Creative Problem Solving for Managers

Creative Problem Solving for Managers

Creative Problem Solving for Managers

Creative Problem Solving for Managers


This text provides an essential introduction to the ideas and skills of creative problem solving. It shows how and why people are blocked in their thinking, how this impairs the creative problem solving process and how creative problem solving techniques can help overcome these difficulties. Theories of creative thinking are critically examined and used to justify the variety of techniques which can be used to find insights into difficult management problems. Using case studies and case histories, together with extensive diagrams examples and thought-provoking questions, this textbook provides the most up-to-date and extensive approach to this important topic.


I began the first chapter of a book I wrote some years ago called The Essence of Management Creativity by saying it was about creativity and problem solving in management. This book too follows a similar theme but I have expanded my ideas somewhat since I wrote the other book.

I am often asked whether the various approaches I outline in this book really work. The answer to this I feel is really only known by those who use the methods. Moreover, it is always difficult to know if you would have been able to find an answer to a problem which you did not know existed without the aid of the techniques I outline here. Or, indeed, for that matter, whether you might solve the problem more to your satisfaction by using other methods.

The material contained in this book should appeal to a wide audience. I originally thought the subject matter was something which would perhaps most interest experienced and mature adults. I discovered that not only was it something which appealed to experienced managers but it also held the attention of students of management of all ages and backgrounds. One of my most enlightening experiences has been getting final year management studies undergraduates interested in the subject.

In 1998 I taught the subject to a class of over seventy undergraduate students studying Management as a joint honours subject. The class also included European ERASMUS students, US exchange students and comprised students from many different ethnic backgrounds. I have reservations about teaching the subject to such a large and diverse class but it was interesting to note that when perusing feedback and other indicators of how successful the course had been I found that the student assessment

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