Problem solving — or sometimes even just stating the problem — usually entails discovery. After successful resolution, we can look back at our path, and we usually notice new techniques, new concepts and new perspectives. For difficult problems, the path includes several failed attempts, which perhaps we used to refine either the problem statement or our approach or both. Or we decide to solve a simpler problem first, and use that experience to re-examine the original problem. Or we decide that we can't solve the original problem, but we do address the parts that seem tractable.
These latter approaches are all elements of the incremental problem solving toolkit. Often, incremental problem solving produces useful results, but there is a risk that the results produced aren't optimal by any measure (see, for example, "Indicators of Lock-In: I," Point Lookout for March 23, 2011). And a string of promising results might lead not to the ultimate objective, but to a dead end.
That's why backtracking is so important in the incremental toolkit, but it can be difficult or impossible to use. Why?
Typically, increments produce useful capability, while they illuminate possible next steps. When customers use the capability so far delivered, more wants and needs become clear. All these lessons together help determine objectives for future increments. So it goes, iteration by iteration.
Although the solving helps illuminate the path, that path might or might not lead to the final objective. When it doesn't, we must backtrack, and therein lies risk. Here are some obstacles to backtracking in incremental problem solving.
- Once a particular approach is embedded in the consciousness, seeing new approaches can become difficult, even when we're looking for them.
- Sunk cost
- Whatever we've spent so far can sometimes prevent us from trying new approaches. We might lack the resources or time to rebuild what we've done, or we might lack the daring to ask for what we need.
- Seeing backtracking as failure
- Whether or not we have time or resources for backtracking, organizational culture might prohibit it. We push ahead because backtracking feels like failure, even when it's the only path to success.
- Short term cost bump
- Immediately after backtracking, the cost per unit of delivered capability jumps, because cost has risen, while capability hasn't. Capability might even decline. To some, that can seem more important than enabling future success.
- Backtracking costs real money
- Backtracking takes time and effort. Even when the cost is small,
the short-term return on
backtracking is negativeEven when the cost is small, short-term return is negative. We're paying to go backwards.
- Customer expectations
- Sometimes backtracking upsets customers, who have become accustomed to a steady stream of forward progress. It can be difficult to explain the need to redevelop something customers are already happy with.
With astonishing frequency, when we pause and ask, "How would we do this if we were starting over, knowing what we now know?" the answer is both novel and elegant. When we can find the resources and the will to backtrack enough to use what we've learned, our solutions are more durable, more effective and longer-lived. Top Next Issue
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More articles on Problem Solving and Creativity:
- Finger Puzzles and "Common Sense"
- Working on complex projects, we often face a choice between "just do it" and "wait, let's
think this through first." Choosing to just do it can seem to be the shortest path to the goal,
but it rarely is. It's an example of a Finger Puzzle.
- Bois Sec!
- When your current approach isn't working, you can scrap whatever you're doing and start again —
if you have enough time and money. There's a less radical solution, and if it works, it's usually both
cheaper and faster.
- The Shower Effect: Sudden Insights
- Ever have a brilliant insight, a forehead-slapping moment? You think, "Now I get it!" or "Why
didn't I think of this before?" What causes these moments? How can we make them happen sooner?
- Exploiting Failed Ideas
- When the approach you've been using fails, how do you go about devising Plan B? Or Plan C? Here are
some ways to find new approaches by examining failures.
- Virtual Brainstorming: I
- When we need to brainstorm, meeting virtually carries a risk that our results might be problematic.
Here's Part I of some steps to take to reduce the risk.
Forthcoming issues of Point Lookout
- Coming July 26: Strategic Waiting
- Time can be a tool. Letting time pass can be a strategy for resolving problems or getting out of tight places. Waiting is an often-overlooked strategic option. Available here and by RSS on July 26.
- And on August 2: Linear Thinking Bias
- When assessing the validity of problem solutions, we regard them as more valid if their discovery stories are logical, than we would if they're less than logical. This can lead to erroneous assessments, because the discovery story is not the solution. Available here and by RSS on August 2.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrencFcXeFImPWmEtdrHner@ChacnobNMISYgZlsMITUoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
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teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
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Read more about this program. Here's a date for this
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Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's a date for this program:
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Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.