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Mantissa Assignment Cover
ASSIGNMENT COVER
Student Name
Student ID
Programme
Module Subject:
Module code:
Name of Lecturer:
Assignment title:
Assignment
Submission date
AYANLEKE JULIUS
BBA - F1308 - 0324
BBA PGSM
CREATIVE PROCESS
MG 430
MS. MAUREEN
THEORIES OF CREATIVE AND PROBLEMM SOLVING
Name of Group
Extension date agreed
Actual Late
Members
(Written approval from
submission date
Mantissa office)
04 - 07 - 2014
Explanation for Late
submission (if
applicable)
Interim mark awarded
IMPORTANT:
1. All completed assignments must be accompanied by PGSM front cover
sheet when submitted.
2. Students are required to submit their work through MORE Portal to
ensure the originality of their work.
3. All references must be fully cited in Harvard/ APA notation.
4. Plagiarism in any form will result in severe penalties.
5. Work submitted within up to 7 calendar days late = 10 marks
subtracted.
6. Work submitted up to 10 calendar days late = 20 marks subtracted.
7. Work submitted more than 10 calendar days late = 1 marks awarded.
Declaration: I declare that
a) No part of this assignment has been copied from any other persons work except where due
acknowledgement is made in the text.
b) No part of this assignment had been written for me by any other person except where such
collaboration has been authorized by lecturer concerned.
c) All grades obtained by students are final. Appeal can only be made (on FAIL case only) to the
Academic Borad along with a payment of RM 100.00 to formalise the Process.
d) the University/ College uses plagiarism detection software.
Student Signature ___________________________ Date _____________________
BBA-F1304-0324
MG430
Table of Content
Topics
Pages
Introduction................................................................................................
.................3
Theories of Creativity
Brainstorming................................................................................................
...............4
Six Thinking
Hats............................................................................................................4
-5
IDEAL
Model............................................................................................................
.......5-7
Problem Solving and Decision Making Process
What is Problem
Solving..................................................................................................7
Problem Solving
Matrix...................................................................................................7-8
Problem Solving
Techniques...........................................................................................8-9
Decision Making
Process.................................................................................................9
Complex Problem Solving and Decision
Making.............................................................9-10
Conclusion...................................................................................................
...................10
References..................................................................................................
.....................11
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INTRODUCTION
Much of what people, managers or organisations do is to solve problems
and make decisions. Often, they are "under the gun", stressed and very
short for time. Consequently, when they encounter a new problem or
decision they must make, they react with a decision that seemed to work
before. It is easy with this approach to get stuck in a circle of solving the
same problem over and over again. Therefore, it is often useful to get
used to an organized approach to problem solving and decision making.
However, the following basic guidelines in the paragraphs below will get
you started.
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Theories to Creativity
Brainstorming is the process for generating creative ideas and solutions
through intensive and freewheeling group discussion. Every participant is
encouraged to think aloud and suggest as many ideas as possible, no
matter seemingly how outlandish or bizarre. Analysis, discussion, or
criticism of the aired ideas is allowed only when the brainstorming session
is over and evaluation session begins. See also lateral thinking and
nominal
group
technique.
By
contrast,
brainstorming
provides
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Red Hat Thinking: This covers intuition, feelings and emotions. The red hat
allows the thinker to put forward an intuition without any need to justify it.
Putting on the red hat, I think this is a terrible proposal. Usually feelings
and intuition can only be introduced into a discussion if they are
supported by logic. Usually the feeling is genuine but the logic is spurious.
The red hat gives full permission to a thinker to put forward his or her
feelings on the subject at the moment.
Black Hat Thinking: This is the hat of judgment and caution. It is a most
valuable hat. It is not in any sense an inferior or negative hat. The black
hat is used to point out why a suggestion does not fit the facts, the
available experience, the system in use, or the policy that is being
followed. The black hat must always be logical.
Yellow Hat Thinking: This is the logical positive. Why something will work
and why it will offer benefits. It can be used in looking forward to the
results of some proposed action, but can also be used to find something of
value in what has already happened.
Green Hat Thinking: This is the hat of creativity, alternatives, proposals,
what is interesting, provocations and changes.
Blue Hat Thinking: This is the overview or process control hat. It looks not
at the subject itself but at the thinking about the subject. Putting on my
blue hat, I feel we should do some more green hat thinking at this point. In
technical terms, the blue hat is concerned with meta-cognition.
IDEAL Model
This is a model for improving problem solving skills. It is based on
research in the field of problem solving. The components of the approach
are represented by the acronym IDEAL (Bransford, 1993). Where
I = Identify problems and opportunities.
D = Define goals
.E = Explore possible strategies.
A = Anticipate outcomes and act.
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2. Generate Alternative
Solutions
Postpone evaluating
alternative initially
Specify alternatives
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Alternative
Solution
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approach that is more holistic and parallel, more emotional and intuitive,
more creative, more visual, and more tactual. It is important that
techniques from both categories be selected and used in the problemsolving process (Duemler, 1988).
The following problem-solving techniques focus more on creative, lateral,
or divergent thinking:
A. Brainstorming: attempting to spontaneously generate as many ideas on
a subject as possible; ideas are not critiqued during the brainstorming
process; participants are encouraged to form new ideas from ideas
already stated (Osborn, 1963).
B. Imaging/visualization: producing mental pictures of the total problem or
specific parts of the problem (Wonder, 1984).
C. Incubation: putting aside the problem and doing something else to
allow the mind to unconsciously consider the problem (Osborn, 1963);
E. Outrageous provocation: making a statement that is known to be
absolutely incorrect and then considering it; used as a bridge to a new
idea. Also called inside out (Wonder, 1984).
G. Random word technique: selecting a word randomly from the dictionary
and juxtaposing it with problem statement, then brainstorming about
possible relationships (Beinstock, 1984).
Decision-Making Process
Decision are choices made from two or more alternatives. Decision
making occurs as a reaction to a problem or an opportunity. decision
making happens at all level of the organisation. Knowing how to make
decision is an important part of everyday life. Processes in making
decision:
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1. Define and clarify the issue - does it warrant action? If so, now? Is the
matter urgent, important or both. According to the Pareto principle of
80:20 can be applied in order to know which issue is more urgent and
how much it required. .
2. Gather all the facts and understand their causes.
3. Think about or brainstorm possible options and solutions.
4. Consider and compare the pros and cons of each option - consult if
necessary - it probably will be.
5. Select the best option - avoid vagueness or 'foot in both camps'
compromise.
6. Explain the decision to those involved and affected, and follow up to
ensure proper and effective implementation.
Complex Problems And Decisions
This are use for more difficult problem solving and decision making
involving more than two possible options. Usage of several pros and cons
tables in conjunction, to compare the overall weight or benefits of each
option. In this case, the wording of the options is important.
Also consider that some decisions and challenges are difficult because you
do not have the necessary knowledge or experience, in which case you
need first to decide if the decision or challenge is actually appropriate and
necessary for you at this stage. Some decisions have to be made whether
you are ready or not. Others might not be as pressing as you imagine. Do
not be forced into a change-based decision if having considered the
implications carefully you decides that it is not the best thing to do. The
decision to do nothing different, in the right way for the right reasons, is
often a perfectly good option. Well prepared decisions are easier to make
and to implement, and generally produce the best results.
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Conclusion
In general, there is a need to develop and use a problem-solving and
decision-making process that is both scientific and considerate of
individual differences and viewpoints. While the various techniques has
provided a method used successfully in a wide variety of situations and
individual differences that can influence perspectives and goals related to
problem solving; these differences can be used to identify appropriate
problem-solving techniques used in each step of the problem-solving
process.
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References
Bransford J., and Stein B., (1984). The IDEAL problem solver. New York: W.
H. Freeman.
Beinstock E., (1984). Creative problem solving (Cassette Recording).
Stamford, CT: Walden Tapes.
Duemler D., and Mayer R., (1988). Hidden costs of Reflectiveness: Aspects
of successful scientific reasoning. Journal of Educational Psychology, vol.
80(4), pp 419-423.
De Bono E., (1985).Six Thinking Hats: An Essential Approach to Business
Management. Little, Brown, & Company. ISBN 0-316-17791-1
Heppner P., Neal G., and Larson L., (1984). Problem-solving training as
prevention with college students. Personnel and Guidance Journal, issue
62, pp. 514-519.
Osborn, A. (1963). Applied imagination: 3rd Edn. New York: Scribner.
Rubenstein M., (1986). Tools for thinking and problem solving. Englewood
Cliffs, New Jersey: Prentice-Hall.
Wonder J., and Donovan P., (1984). Whole-brain thinking: Working from
both sides of the brain to achieve peak job performance. New York:
Ballantine Books.
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