Page 136 - Fundamentals of Management Myths Debunked (2017)_Flat

CHAPTER 4 • Foundations of Decision Making 135
PERSonAL InvEnToRy ASSESSMEnT P I A PERSONAL
INVENTORY
ASSESSMENT
Problem solving, Creativity, and innovation

Making decisions is all about solving problems. Do this PIA and find out about your level
of creativity and innovation in problem solving.

Skill Basics have solved the problem. A better, more creative solution
just might be found.
Creativity is a skill you can develop. Here are some sugges-
tions on how you can do this: • Believe in finding a workable solution. Like believing in
yourself, you also need to believe in your ideas. If you
• Think of yourself as creative. Research shows that if you don’t think you can find a solution, you probably won’t.
think you can’t be creative, you won’t be. Believing in
your ability to be creative is the first step in becoming more • Brainstorm with others. Creativity is not an isolated activi-
creative. ty. Bouncing ideas off of others creates a synergistic effect.
• Pay attention to your intuition. Every individual has a • Turn creative ideas into action. Coming up with cre-
subconscious mind that works well. Sometimes answers ative ideas is only part of the process. Once the ideas are
will come to you when you least expect them. Listen to generated, they must be implemented. Keeping great ideas
that “inner voice.” In fact, most creative people will keep in your mind, or on papers that no one will read, does little
a notepad near their bed and write down ideas when the to expand your creative abilities.
thoughts come to them. Based on J. V. Anderson, “Mind Mapping: A Tool for Creative Thinking,” Business
Horizons, January–February 1993, 42–46; and T. Proctor, Creative Problem Solving for
• Move away from your comfort zone. Every individual has a Managers (New York: Routledge, 2005).
comfort zone in which certainty exists. But creativity and
the known often do not mix. To be creative, you need to
move away from the status quo and focus your mind on Practicing the Skill
something new. Read through this scenario and follow the directions at the
• Determine what you want to do. This includes such things end of it:
as taking time to understand a problem before beginning to Every time the phone rings, your stomach clenches and your
try to resolve it, getting all the facts in mind, and trying to palms start to sweat. And it’s no wonder! As sales manager for
identify the most important facts. Brinkers, a machine tool parts manufacturer, you’re besieged by

• Think outside the box. Use analogies whenever possible calls from customers who are upset about late deliveries. Your
(for example, could you approach your problem like a fish boss, Carter Hererra, acts as both production manager and sched-
out of water and look at what the fish does to cope? Or uler. Every time your sales representatives negotiate a sale, it’s up
can you use the things you have to do to find your way to Carter to determine whether production can actually meet the
when it’s foggy to help you solve your problem?). Use dif- delivery date the customer specifies. And Carter invariably says,
ferent problem-solving strategies such as verbal, visual, “No problem.” The good thing about this is that you make a lot
mathematical, or theatrical. Look at your problem from a of initial sales. The bad news is that production hardly ever meets
different perspective or ask yourself what someone else, the shipment dates that Carter authorizes. And he doesn’t seem
like your grandmother, might do if faced with the same to be all that concerned about the aftermath of late deliveries. He
situation. says, “Our customers know they’re getting outstanding quality
at a great price. Just let them try to match that anywhere. It can’t
• Look for ways to do things better. This may involve trying be done. So even if they have to wait a couple of extra days or
consciously to be original, not worrying about look- weeks, they’re still getting the best deal they can.” Somehow the
ing foolish, keeping an open mind, being alert to odd or customers don’t see it that way. And they let you know about their
puzzling facts, thinking of unconventional ways to use unhappiness. Then it’s up to you to try to soothe the relationship.
objects and the environment, discarding usual or habitual You know this problem has to be taken care of, but what possible
ways of doing things, and striving for objectivity by being solutions are there? After all, how are you going to keep from
as critical of your own ideas as you would those of some- making your manager mad or making the customers mad?
one else. Break into groups of three. Assume you’re the sales
• Find several right answers. Being creative means continu- manager. What creative solutions can your group come up with
ing to look for other solutions even when you think you to deal with this problem?