Usually, when solving problems, generating candidate solutions isn't difficult. What is difficult is finding hidden ideas, or sorting through ideas to isolate the most promising ones. Here's a little catalog of ideas for sorting ideas.
- Examine boring ideas
- Look for ideas that seem workable but boring. Their dreary nature can lead to a bias against them. Few people want to work on them, and securing resources for them might be difficult because they're so unexciting. But workability is what counts. Set your own bias aside, and seek ways to persuade others to do the same.
- Examine unoriginal ideas
- Lack of originality is another source of bias against ideas. Look for an idea that someone has already tried. If it proved unworkable, ask why. If those reasons are still in place, can you remove them or skirt them somehow?
- Examine inelegant ideas
- Because inelegance can be more repulsive than workability can be attractive, we often reject inelegant but workable ideas. To recruit supporters, or to secure resources, emphasize that success is a form of beauty.
- Examine politically encumbered ideas
- Some Some perfectly workable ideas
are rejected, or regarded as
unworkable, when they
carry political baggageperfectly workable ideas are rejected, or regarded as unworkable, when they carry political baggage. Perhaps they offend someone powerful, or they don't conform to the preferences of another powerful person. In these cases, the problem to be solved is political in nature. Focus not on the original problem, but instead on the politics.
- Examine expensive ideas
- Yet another source of bias against ideas is their apparent cost, or their apparent need for skills and knowledge that are in short supply. In these cases, work on resolving the resource issues. What can you do to reduce costs? How can you be clever about finding people who can do the job?
- Examine crazy ideas
- Ideas with reputations for being obviously crazy sometimes inherit their reputations from the people who originated them, rather than by earning their reputations by being truly crazy. Look carefully at the idea itself, setting aside what you know about its originator. Is the idea itself truly crazy?
- Examine past successes
- When you finally solved a problem, what was the critical element that led to a solution? By examining your history, you might find a pattern among those critical elements. Patterns can arise from weakness in problem solving skills, or unfamiliarity with the problem domain, or the culture in which you work. If you can identify the pattern, you can use it to guide a search for solutions to the current problem.
Finally, deal with your own biases by intentionally searching for ideas you regard as crazy. This stance helps to relax the constraints that conceal solutions. When you find an intriguingly crazy solution, ask, "What makes it crazy?" Can you adjust it so that its craziness is no longer obvious? Is there anything about it that could be useful? Top Next Issue
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More articles on Problem Solving and Creativity:
- Poverty of Choice by Choice
- Sometimes our own desire not to have choices prevents us from finding creative solutions. Life
can be simpler (if less rich) when we have no choices to make. Why do we accept the same tired solutions,
and how can we tell when we're doing it?
- 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?
- Unintended Consequences
- Sometimes, when we solve problems, the solutions create new problems that can be worse than the problems
we solve. Why does this happen? How can we limit this effect?
- Backtracking in Incremental Problem Solving
- Incremental problem solving is fashionable these days. Whether called evolutionary, incremental, or
iterative, the approach entails unique risks. Managing those risks sometimes requires counterintuitive action.
- The Tyranny of Singular Nouns
- When groups try to reach decisions, and the issue in question has a name that suggests a unitary concept,
such as "policy," they sometimes collectively assume that they're required to find a one-size-fits-all
solution. This assumption leads to poor decisions when one-size-fits-all isn't actually required.
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
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- 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. Here are some upcoming dates for this program:
- Creating High Performance Virtual Teams
- 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
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
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 an upcoming date for this program:
- CTCPA, 716 Brook Street,
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.