CREATIVE

PROBLEM SOLVING
TECHNIQUES
Project by:

Rucha Kamat 09-726

Deepali Koli 09-735
Ashwin Patil 09-746
Sonal Sawant 09-755
Sunil Shetty 09-756
What is creative
problem solving?
 DEFINITION

Remember
Creative
“Creative problem solving Thinking

is -looking at the same

thing as everyone else and
thinking something What did
you mean by
different.” that?!!!
 FEATURES

 Shifts a person's mental state into one that fosters

creativity
 Reframes the problem

 Increases the quantity of fresh ideas

 Efficiently leads to a fresh perspective that causes a

solution to become obvious.
TOOLS & TECHNIQUES
 Mind Mapping

 Brainstorming

 Lateral Thinking

 TRIZ also known as Theory of

 Inventive Problem solving (TIPS)

 Osborn-Parnes model
 MIND MAPPING

 Definition :
A visual picture of a group of
ideas, concepts or issues.
Mind mapping
 Purpose :
 Unblock our thinking.
 See how ideas relate to one
another.
 Look at things in a new and
different way.
 Look at an idea in depth.
 BRAINSTORMING

 Definition:
It is a group activity designed to
increase the quantity of fresh ideas.

 Purpose:
To generate a large number of ideas in a
short period of time.
 Rules for Brainstorming:

 The more ideas the better!

 Get everyone involved

 No idea is a bad idea

 Build on one another’s ideas

 Display all ideas

 LATERAL THINKING
 Definition:
It refers to solving problems
through an indirect and creative
approach.

 Purpose
 To solve problems through an
indirect and creative approach
 It broadens where to search
for new ideas
 TRIZ (Teoriya Resheniya
Izobretatelskikh Zadatch)

• Theory developed by Genrich Altshuller.

• Also known as Theory of Inventive Problem
Solving (TIPS).
• Based on examining more than 200,000
patents.
• Aims to create an algorithmic approach to
the invention of new systems
 OSBORN -PARNES MODEL
(Creative problem solving process)
 Opportunity
finding

Acceptance Fact
Finding finding

Solution
Problem
Finding
Finding

Idea
finding
 STEP 1. State what appears to be the
problem.

 The real problem may not surface until

facts have been gathered and analyzed.

 Therefore, start with what you assume

to be the problem, that can later be
confirmed or corrected.
 STEP 2. Gather facts, feelings and
opinions.

 What happened?
 Where, when and how did it occur?
 What is it’s size, scope, and severity?
 Who and what is affected?
 Likely to happen again?
 Need to be corrected?
 May need to assign priorities to critical
elements.
STEP 3. Restate the problem.

 The real facts help make this

possible, and provide supporting
data.
 The actual problem may, or may
not be the same as stated in Step 1.
STEP 4. Identify alternative solutions.

Generate ideas. Do not

eliminate any possible
solutions until several
have been discussed.
STEP 5. Evaluate alternatives

 Which will provide the optimum

solution?
 What are the risks?
 Are costs in keeping with the
benefits?
 Will the solution create new
problems?
STEP 6. Implement the decision!

 Who must be involved?

 To what extent?
 How, when and where?
 Who will the decision impact?
 What might go wrong?
 How will the results be reported and verified?
STEP 7. Evaluate the results.

 Test the solution against the desired results.

 Make revisions if necessary.

THANK YOU