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HOSA creative problem solving > Vocab > Flashcards

Vocab Flashcards

1
Q

Creation

A

something new that has value

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2
Q

Original

A

something that is said to be new

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3
Q

Creativity

A

process of creating something new; using imagination to produce work

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4
Q

Parts of applied thinking

A

Decision making, problem solving, creative thinking

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5
Q

Left brain

A

Language, logic, details

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6
Q

Right brain

A

Creativity, art, feelings

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7
Q

Main functions of the mind

A

Analyzing, synthesizing, and valuing

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8
Q

Analyzing

A

Separating a whole into parts

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9
Q

Pattern correlation

A

A process where you see a misspelled word but still understand the meaning of the word

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10
Q

Two parts of memory

A

Storage and recall

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11
Q

Innovation

A

Process of taking a creation and turning it into something that has value or is profitable

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12
Q

Multi-disciplinary effort

A

Organization identifies a complex problem, problem is divided into parts, four possible solutions

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13
Q

Benchmarking

A

One hospital compares their practices to a hospital considered to be the best

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14
Q

Insight

A

Ability to look at a complex problem and see through a maze

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15
Q

Two parts of logic

A

Deduction and induction

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16
Q

Deduction

A

To take away

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17
Q

Induction

A

to infer or guess based on prior knowledge, a principle, or an observation

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18
Q

Synthesizing

A

Putting parts together to make a whole

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19
Q

Valuing

A

Establishing criteria, evaluating

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20
Q

Steps of decision making

A

1) Define the objective
2) Collect relevant information
3) Generate feasible options
4) Make the decision
5) Implement and evaluate

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21
Q

3 needs of work groups

A

Task, team maintenance, and individual needs

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22
Q

Camelot

A

Process in problem identification with idealized solution; comparing real situation to ideal situation

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23
Q

Creative thinking process

A

Preparation ,incubation, insight, and validation

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24
Q

Mental roadblocks for creativity

A

Lack of…. facts, conviction, starting point, perspective, or motivation

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25
Q

Squeeze and stretch method

A

An attempt to discover the scope of a problem, then find its basic components

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26
Q

4 P’s of creativity & innovation

A

Product
Possibilities
Process
Personal/ group creativity

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27
Q

7 S’s of organizational success

A

Strategy
Structure
Style
Staffing
Skills
Shared values
System

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28
Q

Assumption reversal

A

Recognize the limitation of a solution

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29
Q

4 types of innovation

A

Product innovation
Process innovation
Marketing innovation
Management innovation

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30
Q

Creative problem solving

A

1) Analyze environment
2) Recognize a problem
3) Identify the problem
4) Make assumptions
5) Generate alternatives
6) Choosing among alternatives
7) Implementing chosen solution
8) Control

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31
Q

Squeeze

A

find its basic components, asking chain of questions for ‘what’

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32
Q

Analogy

A

Developing alternatives, comparing two things that are dissimilar

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33
Q

Stretch

A

An attempt to discover scope of problem, asking chain of questions for ‘why’

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34
Q

Inverse brainstorming

A

Starting with a situation and look for a problem

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35
Q

Fishbone diagram (Ishikawa diagram)

A

Left (causes) to right (problem), most complicated to least complicated

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36
Q

Contiguity

A

Causing an association in the mind

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37
Q

Similarity

A

With a similar aspect

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38
Q

Contrast

A

Opposites

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39
Q

Product improvement checklist

A

try to
think of
take away / add

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40
Q

Ingenuity

A

Ability to devise methods to make work easier, faster, or better

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41
Q

Creative leaps

A

View idealistic situations and make it happen

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42
Q

Edison technique

A

Technique that solves by inventing new alternatives

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43
Q

Direct analogies

A

Facts / knowledge from another field is used to solve a problem of another field

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44
Q

Expertitis

A

When a person has deep knowledge of a topic but can’t filter it to their audience’s needs

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45
Q

Perceptual

A

Roadblock to creativity; prevents seeing the obvious

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46
Q

Attribute listing

A

Technique that attacks problem by listing characteristics, then thinking of ways to improve each characteristic

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47
Q

Onion model

A

Ideas cluster around focus of topic, expands relationships between concepts

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48
Q

Experimentation

A

Selecting among alternatives; interaction between variable needs to be considered

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49
Q

Force-field analysis

A

Focus on driving forces and restraining forces to change

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50
Q

Scenario writing

A

Emphasis on potential future, writing futuristic story

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51
Q

Synetics

A

Type of brainstorming that relies on analogies and metaphors

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52
Q

Idea spurring questions

A

Other uses?
Adapt?
Modify?
Magnify?
Substitute?
Rearrange?
Reverse?
Combine?

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53
Q

Creative thinking

A

Involves calling into question our assumptions and habitual ways of thinking / acting, then being ready to think and act differently on the basis of critical questioning

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54
Q

Components of critical thinking

A

Identifying and challenging assumptions
Recognizing the importance of context
Imagining and exploring alternatives
Developing reflective skepticism

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55
Q

Creative thinkers

A

Have self-confidence and trust in their own judgment; have a future orientation; use trial-and-error methods; take multiple perspectives; have interest in a wide range of fields; consider rejecting standardized formats of problem solving

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56
Q

Creatives

A

People who consistently turn out creative ideas

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57
Q

Types of creativity

A

Individual
Group / team

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58
Q

Two kinds of thought processes

A

Divergent
Convergent

59
Q

Divergent thinking

A

Expanding the picture of a problem, looking at it from various points of view, then generating options for solving it

60
Q

Convergent thinking

A

Narrowing down a problem and related parts of its solution

61
Q

Consensus building

A

Voting in a democratic manner; everyone works together to get a mutually acceptable solution

62
Q

Experience kit

A

Putting problem solvers through an experience that causes them to understand the problem better

63
Q

King of the mountain

A

One to two individuals take a position on what the problem is, and other members try to come up with a better one

64
Q

Questions for identifying problems

A

What do you know?
What patterns exist?

65
Q

Why-why diagram

A

Identifies the causes of a problem in a systematic way, asking why each time; moves left to right

66
Q

Alternative methods for identifying problems

A

Redefining a problem / opportunity
Rewrite objectives in different ways

67
Q

Analysis of past solutions

A

Learning from failures; knowing what to do and not to do

68
Q

Association

A

Making a mental connection between two object / ideas; MUST be related in some manner

69
Q

Free association

A

Getting as many ideas as possible down; looking for thoughts

70
Q

Attribute association chain

A

Begins with a list of the attributes of the problem, then free associate on each attribute to generate ideas

71
Q

Circle of opportunity

A

Randomly selecting problem attributes and combining them to create a topic for a brainstorming session

72
Q

FCB grid

A

4 cell matrix used to describe management and marketing concepts

73
Q

Focused-object technique

A

Contains elements of both free associations and forced relationships

74
Q

Holistic dimension

A

The ability of minds to think in terms of wholes, as well as analytically—taking wholes into bits

75
Q

Depth of mind principle

A

Allows us to analyze, synthesize, and value in our sleep or when doing something quite different; source of intuition

76
Q

Lobster pot model

A

Narrowing down choice options, using the principle that it is easier to falsify something than to verify it

77
Q

Manifest consequences

A

you foresee when you make your decision

78
Q

Latent consequences

A

not nearly a probable to foresee; may trigger more problems

79
Q

Wrong decision

A

Fault lies within the method

80
Q

Bad decision

A

Something was deliberately ignored

81
Q

Three elements involving leadership

A

The leader
The situation
The group

82
Q

Group personality

A

When people come together, their individual personalities merge

83
Q

Task need

A

Work groups and organizations come together because there is a task to be done that is too big for one person

84
Q

Team maintenance need

A

The need to create and promote group cohesiveness

85
Q

Individual needs

A

physical (food and shelter) and psychological (recognition, sense of doing something worthwhile, status)

86
Q

Action-centered leadership

A

A method where a leader completes the role of achieving the task, building and maintaining the team, and developing the individual

87
Q

Planning continuum

A

A display that has axes of “area of freedom for team members” and “use of authority by the leader,” showing an inverse relationship

88
Q

Problem

A

Something thrown in front of you; all of the components to the solution are already there

89
Q

Unified model / Bridge model

A

Defining the aim / problem (analyzing), generating feasible options (synthesizing), and choosing the optimum solution (valuing)

90
Q

3 levels of competence

A

Awareness (of a problem or need for decision)
Understanding (where you and the team are in relation to the problem)
Skill (asking the right questions of the right people at the right time)

91
Q

System problem

A

Deviation from the norm; actual performance deviates from performance standard

92
Q

Brainstorming

A

Most widely used creative thinking technique; came about in the 1930s; works better in a team setting

93
Q

Brainstorming use

A

Frees us from “functional fixedness”; the mind is released to consider other possibilities

94
Q

Brainstorming session

A

1) Define the problem
2) Highlight background info and history to help people understand problem
3) Clarify aim
4) Brief warm-up session, using common problem or object
5) Brainstorm, write down ideas, allow for silent reflection, discourage criticism, and encourage cross-fertilization
6) Establish criteria for choosing feasible solution and decide
7) Reverse brainstorm

95
Q

Product

A

Result of creation / innovation process; must be of value; can be a service, physical product, or enhancement

96
Q

Possibilities

A

Environment and organizational culture must support creativity and innovation

97
Q

Processes

A

Specific techniques for increasing creativity of problem-solving

98
Q

Personal / Group Creativity

A

Managing group dynamics and socialization within groups; increasing use of right brain for intuition and eliminate restrictions to creativity

99
Q

Metaphors

A

Figure of speech where 2 different universe of thought are linked by some point of similarity

100
Q

Back to the sun

A

Means to systematically reduce something to its fundamental properties to come up with ideas or attributes that might be changed

101
Q

Deadlines

A

Increases pressure to generate alternatives and inspire creative work; stimulates more right brain activity

102
Q

Excursion technique

A

Problem solvers spend time creating fantasies based on the word(s) chosen

103
Q

Hall’s competitiveness model

A

Relates relative low cost and relative differentiation

104
Q

Point of no return

A

Point where it costs you more in various coinages to turn back and change your mind than to continue with an imperfect decision

105
Q

Three factors in choosing field of work

A

Interests
Aptitudes
Temperment

106
Q

Natural creativity

A

Occurs during pre-school years

107
Q

Innovation equation

A

Creativity occurring in an Innovative Organizational Context with a Supportive Societal Environmental results in Innovation: C x IOC x SSE = I

108
Q

Marketing innovation

A

Improves the way an organization is managed

109
Q

Problem statement

A

At end of problem identification stage

110
Q

Regular association

A

Ideas / thoughts that has some relational component

111
Q

Lotus blossom technique

A

Starts off with a central idea / theme and then expands outward with solution areas or related themes in an iterative manner

112
Q

Storyboard

A

Graphic representation of how the story will unfold; has a number of squares with illustrations

113
Q

How-how diagram

A

Diagram that branches off, asking how each time

114
Q

Checklists

A

Finding problem with existing products / services / operations; developing promotional ideas

115
Q

Limericks & parodies

A

When straightforward approaches haven’t produced many problems or insights, add humor

116
Q

Listing complaints

A

Looking for internal and customer problems

117
Q

Role playing

A

Group / personal insights into simple and complex problems; good for interpersonal and customer relations problems

118
Q

Suggestion programs

A

Systematic problem recognition when employee recognition is sought

119
Q

Back to the customer

A

Identify various product, price, promotion, distribution, and target market issues related to solving problems in terms of how the customer would be affected

120
Q

Computer programs

A

Used to generate alternatives and otherwise add creativity to the problem-solving process

121
Q

Focused-object

A

One object / idea in the relationship is deliberately chosen; the other is selected arbitrarily

122
Q

Mind mapping

A

Write the name / description of the object / problem in the center of a piece of paper and draw a circle around it, then brainstorm each major facet of it, drawing lines outward from the circle

123
Q

Organized random search

A

Pick a page of a dictionary at random and use words on that page to generate ideas the way one uses a verbal checklist

124
Q

Personal analogies

A

attempt to see yourself personally involved in the situation—perhaps through roleplaying

125
Q

Picture simulation

A

Participants look at pictures and examine it individually, then discuss it as a group

126
Q

Relatedness

A

List all businesses / products related to yours to help you think of new products for your company

127
Q

Relational words

A

Applying different words to products to see which relates to the product

128
Q

Reversal-dereversal

A

State the problem—using an action verb—then take an antonym of the verb and solve the new problem created in this way

129
Q

Rolling in the grass of ideas

A

Collect as much material about a problem as you can in an easily readable form, read through the material as fast as you can then ask yourself what it all means

130
Q

7 x 7 technique

A

1) Combine similar ideas
2) Exclude irrelevant data
3) Modify ideas to reflect insights gained in first 2 steps
4) Defer extraneous data for future reference
5) Review past exercises to identify possibilities for alteration / refinement
6) Classify dissimilar groupings into separate columns
7) Rank items in each column
8) Generalize each column using its main idea as a title / heading
9) Rank the columns from left to right on the racking board according to their importance / utility

131
Q

Sleeping on it

A

Think rationally, very hard, and very long about a problem just before going to sleep; your subconscious will continue to work on the problem as you sleep

132
Q

Two words technique

A

Pick the two words / phrases from your problem’s statement that indicate its essence ( a subject and action verb), the combine these words in various ways

133
Q

Verbal checklist for creativity

A

Checklist of questions about an existing product / service / process / other item can yield new points of view and thereby lead to innovation

134
Q

Brainwriting

A

Participants, sitting in a circle, write down their ideas for solving a given problem and pass their paper to their neighbors in the circle, then to the next and so forth–helping build ideas off of each others’

135
Q

Brainwriting 6-3-5

A

6 people produce 3 ideas in 3 columns within 5 minutes

136
Q

Creative imaging

A

Envision a specific need for change
Envision a better way
Formulate a vision-based plan of action

137
Q

Creativity circles

A

Small groups of workers who meet to solve quality problems related to their specific work areas

138
Q

Crawford slip method

A

Derived from the use of slips of paper on which participants write their ideas

139
Q

Delphi technique

A

A questionnaire is mailed or otherwise communicated to experts in the field—their responses are collected, summarized, and returned to each expert with instructions on how to revise responses as necessary

140
Q

Gallery method

A

Instead of the ideas changing places, the idea generators change places—each membre takes a different work area and creates a ‘gallery’ of ideas for others to view

141
Q

Gordon / Little technique

A

Leader describes the problem to participants in decreasing levels of abstraction; solutions are given at each level; as the descripriptions become more concrete and less abstract, more specific solutions (not necessarily better) emerge

142
Q

Innovation committee

A

Employees meet periodically to solve problems; employees bid for the job of coordinator by submitting proposals

143
Q

Intercompany innovation groups

A

Top executives from various companies —led by an innovation consultant—meet for the purpose of solving company problems in innovative ways

144
Q

Input-output

A

Defining a dynamic system by its input, output, and limiting requirements

HOSA creative problem solving (2 decks)

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