1.   Change is a law of nature. The traditional pace of reacting to the slow, evolutionary changes taking place at the market place in society and even government is inadequate for the rapid and revolutionary changes taking place now. Current practices and solutions need to be replaced by different, more effective and innovative solutions and systems.

2.  Further, many of the earlier solutions are not working at all. New solutions to current situations and solutions to new problems caused by the changes need a pro-active, flexible, and innovative mindset on the part of management in order to survive and win the race.

3.  Every change produces some problems. The number of changes (and hence, problems) in everyone’s personal, social and professional life is now quite high, and growing almost exponentially. However our individual and collective capacity to solve problems has not kept pace with the rate of rise in problems, so that too many problems remain unresolved affecting our effectiveness and also peace of mind.

4.  Unresolved problems grow into crises, the frequency of which is rising all over the world. Behavioural problems grow into industrial strikes, divorces, flare-ups between ethnic or religious communities etc. These are caused by dissatisfaction, anger, lack of communication, intolerance for others’ perceptions etc., coupled with rigidity of the mind.

5.   Non-behavioural problems also cause crisis such as serious illness or death due to bad living and eating habits, machine breakdowns due to delayed maintenance, accidents due to neglect of safety measures, stock outs or excess inventory caused by excessive/insufficient inventory due to uncontrolled purchase/withdrawals of stores etc. Generally the crises in non-behavioural areas are due to neglect of preventive measures or safeguards existing in the system or poor systems and procedures in the first instance

6.    The huge backlog of unresolved relationship problems, and the frequent crises in other areas are creating great increase in stress for everyone - school children, youth, the older and even the aged/retired persons.

7.   Continuous and uncontrolled stress reduces problem solving ability. It also causes irrational behaviour, intolerance and insensitivity to the needs of others. All these contribute to more problems, more crises and cynicism.

8.   Changes and problems have always been there. What is new now is their great increase in relation to our capacity. Increasing the capacity to solve problems has therefore become a major need of everyone - families, schools, professions and in general, the society. The leaders in these fields have a major responsibility towards themselves and their groups or organizations in this regard.

Problems

9.        A problem remains a problem because solution(s) are not visible within our mental space. Further, many of yesterday’s solutions are not working in the changed conditions. We need new i.e. different solutions.

10.     Creativity is every human being’s limitless ability to think differently - to take different perceptions of an object, a person, a concept, or a situation (including a problem person, a problem concept, or a problem situation).

11.     However, our creativity is mostly blocked due to childhood conditioning and later by rules of conduct and stress of survival in a rigid social or organizational structure.

12.     Creative Problem Solving (CPS) techniques blast though these blocks. Once unblocked, the brain is capable of giving (making visible) unlimited number of solutions. One or more of these solutions may be chosen for implementation as per the criteria for success or benefits.

13.     Since new problems will always appear in all walks of life the opportunity for using creativity is unlimited. Since every problem solved is another step towards some improvement, problem solving becomes a route to any chosen area of improvement, leading to evolution in the long run.

14.     The leader in an organization, society or even family is the custodian of progress of those whom he leads and should take advantage of – indeed; seek out - means and methods to make their evolutionary progress. Persons who regularly use CPS to solve problems always look upon the latter as opportunities for growth.

Creativity and Mental Blocks

15.     The human brain is an extremely complex organ with many functions and programs (operating processes). It triggers conditioned responses (automatic, unconscious actions) to sensory stimuli (seeing, hearing, touching etc) or even to thinking about something. These responses are like computer programs. They reside in the left hemisphere of the brain. The imaginative, creative, intuitive processes reside in the right hemisphere of the brain.

16. Mental blocks are mental programs (thinking patterns) that cause inappropriate automatic (unconscious; not deliberate / reasoned) behaviour when triggered by a stimulus. The primary purpose of these mental programs is to ensure our survival e.g. to prevent us from behaving in an inappropriate or unsafe way.

17.  When the conditions for which the mental programs were originally developed by us change, they create irrational behaviour that is inappropriate to the changed conditions. That is when they become mental blocks to creative thinking. Rigid mindset is an example of many such blocks operating in a person.

18.  When conditions change, new solutions are needed but the mental blocks prevent us from using our creativity - ability to move away from old patterns of thinking and behaviour, and exploring and discovering new ones.

Solutions

19.  Left-brain is our primitive conservative anchor, suspicious of any change. It can only give win/lose type of solutions in accordance with its basic survival pattern. They cause resentment, anger for the loser as also his/her resistance.

20.  Creativity resides in the right brain. It is stimulated by removing mental blocks (by special CPS techniques) and also by any kind of challenge. Problems provide the challenge. The CPS Process is structured to do both simultaneously.

21.  Right brain gives win/win type of solutions that are beneficial to every one. Hence    
 they provoke acceptance, enthusiasm, cooperation and friendliness.

Energy

22.  As CPS begins to stimulate the right brain (for creative thinking) and dissolves the mental blocks, a great deal of the energy locked up in maintaining the blocks, is released, giving us the following benefits:

·     Energy for healing of injuries (physical wounds) and damaged relationships (mental wounds)

·     Energy for immunity – physical, from pollution and infections; and mental, from criticism, unfairness, hatred and other destructive emotions

·     Tolerance and sensitivity for needs of others (empathy); these naturally create cooperative attitude and teamwork

·     Intuition – a sense of the future

·     Powerful self-concept and self-confidence

Results

23.  CPS process is attractive to management as it gives enduring solutions to their current problems and simultaneously strengthens the organization internally, to prevent future problems. The latter is a by-product requiring no extra effort

24.  All types of problems – technical, organizational, or behavioural – can be solved by CPS techniques, because the blocks that prevent the solutions becoming visible are not intrinsic to any problem; they are in the mind of the problem solver.

25.  As the problem owner himself finds own solutions, there is no internal resistance from him/her to implement it. It also generates problem-consciousness in him/her and he/she stops creating new problems in that and other areas.

26.  In a complex organ, organism, and organization any problem or degradation anywhere causes some problem or degradation everywhere in that organ, organism or organization. This leads to one or more ‘messy’ conditions. Fortunately, the opposite is also true i.e. any prevention or correction anywhere causes some prevention or correction everywhere. Hence, exposing all problems is necessary on a regular basis.

27.  Usually, the roots of most problems remain hidden and mixed in complex ways. We cannot correlate them with their effects. Hence, we only tackle symptoms (such as taking aspirin for a headache) leaving the roots untouched. As a result the number of problems, large or small, increase phenomenally - especially in modern organisations, which have so many elements related to each other in complex and usually unclear ways. Even a most formalized organization has an informal one working in parallel and with hidden agendas’ of the members. Superficial methods to create ‘transparency’ do not work here.

28. Problems as noticed first are usually symptoms of some deeper roots. Thanks to the right brain stimulation, these are exposed in the CPS process in a gentle, non-threatening, and even enjoyable manner. The solutions involve removing these roots and eliminate present problems and prevent future ones

29. This is achieved when everyone in the organization participates in the CPS Process. Then the beneficial effects are multiplied, permanent and speeded up.

Many New Challenges for the Modern Leader

30.  Today’s leadership challenges are far greater and more difficult than those of yesterday’s leaders. The reasons are:

·      Modern organizations are complex, interconnected and with several ‘specialists’ elements (such as legal, R & D) that are beyond the knowledge and competence of the leader.

·     In the organizational hierarchy the problems at the front end are distorted when they reach the top level, causing wastage of the leader’s time and energy in tackling wrong problems

·     Modern leader is required to influence giant, even global sized organizations and governments The groups are large, with considerable disparity in their incomes, religious faiths, living styles, and cultures and traditions. This demands great flexibility of mind, tolerance and patience from the leader (In the older days groups were compact and culturally similar).

·     A leader cannot exist without followers. “Followership” patterns are also changing. Demanding unquestioned obedience in the tribal days has given way to the modern leader being occupied in (and affected by) internal organizational, conflicts, empowerment (demands for employee participation in decision making), equality, greater dependence on specialist’s expertise and so on.

·     Attention to critical details such as human relationship is lost or becomes difficult for the overloaded leader to attend to.

·     The people who actually get the results – the operators, the maintenance men, the research scientists, the soldiers, the sales persons etc are too many and too remote for the leader to have a personal contact and influence. He has to lead them through others – who may or may not be good leaders. Developing the latter is also a very important responsibility of the leader.

·     Distance of the leader from the front-end operators causes insensitivity and reduces leader’s influence. (A study conducted by this Author over a twenty five year period in several large organizations in the government and in the public and private sector showed that no more than about twenty percent of the orders and instructions issued by the top management are actually implemented. This shows how the leader’s vision and influence gets diluted. The main reason is lack of sensitivity to the real problems of the ultimate producers of results.

·     Everyone from housewife to a factory worker is undergoing an increasing amount of stress in every aspect of life. This has caused, across the globe, a higher level of intolerance, apathy towards one’s duties and insensitivity to the needs of others. The powerful audio and video media and Internet etc rapidly spread bad news across the world. In the background of growing intolerance, this arouses passions causing the most irrational behaviours in communities quite far from the source of the news event. The frequency of such events is on the rise.

·     Episodic (irregular/occasional)) stress is a motivator for action; but the modern leader is now exposed to too much stress almost constantly. This affects his/her efficiency and quality of decisions. It affects that of the subordinates also as a leader is a multiplier of their own stress.

·     Panic decisions of the leader badly hurt the entire organization. A highly stress leader and the stressed followers cannot use their full potential for success.

·     Leaders of large/complex organizations tend to rely on themselves or a ‘think-tank’ as the only source of innovative ideas and for solving complex problems. This is neither enough nor proper, when so much power exists amongst all the employees. The leader cannot meet the challenges thrown by the external environment all by him/herself. He/she needs the cooperation and even support from within the organization. Hence, all members of the group/organization have to become individual ‘think tanks’.

·     Orders and rules of procedure, traditions, laws and rules of conduct in the society etc. are not enough and may sometimes become counter-productive by inhibiting the creativity of the employees. Indeed, more laws and rules are being flouted today, more frequently than ever before

·     Thus, it is clear that today’s leadership has many different and difficult dimensions as compared to those of any earlier generation. He/she needs a transformation process that will enable him to get the cooperation, support and enthusiasm of those whom he/she leads and that too in a natural way.

·     Such a process should

(a)  Reduce internal conflicts that rob the organization of energy for survival as well as growth.

(b)  Decentralize leadership to ensure self-regulating and self-sustaining empowerment at all levels

(c)  Significantly reduce the stress for all employees, and the leader.

(d)  Develop new stabilizing values in the organization – values that are most needed by the organization to meet its current goals, beyond those needed for solving problems.

31.      CPS Process is such a process of transformation to achieve all these with no 
     extra effort

The Transformation

32.           Transformation of individuals is reflected in the following ways:

·         Increased ability and self confidence (to solve any problem)

·         Greater sensitivity to problems generated by himself/herself

·         Greater initiative, even enthusiasm, to seek out obstacles and new 
    challenges

·         High self-concept, replacing pettiness, tyranny, and inferiority complex

·         Natural teamwork; willingness to understand other points of view

·         Whining/complaining/cynicism replaced by being constructive and positive

·         Spontaneous novel innovations (even if unrelated to their job)

·         Strong sense of humour – ability to sustain in hard times

·         Unlimited energy and ability to cope with stress

·         Immunity against disease, infections and pollution; self healing

·         Healing of relationships

·         Strong intuition (most necessary for higher levels of managers)

33.            The observed indicators of organizational transformation are:

·         Rapid achievement of even difficult goals (tough challenges stimulate 
    creativity)

·         Almost total elimination of waste in all forms – labour, material, time, energy

·         Elimination of unnecessary bureaucracy (that tends to develop in large   
    organizations)

·         Sensing of problems in their early stage of development (preventing crisis)

·         Sharp increase in output – production, productivity, sales, service, profits  
    etc.

·         Dramatic improvement in performance and life of plant and machinery

·         More time available for senior managers for strategic thinking (since many  
    of  the problems that arise at lower levels are solved at the source only)

·         A powerful sense of ownership, pride, and high morale amongst employees

·         Improved inter-personal and inter-departmental relationship

·         Natural development of leaders at all levels

·         Energy for continuous transformation of the organization

Characteristics of Problems

34. Following characteristics of problems were kept in mind while developing the structure of the CPS process. (The desired improved situation is shown in brackets).

·     People tend to hide or ignore a problem rather than face it, due to the fear of being blamed for it or made to solve it (Support recognition/admission of problems).

·       People who create a problem are not often directly inconvenienced by it (No passing of problems to the next process. The culture is one of taking responsibility and serving the‘internal customers’ first)

·     Negative reaction to a problem causes it to escalate (Problem situations viewed positively)

·     Problems appear as symptoms of which we become aware only when they cause discomfort. Unattended behavioural problems grow into crises such as strikes. Non-behavioural problems aggravate into crisis such as machine breakdowns, accidents, excess inventory etc. Neglecting preventive measures or safeguards built into the system, or poor systems and procedures cause these crises (Problems are pro-actively identified at all levels, tackled preventively and not allowed to grow into crises. Malfunctioning systems and procedures are quickly corrected)

·     Ego and survival instincts prevent a person from recognising or accepting the possibility of his own contribution to problems. There is a tendency to blame others for one’s problems (Every one accepts responsibility for his/her contribution)

·     Tackling externally created problems before preventing those caused by one, and accepting only partial solutions or compromises (Greater priority for solving self-created problems)

·     Enforcing change causes fear and resentment – emotions that breed overt or covert resistance and even hostility (Mutual, considered acceptance of solutions)

·     Most problems occur in cross-functional areas (Problem solving viewed as opportunity for co-operation and not as conflict-resolution)

·     Unworkable policy or procedure set by management creates problems at the front end (operations, sales etc). When passed up the hierarchy, they get distorted (The problem solving structure finds solutions at the front end and progresses upwards involving managers all the way, so that their higher level roots are clearly brought out and tackled at that level)  

·     Only ‘think tanks’ tackle problems. The resistance or hidden negative effects at lower operating levels are ignored. (Problem identification and solving at all levels; Developing conscious and sub-conscious awareness of own errors ensures self-correction and prevention)

·     Every problem, besides causing some effects, is itself the effect of many inter- related causes (A structured process for identifying root causes and selection of right problems for attack)

·     Problems are interactive. Any problem anywhere in a complex system causes some problem everywhere in the system. Selection of problems is critical but difficult (Structure of CPS helps identify the best problem for attack. CPS approach is “any problem prevented or solved anywhere prevents or solves some problem everywhere”) 

·     Buck passing due to lack of time, inadequate problem solving skills or lack of sense of ownership (applying CPS to work and time management; acute sense of responsibility)

·     Senior managers busy with problems and conflicts of subordinates and have little time to handle their own escalating problems (Problems are handled at each level. Only those beyond their power to act are raised to the next level. Seniors get time to handle their own problems)

·     Every change produces some problems. As changes are occurring fast, problems are increasing faster and so are crises. Due to inadequate capacity to solve problems, more and more problems remain unsolved. Due to pressure of time in overcoming crisis we use quick-fix solutions, which leave side effects that add to problem solving load (CPS across the organisation enormously increases the capacity to solve problems. Quick fixes become unnecessary)

·     Stress accumulates from unresolved problems at home, on the street, in the office or plant. It reduces our creativity and ability to solve problems. (Problem treated as challenge stimulates creativity, which is enjoyable and relaxing. .It neutralises stresses; Solving problems strengthens ability to tackle problems from external source, or at least reduce their impact)

·     Our ego and survival instinct do not allow us to accept or even recognise, the possibility of own contribution to our controllable problems (which are few) or those of the environment around us (which are many). Our controllable problems are our habits, health, ignorance etc; the many external problems, uncontrollable by us, are people, products, machines or environment. Instead of tackling the former we blame others, or try to solve problems outside our control and get disappointed by the result and again blame others for non-cooperation. As these are very difficult to solve we tend to accept partial solutions or compromises disguised as solutions - and temporary ones at that (Recognition that the individual or the group may be their cause or the effect or both and taking steps to control self).

·     Negative reactions cause a problem to escalate (Positive aspects of the solution are considered; problems are treated positively, as opportunity)

·     Several such problems get extraordinarily entangled and create a “mess”. They appear mostly as symptoms of which we become aware only when they cause us discomfort. (CPS techniques unravel and extract individual problems for attack from a messy situation. The principle used is “concentrate to penetrate”)

·     Due to our position of power we may succeed in (apparently) changing the behaviour of a human source of a problem. But this usually leaves a residue of fear and resentment – emotions, which are breeding ground for overt or covert resistance, ready to become hostility as soon as conditions permit. This is how crises are made (problems solved cooperatively, usually in cross-functional mode; problem owners accept responsibility for solutions. The process creates acceptable solutions that do not need imposition e.g.: self-discipline versus imposed one

·     Crises have become endemic as problems are escalating into crisis (replace crisis management by problem management; be sensitive to problems at early stage and solve them before they escalate)

Introducing the CPS Process

The CPS Process was developed by this Author during his UN (ILO) assignment as Productivity Expert in Nigeria, originally to solve problems of the industry, plantations and government. However, when he added the creative dimension, it developed into a transformation process. This was confirmed during his subsequent work (and refinement) with several government, public sector and private sector industries in India (coal mines, cement, petrochemicals, and fertilizer and chemical process plants, TV tubes, tractors, nuclear and thermal power plants, road transport, an international airport, tourism, software, and the Indian Army)

Institutionalising the CPS process has been effectively tackled by adopting a structured approach to which top management has to be committed right from the start. Also, the process has to cover the whole organization. Problem solving is like discipline. Can you have discipline for only a few individuals in a unit?

Initially, a three-hour presentation to the top management helps them appreciate the CPS Process better, and clarify their doubts or reservations, so that they can decide on its introduction on a pilot basis. This also gives the Consultant an opportunity to assess whether the organization was ready to begin/absorb the CPS process.

This is followed by a “Diagnostic Meeting” of the top management, in which all obstacles (problems) to reach the stated goal are brought out through an ‘unfreezing’ process. Ten to fifteen critical and/or urgent problems are selected and allotted to individual middle level managers who are connected with these. They undergo a sixty-hour exposure (spread over four to six weeks) to the CPS methodology, using the given problems as ‘cases’ for learning application of the techniques. The pilot cycle takes about three months. It also covers some fifteen to twenty Action Teams (worker level problem solving teams). They solve the selected problems and implement solutions if within their power to act.

Often the problems are completely resolved during the workshop itself. Others take more time. After solving the problems and implementing the solutions they take up new problems without any additional CPS exposure. The problems given to managers are mainly non-behavioural e.g. technical, quality, administration, sales, R & D.

This invariably exposes newer and usually deeper problems. The problem solvers then take up these or any other new problems. Any parts of the given problem beyond their power to act are automatically taken up at progressively higher managers who are also exposed to appropriate CPS steps. Action Team leaders are first line supervisors who are trained to set up problem solving teams of workers. They meet weekly for an hour and brainstorm and discuss only the causes leading to the given problems (poor craftsmanship, absenteeism, low morale, negligence and others) caused mainly due to poor habits, attitudes, and relationships The special way in which these are discussed creates deep awareness of their contribution to the problem, In turn their own attitudes, relationships and habits change completely in about three months. Then the teams disband and new teams are formed.

The team leaders meet the top management steering committee once a month and indicate such newly discovered problems as were beyond their power to act. The latter then arrange for their solution separately. Sometimes the teams also suggest changes to procedure, technology etc as they go very deep into the actual application of these at the working level. The Steering Committee then asks experts or the CPS trained managers to examine these as new problems.

After the experience of the first cycle the final decision to continue can be taken, based on current priorities and benefits noticed. The Consultant also modifies the methodology somewhat, to suit the local culture and operational ethos in the unit. In due course, at a pace naturally matching the needs and capacity of the organization, the CPS Process is extended to all levels of the organization. This may take another three months for a small unit, and two to four years for large multi-unit organizations.

After the first two or three cycles of CPS, the organization develops its own ‘internal consultants,’ and extends the CPS Process across the organization to obtain its tremendous ‘transformational’ benefits.

The structure of CPS has three parts. At the top level of management, periodic creativity-stimulation sessions develop new scenarios of the environment, many strategic options to choose from and a perception of potential problems. At this or the next level creativity sessions are used to develop a large volume of innovative ideas for products, services, or technology, or even internal policy and procedures. At the operational level, creativity is used mainly for problem solving as explained above (some problem solving will also occur at the higher levels, if needed. When CPS is well established an organization moves from the mainly reactive mode of problem solving and survival, to the mainly proactive mode of innovation and growth. Both these are the major functions of every leader.

Implementing any change will meet with resistance. The leader will find it very difficult to overcome the combined resistance of several individuals at various levels. Enforcement can be easily sabotaged. Even reluctant acceptance will not do, today. CPS actually creates enthusiasm for the selected solution because a person involved in finding a solution automatically develops a sense of ownership for the solution and his fear or natural resistance evaporates. A relatively inferior solution discovered by a person or a group for their problem, themselves, has a much greater chance of being accepted and implemented than even an ideal solution imposed on them.

In the initial stages the organization has a problem-solving orientation. Later, there is preponderance of challenge-taking orientation. Problem solving looks at the current internal functioning of the organization. Innovation looks outside the organization and into the future. Both need application of creativity of its members.

Why Transformational Efforts Fail?

It is useful to understand why many a sincere and well-planned transformation by the leader fails. John P.Kotter has made an impressive analysis of these reasons in his leading edge paper titled, “Why transformation efforts fail” in Harvard Business Review - Mar-Apr 1995. The errors pointed out by him are as under ; ( My comments are in italics )

1. “Not establishing great enough urgency”- (Management must show urgency and behave as if the transformation was as much for them as for others. Their support has to be both active and visible).

2. “Not creating a powerful enough guiding coalition”- (Involvement of top management and senior officers lends authority to the guidance mechanism.).

3. “Lacking a vision”-(A” picture” of what the organisation will look like in terms of all its components, in particular its human resource, must be created. Research shows that our map of reality in the form of these pictures is our internal motivating force. The more vivid, ambitious and frequent these are, the greater is the chance of their achievement).

4. “Under-communicating the vision by a factor of ten “-(The vision must be communicated feelingly, and not just intellectually, to everyone in the organisation and those  closely connected with it. The cumulative behavioural effect of everyone’s mental pictures is extremely powerful. This is just like laser i.e. synchronised light; the metaphysical analogy would be mass prayer; or even mass hysteria, which is caused by destructive, pictures simultaneously created in thousands of minds. Their power is well known).

5.  “Not removing obstacles to the new vision”-(Change meets with overt or covert resistance due to fear of the unknown. Traditional leadership was adequate for “ status quo” or slow evolution but not for the almost revolutionary rate of change occurring now. The change- process has to be non-threatening It should not make unrealistic demands on top leadership and be so acceptable to human nature that it creates enthusiasm and not resistance as the transformation proceeds. CPS Process meets these criteria as it constantly  removes the obstacles to the new vision).

6.  “Not systematically planning for and creating short term wins”-(Nothing succeeds like success. Early small wins lend credibility to the process. Participants move from being curious or indifferent onlookers to being first cautious and then active partners. This is part of any transformation process. To be successful, the process must be capable of delivering some quick successes to start with; otherwise people will get impatient and even lose heart. The CPS Process is a self-regulating one, delivering only what is needed and at a rate which can be absorbed by the work culture and not be alien to it. CPS moves even hostile persons, in gentle stages, to enthusiasm).                                                                                          

7.   “Declaring victory too soon”- (Symbolism is deeply embedded in the human psyche; so much so that we mistake celebration for success. We are too keen to jump at the slightest indication of success. Giving a “pat on the back” is all right but it should not be premature or else unrealistic expectations and disappointments become inevitable. Till the process stabilises one should be careful about celebrations. Very small initial success celebrated with much fanfare tends to make management complacent about their own responsibilities in this matter).

8.   “Not anchoring change in the corporation’s culture”- (If the change-process does not adjust itself to the local culture, the work ethos and habits developed over the years, it will tend to become” revolutionary”, and no matter how successful it was elsewhere or even everywhere, it may meet instant death here. Just as plant life in the world has adjusted itself to the local climate and soil conditions, the change-process must have in-built modifier, accelerator, inhibitor or governor. Typically, the process in a service organisation will have to have different order of events than in a production unit or a corporate headquarters. Only those processes, which adjust in content and method to the context in which, they have to operate will survive. This capability is the greatest strength of the CPS Process.)

Behavioural Changes in Action Teams

Action Teams are problem-solving teams at the level of workers. During their weekly meetings they only undertake detailed root cause analysis using NGT method of brainstorming, after which the participants feel great relief - like the cathartic relief one gets after vomiting an unpalatable substance swallowed earlier. Under the guidance of a skilled team leader/facilitator, the hidden “behavioural” roots of the problem are exposed and bring relief to the members of the team by gently releasing the destructive energy contained in suppressed resentments, anger and disappointments. The aid used for this is the “Cause-And-Direct-Effect Table” (a modification of the Ishikawa diagram), developed by this Author during his consultancy work at coal mines and a large transport undertaking. The discussions are confidential, with no superior pressure at all. But there is a lot of peer pressure, which, coupled with the unburdening of mind, makes them powerfully and ungrudgingly conscious of their contribution to the given problem. Slowly but surely this changes their behaviour. The given problem then becomes an aid to transformation. It takes ten to twelve weekly meetings of an hour’s duration to achieve an enduring effect.

These teams when formed at worker level look like quality circles but their purpose is quite different and so are the methodology and the techniques they employ. Quality circles focus on solutions whereas action teams focus on causes. At higher management levels, the process is less structured and a consultant’s intervention is usually needed.

Development of Team Spirit

Like the strong bond developed by members of families that have braved adversities together or soldiers and officers that have faced the enemy together, the Action Teams share the experience of tackling an adversity provided by the given problem. Since the process creates deep consciousness, the bonding, too, is strong and lasting amongst the members.

Empowerment by Decentralized Thinking

Usually, ‘think tanks’ or committees tackle problems in most organizations. These separate the problem owner from the problem solver. Without participation of the problem owner (those who face the problems) the solutions are not realistic, nor implemented. Committees are supposed to jointly solve complex, interdisciplinary problems; do not really do so. Often, solution-finding activity is derailed by ” hidden agenda” and departmental loyalties. The agreed solutions are usually compromises dictated by the power structure within the committee. Committees rarely produce truly win-win solutions or enduring ones. They only temporarily diminish the present load of problems but leave a trail of others and some new by-problems “to be handled later”.

On the other hand, the team-solutions endure because they are win-win types; and any compromises contained in them are made with open and willing acceptance and not forced by the power equations within the teams. Problem solving load is diminished.

Jagriti – The Individual’s Transformation

For every visible problem there are hundreds of invisible problems, mostly behavioural. Behavioural changes brought about by force of authority are temporary as there is always some covert resistance. Behavioural changes brought about by developing consciousness - better expressed as jagriti (awakening), a term spontaneously given by an illiterate coal miner in Bihar (1988) while undergoing this process.

The action teams use NGT to expose all causes leading to the problem-situation and as mentioned earlier, develop a Cause- and- Direct- Effect Table which establishes the direct result of each cause in the Table. For this, each item is examined for it relationship with all other items in the list. Thus, each item in the brainstormed list of some fifty causes will be examined forty-nine times. Some of these items would be “effects” of the attitude, habit or relationships of some or all participants. Each participant would thus hear the comments of his team members on such causes many times. Repeated references (which are not specifically directed to him but he hears them nevertheless) subconsciously impacts his behaviour. The inevitable peer-pressure in the cohesively developed team sensitises him to his own contribution and creates the necessary consciousness. This is the heart of this process. It actually alters problem-inducing behaviour of several persons at once.

While Action Teams concentrate on their own contribution to the problem they also encounter obstacles that are out of their control. They do not waste time on these but hand them over to the management in a meeting with the “Steering Committee”. The spirit is not one of complaint but of communicating to those concerned, whatever new problem was found/ discovered. If management does not agree to the perception of the team, they clarify the position. If they do agree, then it is their responsibility to remove these obstacles shown to them by the Action teams. This is a great opportunity of building up communication, especially because there is a consciousness on both sides about the need to solve the related problem.

Creativity techniques have to be learnt in the classroom and applied where the problem exists. The process involves redefinition of the given problem in many ways. Each definition represents a different perception of the problem situation. This experience of repeated perception-changes begins to shift the problem-solver’s own perception in all areas including those in his personal life. In this process he himself changes. Even a hard-boiled egotist begins to do constructive introspection. Visibly, he becomes much more tolerant, accepts existence of contradictory views, without having to agree with them. He becomes a co-operative and contributing member of the organisation

Two Different Approaches to Transformation

The two different approaches to problem solving transform people in different ways. The Action Team Process creates team-spirit and co-operation, improves work-related habits and relationships within the group, and overall attitude towards work through Jagriti - a process of developing consciousness, an awakening. The creativity techniques adopted for solving non-behavioural problems, usually by individual managers, alter their perceptions in almost every area of their work and even life. When both approaches are used, the organisation transforms in every direction needed by it at that point of time. Intuitively, the managers at all levels begin to sense what was right and what needed change. The open-ness and freedom of expression created by this process actually urges them to share their thoughts. Imposed discipline is replaced by self-discipline. Indifference gives way to enthusiasm. This happens at all levels when all are exposed to the CPS Process. Suggestions for improvement pour in, indicating widespread sense of ownership