Page 140 - Managing Change in Organizations

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Blocks to problem solving and change
creativity involves applying rules; primary creativity requires that existing rules
be ignored, so that new rules can be generated (precisely what Newton did!).

Environmental blocks

1 Lack of support: we have already seen that a non-supportive environment is not
conducive to innovation, nor to creative problem solving. Change is often
seen as threatening and new ideas are easily stopped by ignoring them, by
laughing at them or by over-analysing them too early.
2 Not accepting and incorporating criticism: but those with good ideas can create
blocks too, by not being willing to accept criticism. The ability to accept criti-
cism builds an atmosphere of trust and support and leads to improvements in
what will necessarily have been an imperfect idea.
3 Bosses who know the answer: many managers are successful because they have
ideas and can push them through. But only if such a manager will listen to
subordinates will he or she be able to utilize their creativity.

Cognitive blocks
1 Using the incorrect language: whether mathematical or professional (e.g. account-
ing, marketing, etc.) or visual. Using an inappropriate language can hinder
creativity in problem solving.
2 Inflexible use of strategies: there are many strategies available. We often use
them unconsciously, but not necessarily to best effect in problem solving, per-
haps because of the various blocks we have already discussed.
3 Lack of the correct information: clearly a limiting factor. But again balance is
needed. Information makes you an expert, which can mean that you think
down the lines of that expertise – closing you off from creative solutions?

Working through the blocks

Or, to follow Adams, ‘block busting’. Various techniques are available. Here we

need to do no more than list one or two very briefly. More details can be found
by referring to Adams’ own account. Identifying them in the first place helps
enormously. A questioning attitude can take us further. Various thinking aids can
also be applied, including attribute listing, ‘checklists’ and list making. Being able
to suspend judgement as an individual or in a group can enhance creativity.
Another useful technique is ‘synectics’ (Gordon, 1961).
The following actions seem to encourage creativity in problem solving:

■ Stay loose or fluid in your thinking until rigour is needed.
■ Protect new ideas from criticism.
■ Acknowledge good ideas, listen, show approval.
■ Eliminate status or rank.
■ Be optimistic.
■ Support confusion and uncertainty.

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