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3 • Originality - Part 1

Originality is the ability to find a new or different way of solving a problem. It is a measure of uniqueness. And, in creative problem-solving, it comes in all shapes and sizes and degrees. Ideas can range in value from the completely new abstract mathematical theory, which will affect the thinking of scientists for generations, down to a way to save 10 cents a day in your mailroom. In practical, everyday business problem-solving, com­plete newness, or pure originality, is usually not what is needed. In fact, it may not even be wanted! The originality required of the business executive is more apt to be that of finding new ways to vary existing conditions, or new ways to adapt existing ideas to new conditions, or a new modification of some­thing that will fit in with an existing condition. And the difference between a great business executive and an ordinary one is often the ability to produce these "original" variations to meet new or -existing conditions.

The 1958-1959 "nervous period" in American business pro­duced several examples of the type of original thinking that can pay off in everyday problem-solving for an executive:

Sylvania Electric demonstrated a new approach to an existing condition this way: One of their lighting products had 15 per cent of the national market. The company wasn't trying to get more than this, because there were just too many competitors scrambling for that particular business. But when their sales in other lines began to decline, they took a new look at the problem. They finally decided to mechanize the whole production of that product. This resulted in their being able to cut costs and increase production to the point where they went way ahead of compe­tition and actually cornered 60 per cent of the market in the midst of the bad business times.

Reynolds Metals decided to adapt some of their existing ideas to the new conditions of selling caused by the recession. They began a rapid diversification into new markets with aluminum swimming pools, auto parts, boats, and cans. A vice president of the company, John Blomquist, said at the time, "We had all these programs before, but now that business is tough, we're moving a lot faster in these development areas."

California's Consolidated Electrodynamics showed real origi­nality by coming up with a new modification of the duties of their top-management personnel to fit the existing conditions of tougher business: their president stepped down to become an operating man again as senior vice president in charge of four of their fast-growing, but troublesome, divisions; their chairman of the board took over the president's duties.

These, of course, sound like obvious solutions to such problems. And, like most original solutions, they are obvious—once someone else has used them. But the first time they were used, they were original.

Related terms include bwl and small business development center.