Here's how you can convey the significance of creative problem solving to stakeholders as a project manager.

Creative problem-solving is less structured than other innovation processes and encourages exploring open-ended solutions. It also focuses on developing new perspectives and fostering creativity in the workplace. Its Significance to Stakeholders include: 1. Finding creative solutions to complex problems: User research can insufficiently illustrate a situation’s complexity. 2. Adapting to change: Business is constantly changing, and business leaders need to adapt. Creative problem-solving helps overcome unforeseen challenges and find solutions to unconventional problems. 3. Fueling innovation and growth: In addition to solution, creative problem-solving can spark innovative ideas that drive company growth and improves great efficiency.

“Every problem is an opportunity in disguise.” — John Adams Imagine if you come up with new ideas and solve problems better, faster, easier? Imagine if you could easily leverage the thinking from multiple experts and different points of view? That’s the promise and the premise of Creative Problem Solving. As Einstein put it, “Creativity is intelligence having fun.” Creative problem solving is a systematic approach that empowers individuals and teams to unleash their imagination, explore diverse perspectives, and generate innovative solutions to complex challenges. Throughout my present career paths, I’ve used variations of Creative Problem Solving to tackle big Problem, audacious challenges and create new opportunities for innovation.

Honestly I am not inclined to use the term CPS because calling it such does not necessarily make it so. I would use examples and cases of similar (tried and tested) methods to trigger thinking along those lines. The ultimate objective is solving a problem, not using CPS to solve a problem.

Convince by doing. Otherwise you're selling something base on someone else's creativity. Take the time to understand the situation. Map out the obvious known methods. Talk to people about it. Think of future what if scenarios. Play fantasy with the best outcome and think back about what needs to be different today. Take time out. And it will pop into your head, usually in the most unexpected time. Keep a note pad or record a message on your phone ASAP.

Define the problem clearly and ensure that stakeholders are aware of and realistic about its impact on the firm's growth. Then proceed with Creative Problem Solving (CPS), explaining each stakeholder's role in the process. Unless mutual agreement is achieved, do not move on to the next step.

It is vital to understand stakeholder expectations in order to align any solution to them. Check in with them early so that you grasp the full scope of what your problem solving tactics are meant to accomplish. This provides you with practical parameters, which can help you determine necessary resources and timelines. Do a risk assessment for multiple outcomes and share the impact of each one with pros and cons. Explain how a creative approach to the problem will result in a more agile, collaborative process that can potentially avoid various pitfalls in the short and long terms.

Lorsqu’on s’interroge sur les besoins, il est très fréquent d’exprimer à la place la solution que l’on a imaginée qui répondrait à ce besoin. Cette solution peut être correcte et efficace bien s?r mais elle ne sera en aucun cas créative et innovante. Pour trouver une solution hors du cadre , il faut faire abstraction des solutions existantes et donc remonter au besoin. L’une des techniques est de se demander ??pourquoi ??? et de challenger successivement chaque réponse obtenue. 3 à 5 fois ! Mais si, c’est possible ?? et c’est très intéressant !!! #lean #innovation #management

Every problem-solving process - bar none! - must start with understanding what the problem is. I usually ask for the problem statement. This crystallizes the description of the problem. The people involved can see what the actual problem is from the problem statement. It also confirms whether the problem is understood equally by all concerned. Even if you’re strapped for time, if you haven’t established what the problem is, take time out to get that done!

I used to think that benefits trump features. But I have since come to accept that “value” trumps benefits. In especially explaining what we can get out of solving a problem, focus on value. It is way more powerful in motivating problem solvers to be as creative as possible because the value is worth the effort.

Having a clear communication is the key. ?? Share success but its more then just listing - give example - past scenarios - other companies examples - use cases - predictive analytics Also - try a small creative process activity and evaluate its results. - do-not leave feedback while having the creative process - keep it time bound

Success stories are the best way to persuade stakeholders on CPS. They want to see the success at somewhere before accepting your view. Creative gets lots of benefits, however it also gets risks more than others. One of the important thing is that you need to show what factors in your circumstances are similar to these stories. You will take stakeholders understanding your view and making decisions faster

Proper engagement allows for gauging of the atmosphere and understanding the stakeholder thought process. We can easily get buy in on implementation of solutions if the stakeholders are engaged.

Whether we use CPS or not, following through a corrective action should be made into a habit. An idea is just an idea if we don’t put it to the test. And once we have tested it, we need to ensure it’s good enough to last the distance. Following through a solution is also a way to constantly improve on the solution.

When following through on creatively seeded projects. Keep momentum rather than pace. That's the fostering of more creative ideas as you go rather than sprinting to get to erroneous deadlines. If the creative ideas are on target, you'll be ahead of the calendar anyway. Mark progress with measurable milestones rather than the completion of work packages.