What challenges do managers face when developing performance evaluation tools for Creative Problem Solving?

Over the period of time, the Poblem Solving has evolved in to "Creative Problem Solving". I would say, after a extensive experience in problem solving, Problem Solving becomes Creative when you, think out of the Box and ready to accept and use the unorthodox ways of Solving a Problem. You have hop from one idea to another, where sometimes whatever learned in the industry becomes redundant. Now defining the competencies for CPS remains a challenge for most of the team managers. You cannot check any ability or capability which is related to being creative. What best you can figure out is a team member is thinking, the thinking process is important, rather than focusing on the results. The thinking should be out of the box, to be creative.

In my opinion, CPS is largely over complicated, in that, many already possess the aptitude and tools to successfully solve problems, but don’t know how to deploy said aptitude and tools. Where leaders miss the mark is not explaining the why to their team members and not explaining to them the reasons behind decisions that are made. Often times, team members are told and shown, when they should be walked through the thought process of the leader in it’s entirety. There are many CPS principles, but every situation is different and it is critical for leaders to find all teachable moments and develop their team members by getting them to think like a leader.

From my experience, I believe almost every division and organization can apply CPS. But to encourage CPS, we need to start with the leader who encourages it by giving room to think and express their CPS for their team. Regarding CPS competencies, I believe almost every person who is open to new ideas and approaches is capable of doing CPS. However, to do it excellently is an art. And in order to master this art, you can try to implement variables and metrics that will be explained in the next question to construct your CPS framework.

In my experience, the challenges with setting CPS performance evaluation is setting the standard on the "How" and not the results. As many performance metrics tend to focus on the outcomes, it is important here to develop an systemic approach which enable people to feel the freedom to bring innovative solutions which "should" bring an outcome. Enabling people in this area will then require them to develop skills to increase the probability of the outcomes and thus establishing the right framework to support the journey with CPS

Refining your problem statement is like fine-tuning an instrument. Synthesize insights and feedback into a clear, actionable form. Move beyond traditional models, crafting a dynamic, forward-thinking question. Transform a statement like “Our employee engagement is low” into an exploratory challenge: “What steps can we take to make every team member feel more connected and valued?” This approach reshapes the issue into a springboard for innovative solutions, fostering a proactive and optimistic mindset. Embrace this method to not only define but invigorate your problem-solving journey.

As with any esoteric domain, it's hard to nail down explicit performance measures. You can do it. It just takes creativity ??

What we usually do with CPS is at the very beginning, we decide what are the important variables and metrics that we can use as our goal. It can be numbered for data-oriented problems (eg: X% interaction gain) or detailed requirements for other conditions (eg: the person we are going to negotiate with is a tempered person. Therefore, we need to change our approach into ....) Identifying the important variables and metrics will make your approach to the problem much more flexible and easier while still keeping you on the right track. It gives you the room to apply your CPS but also limits it enough that we will not do it towards something that is not in this scope.

Remembering that we are all human and that we all struggle to be perfect, even if none of us are, is one of the most crucial and key factors. Therefore, measured criteria is one of the greatest ways to assess competencies; at present, it is not sufficient; we also need to account for human feelings. Concentration and mental function As a team, we must acknowledge and respect the variations among our members. Why not have unique standards for each one? The perfect outcome will occured when we close the performance bais for each one including ourself.

There will always be an exception to these indicators and criteria as the workforce is not all alike in performance. It needs to be understood that in situations that arise in such a manner must be evaluated based on prior experiences.

La selección de criterios e indicadores para evaluar el desempe?o en Sistemas de Control de Procesos (CPS) es crucial para medir con precisión la calidad y eficacia. Los criterios, como creatividad, viabilidad y relevancia, actúan como estándares para juzgar los resultados. Los indicadores, como productos, procesos o calificaciones, brindan evidencia concreta del logro de esos criterios. Es esencial elegir criterios válidos y relevantes que se alineen con los objetivos del CPS, asegurando que los indicadores sean claros y aceptados por todas las partes involucradas. Esto garantiza una evaluación coherente y precisa del rendimiento, permitiendo mejoras continuas en entornos tan dinámicos y complejos como los CPS.

Mastering CPS performance analysis is like orchestrating a symphony: it requires harmony between varied sources and innovative methods. Imagine tapping into a mosaic of perspectives — from peers to industry mavens — each adding unique notes to your understanding. Blend this with an arsenal of analytical tools, from in-depth interviews to dynamic simulations. Remember, the key is selecting the right mix of sources and methods that resonate with your specific situation, ensuring they’re practical, ethical, and effective. By adopting this multifaceted approach, you transform data into a powerful catalyst for strategic decisions, setting the stage for enlightened, impactful leadership in CPS.

Sou apaixonado por dados e pelas histórias que eles nos contam, portanto recomendo fortemente buscar fontes confiáveis e riqueza de informa??es com bases de dados de fontes variadas, para assim construir suas análises e enxergar o caminho que os dados certamente v?o te mostrar. Caso você n?o tenha habilidades com dados e dashboards, recomendo que estude o assunto ou pe?a a um colega que tenha essa habilidade para te apoiar na constru??o dos indicadores. Essa vis?o facilitará e muito o seu caminho, gerando diversos insights para a cria??o de solu??es.

Uma excelente sele??o de fontes de dados, para que tenhamos uma quantidade de bons materiais e informa??es relevantes, antes mesmo de entrega-los aos sistemas de big- data , mostra-se fundamental para que possamos ter o nível de profissionalismo desejável ao resultado que buscamos. Lembrando sempre que qualquer tipo de corrup??o nos dados utilizados fatalmente comprometerá o resultado de todo o trabalho, chegando algumas vezes a inutilizar todo o processo.

La diversidad y complejidad de los Sistemas de Control de Procesos (CPS) requieren una evaluación integral. Utilizar diversas fuentes, como colegas, clientes y expertos, junto con métodos variados como encuestas o simulaciones, permite obtener una visión completa del rendimiento. Esta diversidad reduce sesgos y subjetividades, ofreciendo una perspectiva más amplia y precisa. Es esencial seleccionar fuentes y métodos éticos y adecuados para garantizar la integridad de los datos recopilados, lo que potencia una evaluación más sólida y coherente del desempe?o en entornos CPS dinámicos.

N?o existe uma fórmula mágica, é preciso ter repertório e saber utilizá-lo de forma gerenciada e coordenada. O desafio está em manter times com pessoas engajadas e capacitadas na resolu??o de problemas. E para isso, manter um gerenciamento de indicadores que nos indiquem o caminho, é essencial. Eu acredito muito no desenvolvimento de pessoas e na comunica??o assertiva aliada a um ambiente que incentive a inova??o.

Constructive feedback on CPS performance ensures growth as it highlights strengths and areas for improvement, nurturing a culture of continuous learning and development within the team. Moreover, timely feedback ensures immediate reinforcement or correction, optimizing the effectiveness of the learning process and driving ongoing improvement. It helps for the feedback to be actionable in order to reap the desired results.

In a creative problem-solving environment, offering constructive feedback and support is crucial for continual growth. ??Timely, specific feedback that highlights strengths and areas for development encourages skill enhancement. ??Establishing an environment where reciprocal, respectful, and collaborative interactions are encouraged fosters an atmosphere conducive to innovation and solution-driven thinking, empowering each team member to contribute optimally to the collective success.

Elevating your team’s CPS performance is akin to nurturing a garden — it thrives with the right mix of feedback and support. Picture feedback as the sunlight, shedding light on strengths and areas for growth, while support is the nourishment, offering resources and guidance for development. This combination should be timely, tailored, and actionable, sparking positive growth and motivation. Encourage a culture where feedback flows freely in all directions, marked by respect and collaboration. This approach transforms feedback from a mere critique into a tool for collective upliftment, fostering an environment where every team member feels valued, understood, and empowered to reach new heights in their CPS journey.

Providing constructive feedback on creative problem-solving can be challenging. Managers need to offer feedback that encourages innovation and growth without stifling the creative spirit. It effectively communicates the idea that these CPS competencies encompass not only creativity but also critical thinking, adaptability, collaboration, and the ability to devise unconventional solutions.

Feedback is the most complicated tool to use, especially in today's globalized world, where constructive feedback with points for improvement is never well accepted by the receiving area, whether individual or collective, the leader's challenge is to find the right tool to open the way receptive and incorporating feedback well, this will make the result much better and more lasting

When doing CPS it is important to be flexible in your way but stubborn in your goal. This is why I encourage you to use multiple sources and methods and have constructive feedback after monitoring and reviewing your CPS evaluation. Remember the more you practice the more better it will become. Having a collaboration with someone that you look up to or someone that you think would be a good thinking partner will also help you and your partners become better at it. Ask for feedback from your peers and mentors, and believe in yourself that you can do it while open to any constructive feedback! Feel free to contact me if you have any questions regarding CPS. Good luck on your journey, and take care!

A few points on the larger picture of generating innovation and pivoting out of problems into solutions, which is what CPS is really for. - Initially, you want to invite ideas in. The biggest killer of innovation and rescue happens before it sees the light of day: bias. Bias kills everything new. - Fight bias by creating an environment that encourages open discussion and offering, and limits caustic commentary, judgment, sarcasm, and alienating language. - Then, weed out. Establish limitations first by mission: only ideas that are aligned with the core mission are considered. - Second, eliminate anything illegal (that cannot be made legal). (Yes, second.) - Third, eliminate anything that is cost-prohibitive. - Consider the remainder.

Ensuring your CPS performance evaluation tools stay on track is crucial. Picture yourself as a navigator, constantly monitoring and adjusting your course. Regularly check the progress and results of your tools, from data collection to feedback implementation. Periodically review and refine these tools to align with evolving team and organizational goals. Involve your team in this process, creating a collaborative environment for feedback and improvement. Keep everyone in the loop about outcomes and subsequent actions. This proactive approach guarantees your CPS tools not only meet current needs but also adapt to future challenges, maintaining their effectiveness and relevance.

Novamente aqui me utilizo do mundo do futebol para poder criar um paralelo com o nosso assunto. N?o há melhor jogador no mundo que n?o precise de treinamento planejado. N?o há técnico, por mais premiado que seja, que n?o se atualize constantemente. Assim também trabalhamos. Nos atualizando constantemente e treinando para que possamos fazer vários gols!

Monitoring and reviewing CPS performance is crucial for continuous improvement in addressing complex challenges. In other words. It is a ship in the middle of the sea and you as the captain of it need to be on top of everything at all times, always adding, changing, improving and monitoring every part of it.

??Subjectivity: Assessing creative problem-solving is inherently subjective, making it challenging to create objective evaluation criteria. ??Quantification: Creative outputs are often qualitative, making it difficult to quantify and measure against predefined metrics. ??Adaptability: Traditional performance evaluation tools may struggle to adapt to the dynamic and evolving nature of creative problem-solving. ??Collaboration: Assessing individual contributions versus team dynamics in creative processes poses a challenge in assigning credit accurately. ??Bias: Unconscious biases can influence evaluations, hindering a fair assessment of diverse approaches to creative problem-solving.

One important parameter while evaluating creative problem solving performance is: how successful was a team member in getting relevant stakeholders to agree to participate and keep time aside for the process. This is tricky & difficult to measure. Traditionally, solutions have been implemented if they were approved by top of the hierarchy. However, creative problem solving is a bottom up approach and needs to start from the users (problem identification & definition onwards). Given that it is time consuming, getting stakeholder buy in (specially for organisations new to design thinking) is challenging. One way to track this criterion is to gather participating stakeholder feedback - before & after the exercise.

Time Sensitivity... Creative problem-solving often takes time, and its impact may not be immediately apparent. Managers face the challenge of balancing the need for timely evaluations with the recognition that creative solutions may unfold over an extended period.

Managers build barriers or roads Whatever they build they reap. A healthy trustful environment is the most that encourages any employee to participate and cooperate in problem solving and vise versa in case the employee has no confidence in the organization's management when taking decisions or listening to any contribution.

Solving a physical problem with a physical solution takes a completely different journey… “TEAMS WIN PREMIERSHIPS” You might have the initial idea, yet you need the right team to bring this idea into reality & be the best formation it can be due to individual input as a collective Terry Scott inurZONE