Question 1

Improving on what already exists and systematically developing alternatives is a creative problem-solving approach that Jeff DeGraff would call "Improvement."

Accepted Answer

A) True 
 B)False

Question 2

Your boss states,"Morale here is like the loser's locker room after a big game." He has used which technique to improve creative problem solving?

Accepted Answer

A) Make the strange familiar 
B) Reverse the definition 
C) Elaborate on the definition 
D) Direct analogy

Question 3

When defining the problem,top priority should be placed on identifying all the underlying symptoms of the problem.

Accepted Answer

A) True 
 B)False

Question 4

Admiral Kimmel's Failure at Pearl Harbor
In the summer of 1941,as relations between the United States and Japan were rapidly deteriorating,Admiral Kimmel,Commander in Chief of the Pacific Fleet,received many warnings concerning the imminence of war.During this period,he worked out a plan in collaboration with his staff at Pearl Harbor,which gave priority to training key personnel and supplying basic equipment to U.S.outposts in the Far East.The plan took account of the possibility of a long,hard war with Japan and the difficulties of mobilizing scarce resources in manpower and material.At that time,Admiral Kimmel and his staff were keenly aware of the risks of being unprepared for war with Japan,as well as the high costs and risks involved in preparing for war.They appear to have been relatively optimistic about being able to develop a satisfactory military plan and about having sufficient time in which to implement it.In short,all the conditions were present for vigilance,and it seems likely that this coping pattern characterized their planning activity.
During the late fall of 1941,as warnings became increasingly more ominous,a different pattern of coping behavior emerged.Admiral Kimmel and his staff continued to cling to the policy to which they had committed themselves,discounting each fresh warning and failing to note that more and more signs were pointing to Pearl Harbor as a possible target for a surprise air attack.They repeatedly renewed their decision to continue using the available resources primarily for training green sailors and soldiers and for supplying bases close to Japan,rather than instituting an adequate alert that would give priority to defending Pearl Harbor against enemy attack.
Knowing that neither their own sector nor the rest of the U.S.military organization was ready for a shooting war,they clung to an unwarranted set of rationalizations.The Japanese,they thought,would not launch an attack against any American possession;and if by some remote chance they decided to do so,it certainly wouldn't be at Pearl Harbor.Admiral Kimmel and his staff acknowledged that Japan could launch a surprise attack in any direction,but remained convinced that it would not be launched in their direction.They saw no reason to change their course.Therefore,they continued to give peacetime weekend leave to the majority of the naval forces in Hawaii and allowed the many warships in the Pacific Fleet to remain anchored at Pearl Harbor,as sitting ducks.Kimmel regularly discussed each warning with members of his staff.At times,he became emotionally aroused and obtained reassurance from the members of his in-group.He shared with them a number of rationalizations that bolstered his decision to ignore the warnings.On November 27,1941,for example,he received an explicit "war warning" from the chief of naval operations in Washington,which stirred up his concern but did not impel him to take any new protective action.This message was intended as a strong follow-up to an earlier warning,which Kimmel had received only three days earlier,stating that war with Japan was imminent and that "a surprise aggressive movement in any direction,including attack on the Philippines or Guam,is a possibility." The new warning asserted that "an aggressive move by Japan is expected within the next few days" and instructed Kimmel to "execute appropriate defensive deployment" preparatory to carrying out the naval war plan.
The threat conveyed by this warning was evidently strong enough to induce Kimmel to engage in prolonged discussion with his staff about what should be done.But their vigilance seems to have been confined to paying careful attention to the way the warning was worded.During the meeting,members of the staff pointed out to Kimmel that Hawaii was not specifically mentioned as a possible target in either of the two war warnings,whereas other places-the Philippines,Malaya,and other remote areas-were explicitly named.Kimmel went along with the interpretation that the ambiguities they had detected in the wording must have meant that Pearl Harbor was not supposed to be regarded as a likely target,even though the message seemed to be saying that it was.The defensive quality that entered into this judgment is revealed by the fact that Kimmel made no effort to use his available channels of communication in Washington to find out what really had been meant.He ended up agreeing with the members of his advisory group that there was no chance of a surprise air attack on Hawaii at that particular time.
Because he judged Pearl Harbor not to be vulnerable,Kimmel decided that the limited-alert condition that had been instituted months earlier would be sufficient.He assumed,however,that all U.S.Army units in Hawaii had gone on full alert in response to this war warning,so that antiaircraft and radar units under Army control would be fully activated.But,again,reflecting his defensive lack of interest in carrying out tasks that required acknowledging the threat,Kimmel failed to inquire of Army headquarters exactly what was being done.As a result,he did not discover until after the disaster on December 7 that the Army,too,was on only limited alert,designed exclusively to protect military installations against local sabotage.
On December 3,1941,Kimmel engaged in intensive discussion with two members of his staff upon receiving a fresh warning from naval headquarters in Washington stating that U.S.cryptographers had decoded a secret message from Tokyo to all diplomatic missions in the United States and other countries,ordering them to destroy their secret codes.Kimmel realized that this type of order could mean that Japan was making last-minute preparations before launching an attack against the United States.Again,he and his advisors devoted considerable attention to the exact wording of this new,worrisome warning.They made much of the fact that the dispatch said "most" of the codes but not "all." They concluded that the destruction of the codes should be interpreted as a routine precautionary measure and not as a sign that Japan was planning to attack an American possession.Again,no effort was made to find out from Washington how the intelligence units there interpreted the message.But the lengthy discussions and the close attention paid to the wording of these messages imply that they did succeed in at least temporarily inducing decisional conflict.
By December 6,1941,the day before the attack,Kimmel was aware of a large accumulation of extremely ominous signs.In addition to receiving the official war warnings during the preceding week,he had received a private letter three days earlier from Admiral Stark in Washington stating that both President Roosevelt and Secretary of State Hull now thought that the Japanese were getting ready to launch a surprise attack.Then,on December 6,Kimmel received another message from Admiral Stark containing emergency war orders pertaining to the destruction of secret and confidential documents in American bases on outlying Pacific islands.On that same day,the FBI in Hawaii informed Kimmel that the local Japanese consulate had been burning its papers for the last two days.Furthermore,Kimmel's chief naval intelligence officer had reported to him that day,as he had on the preceding days,that despite fresh efforts to pick up Japanese naval signal calls,the whereabouts of all six of Japan's aircraft carriers still remained a mystery.(U.S.Naval Combat Intelligence had lost track of the Japanese aircraft carriers in mid-November,when they started to move toward Hawaii for the planned attack on Pearl Harbor. )
Although the various warning signs,taken together,clearly indicated that Japan was getting ready to launch an attack against the United States,they remained ambiguous as to exactly where the attack was likely to be.There was also considerable "noise" mixed in with the warning signals,including intelligence reports that huge Japanese naval forces were moving toward Malaya.But,inexplicably,there was a poverty of imagination on the part of Kimmel and his staff with regard to considering the possibility that Pearl Harbor itself might be one of the targets of a Japanese attack.
The accumulated warnings,however,were sufficiently impressive to Kimmel to generate considerable concern.On the afternoon of December 6,as he was pondering alternative courses of action,he openly expressed his anxiety to two of his staff officers.He told them he was worried about the safety of the fleet at Pearl Harbor in view of all the disturbing indications that Japan was getting ready for a massive attack somewhere.One member of the staff immediately reassured him that "the Japanese could not possibly be able to proceed in force against Pearl Harbor when they had so much strength concentrated in their Asiatic operations." Another told him that the limited-alert condition he had ordered many weeks earlier would certainly be sufficient and nothing more was needed."We finally decided," Kimmel subsequently recalled,"that what we had [already] done was still good and we would stick to it." At the end of the discussion,Kimmel "put his worries aside" and went off to a dinner party.
Source: Janis,I.L.,& Mann,L.(1977).Decision making: A psychological analysis of conflict,choice,and commitment.New York: Free Press.Copyright © 1977 by the Free Press.Reprinted with the permission of the Free Press,an imprint of Simon and Schuster.
-How could Kimmel and his advisors better evaluate and select alternative solutions to the problem of uncertainty about possible attack?

Accepted Answer

The answer of Admiral Kimmel's Failure at Pearl Harbor
In the...

Question 5

If you were a manager wanting to assign people to a problem-solving team,who would you assign to maximize generation of innovative ideas? Bob-salesman with 10 years' experience in the company
Jane-secretary with 25 years' experience in the company
Jose-salesman with 8 years' experience in the company,also a minority
John-manager of sales teams with 14 years' experience in the company
Alex-product developer with 1 year of experience in the company

Accepted Answer

A) Jane,Jose,John,Alex 
B) Bob,Jane,John,Alex 
C) Bob,Jose,John,Alex 
D) Bob,Jane,Jose,John 
E) Bob,Jane,Jose,Alex

Question 6

When relevant information is available,when a clear standard exists to assess the correctness of a solution,and the problem is straightforward,which decision model should be used?

Accepted Answer

A) Analytical problem solving 
B) Creative problem solving 
C) Neither the analytical nor creative problem-solving model 
D) Both the analytical and creative problem-solving models

Question 7

When evaluating alternatives,one should be concerned about meeting organizational goals.

Accepted Answer

A) True 
 B)False

Question 8

Admiral Kimmel's Failure at Pearl Harbor
In the summer of 1941,as relations between the United States and Japan were rapidly deteriorating,Admiral Kimmel,Commander in Chief of the Pacific Fleet,received many warnings concerning the imminence of war.During this period,he worked out a plan in collaboration with his staff at Pearl Harbor,which gave priority to training key personnel and supplying basic equipment to U.S.outposts in the Far East.The plan took account of the possibility of a long,hard war with Japan and the difficulties of mobilizing scarce resources in manpower and material.At that time,Admiral Kimmel and his staff were keenly aware of the risks of being unprepared for war with Japan,as well as the high costs and risks involved in preparing for war.They appear to have been relatively optimistic about being able to develop a satisfactory military plan and about having sufficient time in which to implement it.In short,all the conditions were present for vigilance,and it seems likely that this coping pattern characterized their planning activity.
During the late fall of 1941,as warnings became increasingly more ominous,a different pattern of coping behavior emerged.Admiral Kimmel and his staff continued to cling to the policy to which they had committed themselves,discounting each fresh warning and failing to note that more and more signs were pointing to Pearl Harbor as a possible target for a surprise air attack.They repeatedly renewed their decision to continue using the available resources primarily for training green sailors and soldiers and for supplying bases close to Japan,rather than instituting an adequate alert that would give priority to defending Pearl Harbor against enemy attack.
Knowing that neither their own sector nor the rest of the U.S.military organization was ready for a shooting war,they clung to an unwarranted set of rationalizations.The Japanese,they thought,would not launch an attack against any American possession;and if by some remote chance they decided to do so,it certainly wouldn't be at Pearl Harbor.Admiral Kimmel and his staff acknowledged that Japan could launch a surprise attack in any direction,but remained convinced that it would not be launched in their direction.They saw no reason to change their course.Therefore,they continued to give peacetime weekend leave to the majority of the naval forces in Hawaii and allowed the many warships in the Pacific Fleet to remain anchored at Pearl Harbor,as sitting ducks.Kimmel regularly discussed each warning with members of his staff.At times,he became emotionally aroused and obtained reassurance from the members of his in-group.He shared with them a number of rationalizations that bolstered his decision to ignore the warnings.On November 27,1941,for example,he received an explicit "war warning" from the chief of naval operations in Washington,which stirred up his concern but did not impel him to take any new protective action.This message was intended as a strong follow-up to an earlier warning,which Kimmel had received only three days earlier,stating that war with Japan was imminent and that "a surprise aggressive movement in any direction,including attack on the Philippines or Guam,is a possibility." The new warning asserted that "an aggressive move by Japan is expected within the next few days" and instructed Kimmel to "execute appropriate defensive deployment" preparatory to carrying out the naval war plan.
The threat conveyed by this warning was evidently strong enough to induce Kimmel to engage in prolonged discussion with his staff about what should be done.But their vigilance seems to have been confined to paying careful attention to the way the warning was worded.During the meeting,members of the staff pointed out to Kimmel that Hawaii was not specifically mentioned as a possible target in either of the two war warnings,whereas other places-the Philippines,Malaya,and other remote areas-were explicitly named.Kimmel went along with the interpretation that the ambiguities they had detected in the wording must have meant that Pearl Harbor was not supposed to be regarded as a likely target,even though the message seemed to be saying that it was.The defensive quality that entered into this judgment is revealed by the fact that Kimmel made no effort to use his available channels of communication in Washington to find out what really had been meant.He ended up agreeing with the members of his advisory group that there was no chance of a surprise air attack on Hawaii at that particular time.
Because he judged Pearl Harbor not to be vulnerable,Kimmel decided that the limited-alert condition that had been instituted months earlier would be sufficient.He assumed,however,that all U.S.Army units in Hawaii had gone on full alert in response to this war warning,so that antiaircraft and radar units under Army control would be fully activated.But,again,reflecting his defensive lack of interest in carrying out tasks that required acknowledging the threat,Kimmel failed to inquire of Army headquarters exactly what was being done.As a result,he did not discover until after the disaster on December 7 that the Army,too,was on only limited alert,designed exclusively to protect military installations against local sabotage.
On December 3,1941,Kimmel engaged in intensive discussion with two members of his staff upon receiving a fresh warning from naval headquarters in Washington stating that U.S.cryptographers had decoded a secret message from Tokyo to all diplomatic missions in the United States and other countries,ordering them to destroy their secret codes.Kimmel realized that this type of order could mean that Japan was making last-minute preparations before launching an attack against the United States.Again,he and his advisors devoted considerable attention to the exact wording of this new,worrisome warning.They made much of the fact that the dispatch said "most" of the codes but not "all." They concluded that the destruction of the codes should be interpreted as a routine precautionary measure and not as a sign that Japan was planning to attack an American possession.Again,no effort was made to find out from Washington how the intelligence units there interpreted the message.But the lengthy discussions and the close attention paid to the wording of these messages imply that they did succeed in at least temporarily inducing decisional conflict.
By December 6,1941,the day before the attack,Kimmel was aware of a large accumulation of extremely ominous signs.In addition to receiving the official war warnings during the preceding week,he had received a private letter three days earlier from Admiral Stark in Washington stating that both President Roosevelt and Secretary of State Hull now thought that the Japanese were getting ready to launch a surprise attack.Then,on December 6,Kimmel received another message from Admiral Stark containing emergency war orders pertaining to the destruction of secret and confidential documents in American bases on outlying Pacific islands.On that same day,the FBI in Hawaii informed Kimmel that the local Japanese consulate had been burning its papers for the last two days.Furthermore,Kimmel's chief naval intelligence officer had reported to him that day,as he had on the preceding days,that despite fresh efforts to pick up Japanese naval signal calls,the whereabouts of all six of Japan's aircraft carriers still remained a mystery.(U.S.Naval Combat Intelligence had lost track of the Japanese aircraft carriers in mid-November,when they started to move toward Hawaii for the planned attack on Pearl Harbor. )
Although the various warning signs,taken together,clearly indicated that Japan was getting ready to launch an attack against the United States,they remained ambiguous as to exactly where the attack was likely to be.There was also considerable "noise" mixed in with the warning signals,including intelligence reports that huge Japanese naval forces were moving toward Malaya.But,inexplicably,there was a poverty of imagination on the part of Kimmel and his staff with regard to considering the possibility that Pearl Harbor itself might be one of the targets of a Japanese attack.
The accumulated warnings,however,were sufficiently impressive to Kimmel to generate considerable concern.On the afternoon of December 6,as he was pondering alternative courses of action,he openly expressed his anxiety to two of his staff officers.He told them he was worried about the safety of the fleet at Pearl Harbor in view of all the disturbing indications that Japan was getting ready for a massive attack somewhere.One member of the staff immediately reassured him that "the Japanese could not possibly be able to proceed in force against Pearl Harbor when they had so much strength concentrated in their Asiatic operations." Another told him that the limited-alert condition he had ordered many weeks earlier would certainly be sufficient and nothing more was needed."We finally decided," Kimmel subsequently recalled,"that what we had [already] done was still good and we would stick to it." At the end of the discussion,Kimmel "put his worries aside" and went off to a dinner party.
Source: Janis,I.L.,& Mann,L.(1977).Decision making: A psychological analysis of conflict,choice,and commitment.New York: Free Press.Copyright © 1977 by the Free Press.Reprinted with the permission of the Free Press,an imprint of Simon and Schuster.
-If you were Admiral Kimmel's advisor,knowing what you know about problem solving,what would you have suggested to help his problem-solving processes? What kinds of conceptual blockbusters could have been useful to Kimmel?

Accepted Answer

The answer of Admiral Kimmel's Failure at Pearl Harbor
In the...

Question 9

You discover a bug in your DOS program.In debugging the program,which problem style would be most appropriate?

Accepted Answer

A) Creative problem solving 
B) Analytical problem solving

Question 10

Conceptual blocks are mental obstacles that constrain the way problems are defined and that limit the number of alternative solutions thought to be relevant.

Accepted Answer

A) True 
 B)False

Question 11

Your team has experienced an increase in absenteeism in the past six weeks.In the meeting to define the problem,George recommends that personal leave days be abolished.The group ignores that suggestion but instead decides to fire all employees who are absent starting Monday.What went wrong in the decision-making process?

Accepted Answer

A) The first acceptable solution was accepted. 
B) The problem was stated as part of the solution. 
C) The problem was stated too explicitly. 
D) The information about the problem was based on speculation.

Question 12

Which type of creativity focuses on fast,competitive responses to problems?

Accepted Answer

A) Imagination 
B) Improvement 
C) Investment 
D) Incubation

Question 13

In studying for a test,Harry always highlights passages in his textbooks and reviews the highlighted sections.Recently,in his Management class,Harry did not receive a good grade on his first exam.Sally suggested that Harry try studying a different way by writing down the highlighted passages on paper.Harry refused,saying,"It has always worked before,why change?" Which conceptual block is Harry experiencing?

Accepted Answer

A) Constancy 
B) Artificial constraint 
C) Compression 
D) Complacency

Question 14

According to the authors of the text,one reason why most people have difficulty solving problems creatively is because they think of creativity simply as generating new ideas.

Accepted Answer

A) True 
 B)False

Question 15

Mini-Case: The Minivan Story.In the May 30,1994,edition of Fortune magazine,the story of the minivan was told.In the earlier years of the passenger vans,only hippies seemed to appreciate the attributes of the van.However,in the 1970s,all three U.S.automakers began to study ways to modernize and broaden the appeal of their vans.Listening to customers helped Chrysler avoid two crucial design errors: (1)it rejected the long,wedge-shaped nose design and (2)it rejected the design that placed the engine under a hump in the floor (blocking passage from front to back seats).Also,while Chrysler continued to push for front-wheel drive,both Ford and GM handed responsibility of the minivan to the truck divisions,which continued to focus on rear-wheel drive.GM's problems were compounded by the fact that in 1985 station wagons were a significant part of its sales.In the 1990s,both GM and Ford developed front-wheel drive minivans and neither were housed in the truck division.Learning from their mistakes,both GM and Ford devised a new-product development process.
-Several conceptual blocks are evident in this story of the minivan.For each of the following situations,indicate the conceptual block that most likely occurred.Provide support for your response.
Situation #1: GM's and Ford's decisions to place development of the minivan in the truck division because the minivan and the truck were similarly designed and creating a new division for an unproven product seemed unwise is an example of which type of conceptual block?
Situation #2: What type of conceptual block would be illustrated if GM and Ford had decided to place the minivan development in the truck division because the smaller vehicle would help their truck divisions meet federal fuel-economy regulations?
Situation #3: Because station wagons were a significant part of sales,assume GM's failure to see the benefit of the minivan was due to its unwillingness to ask questions or obtain more data.This would be closely linked with which type of conceptual block?
Situation #4: In 1989,GM produced a front-drive minivan,the plastic-bodied APV,one of the great product fiascoes of the past 10 years,according to Fortune.Its wedge-shaped nose and expansive windshield made the driver feel uncomfortable.What type of conceptual block(s)did GM experience in this situation?
Situation #5: If GM or Ford had decided that designs of their vans should go to the truck divisions because the truck division had designed their vans in the past and there was no reason to deviate from prior procedure,which conceptual block would GM or Ford be practicing?

Accepted Answer

The answer of Mini-Case: The Minivan Story.In the May 30,1994,edition...

Question 16

The principle of compression is a key technique to unlocking an individual's creative potential.

Accepted Answer

A) True 
 B)False

Question 17

If you have trouble determining the difference between important and unimportant data,you are experiencing which conceptual block?

Accepted Answer

A) Artificial constraints 
B) Ignoring commonalities 
C) Separating figure from ground 
D) Noninquisitiveness

Question 18

The outcome is predictable,you have sufficient information,and the means-ends connections are clear.You should utilize a creative problem-solving approach.

Accepted Answer

A) True 
 B)False

Question 19

How both Velcro and Post-it Notes came to be produced is an excellent example of which problem-solving model?

Accepted Answer

A) Analytical problem solving 
B) Creative problem solving

Question 20

Susan states,"Well,I think this solution will work for now." Susan violated an important guideline for effectively evaluating alternative solutions to problems.

Accepted Answer

A) True 
 B)False

Exam 3: Solving Problems Analytically and Creatively

Improving on what already exists and systematically developing alternatives is a creative problem-solving approach that Jeff DeGraff would call "Improvement."

Your boss states,"Morale here is like the loser's locker room after a big game." He has used which technique to improve creative problem solving?

When defining the problem,top priority should be placed on identifying all the underlying symptoms of the problem.

When relevant information is available,when a clear standard exists to assess the correctness of a solution,and the problem is straightforward,which decision model should be used?

When evaluating alternatives,one should be concerned about meeting organizational goals.

You discover a bug in your DOS program.In debugging the program,which problem style would be most appropriate?

Conceptual blocks are mental obstacles that constrain the way problems are defined and that limit the number of alternative solutions thought to be relevant.

Which type of creativity focuses on fast,competitive responses to problems?

According to the authors of the text,one reason why most people have difficulty solving problems creatively is because they think of creativity simply as generating new ideas.

The principle of compression is a key technique to unlocking an individual's creative potential.

If you have trouble determining the difference between important and unimportant data,you are experiencing which conceptual block?

The outcome is predictable,you have sufficient information,and the means-ends connections are clear.You should utilize a creative problem-solving approach.

How both Velcro and Post-it Notes came to be produced is an excellent example of which problem-solving model?

Susan states,"Well,I think this solution will work for now." Susan violated an important guideline for effectively evaluating alternative solutions to problems.