained growth is key.

Predicting Trends and Evolving Markets

In the future, you’ll find that predicting trends hinges on data analysis and market insights. You should be adept at interpreting complex data to discern potential market shifts.

Consider the application of artificial intelligence (AI) to assist in detecting patterns that forecast future trends. Utilizing AI, you can evaluate consumer behaviour and anticipate needs before they’re fully formed.

For markets to evolve, they must adapt to technological advancements and changing consumer expectations.

You’ll observe an emphasis on agility within companies to tailor their strategies to the dynamic market landscape.

This ability to pivot quickly enables you not only to match the pace of change but also to potentially lead the market through innovation.

Sustaining Long-Term Innovation

To ensure long-term growth , embedding innovation into your company’s culture is crucial.

This involves more than occasional creative initiatives; it’s about fostering an environment where innovation is a continuous, systemic phenomenon.

Cross-functional teams and open collaboration spaces are effective methods to integrate diverse perspectives and expertise, driving innovation from all angles of your organization.

Moreover, investment in R&D (Research & Development) is essential for sustaining innovation.

By prioritizing R&D, you cultivate a forward-thinking mindset that consistently seeks improvement and development. Balancing short-term successes with the vision of future potential is instrumental for enduring progress and remaining competitive in your industry.

Innovative thinking is essential in today’s rapidly evolving landscape. As you develop this skill, you’ll find yourself better equipped to tackle complex challenges and create value in unique and impactful ways.

Remember the following key points to foster your innovative mindset:

• Stay Curious: Ask questions, seek new knowledge, and remain open to learning.
• Embrace Diversity: Diverse perspectives can spark creativity and lead to groundbreaking solutions.
• Challenge the Status Quo: Question existing assumptions and don’t be afraid to take risks.

By applying these principles in your personal and professional life, you propel yourself and others toward a future of progress and invention.

Engage regularly in activities that stretch your creative abilities, and take the time to reflect on experiences that could lead to insightful innovations.

The journey of innovation is continuous, and your potential to contribute to this dynamic field is limitless.

Allow your curiosity to guide you, and harness your innovative thinking to make a tangible difference in the world around you.

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From Brainstorming to Ideation

Author + Speaker, "Thought Revolution"

Brainstorming, the darling strategic planning management tool that dates back to the late 1930's, oftentimes in today's world comes up short of producing new, exciting and workable ideas. The " tried and tru e" gold standard since its inception, brainstorming has been discovered to have developed a number of problems that have evolved over the past decades.

Research indicates that big groups actually experience worse results than smaller groups. Participants tend to forget their ideas when others have the floor. " Quiet" people (see Susan Cain's TED Talk) among us are also less likely to speak up and make their ideas heard. Others are reluctant to reveal a politically incorrect idea. Many find themselves unable to contradict the authority of more senior, tenured employees. Net result? Brainstorming sessions end without solving problems.

What's the solution? It's time for a fresh approach known as Ideation. A reinvention of traditional brainstorming, Ideation is a technique that involves both the left and right sides of the brain to allow breakthroughs from entrenched habits of thought and persistent difficult problems. It also helps participants avoid the circular thinking of channeling ideas along a constrained path that often occurs when individuals brainstorm together. The process of Ideation begins with individual ideas, more accountability, consensus building and ultimate involvement with participants " voting with their feet. "

The solution, then, begins with the individual, or phrased differently, the "I" in Ideation. If each individual participant takes more responsibility by being a better participant in a problem solving-process, the results are likely to be better.

The next logical question, then, is " What can I do to be a better participant?" A simple question but one that is actually tougher than it seems. To be successful, participants need to be able to burst out of their comfort zones of complacent, conventional thinking to get to a place where big, bold, breakthrough ideas are possible. Everyone loves their comfort zones, however, and tend to become completely entrenched within these zones. That's why in meetings people are constantly admonished to "think outside the box." One problem: they are generally not told how to do this.

An answer to finding a path out of individuals' comfort zones into what may be called their " Inner Genius," subconscious, higher conscious, inner yoda, or even their inner five-year-old. This is the place where those creative, intuitive, innovate ideas dwell. A problem is that typically most people don't have a direct path to accessing that place. It's difficult to unlock those big ideas on demand.

The right hemisphere of the brain is the most reliable place to go hunting for these ideas. Scientists have discovered that the right hemisphere of the brain is independent from the left and is believed to be responsible for artistry, music, emotions, intuition and creative problem solving, while the left hemisphere performs the more traditional linear, logical, mathematical and analytical functions. Over the past 18 years I've learned to trust the right brain as the reliable "go to" place when I need to think differently, search for a big idea or solve a problem.

When individuals need solutions to tough problems, they can truly use both sides of their brains in an Ideation session. By activating the right side of the brain, they are able to pull in those insights that are typically missed. How can this happen? I recommend three resources: " Drawing on the Right Side of the Brain ," by Dr. Betty Edwards, particularly effective for artists; " Recovery of Your Inner Child" by Dr. Lucia Capacchione, effective for struggling with psychological issues; and Thought Revolution, my book written to help those interested in solving mainstream problems in their personal and business lives.

Combining right brain insights with conventional, logical ideas can produce new, fresh, and potentially "doable" ideas. Individuals who use this process become better participants in Ideation sessions if they arrive at the session by thinking about the topic or issue before the session, posing the question to themselves and then unleashing both sides of their brains.

Facilitators of Ideation sessions must consider allowing participants some quiet time to capture their best thinking before beginning the distracting and potentially diluting influence of everyone voicing their ideas. Then, consider building momentum for the ideas by dividing the participants into smaller groups of 4-8 people. Ask small group participants to vote on the ideas that will " make the cut " and are deserving of consideration by the bigger group.

Then facilitators may consider democratizing the strategic thinking or problem session by allowing participants to " vote with their feet " (like the Iowa caucuses), voting on the ideas they like the most. This process can immediately demonstrate where there is consensus and a more likely chance for internal acceptance and backing.

Sound interesting? Taking the above steps will boost the effectiveness of thinking sessions. Over the past 30 years as a participant, leader and facilitator of meeting and strategic planning processes, I have come to believe too much time is spent on planning and not enough on thinking. In a fast-changing, globally competitive world, if individuals, businesses and corporations are not thinking about better solutions, someone else is guaranteed to be doing just that.

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Perspective Change- Key to modern problem solving

• Perspective Change- Key to modern…

Businesses are growing and evolving at a quick rate. The ones who can keep up with the pace end up flourishing and the others perish. One might think, to keep surviving businesses must keep solving problems; both, theirs’ and the societies’. But as companies have evolved, so have their problems. There are no straightforward solutions to their problems. Gone are the days when mere surface level tactics were seen as solutions.

Things like focus on innovation and change in organisational structures have shown us that problems today are more complex than they ever were. In early times a product was brought to the market, and hard selling techniques were used to force people into buying the products. Now, there are several steps in the business process. It starts before the product is even out with market research to see if there’s demand and goes beyond sales with a lot of money invested in after-sales services.

The evolution has shown us that the old method of making a product and creating a need is replaced by finding a need and creating a product. Businesses have now become problem solvers. They are dealing with a mass level of customers who like to be treated well on an individual level. Personalisation is becoming a trend. If the saying, ‘every human is different’ is true, it means that dealing with humans makes business problems very complicated as there can’t be one approach for millions of different people.

How can businesses solve these increasingly tricky problems? To solve these issues, companies need to be flexible and have an open mind. That’s why there are teams in place to handle crises and not individuals. Change in perspective is one great way to solve complex problems in business and life in general. Change in perspective means looking at these problems from many different angles. What this does is it gives you multiple solutions, and then you can choose the best solution. Also, it’s more likely to provide you with the exact cause of a problem which is very crucial when finding a solution to it. There’s a 3-step approach to help inculcate this mindset. The steps are thinking of an exception, shifting position and priming yourself.

• Thinking of an exception  – The first step is to tell yourself that you are not the only one who is going through this problem. It has happened to someone in the past, and it will happen to someone in the future. This notion helps you prepare your mind-set to solve the problem. Instead of worrying about the problem, you’ll start thinking about a solution.
• Shifting position – The next step is to shift focus. You have to start thinking about the problems from different mind-sets. It is essential to do this, especially if you are dealing with a problem that involves humans. You have to think from your point of view, the customer’s point of view, the suppliers’ point of view and so on. The more perspectives you can look at the problem from the better. Shifting position has an added benefit other than give you multiple solutions. It also may make you see future issues that you didn’t consider before and make you better prepared for them. Most importantly, it helps you make an informed decision based on evaluating the consequences of various alternatives.
• Priming yourself – The last thing to remember is that there is always a solution. Never give up on a problem. It’s just that some problems take longer to solve than others. If one perspective doesn’t work, then look for another one. If it’s tough, then think about the real people in your life and how they would look at it. You could also ask them for their take on it, and maybe they’ll help you see another side of it and possibly the solution to it.

Problem-solving is an art, and especially in modern-day business, it is a necessary skill. Using perspective change leads to getting to more win-win solutions that are beneficial to not just you but others too. This, in turn, it helps foster better relationships in business and life also. Just remember there’s always a solution to a problem, you just have to look at the problem in many different ways.

Invention and Innovation as Creative Problem-Solving Activities

• Reference work entry
• First Online: 24 October 2020
• pp 1458–1471
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• Frank Beckenbach 2 &
• Maria Daskalakis 2  

25 Accesses

Creativity ; Novelty creation

Background: Microeconomics of Novelty Creation and Problem Solving

Obviously, invention and innovation can be hardly analyzed from the usual cost/benefit perspective of economics. These processes are conjectural by their very nature:

Because ex ante results of the search endeavor cannot reasonably be anticipated (or even expected)

Because there is no guarantee for the social acceptance of a possible result

Because there is the risk that an accepted result cannot be used as a source of (additional) private yield (Nelson 1959a , b , 1982 )

Due to these intricacies, invention and innovation have previously been either considered as coming “out of the blue” (Kirzner 1979 ; Vromen 2001 ) or have been simply postulated as an outcome of mesopatterns in terms of paradigms, routines, and institutions (Dosi 1988 ; Lundvall 1992 ).

Notwithstanding these caveats and provisos, various attempts to conceptualize the novelty creating process from a microeconomic...

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Beckenbach, F., Daskalakis, M. (2020). Invention and Innovation as Creative Problem-Solving Activities. In: Carayannis, E.G. (eds) Encyclopedia of Creativity, Invention, Innovation and Entrepreneurship. Springer, Cham. https://doi.org/10.1007/978-3-319-15347-6_370

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