Creative Problem Solving
Diverge, then converge
Creative problem solving deliberately separates divergent thinking (generate many options without judgement) from convergent thinking (evaluate and select). Mixing the two is the most common failure: evaluation kills idea generation.
The Osborn–Parnes framework
Four stages: clarify (explore the mess, then gather data), ideate (explore ideas), develop (explore solutions), implement (explore acceptance). A well-framed problem statement - often as a How might we…? question - is worth more than extra ideas.
Tools to recognise
- Brainstorming rules: defer judgement, encourage wild ideas, build on others, aim for quantity.
- Brainwriting / nominal group technique: written ideas first, so dominant voices and hierarchy do not crowd out quieter members.
- SCAMPER: Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, Reverse.
- Reverse brainstorming: ask how to cause the problem, then invert the answers.
- Six Thinking Hats: parallel thinking that gives each mode of thought dedicated time.
Traps
Assuming brainstorming means unstructured talk; evaluating during divergence; anchoring on the first plausible idea; defining the problem too narrowly; and mistaking consensus for creativity. Watch for questions where the "obvious" fix addresses a symptom rather than the framed problem.
Worked example
Customer churn is rising. Instead of asking "how do we discount to retain customers?", reframe: "How might we make the first 30 days so useful that customers never want to leave?" Then run brainwriting, cluster, and score ideas against impact and effort.