Solving the Problem of Solving Problems

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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The Solving Lamp Is Lit

We waste a lot of time finding solutions before we understand the problem. And sometimes, we start solving before everyone is even aware of the problem. Here's how to prevent premature solution.

Clearing Conflict Fog

At times, groups can become so embroiled in destructive conflict that conventional conflict resolution becomes ineffective. How does this happen? What can we do about it?

Problem Displacement by Intention

When solving problems creates new problems, or creates problems elsewhere, we say that problem displacement has occurred. Sometimes it's intentional.

See also Problem Solving and Creativity and Emotions at Work for more related articles.

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