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Basadur CPSP

Basadur Creative Problem Solving Profile
by

Ellie Potter

on 16 June 2015

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Transcript of Basadur CPSP

Understand creative problem solving as a complete process, not just generating ideas
Overview
Profile
Process
Basadur Creative Problem Solving Profile
Min Basadur
First invented in 1982
An instrument to identify and measure a person's unique style of creative problem solving.
Describes creative problem solving as a circular process, and identifies the stages one prefers more.
Implementer
Generator
Conceptualizer
Optimizer
New problems, challenges
Different perspectives
Create options rather than evaluate
Keep all options open
Enjoy ambiguity
"Getting things started"
Abstract thinking
Create new insights
Problem definition
Big picture
Clear understanding necessary
High sensitivity to and appreciate of ideas
Not concerned with moving to action
Analytical thinking
Practical solutions to well defined problems
Find the critical few factors
Evaluate options
See little value in "dreaming"
Dislike ambiguity
Understanding not necessary
Adapt to changing circumstances
Enthusiastic but impatient
Bring others on board
Dislike apathy
"Putting ideas together"
"Turning abstract ideas into practical solutions and plans"
"Getting it done"
Experiencing
Thinking
Ideation
Evaluation
Abstract Thinking <--
Gaining Knowledge
--> Direct Experience
To Evaluate (judge options) <--
Using Knowledge
--> To Ideate (create options)
Before we go further...
Do Well or Like to Do
Don't Do So Well or Don't Like to Do
Several revisions
Become sensitive to individual differences in creative problem solving style
Identify preferences for different phases of creative problem solving process
Learn a model for improving the ability of work teams to create and finish projects
Creative Problem Solving Profile (CPSP)
Connection to Simplexity Thinking Process
Taking the Profile
Creative performance is a balance of...
Knowledge
Imagination
Evaluation
Action
We all have different styles of this combination...
Ways of Gaining Knowledge
Ways of Using Knowledge
Direct Experience
Abstract Thinking
Direct Experience
Abstract Thinking
To Evaluate (Judge Options)
To Ideate (Create Options)
Applications
Simplexity Process
Two Skills
Inventing
Learning
Old and Familiar
New and Strange
Making the
strange familiar
&
Making
connections
Breaking
connections
&
Making the
familiar strange
All Put Together
Implementer
Conceptualizer
"They never do anything"
"They're always thinking"
"Why do they get paid?"
Optimizer
Implementer
Conceptualizer
"They'll do anything"
"They can't focus on the real problem"
"They are narrow minded"
"They don't think before acting"
"They just bang their heads against the wall"
Generator
Optimizer
Generator
"They never commit"
"They start on five new problems before the first was even solved"
"They can't see the big picture"
"They jump to solving before asking if it's the right problem"
Everyone is a blend of preferences.
States not traits
Ability to flex is crucial
Ability to be trained and skilled in all four quadrants
Overly Long-Term Focused
Good ideas, but don't get implemented
Slow to market with new products/services
Satisfied even if not much is getting done
Overly Short-Term Focused
"Fire fighting"
Constantly re-working failed solutions
Missing opportunities to improve and change
Generator
Conceptualizer
Optimizer
Implementer
Conceptualizer
Optimizer
Implementer
Generator
Scenario 1
You are leading a team which has developed a number of outstanding new ideas. The team members are now running into unexpected difficulties in getting the ideas implemented, at least partly because the ideas are so unique that they cause discomfort in some people who throw up roadblocks. Several members are suggesting that perhaps these ideas weren't so good after all. There is a team meeting coming up.
As the leader, in which of the four states do you need the team to be at your next meeting?
Scenario 2
Your team has been leading the same training for over ten years. The training's content is required in order to be in compliance with accrediting standards. However, there have not been any "breakthrough" ideas introduced for this training in at least two years. Participants are starting to view this training as redundant and lacking in value.
As the leader, in which of the four states do you need the team to be at your next meeting?
Scenario 3
Your upcoming team meeting has several items on the agenda. In fact, there seem to be many more substantive items on the agenda than you feel can reasonably be tackled in the time available. Each of the items needs to be addressed, but you have a limited amount of time in your meeting.
As the leader, in which of the four states do you need the team to be at your next meeting?
Scenario 4
You are a team leader. You have just been given a heads up that your team is headed for a large revenue shortfall. This is very unexpected, and nobody has any idea or understanding why.
As the leader, in which of the four states do you need the team to be at your next meeting?
A Frustrating Meeting...
Applications
Be confident in your own creative style

Recognize and promote appreciation for and value in others' styles

Celebrate cognitive diversity
How people think, not what they know

Diagnose team problems

Set up successful teams

Help others understand creative problem solving as a
process
Knowledge
x
Imagination
x
Evaluation
C=K x I x E
Creativity =
Our Team
Full transcript