Nearly every morning, if I'm in town, I do a two-and-a-half mile loop around Fresh Pond, in Cambridge, Massachusetts. I usually go at about dawn. It's peaceful, quiet, and still, with plenty of opportunities to observe the kind of wildlife you find in urban parks. Today it was rabbits, cormorants, a hawk, and of course, some dogs walking their people.
Sometimes I vary my routine. For example, I might combine the trip with a trip to the automatic teller machine at a nearby bank. When I do that, I have to figure out where to leave the pond path for the climb through the woods over the multiple branching paths that lead up to the street to go to the bank. Until recently, I always emerged from the woods too far to the northeast. I never could find the right path through the woods.
Last week I had an idea. I reversed direction, going to the bank first, then down to the pond and around the pond path. That way, I could be sure to be on the right path through the woods. Well, it worked, of course. Duh.
Point is, the next time I want to get from the pond path to the automatic teller machine at the bank, I know how to do it, because I've been over the path before.
I call this forward backtracking. By beginning at the end, and ending at the beginning, you can figure out how to begin at the beginning and end at the end.
Strangely enough, forward backtracking applies far beyond getting from Fresh Pond to my bank. It's useful for solving the most complex problems, like adjusting a 20-month project schedule to meet an imposed deadline. A problem like that can be daunting, because it involves scheduling, resources, budgets, and — inevitably — politics.
The By beginning at the end,
and ending at the beginning,
you can figure out how
to begin at the beginning
and end at the endusual approach to such problems starts with creating lists of possible solution ideas. Then we apply them, one-by-one, or in combination, until we find something that works. If nothing works, we look for more ideas.
Forward backtracking provides some alternative approaches.
When looking for new ideas, we can apply forward backtracking by asking, "If we did have the solution, what would have been the last step that got us there?"
To discover people we might have forgotten to consult, we can ask, "If we did have a truly ingenious solution, who would have been most likely to have helped find it?"
Imaginary testing, too, can reveal attributes that help solutions: "If we had a candidate solution in hand, how would we know that it worked?"
Forward backtracking can help even beyond problem solving. For a new perspective on complex documents, try reviewing them back-to-front. And you need not worry — it won't spoil the ending. Top Next Issue
Occasionally we have the experience of belonging to a great team. Thrilling as it is, the experience is rare. In part, it's rare because we usually strive only for adequacy, not for greatness. We do this because we don't fully appreciate the returns on greatness. Not only does it feel good to be part of great team — it pays off. Check out my Great Teams Workshop to lead your team onto the path toward greatness. More info
Your comments are welcomeWould you like to see your comments posted here? rbrenvTuOubBtRYwHwbWkner@ChacQikoOiyDWGvGVPkioCanyon.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:
- Critical Thinking and Midnight Pizza
- When we notice patterns or coincidences, we draw conclusions about things we can't or didn't directly
observe. Sometimes the conclusions are right, and sometimes not. When they're not, organizations, careers,
and people can suffer. To be right more often, we must master critical thinking.
- 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.
- Assumptions and the Johari Window: I
- The roots of both creative and destructive conflict can often be traced to differing assumptions of
the parties to the conflict. Working out these differences is a lot easier when we know what everyone's
- Assumptions and the Johari Window: II
- The roots of both creative and destructive conflict can often be traced to the differing assumptions
of the parties to the conflict. Here's Part II of an essay on surfacing these differences using a tool
called the Johari window.
- 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.
Forthcoming issues of Point Lookout
- Coming August 22: Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenTGsTorJCzHsjWHZsner@ChaczIHXJkxBkeIqmZqMoCanyon.com or (650) 787-6475, 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
- 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.