Page 95 - DCOM102_DMGT101_PRINCIPLES_AND_PRACTICES_OF_MANAGEMENT

Unit 5: Decision-making

5.5 Creativity Problem Solving Notes

A large number of techniques have been developed to encourage creative thinking. Some of
these techniques are described below:

1. Attribute Listing: This technique was developed by Robert Crawford. It involves listing
of all attributes of an object or problem. Then an attempt is made to modify each attribute
or group of attributes in as many ways as possible.
2. Brain Storming: This is a technique developed by Alex F. Osborn, an advertising agency
executive. Under this technique, a group of persons is given a problem and they are
encouraged to suggest whatever solutions come to their mind. The discussion is free and
uninhibited.

3. Garden Technique (Synectics): William J. Gordon developed this technique. In order to
encourage wider and a more innovative outlook, the participants are kept in dark about
the exact nature of the problem. Gordon technique is more unconstrained than
brainstorming.

4. Nominal Group Technique: The nominal group is a group in name only. This technique
consists of the following steps:
(a) the leader explains the problem to the members of the target group;

(b) each member writes down his ideas silently and independently;
(c) each member presents his one best idea to the group which is written on a blackboard
for all to see;

(d) a discussion is held to explain and evaluate the idea.
5. Delphi Technique: This technique is used to collect information from physically dispersed
persons by means of a written questionnaire. This technique permits collection of ideas
from experts placed in different locations. The members are not influenced by one another,
as there is no face-to-face interaction.

Caselet The Effect of Participative Decision-making

articipative decision making is when the leader involves the members of the
organisation. Other perspectives of the situation are discovered because the leader
Pdeliberately asks and encourages others to participate by giving their ideas,
perceptions, knowledge, and information concerning the decision. The leader maintains
total control of the decision because, although outside information is considered, the
leader alone decides. The leader is also completely responsible for the good or bad outcome
as a result of the decision. The advantages include some group participation and
involvement. This is especially valuable when a person is affected negatively by the
decision. In most cases, the individual is informed before the decision is implemented (no
surprises) and usually feels good about personal involvement. If the leader is a good
communicator, and listens carefully to the information collected, he or she will usually
have a more accurate understanding of the situation and make a better decision. The
disadvantages of this style include a fairly slow, time consuming decision; less security,
because so many people are involved in the decision.

Source: http://leadershipmanagement.com/html-files/decision.htm

LOVELY PROFESSIONAL UNIVERSITY 87