II समागम II

जल के स्त्रोत से मैं उत्पन्न हुई

बनकर एक बूँद,

सूर्य की किरणों के स्पर्श से

कर प्रस्फूटित विभिन्न रंग ।

पवन की लय पर थिरका

मेरा दीपशिखा सा अंग।

मंद गति से डोलती

बन विश्व की नीहारिका,

मैं उतरती गई निरंतर;

भूतल की चुम्बकीये आकर्षण के प्रत्युत्तर ।

हुआ मंद मेरा वर्ण,

जब पहुँची मैं सघन वन,

जहाँ वनस्पति के घनेरे में प्रकाश हुआ मन्द।

झरने के कलरव को सुन

मैने त्यागा चिंतन मनन।

मैं जल की एक बूँद,

जा मिली निर्झर जल धारा से -

प्रकृति के दिव्य रूप मैं हुआ मेरा समागम ॥

अस्थायी ही स्थायी है ॥

अस्थाई  ही स्थाई  है  ॥

जल की धारा जब हुई वाष्प में परिवर्तित
वाष्प ने जब किया अम्बर को मेघाच्छन्न,
मेघ ने जब किया जल वर्षण
तब समय ने कहा:
अस्थाई  ही स्थाई  है ॥

श्वास, प्रश्वास से थिरकी नासिका
हुआ आगमन जीवन का।
धड़कन बनी संगीत सृष्टि का;
पर, जब हुआ मृत्यु का आगमन,
तब समय ने कहा:
 अस्थाई  ही स्थाई  है ॥

In English:

When the water droplets transformed into clouds and veiled the sky,

When the clouds melted into the life giving rain and showered on the earth;

Then, time said, impermanence is permanent.

When breath reverberated in the mortal form as portent of life

When heart beats became the cosmic music of creation,

But, when death approached-

Then, time said, impermanence is permanent.

Creative Problem Solving: Coping With Blocks

1. Creative problem solving is the other name for innovation. We usually use the term “Innovation” for any technical solution to a problem or issues we may face. The fact is, any simple solution we arrive at to cope with any difficult situation is an innovative step we take to do so.
   When we need to decide on a course of action to solve a problem, we may work out a process, which may not give satisfactory result or may prove to be very expensive. The very fear of failing to effectively solve a problem prevents us from trying to solve it creatively. We can overcome this first hurdle to solving a problem by “Properly Processing Given Information”.
   Step One: Try to understand the information available in the form of “Raw Data” and identify the “Problem”. For instance: The Report card of a student or the balance sheet of an organization is the “Raw Data” The unsatisfactory marks/grades scored by the student or the losses incurred by the organization is the “Problem”.
   Step Two: Understand the in terms of the “Goal”. For instance: the student’s goal is to clear the exam and the goal of the organization is to generate revenue (earn more than the functional expenses incurred). Then find out the reasons where and why one has deviated from achieving ones functional objective/goal. For instance: the student, in earnest, can find out by how much he was unable to achieve the score/grade. The organization, through internal audit process can gain the needed information.
   Step Three: More information can be drawn from past experience, available in the form of memory and past data, on the processes applied to achieve similar goals in the past. Use the collected information through present and previous experience to analyse the difference and similarity with the present problem to arrive at a solution. For instance: The student can recall the satisfactory marks scored in previous exams and how he was able to do so, and what were the causes of his present failure. He can then analyze the information to find his strength and weakness, which can help him to solve the problem. The organization: through past reports and auditing conventions can also analyze the past and present data to find a solution for the present problem.
   This step-by-step method of using given data to identify the problem and find a solution is “Programming”. This problem solving model is called “Newell and Simon Model” This is successful only when:
   Accurate Raw Data.
   Problem is identified properly.
   The solution method is defined clearly.
   Barriers in Creative Problem Solving are:
   1. Mind-set: The other term used to describe it is “functional fixedness”. This usually occurs when one, who is tuned in to an existing system is unable to work out of it. This also makes the person to solve any new type of problem. For instance, for a long time, computer was considered to be a calculator and presently, many people are unable to appreciate the diverse functions of mobile phone. This is often attributed to “Negative Thinking”. Destructive (Negative) criticism is the biggest hindrance to creative problem solving and the common example is in the form of parents and teachers, through negative criticism, hinder the imaginative minds of children to cultivate the process and habit of creative problem solving.
   2. For an Individual:
   2.1. Cultural Blocks: Influence and pressure of society in the form of social customs and value systems.
   2.2. Emotional Blocks: fear, anxiety, jealousy, etc.
   2.3. Intellectual and expressive blocks: Vertical thinking or thinking in terms of “One Right Answer”; Personal beliefs and value systems; Improper sense of perception; improper self-image.
   3. For an organization:
   3.1. Lack of Resources and Management Support to try out new ideas. The biggest indicator of this is that floating or underutilized manpower is an anathema for the management of such an organization. Such organization is unable to afford “Slack” in its System, for it believes in “Task Force”.
   3.2. Bureaucracy and Red Tape: it prevents functional flexibility and prevents innovation.
   3.3. Functional Myopic Thinking: Thinking only on the lines of production, marketing, work force and finance. The organization ignores its objective of customer satisfaction, therefore ignores the relevance of understanding what customer needs and then innovate to find a creative solution for it.
   3.4. Fear of Criticism: therefore, do not put forward their ideas.
   3.5. Resistance to Change: due to aversion to change in working habits, new systems.
   3.6. Fear of Taking Risk (Job or Career may be at stake): financial loss and fear of entrapment.
   3.7. Tendency to conform: fear of fall-out with the members of the work-group.
   3.8. Emphasis on Managerial Control: Rigid financial control expects quick and financially measurable results, thus hindering any innovative activities.
   3.9. Ideas are often analysed under microscope: in order to avoid financial and other related risks.
   3.10.Rigid Hierarchical Structure:
   3.11. Tendency for one large successful breakthrough rather than many small success stories.
   
   How to Develop Climate for Creativity and Innovation in an Organization
   1. People
   1.1. People should be encouraged to take risk in their work by defining the limit of risk they can take.
   1.2. Creating and Encouraging Innovative environment is Management’s Responsibility: The management can do this by providing a given level of functional autonomy and risk taking behaviour within the organization.
   1.3. Management Should Respond Positively to New Ideas: Should not resist innovation fearing change in status quo. Should ignore personal benefits for larger benefits of the organization as the latter benefit is bound to be mutual.
   1.4. Generating Creative Ideas Requires Freedom of Thought ~ Some Degree of Autonomy: more functional autonomy develops sense of responsibility and creative thinking to problem solving.
   1.5. Motivating Innovation through Reward and Recognition
   1.6. Provide Adequate Financial Resources for Innovation
   1.7. Create a Spirit of Teamwork: Free and informal interaction, encouraging the members to identify individual functional goals with organizational goals. This can help in free sharing of thoughts and ideas and light-hearted competition to motivate creative thinking.
   1.8. Exposure of Employees to Outside Ideas: Free sharing of ideas within the organization through internal bulletins and newsletters and also through events and activities such as workshops, seminars and lectures and journal subscriptions for exposure external ideas.
   1.9. Conduct Problem-solving Retreats: To go away from place of work to a different environment to ideate together to find solution to a problem.
   2. Process
   2.1. A Continual Flow of Idea is Required
   2.2. Review or Revise Suggestion Schemes
   2.3. Establish an Innovation Council
   2.4. Provide Time for “Pet” Projects
   3. Structure
   3.1. Differentiate the Structure: Structurally, Organization should be flexible enough to respond to the changes in the External Environment. It should have well-defined cross-departmental interfaces with adequate scope to integrate in response to structural changes.
   3.2. Encourage Different Viewpoints: This can help in getting different perspectives of a problem and eventually encourage creative thinking to find an appropriate solution considering the different functional entities within the organization.
   3.3. Establish Creativity Rooms Containing Books and Idea-generating Aids
   3.4. Proper interface between R&D and Marketing: This will help the organization to find accurate solution in the form of a proper product or service to satisfy the customer base.
   3.5. Encourage Cross-Training with well developed Learning and Development Support: More the people will understand different aspects of the functions within the organization; it will improve their ability to comprehend the problem and find its fool-proof solution.

Acknowledgement: The Essence of Management Creativity (by: Tony Procter)