Forward Backtracking

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 welcome

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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Problem Solving and Creativity:

Breaking the Rules

Many outstanding advances are due to those who broke rules to get things done. And some of those who break rules get fired or disciplined. When is rule breaking a useful tactic?

Annoyance to Asset

Unsolicited contributions to the work of one element of a large organization, by people from another, are often annoying to the recipients. Sometimes the contributors then feel rebuffed, insulted, or frustrated. Toxic conflict can follow. We probably can't halt the flow of contributions, but we can convert it from a liability to a valuable asset.

Wishful Thinking and Perception: II

Continuing our exploration of causes of wishful thinking and what we can do about it, here's Part II of a little catalog of ways our preferences and wishes affect our perceptions.

The Expectation-Disruption Connection

In technology-dependent organizations, we usually invest in infrastructure as a means of providing new capability. But mitigating the risk of disruption is a more powerful justification for infrastructure investment, if we understand the Expectation-Disruption Connection.

We Can 'Moneyball' Bullying

Capturing data about incidents of bullying is helpful in creating awareness of the problem. But it's like trying to drive a car by looking only in the rearview mirror. Forward-looking data that predicts bullying incidents is also necessary.

See also Problem Solving and Creativity and Problem Solving and Creativity for more related articles.

Forthcoming issues of Point Lookout

Coming December 11: White Water Rafting as a Metaphor for Group Development

Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.

And on December 18: Subgrouping and Conway's Law

When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.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, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

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 500-1000 words in your inbox in one hour. License any article from this Web site. More info