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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More articles on Problem Solving and Creativity:
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- The nastiest part about solving complex problems isn't their complexity. It's the feeling of being overwhelmed
when we realize we haven't a clue about how to get from where we are to where we need to be. Here's
one way to get a clue.
- 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.
- 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?
- Virtual Brainstorming: I
- When we need to brainstorm, meeting virtually carries a risk that our results might be problematic.
Here's Part I of some steps to take to reduce the risk.
- Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project.
Here's Part I of an approach to working on hard problems by breaking them down into smaller steps.
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