Errors in Creative Problem-Solving: Identify,Deliberate, and Remediate

It is often assumed creative performance is error free. Even a cursory inspection of eminent, creative, individuals indicates errors permeate creative efforts. In the present effort, the impact of error management on creative problem-solving is examined. Undergraduates, 136 in all, were asked to work through 10 potential problem solutions where half the solutions evidenced errors and half did not. Participants were asked to identify potential errors, deliberate on these errors, and remediate, or fix, errors prior to providing solutions to a problem calling for creative thought. It was found the number of errors correctly identified, and the quality of error remediation was positively related to the quality, originality, and elegance of problem solutions. More extensive deliberation, however, was found to be especially important for the production of original problem solutions. The implications of these observations for understanding the importance of error management in creative problem-solving are discussed.     

Errors and Understanding: The Effects of Error-Management Training on Creative Problem-Solving

People make errors in their creative problem-solving efforts. The intent of this article was to assess whether error-management training would improve performance on creative problem-solving tasks. Undergraduates were asked to solve an educational leadership problem known to call for creative thought where problem solutions were scored for quality, originality, and elegance. Prior to beginning work on their problem solutions, participants were provided with training in 0 to 4 error-management strategies. It was found that error-management training was beneficial for talented people (as indicated by scores on the pretraining exercise) resulting in solutions of greater originality. The implications of these findings for improving performance on creative problem-solving tasks are discussed.     

Forecasting and Ethical Decision Making: What Matters?

This study examined how the number and types of consequences considered are related to forecasting and ethical decision making. Undergraduate participants took on the role of the key actor in several ethical problems and were asked to forecast potential outcomes and make a decision about each problem. Performance pressure was manipulated by ostensibly making rewards contingent on good problem-solving performance. The results indicated that forecast quality was associated with decision ethicality, and the identification of the critical consequences of the problem and consequences for others were associated with both higher quality forecasts and more ethical decisions. In addition, the identification of a larger number of consequences was negatively associated with ethical decision making. Performance pressure did not impact forecast quality or ethicality of decisions. Theoretical and practical implications of these findings are discussed.     

Creative Failure: Why Can't People Solve Creative Problems

Although people attempt many creative problem solutions, in general, most creative problem-solving efforts, at least real-world efforts, fail. In the present effort, we examine the reasons creative problem-solving efforts typically fail. We argue that creative problem-solving efforts fail, in part, due to the fundamental nature of the kinds of problems that call for creative thought. However, the nature of people's creative problem-solving skills and the context in which they attempt to develop and implement creative problem solutions also results in failed attempts to solve creative problems. Based on these observations, we discuss how one might seek to develop people to encourage more success in creative problem-solving efforts.     

Applying Multiple Knowledge Structures in Creative Thought: Effects on Idea Generation and Problem-Solving

Prior studies have indicated that multiple knowledge structures, schema, associations, and cases, are involved in creative thought. Few studies, however, have examined how these different knowledge structures operate together in idea generation and creative problem-solving. Accordingly, in the present study 247 undergraduates were asked to generate ideas relevant to a social innovation problem and then provide a potential solution to the problem. A training manipulation was used to encourage application of schematic, associational, or case-based knowledge either alone or in combination. It was found that prompting use of a single knowledge structure, specifically schema or associational knowledge, resulted in the production of more high quality ideas. However, prompting use of multiple knowledge structures, specifically combining either schema or associations with cases, resulted in the production of higher quality and more original problem-solutions. The implications of these findings for understanding the role of different knowledge structures in creative thought are discussed.     

Causal Analysis to Enhance Creative Problem-Solving: Performance and Effects on Mental Models

In recent years, it has become apparent that knowledge is a critical component of creative thought. One form of knowledge that might be particularly important to creative thought relies on the mental models people employ to understand novel, ill-defined problems. In this study, undergraduates were given training in the use of causal relationships in applying mental models in creative problem-solving. A pre-post design was used to assess the effects of this training on mental models and creative problem-solving. It was found that causal analysis training resulted in the acquisition of better mental models (in terms of subjective and objective attributes) and better solutions (in terms of quality, originality, and elegance) to problems calling for creative thought among high-ability participants. The implications of these findings for understanding the role of mental models in creative problem-solving are discussed.     

'Paradoxical' Mood Effects on Creative Problem-solving

Two studies examined the influence of various affective states on creative problem-solving. In Study 1, individual differences in mood were measured using an adjective checklist immediately prior to task performance. Insight problems were then employed to measure creative problem-solving. Performance was compared with that obtained for analytic problem-solving tasks that were included as contrast variables. Results showed that positive mood led to significantly poorer creative problem-solving performance. No link was found between negative mood and general arousal. Performance on the contrasting analytic problem-solving tasks was negatively related to anxiety, but not to positive or negative mood states. In Study 2, the procedure was followed with the addition of experimentally induced mood states. The results obtained in Study 1 for mood ratings were replicated. In the induced mood conditions, negative mood significantly facilitated creative problemsolving performance relative to induced neutral mood, which in turn was better than the control condition. The poorest performance was obtained in the positive mood condition. The results are discussed in the context of contrasting theories of the relationships between mood and problem-solving performance.     

The Relationship between Creativity and Interpersonal Problem-Solving Skills in Adults

The present study evaluated whether creativity training and interpersonal problem-solving training reflect equivalent or complementary skills in adults. A sample of 74 undergraduates received interpersonal problem-solving training, creativity training, neither, or both. Dependent variables included measures of problem-solving and creative performance, and problem-solving and creative style. The results suggested that creativity and interpersonal problem-solving represent complementary skills, in that each training program specifically affected performance only on related measures of performance. A combination of programs affected both abilities. Creativity training and interpersonal problem-solving training are popular psychoeducational interventions that developed in isolation from each other. Originally thought of as a mysterious process, the empirical analysis of the creative act can be traced to the work of Wallas (1926). Under the assumption that creativity is a desirable trait, a number of scales and training programs have been developed to measure and enhance creative skills. Creativity training has been used primarily in educational and industrial settings (e.g., Basadur, 1981). The principles of interpersonal problem-solving training have emerged more recently, in the work of Spivack and Shure (1974; Spivack, Platt, & Shure, 1976) and D'Zurilla (D'Zurilla & Goldfried, 1971; D'Zurilla & Nezu, 1982). These authors conceptualized interpersonal problem-solving training in the context of behavior therapy, and for this reason the literature on interpersonal problem-solving is more closely associated with therapeutic settings. Creativity and interpersonal problem-solving skills can be conceptually distinguished on the basis of their goals. Interpersonal problem-solving refers to one's skill in determining the means by which to achieve a specific end or overcome a specific problem. Creativity, on the other hand, need not be oriented towards achieving specific ends; it is associated with the capacity for thinking in new and different ways. Koestler (1964) has even argued that these two goals can be inimical, at least in adults, in that the ability to combine information in unique ways may be. hindered when the individual focuses his or her thinking on a specific problem. At the same time, there are clear similarities between the two domains of skills. Guilford (1977) noted that “creative thinking produces novel outcomes, and problem-solving involves producing a new response to a new situation, which is a novel outcome” (p. 161). Edwards and Sproull (1984) saw creativity training as a method for improving the quality of solutions to problems and increasing personal effectiveness. They considered problem-solving synonymous with creativity, since both training programs offer a variety of techniques to help identify useful solutions to problems. Similarly, Noller (1979) and others (e.g., Isaksen, Dorval, & Treffinger, 1994) have discussed the concept of creative problem solving, which attempts to integrate principles in the literature on creativity and on problem solving. Isaksen et al. conceptualized the process of creative problem solving as consisting of six steps which fall within three stages. The first stage involves understanding the problem, consisting of three steps: mess-finding, data-finding, and problem-finding. This is followed by the stage of generating ideas, involving the idea- finding step. Finally, there is planning for action, which involves solution-finding and acceptance-finding. The most important difference between the various creativity training models and the interpersonal problem-solving model lies in their emphasis. Creativity training models focus primarily on enhancing skill at generating solutions. The interpersonal problem-solving model places equal emphasis on the implementation and evaluation of potential solutions. Although many authors have suggested that participation in creativity training will have positive effects on social and interpersonal functioning (e.g., Parnes, 1987), only two studies have been conducted examining the relationship between the interpersonal problem-solving training model and creativity skills. Miller, Serafica, and Clark (1989) and Shondrick, Serafica, Clark, and Miller (1992) found that interpersonal problem-solving training for children also enhanced creativity skills, and that children's creative abilities appear to be predictive of their interpersonal problem-solving skills. The question of whether creativity and interpersonal problem-solving are equivalent, complementary, or even inimical has not been adequately addressed in the existing literature. For one thing, there are no studies examining the relationship between the two constructs in adults. This is an important question, given Koestler's (1964) conclusion that they are potentially inconsistent among adults. Second, there are no studies at all regarding the impact of creativity training on problem-solving skills in adults. The purpose of the present study was to evaluate whether creativity and interpersonal problem-solving skills can be distinguished in an adult sample.     

Tradeoffs Between Ideas and Structure: Individual Versus Group Performance in Creative Problem Solving

The present effort was intended to assess how situational variables influence the relative performance of groups and individuals on creative problem-solving tasks. More specifically, a priming manipulation was used to increase the number of alternatives available for problem solving while training was used to provide groups with shared mental models bearing on the problem. It was found that having more ideas available led to better individual performance. Group performance, however, was enhanced by training appropriate to problem content that allowed for elaboration and refinement of ideas. These findings indicate that interventions intended to enhance creativity may have different effects at the individual and group level. The need to consider multiple levels of situational influences in attempts to understand creative achievement is discussed.     

Intuition as an Influence on Creative Problem-Solving: The Effects of Intuition,Positive Affect,and Training

Intuition may be a critical component of creative thought. To test this hypothesis, a measure of individual differences in intuition was developed. After completing this measure, 320 undergraduates were asked to work on a domain-relevant creative problem-solving task under conditions where positive and neutral affect were induced and they were exposed to 1 of 3 different types of training. It was found that intuitive people produced more creative problem solutions, but that positive affect and training offset the advantage intuitive people showed in creative problem-solving. The implications of these findings for understanding the nature of intuition, and its role in creative problem-solving, are discussed.     

Metaphors and creative thinking

This study examined how working memory plays different roles in open-ended versus closed-ended creative problem-solving processes, as represented by divergent thinking tests and insight problem-solving tasks. With respect to the analysis of different task demands and the framework of dual-process theories, the hypothesis was that the idea generation in a divergent thinking test relies more on associative, effortless system 1 processing, but insight problem solving requires rule-based, resource-limited system 2 processing, in addition to system 1 processing. Since system 1 was suggested to be more active in resource deprivation conditions, Experiment 1 adopted the dual-task paradigm, which increased participants' working memory load. The results showed that divergent thinking performance was enhanced and insight problem-solving performance was hindered. Experiment 2 using the individual differences approach found that individuals' working memory capacity correlated with insight problem solving but not with divergent thinking performance, indicating a possible involvement of system 2 processing in insight problem solving. These findings suggested that open-ended and closed-ended creative problem solving involve different processes and helped to clarify some past inconsistencies when considering the relationship of factors with creativity.     

Creative Thinking: Processes,Strategies, and Knowledge

Creative achievements are the basis for progress in our world. Although creative achievement is influenced by many variables, the basis for creativity is held to lie in the generation of high‐quality, original, and elegant solutions to complex, novel, ill‐defined problems. In the present effort, we examine the cognitive capacities that make creative problem‐solving possible. We argue that creative problem‐solving depends on the effective execution of a set of complex cognitive processes. Effective execution of these processes is, in turn, held to depend on the strategies employed in process execution and the knowledge being used in problem‐solving. The implications of these observations for improving creative thinking are discussed.     

COMMENTS AND CORRECTIONS: Chance and Intentionality in Creative Performance

Because people must organize information and combine or reorganize categories to produce creative solutions, there is reason to suspect that concepts play an important role in creative thought. Unfortunately, little is known about the kind of concepts that contribute to the success of people' s creative problem-solving efforts. Accordingly, 135 college students were presented with a series of novel, ill-defined problems in which they were asked to select a set of concepts they thought would help them solve these problems. These indices of concept preferences were then correlated with the quality and originality of the solutions obtained on a set of two creative problem-solving tasks. The use of concepts organized around long-term goals was positively related to indices of solution quality and originality. The implications of these findings for understanding the kind of concepts that contribute to creative thought are discussed.     

Errors in Creative Thought? Cognitive Biases in a Complex Processing Activity

The generation of new ideas is a complex demanding activity involving multiple processing operations. As is the case in other forms of complex cognition, biases in process execution can induce errors that limit peoples' ability to generate viable new ideas. In the present effort, the nature of these biases, and their impact on creative thought, are examined. It is noted that these biases arise from multiple sources including knowledge, limitations in processing capacity, patterns of information use, and the strategies applied in process execution. The implications of these observations for enhancing creative performance are discussed along with potential strategies for error remediation.     

Effects of Solution Elicitation Aids and Need for Cognition on the Generation of Solutions to Ill-Structured Problems

Numerous techniques have been proposed to assist problem solvers in the solution generation process. We empirically examined the effectiveness of a solution elicitation technique based on the presentation of problem objectives and also examined whether the technique was effective across individual differences in need for cognition (NC). We found that when two conflicting objectives were presented successively, more solutions, more categories of solutions, and more effective solutions were generated than when the same two objectives were presented simultaneously or not at all. However, the results indicated that effective solutions may be more efficiently generated by considering objectives simultaneously. Need for cognition was positively related to measures of divergent thinking, and the presentation of objectives was particularly effective as a solution elicitation aid for individuals with low NC. Implications for creative problem-solving research and practice are discussed.     

On sentential anagrams: Making sentences out of words

Perception and production of language often have a problem-solving component to them, and this has not been much studied. The present article describes an exploratory approach to some aspects of production which required college students to reorder sentential anagrams. The main finding was that the number of words to be ordered was the greatest influence on performance, whereas little if any influence was exerted by the grammatical variables studied. Although the problem-solving process does not model all language use, it may model the more creative aspect, in which people try to make nonstandard statements. In contrast to a common current view that sentences are holistic, well-formed linguistic objects in mind, the present work emphasizes the developmental and interactive aspect of language production.This work was supported by Grant A7655 from the National, Research Council of Canada and by Leave Fellowship W 760 174 from Canada Council.     

Thinking About Applications: Effects on Mental Models and Creative Problem-Solving

Many techniques have been used to train creative problem-solving skills. Although the available techniques have often proven to be effective, creative training often discounts the value of thinking about applications. In this study, 248 undergraduates were asked to develop advertising campaigns for a new high-energy soft drink. Solutions to this problem were evaluated for quality, originality, and elegance. Prior to preparing these advertising campaigns, participants were provided with training in strategies for thinking about the potential applications of creative problem-solutions. It was found that training people to think about the uses of ideas and preparation for idea implementation contributed to the acquisition of stronger mental models and production of advertising campaigns evidencing greater quality, originality, and elegance. The implications of these findings for creative though and creative education are discussed.     

Social Learning Strategies in Networked Groups

When making decisions, humans can observe many kinds of information about others' activities, but their effects on performance are not well understood. We investigated social learning strategies using a simple problem‐solving task in which participants search a complex space, and each can view and imitate others' solutions. Results showed that participants combined multiple sources of information to guide learning, including payoffs of peers' solutions, popularity of solution elements among peers, similarity of peers' solutions to their own, and relative payoffs from individual exploration. Furthermore, performance was positively associated with imitation rates at both the individual and group levels. When peers' payoffs were hidden, popularity and similarity biases reversed, participants searched more broadly and randomly, and both quality and equity of exploration suffered. We conclude that when peers' solutions can be effectively compared, imitation does not simply permit scrounging, but it can also facilitate propagation of good solutions for further cumulative exploration.     

The Effects of Leader Support for Creativity and Leader Gender on Subordinate Creative Problem-Solving Performance

Ample correlational research shows that leader support for creativity is related to subordinate creativity, yet research examining the causality of this relationship experimentally is scant. Furthermore, most studies that demonstrate support for this relationship have used relatively subjective creativity measures that do not tap as effectively into the creative problem-solving process. Thus, we experimentally examined whether leader support for creativity affects subordinate creative problem-solving performance. We also examined whether this relationship depends on leader gender. We used experimental vignette methodology and a sample of 247 working adults to test these relationships. We found that high (vs. low) leader support for creativity resulted in a significantly higher number of ideas generated. Additionally, posthoc analyses showed that high (vs. low) leader support for creativity resulted in a significantly higher number of original ideas and higher number of quality ideas generated. We also found that when the leader was a woman (vs. man), average originality of ideas was significantly higher. We found no significant interactive effects of leader support for creativity and leader gender. We discuss how this study further elucidates our understanding of leader support for creativity, as well as avenues for future creativity research involving leader gender.