101 Activities For Teaching Creativity And Problem Solving
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About This Book
Why is this topic important?
We live in a world of turbulent change. New data. New people. New technology. New problems. We are bom-
barded every day with something new. Realities shift faster than we can deal with them. In this turbulent
world, traditional problem-solving methods no longer are effective in all situations. Routine, analytical
approaches—the ideal of the Industrial Age—rarely work now. Instead, we must look for new ways to deal
with change—creative solutions we can customize to fit any situation. Above all, we need new solution
options, rather than relying on “the tried-and-true.” The more solution options we have, the greater the odds
that one will achieve our goals. Conventional brainstorming is not sufficient. Groups need exposure to diverse
idea generation approaches and training in how to apply them.
What can you achieve with this book?
More organizations than ever now offer training in how to use idea generation methods. This should be a pri-
ority, since it obviously is more beneficial over time to train employees how to apply skills themselves, rather
than a single spoon-feeding of the steps needed to implement one or more idea generation activities. It is
better if employees also can learn how to use some of these methods and incorporate them into their prob-
lem-solving activities. Every training session that can teach employees how to apply even rudimentary skills
obviously can be valuable in the long run. Thus, a unique aspect of this book is its duality in providing step-
by-step guides to 101 idea generation methods while simultaneously providing participants with training in
how to use them. As is fairly well known, practicing a new skill within a relevant domain can enhance signifi-
cantly participant learning and applied behaviors. That is, the training is more likely to “take” if it uses chal-
lenges faced by the participants. As a result, many training sessions also can serve as idea generation events
that deal with specific organizational challenges—the perfect “value-added” component!
How is this book organized?
This book is divided into three parts: (1) Getting Started, (2) Individual and Group Activities, and (3) Group
Only Activities. The first section discusses the broad-reaching importance of idea generation, and the organi-
zation of idea generation activities (Chapter 1); major creative thinking principles (Chapter 2); and the gener-
al nature of problems, problem solving, creativity, and a guide for selecting activities appropriate for different
situations (Chapter 3). Part II includes activities originally designed for individuals, but re-engineered for
group use. Finally, Part III presents original group activities based on either brainstorming or “brainwriting”
(silent, written idea generation within a group) procedures. The same format is used for each exercise. Major
headings include: Background, Objectives, Participants, Materials, Supplies, and Equipment, Handouts, Time,
Related Activities, Procedure, Debrief/Discussion, and Variations (if applicable). Because all of the activities are
geared toward group idea generation, the Objectives and Participants sections will contain identical informa-
tion. Many of the activities also will have identical information for Materials, Supplies, and Equipment,although there are exceptions.
Why is this topic important?
We live in a world of turbulent change. New data. New people. New technology. New problems. We are bom-
barded every day with something new. Realities shift faster than we can deal with them. In this turbulent
world, traditional problem-solving methods no longer are effective in all situations. Routine, analytical
approaches—the ideal of the Industrial Age—rarely work now. Instead, we must look for new ways to deal
with change—creative solutions we can customize to fit any situation. Above all, we need new solution
options, rather than relying on “the tried-and-true.” The more solution options we have, the greater the odds
that one will achieve our goals. Conventional brainstorming is not sufficient. Groups need exposure to diverse
idea generation approaches and training in how to apply them.
What can you achieve with this book?
More organizations than ever now offer training in how to use idea generation methods. This should be a pri-
ority, since it obviously is more beneficial over time to train employees how to apply skills themselves, rather
than a single spoon-feeding of the steps needed to implement one or more idea generation activities. It is
better if employees also can learn how to use some of these methods and incorporate them into their prob-
lem-solving activities. Every training session that can teach employees how to apply even rudimentary skills
obviously can be valuable in the long run. Thus, a unique aspect of this book is its duality in providing step-
by-step guides to 101 idea generation methods while simultaneously providing participants with training in
how to use them. As is fairly well known, practicing a new skill within a relevant domain can enhance signifi-
cantly participant learning and applied behaviors. That is, the training is more likely to “take” if it uses chal-
lenges faced by the participants. As a result, many training sessions also can serve as idea generation events
that deal with specific organizational challenges—the perfect “value-added” component!
How is this book organized?
This book is divided into three parts: (1) Getting Started, (2) Individual and Group Activities, and (3) Group
Only Activities. The first section discusses the broad-reaching importance of idea generation, and the organi-
zation of idea generation activities (Chapter 1); major creative thinking principles (Chapter 2); and the gener-
al nature of problems, problem solving, creativity, and a guide for selecting activities appropriate for different
situations (Chapter 3). Part II includes activities originally designed for individuals, but re-engineered for
group use. Finally, Part III presents original group activities based on either brainstorming or “brainwriting”
(silent, written idea generation within a group) procedures. The same format is used for each exercise. Major
headings include: Background, Objectives, Participants, Materials, Supplies, and Equipment, Handouts, Time,
Related Activities, Procedure, Debrief/Discussion, and Variations (if applicable). Because all of the activities are
geared toward group idea generation, the Objectives and Participants sections will contain identical informa-
tion. Many of the activities also will have identical information for Materials, Supplies, and Equipment,although there are exceptions.
Listed on 11 July, 2024