Training Session Handout

Training Session Handout

William Rigney

MGT 411

7/11/2016

Dr. Terica Pearson

Training Session Handout

Creative Problem Solving

We in the organization, believe that brainstorming is the most accurate and

best technique to use in creative problem solving. We feel that brainstorming

allows us to see the best option, out of many, for every problem.

Creative problem solving can be done by a simple and systematic process.

As a leader in our organization, use this process to your advantage!

Training Session Handout

Explore the Challenge!

Assess the situation: Determine the desire, the challenge or the goal and

analyze the problem to be solved.

Exploring the vision: The necessary data is gathered and analyzed. Be sure to

use all resources available, including friends, coworkers and associates.

Formulate solutions: Clarify the problem to make sure you are focused on the

right problem and that all facts, data and opportunities are there.

Generate Ideas!

Explore Ideas: Write down every idea, NO EXCEPTIONS. Set a twenty minute

time limit and explore all the ideas given.

Formulate solutions: Combine and evaluate the ideas from the session. You do

not have to settle for one idea. It could take more than one idea to solve the

challenge.

Implement!

Plan of action: Plan the steps you need to take to implement the ideas. Those

that involve a lot of work can intimidate. Break them up into smaller increments.

Do it!: Take your plan of action and implement your idea. If the situation begins

to move away from your plan, rewrite it (Baumgartner, 2013).

Training Session Handout

Employee MotivationAn employee that enjoys coming to

work each day is a worthy investment

Ways to motivate your employeesSupport ideas: When an employee comes to you with an idea or solution to a

problem, it’s a sign they care. Encourage that.

Empowerment: Each employee contributes to the bottom line, empower them to

excel.

Celebrate personal milestones: Celebrate anniversaries, birthdays,

engagements or personal achievements.

Recognize professional achievements: Employees want to be recognized for

their work. A pat on the back from upper management could mean a lot.

Listen: put aside some time each day to hear employees concerns, ideas and

insights.

Training Session Handout

Rewards: Monetary incentives. When a pat on the back or high five just won’t

do.

Set an example: Don’t expect your employees to do anything you would not do

yourself.

Start a tradition: Christmas parties, potlucks, toy drives or bake sales keep

employees excited and involved.

Incentives: Having prior knowledge of a prize on the line makes achieving goals

more worthwhile.

Give them a reason to come to work: Showing up to work every day, ready to

surpass expectations requires loyalty and high morale (Zaslow, 2013).

Training Session Handout

Leadership

Steps to help create an innovative

culture

Attitude: As a team, everyone on the team innovates. Not one single employee

can innovate or motivate for an entire organization. A team effort and dedication

between leaders, employees, customers, suppliers and even the competition are

important to the process.

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Expectations: The leadership needs to communicate expectations of innovation

to their employees. If leadership fails, so does the innovation.

Policy: Does leadership expect, promote or reward for Innovation? Leadership

must create a measurement for success and reward for it accordingly to promote

an innovative culture.

Strategy: To stay ahead of the competition, always maintain your strategy.

Enable: Enablers of innovation and the culture starts with management. The

leadership need to possess the ability to provide a possibility for that culture to

grow and progress. This depends on the attitudes of the leadership.

Removing obstacles: The need to diminish the four primary obstacle of

behavioral, organizational, infrastructure and methodological (Likert, 1982).

Training Session Handout

References

Baumgartner, J. (2013). The Basics of Creative Problem Solving-CPS. Retrieved from

www.innovationmanagement.se/imtool-articles/the-basics-of-creative-problem-

solving-cps/

Likert, R. New Patterns of Management. (New York: McGraw-Hill: 1961) & R. R. Blake

& J. S. Mouton (1982). Management by grid principles or situationialism:

Which? Group and Organizational Studies, 7: 207-210.

Zaslow, B. (2013). 37 Ideas for Motivating Your Employees. Retrieved from

https://businesscollective.com/37-ideas-for-motivating-your-employees/

Training Session Handout

Training Session Handout