Creative problem solving is
required when there is absence of any consensus regarding goals. Disagreement
over proposed solutions are bound to crop up if they haven’t been previously
faced because this leads to goals becoming uncertain.
Let us take the aviation
industry as an example. The way in which the various airlines have been
receptive and conscious of their flyers’ problems is a lesson to all the other
industries. They have taught other organizations the value of approaching
problems with creativity. They themselves have become more creative in their
thinking and the way in which they approach problems.
For example, it was observed
by the management of Air Canada that their logo – a bright red maple leaf
inside a red circle with a white background – was not cutting much ice with the
Canadian Flyers, who have reserved feelings towards their Government. This logo
for them bore too much association with bureaucracy.
Air Canada funded a
comprehensive study and the end result of the survey was that the Canadians
hold many home values endearing to themselves. The management decided to focus
on these qualities in their logo and tone down the Government association. In the
new logo, they designed the maple leaf in an earthy hue with an evergreen tail.
British Airways did a similar
thing with their creative problem solving. Colin Marshall came up with the
notion in the 1980s that employees would not treat customers in a better manner
until they received better treatment themselves. Keeping this in mind, Marshall
arranged for a seminar to train employees on relationships they might have with
others.
This significantly boosted the
staff morale and gave rise to the creative idea of installing TV cameras in
passenger waiting zones, so that they can file complaints immediately on
landing. These complaints were responsible for a change of uniforms for the entire
staff, improved appearance of planes – both interior and exterior, new
passenger lounges and promotional features for the airlines.