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Organizing & managing chaos
- 1. Organizing & Managing ChaosOrganizing & Managing Chaos Problem Solving & Decision Making SkillsProblem Solving & Decision Making Skills
- 2. Creative ThinkingCreative Thinking • Thinking Horizontally or Lateral Thinking orThinking Horizontally or Lateral Thinking or Out of The Box ThinkingOut of The Box Thinking • ““If you always do what you’ve always done, you’ll alwaysIf you always do what you’ve always done, you’ll always get what you’ve always got.”get what you’ve always got.” • Definition of insanity:Definition of insanity: “Doing the same things and“Doing the same things and expecting different results!”expecting different results!”
- 3. Barriers to Creative ThinkingBarriers to Creative Thinking • Self-Imposed BarriersSelf-Imposed Barriers • Establishing a Pattern or One Unique AnswerEstablishing a Pattern or One Unique Answer • Conformity: Giving the expected answerConformity: Giving the expected answer • Lack of effort in challenging the obviousLack of effort in challenging the obvious • Evaluating too quicklyEvaluating too quickly • Fear of looking a foolFear of looking a fool
- 4. Brainstorming RulesBrainstorming Rules • No Critical JudgementNo Critical Judgement • Quantity not QualityQuantity not Quality • The Wilder the BetterThe Wilder the Better • Hitch Hike or Combine (Bunch)Hitch Hike or Combine (Bunch)
- 5. Problem DefinitionProblem Definition • This is the first step to solving any problem.This is the first step to solving any problem. • Use a “How to…” statement to define aUse a “How to…” statement to define a problemproblem • Clarify your objective by adding “So that…”Clarify your objective by adding “So that…” • The final format should look like: “How to…SoThe final format should look like: “How to…So that…”that…” • Develop as many such statements as possibleDevelop as many such statements as possible
- 6. Systemic ThinkingSystemic Thinking • Analytical Thinking: Breaks things apartAnalytical Thinking: Breaks things apart • Synthetical Thinking: Puts things back togetherSynthetical Thinking: Puts things back together • Systemic Thinking:Systemic Thinking: (Look for Patterns)(Look for Patterns) Analytical + Synthetical ThinkingAnalytical + Synthetical Thinking
- 7. 5 Whys-Cause & Effect5 Whys-Cause & Effect • Take the final effect and ask why to get to itsTake the final effect and ask why to get to its causecause • Taking the answer as an effect, ask why again toTaking the answer as an effect, ask why again to find its causefind its cause • Repeat till the answer you get isRepeat till the answer you get is “That’s the way it“That’s the way it is.”is.”
- 8. Fishbone DiagramFishbone Diagram EFFECT Main Cause Main Cause Main Cause Sub-Cause Sub-Cause Sub-Cause Sub-Cause Sub-Cause Sub-Cause
- 9. 6 Thinking Hats-Lateral Thinking6 Thinking Hats-Lateral Thinking • White HatWhite Hat – Objective fact findingObjective fact finding or data gatheringor data gathering • Yellow HatYellow Hat – Positive aspectsPositive aspects • Green HatGreen Hat – Possibilities,Possibilities, Generative ThinkingGenerative Thinking • Red HatRed Hat – Feelings & EmotionsFeelings & Emotions • Black HatBlack Hat – Negative & gloomyNegative & gloomy • Blue HatBlue Hat – Organizing yourOrganizing your thinkingthinking
- 10. Problem Solving & Decision Making CycleProblem Solving & Decision Making Cycle Define Problem Generate Alternatives Review Implement Solution Evaluate Alternatives
Notas del editor
- This slide will be continuously shown from the start of the session till its time to talk about the next slide.
- Everyone is potentially creative. But somehow or the other we don’t use that potential. Why? Because we are stuck. We are stuck with our predispositions, prejudices, biases which are a result of the environment that has shaped our personality. Our brought up, the region or locality we have grown up in, our schooling, parenting, the friends we kept, our society, culture, and all of them affect the way we think. This is how our box is defined in terms of what is right and what is wrong, how something should be done and how it shouldn’t be done. These things are learned and hence can be unlearned. I can tell you about a taxi ride I’ll never forget when I was going to Daewoo bus station with my wife. The taxi driver took the one way traffic head on, on Peshawar road. That I think was highly creative albeit terrifying. He did it to save his fuel but put our lives in jeopardy. In many cases its good: we know which side of the road to drive on, we know what to do when we have a flat tyre, we know how to shave etc. these are the problems which have defined solutions and we don’t want to reinvent these solutions again and again. However, there are situations which require us to break out of our normal thinking pattern. For example, when there is a frequent machine breakdown, you may have to stop and think how to fix this problem forever. This would require thinking creatively. If what you are doing is not giving you the results you want you have to do something different. And that is the crux of these two statements. After all it would have to be someone crazy to put ones finger twice in a an electric socket. Now the question is why can’t we all be creative all the time?
- Self imposed barriers are a result of our training which has shaped our perceptions. For instance what do you make of this: 1+1=? Nine dots exercise can also be used. One unique answer thinking example: AE =? BCD Conformity example: How many squares can you see? Lack of effort in challenging the obvious is challenging the conventional wisdom. Whenever an answer to a problem is found, set it aside for a day or two. More often than not a period of unconscious or conscious thinking allows other answers to be found which may be better or at least may cast doubt on the original solution. Fear of looking a fool: the railway builders in early 19th century were advised that speeds of 50mph would cause nose bleeds and that trains could not go through tunnels because people would be asphyxiated.