Last time, we described an approach to solving difficult problems that I called "Right-To-Left Thinking," where we imagine that we've found a path to our objective, and then ask, what enabled us to reach the objective? I called the list of those items pre-Objectives. We illustrated all this for the problem of establishing a Mars colony. This time, we'll continue developing pre-objectives, and then connect the beginning to the objectives.
- Make pre-pre-objectives
- Now that we have some pre-objectives, adopt them as the objective, and ask the same question we asked about the original objective: "If we reached the pre-objectives, what enabled us to do it?" The answer: pre-pre-objectives. Repeat this until we can't move back any further to the "left."
- For the Mars colony, we ask where is there enough water to meet the colony's needs? How much power is needed to extract the water and break it down for oxygen? How thick a layer of soil would provide adequate radiation shielding? And so on.
- Go back to the beginning
- Now that we Getting traction on a hard
problem is easier if you can
clarify where you have to gohave some objectives, pre-objectives, and pre-pre-objectives, let's examine what we actually have to begin with. List conceptual and material assets, including things we know and things we have. Don't list everything — we can always add items later.
- For the Mars colony, we know we must send material to make a power plant, a power storage facility, transportation vehicles, a water harvesting plant, a waste treatment and water recovery facility, construction equipment, a GPS navigational system, habitat, water and oxygen storage, food production facility, and so on. Multiple supply trips from Earth are required, even if the structures can mostly be robotically 3D-printed from Martian material. Much of the needed equipment can be prepositioned, if we know where to put it.
- Move forward from the beginning
- Next, find a path toward the "right" from the beginning to someplace closer to the "leftmost" pre-objectives. Construct a list of what must be done with the assets we have. Cleverly, I call this a To-Do List.
- For the Mars colony, we need detailed maps of enough terrain to select a settlement site. Are there any caves? Which parts of the Martian surface have enough water? To calculate power storage requirements, we need to know the frequency, intensity, and duration of dust storms. Dust storms present other problems as well, because the dust particles can affect mechanical equipment, and because they support electrical discharges — lightning. Therefore we need to know how to protect equipment from dust and lightning. We can conduct this research from Earth and from Mars orbit, to assist in planning.
Working from the beginning is much easier when we have our pre-objectives in mind. They guide our thinking about the beginning. And so it goes, toggling back and forth between "left" and "right," until we can connect the beginning to the end. Voila! See you on Mars. First in this series 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? rbrenVgwUUJzKhnfnVlaOner@ChaczRQrGCnavcmYVgawoCanyon.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:
- Abraham, Mark, and Henny
- Our plans, products, and processes are often awkward, bulky, and complex. They lack a certain spiritual
quality that some might call elegance. Yet we all recognize elegance when we see it. Why do we make
things so complicated?
- 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?
- What, Why, and How
- When solving problems, groups frequently get stuck in circular debate. Positions harden even before
the issue is clear. Here's a framework for exploration that can sharpen thinking and focus the group.
- Ten Approaches to Managing Project Risks: III
- Project risk management strategies are numerous, but these ten strategies are among the most common.
Here are the last three of the ten strategies in this little catalog.
- Solving the Problem of Solving Problems
- Problem solving is sometimes difficult when our biases interfere with generating candidate solutions,
or with evaluating candidates we already have. Here are some suggestions for dealing with these biases.
Forthcoming issues of Point Lookout
- Coming November 14: The Goal Is Not the Path
- Sometimes, when reaching a goal is more difficult than we thought at first, instead of searching for another way to get there, we adjust the goal. There are alternatives. Available here and by RSS on November 14.
- And on November 21: Make Suggestions Privately
- Suggesting a better way of doing things can sometimes backfire surprisingly and intensely. Making suggestions privately reduces that risk, but introduces a different risk. Available here and by RSS on November 21.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenAJNhEloRWgKBRssZner@ChacxtaQwDBoZFDWRDJEoCanyon.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.