By Arthur B. VanGundy
Staff who own problem-solving abilities are hugely valued in today?s aggressive enterprise atmosphere. The query is how can staff learn how to deal in leading edge methods with new info, equipment, humans, and applied sciences? during this groundbreaking booklet, Arthur VanGundy -- a pioneer within the box of thought new release and challenge fixing -- has compiled a hundred and one team actions that mix to make a special source for running shoes, facilitators, and human source execs. The e-book is stuffed with idea-generation actions that at the same time train the underlying problem-solving and creativity strategies concerned. all of the book?s a hundred and one enticing and thought-provoking actions comprises facilitator notes and suggestion on while and the way to take advantage of the job. utilizing 101 actions for instructing Creativity and challenge Solving provide you with the data and instruments you want to:
* Generate inventive rules to unravel difficulties. * stay away from patterned and detrimental considering. * have interaction in actions which are bound to spark principles. * Use confirmed concepts for brainstorming with teams.
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Extra info for 101 Activities for Teaching Creativity and Problem Solving
Kepner and Tregoe’s definition is essentially convergent in that problem solvers attempt to converge on a cause by eliminating various alternative explanations. Idea generation, in contrast, is more divergent—problem solvers attempt to generate many different alternatives. In the case of idea generation, however, alternatives are solutions and not 21 TLFeBOOK explanations. Because the idea generation activities in this book are divergent, Kepner and Tregoe’s definition doesn’t fit. A Gap Between the Real and the Ideal MacCrimmon and Taylor (1976) propose another definition that is more appropriate for our purposes and has remained a standard over the years.
Lose face and the organization goes on to play another day; lose too much market share or customer base and the game soon may be over. Viewed this way, risk taking isn’t so bad. Because idea generation activities involve risks of generation and not implementation, be willing to suggest whatever ideas pop up. Remember, ideas are the raw material of solutions and not the final product. Initial ideas have the potential to spark more practical solutions. They don’t all have to be winners. Adopt this philosophy and you’ll remove a lot of pressure when generating ideas.
Only a person who risks is free. —Anonymous Not all risks are equal. Some risks are more serious than others. For instance, the potential risks of idea generation are much less serious than the risks of implementation. Every time we think of or suggest an idea, we take a risk. Because we can’t survive without new ideas, we must constantly take such risks. The likely negative consequences of suggesting a “stupid” idea, however, pale in comparison with the risks of implementing an idea. Introducing a product, process, or service that later fails will cost an organization much more than any embarrassment someone might experience from suggesting a so-called stupid idea.
101 Activities for Teaching Creativity and Problem Solving by Arthur B. VanGundy