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? rbrenEkdhVQpXzAkfVBGgner@ChacUPZdacZHzmXyTfsdoCanyon.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:
- Ten Tactics for Tough Times: I
- When you find yourself in a tough spot politically, what can you do? Most of us obsess about the situation
for a while, and then if we still have time to act, we do what seems best. Here's Part I of a set of
approaches that can organize your thinking and shorten the obsessing.
- Problem Not-Solving
- Group problem solving is a common purpose of meetings. Although much group problem solving is constructive,
some patterns are useless or worse. Here are some of the more popular ways to engage in problem not-solving.
- How to Foresee the Foreseeable: Recognize Haste
- When trouble arises after we commit to a course of action, we sometimes feel that the trouble was foreseeable.
One technique for foreseeing the foreseeable depends on recognizing haste in the decision-making process.
- How to Foresee the Foreseeable: Preferences
- When people collaborate on complex projects, the most desirable work tends to go to those with highest
status. When people work alone, they tend to spend more time on the parts of the effort they enjoy.
In both cases, preferences rule. Preferences can lead us astray.
- Rationalizing Creativity at Work: II
- Creative thinking at work can be nurtured or encouraged, but not forced or compelled. Leaders who try
to compel creativity because of very real financial and schedule pressures rarely get the results they
seek. Here are examples of tactics people use in mostly-futile attempts to compel creativity.
Forthcoming issues of Point Lookout
- Coming October 17: Overt Belligerence in Meetings
- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.
- And on October 24: Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenfWjhlpgUqjmYqVbVner@ChacIQXxhRqogECQOICjoCanyon.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.