Idea Transcript
Problem Solving Class notes #5
Generating Solutions
September 24, 2003
Once you have defined the problem you want to make sure you generate the best solution. Sometimes problems may seem unsolvable or they may appear to have only one solution. Nothing is more dangerous than an idea, when it is the only one you have. Perseverance is perhaps the most notable characteristic of successful problem solvers, so you shouldn’t become discouraged when solutions aren’t immediately evident. Many times mental blocks hinder your progress toward a solution. The first step is to recognize them, and then use blockbusting techniques to more forward toward the best solution. Some common causes of block: • Defining the problem too narrowly. • Attacking the symptoms and not the real problem. • Assuming there is only one right answer. • Getting “hooked” on the first solution that comes to mind. • Getting “hooked” on a solution that almost works (but really doesn’t). • Being distracted by irrelevant information, called “mental dazzle”. • Getting frustrated by lack of success. • Being too anxious to finish. • Defining the problem ambiguously. There is a direct correlation between the time people spend “playing” with a problem and the diversity of the solutions generated. Don’t be afraid to play with the problem. For example, the nine dot problem given below:
Draw 4 or fewer straight lines without lifting teh pencil from the paper that will cross through all nine dots
Normally, novice problem solvers will not cross a perceived imaginary limit – a constraint that is formed unconsciously in the mind of the problem solver – even thou it is not part of the problem statement. Whenever you are faced with a problem, recall the nine dots to remind yourself to challenge the constraints. Putting too many constraints (either consciously or unconsciously) on the problem statement narrows the range of possible solutions.
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Conceptual Blockbusting A conceptual block is a mental wall that prevents the problem solver from correctly perceiving a problem or conceiving its solution. The most frequently occurring conceptual blocks are: • Perceptual blocks • Emotional blocks • Cultural blocks • Environmental blocks • Intellectual blocks • Expressive blocks Perceptual Blocks Perceptual blocks are obstacles that prevent the problem solver from clearly perceiving either the problem itself or the information needed to solve it. A few types of perceptual blocks are: • Stereotyping: Survival training teaches individuals to make full use of all the resources at their disposal when they are faced with a life-threatening situation. For example, if you were stranded in the desert after the crash of your small airplane, you have to make creative use of your available resources. Consider the flashlight. The stereotypical use for it would be for signaling, finding things in the dark, etc. But how about using the batteries to start a fire, the reflector as a signaling mirror in the daylight, etc. • Limiting the problem unnecessarily: The nine-dot problem is an example of limiting the problem unnecessarily. The boundaries of the problem must be explored and challenged. • Saturation or information overload: Too much information can be nearly as big a problem as not enough information. You may become overloaded with details and be unable to sort out the critical aspects of the problem. Emotional Blocks Emotional blocks interfere with your ability to solve problems in many ways. They decrease the amount of freedom with which you explore and manipulate ideas, and they interfere with your ability to conceptualize fluently and flexibly. Emotional blocks also prevent you from communicating your ideas to others in a manner that will gain their approval. Some types of emotional blocks include: • Fear of taking risks: This block usually stems from childhood. Most people grow up being rewarded for solving problems correctly and punished for solving problems incorrectly. Implementing a creative idea is like taking a risk. You take the risk of making a mistake, looking foolish, losing your job, or getting an unacceptable grade. • Lack of appetite for chaos: Problem solvers must learn to live with confusion. For example, the criteria for the best solution may seem contradictory. What may be best for the individual may not be best for the organization or group. • Judging rather than generating ideas: This block can stem form approaching the problem with a negative attitude. Judging ideas too quickly can discourage even the most creative problem solvers. Wild ideas can sometimes trigger feasible 2
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ideas, which lead to innovative solutions. This block can be avoided by approaching the problem with a positive attitude. Lack of Challenge: Sometimes, problem solvers don’t want to get started because they perceive the problem is too trivial and can be easily solved. They feel that the problem is not worthy of their efforts. Inability to incubate: Rushing to solve the problem just to get it off your mind can create blocks.
Cultural Blocks Cultural blocks are acquired by exposure to a given set of cultural patterns, and our immediate social and physical environment imposes environmental blocks. One type of cultural block is the failure to consider an act that causes displeasure or disgust to certain members of society. Environmental Blocks Distractions (phones, easy intrusions) are blocks that inhibit deep prolonged concentration. Working in an atmosphere that is pleasant and supportive most often increases the productivity of the problem solver. On the other hand, working under conditions where there is a lack of emotional , physical, economical, or organizational support to bring ideas into action usually has a negative effect on the problem solver and decreases the level of productivity. Intellectual Blocks This block can occur as a result of inflexible or inadequate uses of problem solving strategies. Lacking the necessary intellectual skills to solve a problem can certainly be a block as can lack of the information necessary to solve the problem. For example, attempting to solve complicated satellite communication problems without sufficient background in that area would soon result in blocked progress. Additional background, training, or resources may be necessary to solve a problem. Don’t be afraid to ask for help. Expressive Blocks The inability to communicate your ideas to others, in either verbal or written form, can also block your progress. Anyone who has played a game of charades can relate to the difficulties that this type of clock can cause. Make sketches, drawings, and don’t be afraid to take time to explain your problem to others. Blockbusting A number of structured techniques are available for breaking through mental roadblocks. Listed below in table one is the Goman’s Blockbuster.
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Table one: Goman’s Blockbusters Block Negative attitude: Focusing attention on negative aspects of the problem and possible unsatisfactory outcomes hampers creativity. Fear of failure: One of the greatest inhibitors of creativity is the fear of failure and the inability to take a risk.
Following the rules: Some rules are necessary, such as stopping at a red light, while other rules hinder innovation. Over reliance on logic: Relegate imagination to the background because of a need to proceed in a step-by-step fashion. You aren’t creative: Believing that your are not creative can be a serious hindrance to generating creative solutions. Believing that you can’t do something is a selffulfilling prophesy.
Blockbuster Attitude adjustment: List the positive aspects and outcomes of the problem. Realize that with every problem there is not only a danger of failure but an opportunity of success. Risk taking: Outline what the risk is, why it is important, what is the worst possible outcome, what your options are with the worst possible outcome, and how you would deal with this failure. Breaking the rules: Practice trying new things. Take a different route to work, try a new food, go somewhere you’ve never gone. Internal creative climate: Turn the situation over to your imagination, your feelings, your sense of humor. Play with insights and possibilities. Creative beliefs: Encourage your creativity, by asking “what if” questions; daydream; make up metaphors and analogies. Try different ways of expressing your creativity.
You can increase your creativity by learning new attitudes, values, and ways of approaching and solving problems by heeding the following principles: • Keep track of your ideas at all times. Many times ideas come at unexpected times. If an idea is not written down within 24 hours it will usually be forgotten. • Pose new questions to yourself every day. An inquiring mind is a creatively active one that enlarges its area of awareness. • Keep abreast of your field. Read the magazines, trade journals, and other literature in your field to make sure you are not using yesterday’s technology to solve today’s problems. • Learn about things outside your specialty. Use cross-fertilization to bring ideas and concepts from one field or specialty to another. • Avoid rigid, set patterns of doing things. Overcome biases and preconceived notions by looking at the problem from a fresh viewpoint, always developing at least two or more alternative solutions to your problem. • Be open and receptive to ideas (your and others). Rarely does an innovative solution or idea arrive complete with all its parts ready to be implemented. New ideas are fragile; keep them from breaking by seizing on the tentative, halfformed concepts and possibilities and developing them. • Be alert in your observations. Be alert by looking for similarities, differences, as well as unique and distinguishing features in situations and problems. The larger 4
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the number of relationships you can identify, the better your chances will be of generating original combinations and creative solutions. Adopt a risk-taking attitude. Fear of failure is the major impediment to generating solutions, which are risky but would have a major impact if they are successful. Outlining the ways you could fail and how you would deal with these failures will reduce this obstacle to creativity. Keep your sense of humor. You are more creative when you are relaxed. Humor aids in putting your problems (and yourself) in perspective. Many times it relieves tension and makes you more relaxed. Engage in creative hobbies. Hobbies can also help you relax. Working puzzles, playing games help keep your mind active. An active mind is necessary for creative growth. Have courage and self-confidence. Be a paradigm pioneer. Assume that you can and will indeed solve the problem. Persist and have the tenacity to overcome obstacles that block the solution pathway. Learn to know and understand yourself. Deepen your self-knowledge by learning your real strengths, skills, weaknesses, dislikes, biases, expectations, fears, and prejudices.
Remember, one of the first steps in the problem solving process recommended by experienced problem solvers was the gathering of information. deBono (the father or creativity thinking) cautions problem solvers in this regard. For example, it is normal to real all the information available on the problem. To fail to do so means “reinventing the wheel” and wasting time. However, during the course of information gathering, you may destroy your chances of obtaining an original and creative solution if you are not careful. As you read, you will be exposed to all the existing assumptions and prejudices that have been developed by previous workers or researchers. Try as you may to remain objective and original, your innocence will have been lost. deBono recommends reading enough to familiarize yourself with the problem and get a “feel” for it. In this way you can best preserve your opportunities for creativity and innovation. To survive in today’s business culture, proactive thinking, as opposed to reactive thinking, is required. This shift in thinking patterns requires creativity. For example, have you hear of the old saying: “If it ain’t broke, don’t fix it”. deBono claims the attitude reflected by this statement was largely responsible for the decline of American industry. American managers operated in a strictly reactive mode, merely responding to problems as they arose. Meanwhile, the Japanese were fixing and improving things that weren’t problems. Soon, the American “problem fixers” were left behind.
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