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1、THEKOREANJOURNALOFTHINKING&PROBLEMSOLVING2005,15(2),43-76CurrentDevelopmentsinCreativeProblemSolvingforOrganizations:AFocusonThinkingSkillsandStylesGerardJ.Puccio,MaryC.MurdockandMarieManceStateUniversityofNewYork,USAIn1953advertisingexecutiveAlexOsborndisseminatedhisviewsontheCreat
2、iveProblemSolving(CPS)process—anapproachhedevelopedfordeliberatelyen-hancingcreativityingroupsandindividuals.Sincethen,scholarsandpractitionersworld-widehavemodified,studiedandutilizedOsborn’sprocess.InthisarticletheauthorsfirstpresentresearchregardingtheeffectivenessofCPSintraining
3、andthenexaminethesimilaritiesanddifferencesinselectmodificationsofCPS(Basa-dur,1994;Isaksen&Treffinger,1985;Isaksen,Dorval,&Treffinger,1994,2000;Miller,Firestien,&Vehar,2001;Parnes,1967,1988,1992;Puccio,Murdock,&Mance2005;Vehar,Firestien,&Miller,1997).Wethendiscusstwocurrentdevel-op
4、mentsinCPSresearchandpracticethatarepertinenttoinstructionaluse:(a)anoverviewofCreativeProblemSolving:TheThinkingSkillsModel,ateaching/trainingandlearningmodelofCPSwhichbuildsonOsborn’soriginaltradition;and(b)anappliedperson-processviewofstylesofCPSfoundintwoinstru-ments—TheCreative
5、ProblemSolvingProfile(Basadur,Graen,&Wakabayashi,1990)andFourSight(Puccio,2002).INTRODUCTIONAfterdownsizing,reengineering,out-sourcing,mergersandacquisitions,andothermethodsofreducingcostsandenhancingproductivity,organizationsareagainrecognizingtheimportanceoftappingintothecreativit
6、yoftheiremployees.FloridaandGoodnight(2005)havemaintainedthat:Acompany’smostimportantassetisn’trawmaterials,transportationsystems,orpoliticalinfluence.It’screativecapital—simplyput,anarsenalofcreativethinkerswhoseideascanbeturnedintovaluableproductsandservices.Creativeemployeespione
7、ernewtechnologies,birthnewindustries,andpowereconomicgrowth.(p.125)Theyfurthercommented,“What’slesscertainishowtomanageformaximumcrea-tivity.Howdoyouincreaseefficiency,improvequality,andraiseproductivity,allwhileaccommodatingforthecomplexandchaoticnatureofthecreativeprocess?”(p.125)
8、.Ifthechallengeis,i
