The following paper discuses the creative problem solving and its use in motivating
employees in an organization. The creative problem solving styles are critical to the
development and productivity of an organization. Problems are likely to emerge in
organizations and anywhere there are human beings. Therefore, the ability to solve
problems is critical to the successful management of an organization. This research
explores the process of creative problem solving with an intention of motivating the
employees to high levels of productivity. The first part addresses the analysis of
creative problem solving in an organization by providing examples of problems that
are likely to occur in an organization and how the manager can approach such
problem with creative solutions. The second part presents arguments of how to solve
problems in organizations by motivating employees. It looks into the role of
motivation, the process, and perspectives of motivation. It also discusses the ways
that managers can use the creating problem solving skills to motivate the
employees.
Creative problem solving process
Creative problem solving is a process of dealing with problems and challenges by
formulating new concepts, ideas, and solutions to deal with that problem. The
creative problem solving is inclined towards finding new solutions rather than using
the traditions, culture, and bureaucracy to solve challenges in an organization.
The following is the process of creative problem solving. The first step in creative
problem solving as indicated by Osborn and Palmes is involves calming down or
relaxation (Hurson, 2007). They argue that a person cannot come up with creative
ideas if they are not calm and relaxed. The relaxation places the mind into proper
perspective and enables them to think of the challenge more critically. The relaxation
can come through sleeping, moving away to a serene place, resting, or moving away
from disturbance (Hurson, 2007).
After relaxing the second step in the process of creative problem, solving is
identifying the problem. Problem identification entails listing down the potential
problem. After listing down the problem, the next step is to analyze the problem.
Analyzing the problem entails identifying the gaps, the challenges, and reasons that
have led to the problem. It is classifying the problem as an interpersonal conflict,
values conflict, organizational conflict, or a power conflict. The process of analyzing
the problem is crucial because it provides insights on how the problem may be
dissolved depending with the type of the problem, the urgency of the problem, the
cause of the problem and the parties involves in the problem. This process may
involve brainstorming or coming up with as many reasons as to why the problem is
there. All the ideas are viable and no idea should be dismissed at this stage (Hurson,
2007).
Once the problem is over, the other step involves brainstorming the solutions. This
process involves accepting that there are challenges and then giving out the solution
to that problem. This process involves presenting all the possible solutions without
dismissing any of the ideas. This is imperative as it ensures that there are many
ways of dealing with the problem. After brainstorming, evaluating the solutions
provided earlier is the next step. At this stage, the solutions that not practical and
are not likely to solve the problem are eliminated. Once the possible solutions have
been identified, the next process involves planning on how to implement that solution
comprehensively. In most instances, the solution arrived at is new and it cannot
solve problems if it is not well planned. The solution is likely to fail in the
implementation if there is no planning on how to implement the new ideas to solve
the problem. The management must be responsive to new ideas so that they can
approve use of resources to help the organization deal with the problem. Rewarding
those involved in the formulation of the new solution is equally important in the
process of problem solving. This is because it motivates the employees or those
involved to solve problems creatively and come up with new solution to the existing
problems (Cameron and Quinn, 2006).
Analysis of the problem solving styles
In problem solving, the process that I am likely to use in solving the problem is the
development or explorer style. This style of problem solving entails coming up with
new solutions to the exiting challenge. It exposes the new ways and then implements
the solution to solve those challenges. To understand the creative problem-solving
better, it imperative to understand the different styles that apply to problem solving.
The first style is the explorer style that involves coming up with novel methods of
solving the problem. The second approach to creative problem solving is the
development style of problem solving where the solutions to the problem are not new
but modified or customized to deal with that particular situation (Hurson, 2007).
The other style to creative problem solving is the cooperative style where the
solutions are not individual based they are developed by the group or organization
collectively. This approach, is also known as cooperative or participatory creative
problem solving. The other problem solving style is the non-participatory where an
individual person makes personal approach where the problems are solved
individually and the decision made based on individual’s creativity. In this case, the
approach that will be used as the primary problem solving approach is the
participatory problem solving approach whereas the other problem solving approach
will be the individual or non-participatory creative problem solving (Hurson, 2007).
As part of the management, the problem solving is crucial to the survival and the
sustainability of any organization. To solve the problems like high employee turnover
and low productivity in the organization, the management may chose to include their
employees in the problem solving process. A meeting may take place, where the
problem identification takes place and the employees analyze the problems. They
provide the possible solutions to the problem and they decide on how to implement
the problem collectively. In the non-participatory approach, the management or the
manager may decide to handle the problem individually rather than to incorporate
everyone. The manager will identify the problem, analyze the problem evaluate the
possible solutions and then implement the solutions. The non participatory is the
limiting style as it may present challenges, as the solutions provided to the
employees are not based on the employees perspective but on the managers
perspective.
The impact of this style on the functions of management
The first style which is the participatory creative problem solving has a distinct impact
from the non-participatory approach to the management. The participatory approach
affects the functions of the management in a number of ways. The first one is that
the participatory approach places the management as the coordinator. The work of
the management ceases to be decision making but to coordinate the decision
making process so the solution that are arrived at are collective solutions rather than
management decisions. This is because involving everyone in the decision making
process through brainstorming and eliminating the solution that may not be practical.
The role of the management also ceases from managing the employees to providing
leadership. Management entails supervision but leadership involves motivating the
employees. Since the solutions implemented by the organization have been made
collectively, the employees do have a sense of ownership to the process and
activities of the organization, which means that supervision is not necessary as the
employees are highly motivated. The role of management also involves provision of
rewards to those who have come up with solution rather than punishing people. This
creates high morale and leads to high levels of productivity (Alvesson, 2008).
The non-participatory approach also affects the management functions in that the
management becomes the sole decision maker. All the decisions made within the
organization are from the management, as this style does not incorporate collective
decision-making. This implies that the employees also make decisions individually
and rewards are not collective but individual. This creates competition within the
organization and creates a culture of individual innovation. The management must
have close supervision to the employees to ensure that they implement the decision
made by the management to prevent them from erring from the decision making
process (Burns, 1961).
The non-participatory approach is necessary where the decisions made by the
individuals have direct influence. For instance, a pilot cannot ascribe to the
participatory approach during the flight. The pilot is fully responsible for the
operations and decisions made during the flight. This is because consulting will
waste time, it may create an impasse, and decisions made may lead to loss of
human lives. However, in a situation where a project requires involvement of other
people like in construction companies, where the management must consider the
interests of many individuals in the organization to create harmony. It means that the
company will deal with the must consult the stakeholders such as the government,
the public and other companies involved in that work (Amabile, 1998).
The origin of the personal styles
Knowing the origin of the personal styles of problem solving comes because of the
development of solutions that will help the organization demands that the
organization to have a basis for supporting its mechanism of solving problems. The
creative problem solving styles may originate from the person’s background and
personality. To some people they deal with problems by being confrontational in
problem solving. People who have competitive background tend to ascribe to the
non-participatory approach to problem solving where they solve problems
individually and love to receive rewards for their creative solutions. The personality
influences the problem solving styles ascribed by the company. The personality of an
individual will influence their approach to problem solving skills. For instance, those
who are introverts are likely to prefer the non-participatory problem solving style
while those who are extroverts are likely to prefer the participatory approach that
incorporates everyone (Brooks, 2009).
Creative problem solving is not for product development and organization conflicts
alone. It also applies to personality related problems may be detrimental to the
organization as it leads to internal conflicts. These conflicts escalate and lead to
absenteeism and low productivity. Having a culture that understands that there will
be such conflicts and that they should have a creative solution is imperative. This
type of conflicts affects the employees’ morale negatively as it creates animosity and
unnecessary competition between employees. Applying the principles of creative
problem solving to deal with interpersonal differences between the employees
fosters a good working environment (Trompenaars, and Williams, 2003).
Other than the personality of those of those involved, the type of work that the
companies engages in determines the type of problem solving approach will apply.
For instance, companies that deal with sales and marketing must use the
participatory approach in their marketing activities. This is to ensure that the brand
that they are creating has full acceptance by the organization members. In addition,
product developers in a company must consult customer to know what they need in
order for them to come up with products that will solve the company’s problems
(Hurson, 2007).
However, other aspects of the organization such as information security
management of the organization may not take a participatory approach. This is
because the information security systems have crucial information and sharing it in
the name of creative problem solving may compromise the security of the
organization. It may expose the information to unauthorized person who may
detriment the organization. This means that the security department and information
systems department may use the non-participatory approach to problem solving.
This is imperative to the development of the organization’s objectives as it will create
the company and the necessary motivation required to make the employees
productive (Hofstede, 2001).
The culture and the tradition that the organization has determines the methods of
problem solving that the organization adopts in problem solving. Organizational
cultures that do not promote innovation due to bureaucracy and traditions may not
take a participatory approach in decision-making. The decision will be the
prerogative of the management and employees are not a part of the decision making
process in the organization. This hinders employees’ creativity and innovation as the
organization has no room for creative solutions to the existing problems (Holbeche,
2006).
Perspective of motivation and creative problem solving
Creative problem solving interrelates with the employee motivation in a number of
ways. The first one is that it reduces bureaucracy as decisions are made collectively.
During the process of decision-making, the employees feel that they are part of the
process and therefore get a chance to interact with their managers directly and
address issues that would create challenges.
The second influence that creative problem solving has on employees motivation is
that it meets the Maslow’s need of self-actualization and self-esteem needs of the
employees by allowing them to contribute to the management decisions. One of
such organization that recognizes creativity is the Siemens Company, which has a
creativity academy for the employees where they are allowed to come up with new
designs and create their own products at the expense of the company. This allows
the company to have telecommunication gadgets that solve variety of problems for
the consumers (Mullins, 2010).
The creative problem solving motivates the employees in that they do not have to
work under scrutiny and supervision. Since non participatory approach requires
individualism and the workers become motivated by what they have to produce, such
employees may work overtime at their own volition without demanding extra
compensation for them to realize their novel ideas and solutions to the existing
challenges (Hurson, 2007).
The non-participatory approach may need resource support, as innovations require
resources. The process of creative problem solving is rewards based. The rewards
emanating from the solutions provided from the process of problem solving imply
that the organization that uses the creative problem solving approaches may have to
formulate strategies of providing resources to the employees and other stakeholders
involved in creative decision-making. The resources are for rewarding innovation and
creativity in problem solving.
Although creative problem solving is critical to the motivation of employees and
increasing productivity, the management must also come with the a way of
identifying problems that need the creative approach and other that must be solved
in line with the company’s values. The company must realize that there are defining
values, perceptions and culture that define an organization. If the creative problem
solving compromises the brand, the values, and the traditions that the organization
upholds, then such solutions need elimination. This may lead to partial inhibition of
creativity; it may result in employee dissatisfaction as well as high employee
turnover. However, there are problems that to be solved the management must
assert the values, which the organization upholds. For instance, a company may
have the value of placing the customer first. An innovation or a solution that
eliminates the customer from the picture should not take priority due to the conflict of
values (Hurson, 2007).
Conclusion
Creative problem solving is critical to the growth of the organization. Organizational
conflicts, power conflicts, competition, and customers’ evolving needs, which are
common in today’s organizations, demands that the organization must apply
innovation in solving the problems. Failure to be innovative in problem solving will
lead to the failure of the organization. The organization must carefully interweave
creative problem solving to motivate the employees. Creative problem solving not
only increases the profitability of the organization. It creates the environment that is
required for the work to succeed.
References
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Hofstede, G. (2001). Culture’s Consequences, California: Thousand Oaks.
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