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|  | |  | | | Strategies for Creative Problem Solving (2nd Edition) | | | | | SKU:
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Usually ships in 1 business days | | | | | | A Systematic, Proven Approach to Problem Solving–Now Fully Updated with New Examples and Interactive Resources Strategies for Creative Problem Solving, Second Edition, will help you sharpen your “street smarts” and leverage your creative skills to find better solutions for virtually any technical problem. Drawing on advanced, National Science Foundation-funded research, it introduces a start-to-finish problem-solving framework that integrates proven strategies from today’s most effective technical organizations. Using its hands-on techniques and exercises, you’ll learn how to gather data, systematically identify problems, generate superior alternatives, choose and implement the best solution, evaluate what you learn, and use that knowledge to create even better outcomes. The first edition of Strategies for Creative Problem Solving won the prestigious American Society for Engineering Education Meriam/Wiley Distinguished Author Award. This new edition has been systematically updated and revised, offering even greater value to every engineer, technical practitioner, and student. Among its many improvements: - Dozens of new examples, plus two detailed real-world case studies
- Better, more coherent organization, reflecting feedback from thousands of students and professionals
- New coverage of team-based problem solving, including conflict resolution
- More coverage of critical thinking, including the use of the Socratic method
- An introduction to the powerful TRIZ technique for resolving contradictions
- Proven troubleshooting algorithms for identifying root causes of equipment and process problems
All-New CD-ROM and Web Site The CD-ROM and Web site contain numerous enrichment opportunities for both students and instructors including - Interactive Computer Modules: Seven simulations, which are linked to the book’s content and are designed to deepen your expertise with every stage of the problem-solving process.
- Summary Notes: Chapter-specific material that highlights important points in each chapter–excellent for classroom presentations and concept review.
- Learning Resources: Thoughts on problem solving; closed-ended and open-ended problem-solving heuristics.
- Professional Reference Shelf: Additional examples and problem-solving material.
- Additional Study Materials: Course syllabi and Web links to related material.
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| | Product Details | | Author: | H. Scott Fogler | | Paperback: | 320 pages | | Publisher: | Prentice Hall | | Publication Date: | September 08, 2007 | | Language: | English | | ISBN: | 0130082791 | | Product Length: | 6.98 inches | | Product Width: | 0.73 inches | | Product Height: | 9.25 inches | | Product Weight: | 1.19 pounds | | Package Length: | 9.1 inches | | Package Width: | 7.0 inches | | Package Height: | 0.7 inches | | Package Weight: | 1.05 pounds | | Average Customer Rating: |  based on 10 reviews |
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| | Customer Reviews | Average Customer Review: ( 10 customer reviews )
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Most Helpful Customer Reviews
14 of 14 found the following review helpful:
 Well organized, and entertaining intro to problem solving Aug 29, 1999
This is a systematic and well organized introduction. I used it with managers and students not just engineers. What was important was not just to follow an algorithmic approach but to imbue a way of thinking. It simply is not true that everyone has formed the discipline to use their mind following these or similar heuristics. We may stumble on them naturally, I agree. But for many people this is a useful revelation. In addition to the book, they have produced software to engage you in learning the problem strategies. Compared to many other books on the subject, this book has enough real world examples and strategies that it is not just pop psychology or wishful thinking or one more brainstrom with web-like diagrams.
2 of 2 found the following review helpful:
Great book Jan 30, 2011
By michael
I purchased this text book and it is great book for the class that I am takeing. The book does a great job at breaking down the thought process behind solving problems. Explaining how we miss the solution to a problem by looking at the wrong part of the issue. Many times we over analyze things so much that we cant see the most simple things.
1 of 1 found the following review helpful:
A fine book to illustrate the concepts Feb 07, 2012
By Dspkable
It contained of situations to give great examples of the concepts. Easy to read and the class I took related to this seemed to go in order.
9 of 13 found the following review helpful:
 Step 1: Think About Your Problem. Step 2: ????? Step 3: Profit. May 20, 2009
By B. P. Cleary
This book is absolutely not for engineers.
This review is for the first edition, but too much is wrong for the second edition to correct.
This book talks about taking risks and looking for paradigm shifts and synergizing your lateral-thinking hoobahooba MBA jargon nonsense. Its example of problem solving heuristic is
Define the Problem
Generate Solutions
Decide the Course of Action
Implement the Solution
Evaluate the Solution
Then it gives no concrete guidance on doing any of them. It actually suggests looking for wise employees ("Go talk to George" the cartoon owl) whose experience will include an existing solution. By that logic, it should explain how to hire people to just solve all our problems for us.
It is well organized; like a fourth grader's math book -- complete with pointless cartoon airplanes in the margins. The examples (as many business/marketing as engineering) have zero analysis, but instead jump non-sequitur to conclusions that, of course, support whatever vaporous jargon is on that page. It basically reads like a self-help seminar.
Amid ridiculous single-page introductions to flowcharts and fishbone diagrams, the only technique I found novel was the Duncker Diagram -- and I had to go to Google to get any details. In the end, some version of these tips might be useful to children, but this is not a guide to systematic problem solving. If you want a book on marketing-type creativity, I suggest How to Get Ideas. If you want structured problem solving techniques, I'm still looking for something better than Wikipedia.
8 of 12 found the following review helpful:
Good book Jun 11, 2006
By Newton Ooi
I used either this book or a similar one for my freshman engineering class. The reading and technical difficulty was appropriate for me in that class. Having worked at TRW, a little at GM, and now at Intel, I believe the concepts taught in this book are quite useful, and are practiced often by engineers at "engineering" companies. The problem is this book is usually read by students in their 1st year, then for the following 2 - 3 years of undergraduate schooling, students essentially sit in lecture classes learning concepts of science and technology. Come senior year, students are then expected to implement the lessons from this book as part of doing their capstone project, as if they even remember this book.
Written by two engineering professors as a book for beginning engineering students, the problem solving concepts contained in this book are appropriate for anyone working in any field; not just engineering. The problem is it does not introduce students to the reality of life as a working engineer and does not help students choose which field of engineering they like to join. The question begs then as to what is the reality of life as an engineer... Excluding engineering professors, here is what I picture as the realities of being an engineer:
1) Technology constantly changes. Part of being an engineer is always deciding which changes to adopt and which to ignore. For example, at my biweekly group meeting in Intel, our manager shows us new automation software that we as a group must decide whether or not we want to adopt. We don't write these software, but we have to decide whether or not we want to use them.
2) Our skills are not needed. Doctors will always be needed, because people always get sick or hurt. Teachers will always be needed, because people always need to be taught stuff. But as engineers, many of the services and expertise we offer society can be done without. If the price of gasoline keeps going up, a lot of engineers who specialize on combustion engines are going to find themselves obsolete. Likewise, the rank of analog engineers working at Motorola have dwindled over the past decade. Therefore, part of being an engineer is having to constantly learn new skills.
3) We are very replaceable. For example, a family physician obtains and sustains his business by spending quality time with each and every of her patients. Very few people, once they find a family physician they like, will switch to another one. The same concept applies to dentists, car mechanics, hairdressers, tailors, vets, babysitters, home repairmen, insurance agents, etc...
But engineers by and large work on producing a physical item; i.e. a computer, a car, a knee implant, a radio, etc... Outside of bridges, airplanes, power plants, etc... the final purchaser of our product will never come into contact with any of the engineers who helped designed or produced it. Therefore, price becomes more important in the purchasing of engineered products. The products engineers make must therefore improve with time. Continuous improvement is the key phrase here.
4) Related to the previous item, the personal relationships engineers work with are quite different than those of other occupations. Specificaly, if I am a vet, and one of my customers does not like my work, she won't come back again. Simple as that. In extreme cases I might get sued. Likewise if I am a teacher, and students and parents constantly complain about my teaching, I might get moved to another school, or assigned to teach different classes, before I get fired.
But as an engineer, a) our skills are so specialized and b) the products we produce can be so easily quantified in metrics, we in general are subjected to more (not necessarily harder) standards and guidelines. As an engineer, my customer is not Joe on the street, but is another engineer farther down the "assembly line" who has certain specifications he has for the product/service he expects, but who does not have the ability to fire me or find a different supplier. Therefore, engineering companies have produced a whole system of procedures, data collection systems, automation software, tracking software, and work practices oriented around quantifying and qualifying the work of engineers. The goal of course is to maximize the efficiency and effectiveness of every thought, word and motion by evey employee. This is something that many individuals find hard to respect or appreciate when they first join Intel. In essence, working as an engineer means working not in a fishbowl, but in an aquarium tank; multiple eyes can and will look over you while you navigate the waters with other fishes present.
5) Automated devices and machinery. Engineers by and large are constantly working with automated tools of various sorts, sizes and dangers. Many of these tools are worth more to the employer than the engineer; so discipline and the ability and willingness to follow specific operating procedures is an absolute must for practicing engineers. At Intel, engineers get fired for operating a tool without having the proper certification, permission and documentation.
These then are the facts of life for engineers, and none of these are covered in Fogler's book.
See all 10 customer reviews on Amazon.com
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