Problem Finding and Solving*

Dillon, J. T.

doi:10.1002/j.2162-6057.1982.tb00326.x

Cited by 168 publications

(97 citation statements)

References 15 publications

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“…A key element within the first phase of problem identification is problem finding, which includes the anticipation of problems, identifying problems where none exist, and structuring an ill-defined problem so problem solving efforts can proceed. Problem finding has been suggested to be a critical component of creativity (Dillon, 1982;Getzels & Smilansky, 1983) as well as an important asset in business (Fontenot, 1993) and may help individuals deal with uncertainty and adapt to the continuous changes in life (Karpova, Marcketti, & Barker, 2011). Thus, a technique that facilitates problem finding ability is likely to be of significant benefit.…”

Section: Introductionmentioning

confidence: 99%

Thinking hats and good men: Structured techniques in a problem construction task

Вернон

Hocking

2014

Thinking Skills and Creativity

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Problem finding can often be the first step in problem solving and research has suggested that actively engaging in problem finding can lead to a more beneficial outcome and facilitate creativity. Here, we examine two techniques that may be used to help 'scaffold' problem finding ability: the six thinking hats and the six good men. These techniques can require the participant to either adopt multiple perspectives, incorporating a range of specific questions, or utilise a range of simple open ended questions. We had 100 participants take part in an online study that involved presenting them with a problem and requiring them to restate the problem in as many different ways as they could within a 3-mintue time frame. Participants were randomly allocated to groups comprising the six hats technique, the six men, or a nointervention control group, and performance was measured in terms of the fluency, quality and originality of the responses. Results showed that both six hats and six men techniques produced greater fluency relative to controls, with a more robust effect for those using the six men. In terms of originality, both techniques proved beneficial relative to controls, with a more robust effect from those using the six hats. Hence, both techniques benefited performance, though in distinct ways. These results are discussed in terms of the potential benefits obtained by explicitly scaffolding thinking.

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Section: Introductionmentioning

confidence: 99%

Thinking hats and good men: Structured techniques in a problem construction task

Вернон

Hocking

2014

Thinking Skills and Creativity

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“…Problem clarity refers to whether a problem is well-or ill-defined and operates on a continuum (Dillon 1982). Ill-defined problems have more than one solution, or may have an unclear solution or have vague goals.…”

Section:  Problem Claritymentioning

confidence: 99%

Agency Creativity: Teams and Performance

Lynch¹,

West²

2017

JAR

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AUTHORS' BIOSJacqueline Lynch is a principal lecturer, department of marketing and business strategy, Westminster Business School, University of Westminster. Her research interests include marketing and logistics, creativity in marketing, and creativity in marketing education. Before making the transition to academia, Lynch ran her own consultancy business and held senior marketing positions across a range of companies, including Nationwide Building Society, British Telecom, and HFC Bank. DouglasWest is a professor of marketing at King's College London and visiting fellow of Kellogg College, University of Oxford. His research interests include creativity, decision making, marketing budgeting, and risk, and he has published widely on marketing and marketing communications. West is formerly executive editor of the Journal of Advertising Research and continues as contributing editor. ABSTRACTAgency creativity is a product of team efforts where members interact to share knowledge, skills, and expertise to produce creative campaigns. For an agency, this is an invaluable resource. Using a multidisciplinary approach, the authors of the current paper proposed a conceptual model that links teams' knowledge utilization, agency creativity, and performance. By considering incremental and radical creativity, the model also builds on the idea that creativity is a multidimensional construct. The framework is presented to act as a catalyst upon which to build future empirical research on the nature of team creativity within advertising agencies. MANAGEMENT SLANT Team knowledge utilization in agencies is a key resource for agency creativity and performance and needs careful management.  Agencies with strong relational ties have better access to data and consumer insight and have the potential to produce more radical creativity. However, this is contingent on market conditions for the brand.2

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“…Constructs highlighted in this category are: 1) the definition of the problem; and 2) fluency of ideas and originality. Problem definition involves the determination of what precisely is the problem, what its parts are, and how these parts are related to one another (Dillion, 1982).…”

Section: Theorymentioning

confidence: 99%