Creative Problem Solving Problem Solving Training for Employees

Problem Solving Training for Employees- Have you ever encountered a problem you can’t solve no matter how critical and logical you are? It could be a sign that you need to improve your creative problem-solving skills. Creative problem-solving is a more relaxed approach to making solutions that involve the imagination and encourages the manifestation of innovative ideas.

This Creative Problem Solving Skills workshop is ideal for anyone who would like to gain a strong grasp and improve their Creative Problem Solving Skills.

The ideal group size for this Creative Problem Solving Skills course is:

The duration of this Creative Problem Solving Skills workshop is 2 full days. Knowles Training Institute will also be able to contextualised this workshop according to different durations; 3 full days, 1 day, half day, 90 minutes and 60 minutes.

Below is the list of course objectives of our Creative Problem-Solving Skills course

• What is a Problem?
  • The Random House Unabridged Dictionary incorporates several definitions for the word “problem.” The descriptions that we are most concerned with while learning about the creative problem-solving process are “any problem or matter involving doubt, uncertainty, or difficulty,” and “a question offered for solution or discussion.”
• What is Creative Problem Solving?
  • Creative problem solving has grown since its conception in the 1950s. However, it is always a structured procedure to finding and implementing solutions. The creative problem-solving method involves creativity.
• What are the Steps in the Creative Solving Process?
  • The Creative Problem Solving Process utilises six major steps to implement solutions to almost any kind of problem.
• Understanding Types of Information
  • There are many different types of information. Fact, opinion and concept include information you will need to consider when beginning the creative problem-solving process.
• Identifying Key Questions
  • When tackling a new problem, it is essential to talk to anyone who might be familiar with the problem. You can deduce a great deal of knowledge by asking questions of different people who might be affected by or know about the issue.
• Methods of Gathering Information
  • When gathering data about a problem, there are several different approaches you can use. No one method is better than another. The approach depends on the problem and other circumstances.
• Defining the Problem
  • When a dilemma comes to light, it may not be obvious exactly what the problem is. You must understand the problem before you waste time or money executing a solution.
• Determining Where the Problem Originated
  • Successful problem solvers get to the source of the problem by interviewing or asking anyone who might remember something useful about the issue. Ask inquiries about the problem.
• Defining the Present State and the Desired State
  • When using this tool, you write a declaration of the circumstance as it currently exists. Then you write a statement of what you would like the situation to look like. The desired state should incorporate concrete details and should not include any information about possible causes or solutions.
• Stating and Restating the Problem
  • The problem statement and restatement method also helps evolve the perception of the problem. First write a statement of the problem, no matter how vague. Then use several triggers to help identify the actual problem.
• Analysing the Problem
  • When the cause of the problem is not known, such as in troubleshooting operations, you can look at the what, where, who, and extent of the problem to help define it. Examining the distinctions between what, where, when, and to what extent the problem is and what,
    where, when, and to what extent it is not can lead to helpful insights about the issue.
• Writing the Problem Statement
  • Writing an accurate problem account can help accurately represent the problem. This helps clarify unclear issues. The problem statement may develop through the application of the four problem definition tools and any additional information found about the problem.
• Identifying Mental Blocks
  • Brainstorming can help you solve the problem, even for issues that seem unsolvable or that seem only to have inadequate solutions. However, before establishing a successful brainstorming session to generate ideas, you must eliminate any mental blocks.
• Removing Mental Blocks
  • So what do you do when you recognise a mental block? Carol Goman has identified several structured techniques for blockbusting. The first technique is an attitude adjustment.
• Stimulating Creativity
  • The creative problem-solving process requires creativity. However, numerous people feel that they are not creative. This is the sign of a mental block at work.
• Brainstorming Basics
  • To come up with a good idea, you must come up with many opinions. The first rule of brainstorming is to come up with as many ideas as you possibly can.
• Brainwriting and Mind Mapping
  • Brainwriting and Mind Mapping are two additional means to create ideas. Brainwriting is similar to free-association brainstorming, but it is conducted in silence. Mind mapping is another technique of generating ideas on paper but can be administered alone.
• Duncker Diagrams
  • Duncker Diagrams are utilised with the present state and desired state statements addressed in module four. A Duncker diagram generates
    solutions by devising possible pathways from the current state to the desired state.
• The Morphological Matrix
  • Fritz Zwicky generated a method for general morphological analysis in the 1960s. The technique has since been implemented in many different fields.
• The Six Thinking Hats
  • Dr Edward de Bono presented a concept for thinking more effectively in groups in his book, Six Thinking Hats. This idea proposes that the brain thinks about things in several different ways.
• The Blink Method
  • Malcolm Gladwell popularizes scientific study about the influence of the adaptive unconscious in his book Blink: The Power of Thinking Without Thinking. Gladwell’s premise is that in an era of knowledge overload, our decisions based on insufficient information are often as good as or better than choices made with ample critical thinking.
• Developing Criteria
  • Return to the information formed when defining the problem. Consider who, what, when, where, and how that the potential solution should meet to be an effective solution to the problem.
• Analysing Wants and Needs
  • The creative problem-solving process is a fluid process, with some steps overlapping each other. Sometimes as the process presents additional information, problem-solvers need to go back and refine the problem statement or gather additional information to solve the problem effectively.
• Using Cost/Benefits Analysis
  • Cost-benefit analysis is a practice of assigning a monetary value to the potential benefits of a solution and weighing those corresponding the costs of executing that solution. It is crucial to include ALL of the benefits and costs.
• Doing a Final Analysis
  • In the previous stage of the process, you performed a cost/benefit analysis. However, since we cannot always comprehend all of the potential variables, this analysis should not be the only one you perform.
• Paired Comparison Analysis
  • The Paired Comparison Analysis tool is a process of prioritising a small number of workable solutions. The first action for using this tool is to record all of the possible solutions. Designate each potential solution with a letter or number.
• Analysing Potential Problems
  • Think ahead to the solution implementation. Inquire how, when, who, what, and where concerning performing the solution. Does the imagined future state with this problem solution coordinate the desired state developed earlier in the process?
• Identifying Tasks
  • This part of the creative problem-solving process is the time to think about the steps for making the solution become a reality. What measures are required to put the solution into place? Brainstorm with people associated with the problem to determine the specific steps necessary to make the solution become a reality.
• Identifying Resources
  • This part of the creative problem-solving process is the time to reflect on the resources for making the solution become a reality. What more is necessary to put the solution into place?
• Implementing, Evaluating and Adapting
  • Once you have ascertained the tasks and the resources necessary to implement the solution, take action! Now is the time to use your project management skills to keep the solution implementation on track.
• Planing the Follow-Up Meeting
  • Hold a follow-up meeting after the solution has been executed. There are some things to consider when planning this meeting.
• Celebrating Successes
  • After the problem has been solved, take the time to rejoice the things that went well in the problem-solving process. Try to acknowledge each person for their participation and accomplishments.
• Identifying Improvements
  • There have plausibly been some bumps along the road in the creative problem-solving process. Take a moment to identify lessons learned and ways to make amendments so that the next problem solved will be even better.

Each participant will receive the following materials for the Creative Problem Solving Skills course

Each course participant will receive a certification of training completion

There are 3 pricing options available for this Creative Problem Solving Skills training course. Course participants not in Singapore may choose to sign up for our online Creative Problem Solving Skills training course.

Contact us for the latest Creative Problem Solving Skills course schedules:

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