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
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenUtcIShFJrJiSlJDxner@ChacdhVlyLhqiFdCLkkQoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Problem Solving and Creativity:
- Obstacles to Compromise
- Compromise is the art of devising an approach acceptable to all parties. A talent for compromise is
rare. What makes finding compromises so difficult?
- Working Lunches
- To save time, or to find a time everyone has free, we sometimes meet during lunch. It seems like a good
idea, but there are some hidden costs.
- Comfortable Ignorance
- When we suddenly realize that what we've believed is wrong, or that what we've been doing won't work,
our fear and discomfort can cause us to persevere in our illusions. If we can get better at accepting
reality and dealing with it, we can make faster progress toward real achievement.
- Take Charge of Your Learning
- Many of us let others set our learning agendas — peers, employers, or the mass media. But you
can gain much both personally and professionally by setting your own learning agenda.
- New Ideas: Judging
- When groups work together to solve problems, they eventually evaluate the ideas they generate. They
sometimes reject perfectly good ideas, while accepting some really boneheaded ones. How can we judge
new ideas more effectively?
Forthcoming issues of Point Lookout
- Coming December 13: Reframing Revision Resentment: II
- When we're required to revise something previously produced — prose, designs, software, whatever, we sometimes experience frustration with those requiring the revisions. Here are some alternative perspectives that can be helpful. Available here and by RSS on December 13.
- And on December 20: Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen. Available here and by RSS on December 20.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenjteLdUGyuLPiQuQFner@ChacKeuxsZylZYuqJgAZoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- Person-to-Person Communications: Models and Applications
- When we talk, listen, send or read emails,
read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15, 2018,
Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- 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.