Some problems have no evident solutions. We set them aside for now and move on to something else where we believe we can make progress, saying, "We can come back to that later, or maybe there's another way altogether." I collected a number of suggestions for difficult problems years ago, but there's one method I use that somehow escaped that catalog. I call it "Right-To-Left Thinking."
Because lines of text in my native language, English, are written left-to-right, and because the lines are usually arranged top-down, I tend to make diagrams with a left-to-right/top-down general direction of flow. For me, then, right-to-left is a reverse of my normal pattern. That might be why it helps me find novel solutions, because it compels me to look at things differently. If your primary written language flows in some other direction, you'll want to make appropriate adjustments to this method to get the same effect.
To show how it works for me, I'll apply it to a really difficult problem: establishing a Mars colony. I have no expertise in that area, so it's unlikely that any conclusions I develop here will be useful for the Mars colony problem. What follows is just an illustration of Right-To-Left Thinking.
- Begin with the objective
- Begin by imagining that we've reached the objective already, and write down a representation of the objective on the ?right-hand? edge of a big sheet of paper (or whatever surface you're using), in words or sketches. Try to capture some of the properties of the objective, even if we don't yet know how to reach it, focusing on some of the most difficult parts of the problem.
- For the Mars Colony, three of the more difficult problems are oxygen supply, water supply, and protection from radiation. They're difficult because they probably involve large masses of material, and transporting those masses from Earth is impractical.
- Develop some pre-objectives
- With the objective in mind,Begin by imagining that we've
reached the objective already, and
ask, "How would we have solved it?" ask, "If we could reach the objective, what would we have accomplished or obtained to get there?" It might include material things, or concepts or knowedge we now lack. These items are our pre-objectives. Write them all down just to the ?left? of where we wrote the properties of the objective. (That's why I call this method "Right-To-Left Thinking")
- For the Mars Colony, if we can't send water and oxygen from Earth, we'll have to find them or produce them on Mars. We do know that subsurface ice is present. We can break down that water to harvest oxygen. Martian soil can provide radiation shielding, either as a layer on top of colonial structures, or by excavating to build structures under the surface. Caves or lava tubes are also possibilities.
Next time, we'll continue developing pre-objectives, and turn our attention to the other edge of the paper where we begin working on the starting point of the problem solution. Next in this series Top Next Issue
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More articles on Problem Solving and Creativity:
- Choices for Widening Choices
- Choosing is easy when you don't have much to choose from. That's one reason why groups sometimes don't
recognize all the possibilities — they're happiest when choosing is easy. When we notice this
happening, what can we do about it?
- Dealing with Deadlock
- At times it seems that nothing works. Whenever we try to get moving, we encounter obstacles. If we try
to go around them, we find more obstacles. How do we get stuck? And how can we get unstuck?
- 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.
- 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.
- The Paradox of Structure and Workplace Bullying
- Structures of all kinds — organizations, domains of knowledge, cities, whatever — are both
enabling and limiting. To gain more of the benefits of structure, while avoiding their limits, it helps
to understand this paradox and learn to recognize its effects.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
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- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
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speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
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- 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.