Problem Solving

Class notes #5 Generating Solutions September 24, 2003

Once you have defined the problem you want to make sure you generate the best
solution. Sometimes problems may seem unsolvable or they may appear to have only
one solution. Nothing is more dangerous than an idea, when it is the only one you have.
Perseverance is perhaps the most notable characteristic of successful problem solvers, so
you shouldn’t become discouraged when solutions aren’t immediately evident. Many
times mental blocks hinder your progress toward a solution. The first step is to recognize
them, and then use blockbusting techniques to more forward toward the best solution.

Some common causes of block:

• Defining the problem too narrowly.
• Attacking the symptoms and not the real problem.
• Assuming there is only one right answer.
• Getting “hooked” on the first solution that comes to mind.
• Getting “hooked” on a solution that almost works (but really doesn’t).
• Being distracted by irrelevant information, called “mental dazzle”.
• Getting frustrated by lack of success.
• Being too anxious to finish.
• Defining the problem ambiguously.

There is a direct correlation between the time people spend “playing” with a problem and
the diversity of the solutions generated. Don’t be afraid to play with the problem. For
example, the nine dot problem given below:

Draw 4 or fewer straight lines without lifting teh pencil

from the paper that will cross through all nine dots

Normally, novice problem solvers will not cross a perceived imaginary limit – a
constraint that is formed unconsciously in the mind of the problem solver – even thou it is
not part of the problem statement. Whenever you are faced with a problem, recall the
nine dots to remind yourself to challenge the constraints. Putting too many constraints
(either consciously or unconsciously) on the problem statement narrows the range of
possible solutions.

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Conceptual Blockbusting
A conceptual block is a mental wall that prevents the problem solver from correctly
perceiving a problem or conceiving its solution. The most frequently occurring
conceptual blocks are:
• Perceptual blocks
• Emotional blocks
• Cultural blocks
• Environmental blocks
• Intellectual blocks
• Expressive blocks

Perceptual Blocks
Perceptual blocks are obstacles that prevent the problem solver from clearly perceiving
either the problem itself or the information needed to solve it. A few types of perceptual
blocks are:
• Stereotyping: Survival training teaches individuals to make full use of all the
resources at their disposal when they are faced with a life-threatening situation.
For example, if you were stranded in the desert after the crash of your small
airplane, you have to make creative use of your available resources. Consider the
flashlight. The stereotypical use for it would be for signaling, finding things in the
dark, etc. But how about using the batteries to start a fire, the reflector as a
signaling mirror in the daylight, etc.
• Limiting the problem unnecessarily: The nine-dot problem is an example of
limiting the problem unnecessarily. The boundaries of the problem must be
explored and challenged.
• Saturation or information overload: Too much information can be nearly as big a
problem as not enough information. You may become overloaded with details
and be unable to sort out the critical aspects of the problem.

Emotional Blocks
Emotional blocks interfere with your ability to solve problems in many ways. They
decrease the amount of freedom with which you explore and manipulate ideas, and they
interfere with your ability to conceptualize fluently and flexibly. Emotional blocks also
prevent you from communicating your ideas to others in a manner that will gain their
approval. Some types of emotional blocks include:
• Fear of taking risks: This block usually stems from childhood. Most people grow
up being rewarded for solving problems correctly and punished for solving
problems incorrectly. Implementing a creative idea is like taking a risk. You take
the risk of making a mistake, looking foolish, losing your job, or getting an
unacceptable grade.
• Lack of appetite for chaos: Problem solvers must learn to live with confusion.
For example, the criteria for the best solution may seem contradictory. What may
be best for the individual may not be best for the organization or group.
• Judging rather than generating ideas: This block can stem form approaching the
problem with a negative attitude. Judging ideas too quickly can discourage even
the most creative problem solvers. Wild ideas can sometimes trigger feasible

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 ideas, which lead to innovative solutions. This block can be avoided by
approaching the problem with a positive attitude.
• Lack of Challenge: Sometimes, problem solvers don’t want to get started because
they perceive the problem is too trivial and can be easily solved. They feel that
the problem is not worthy of their efforts.
• Inability to incubate: Rushing to solve the problem just to get it off your mind
can create blocks.

Cultural Blocks
Cultural blocks are acquired by exposure to a given set of cultural patterns, and our
immediate social and physical environment imposes environmental blocks. One type of
cultural block is the failure to consider an act that causes displeasure or disgust to certain
members of society.

Environmental Blocks
Distractions (phones, easy intrusions) are blocks that inhibit deep prolonged
concentration. Working in an atmosphere that is pleasant and supportive most often
increases the productivity of the problem solver. On the other hand, working under
conditions where there is a lack of emotional , physical, economical, or organizational
support to bring ideas into action usually has a negative effect on the problem solver and
decreases the level of productivity.

Intellectual Blocks
This block can occur as a result of inflexible or inadequate uses of problem solving
strategies. Lacking the necessary intellectual skills to solve a problem can certainly be a
block as can lack of the information necessary to solve the problem. For example,
attempting to solve complicated satellite communication problems without sufficient
background in that area would soon result in blocked progress. Additional background,
training, or resources may be necessary to solve a problem. Don’t be afraid to ask for
help.

Expressive Blocks
The inability to communicate your ideas to others, in either verbal or written form, can
also block your progress. Anyone who has played a game of charades can relate to the
difficulties that this type of clock can cause. Make sketches, drawings, and don’t be
afraid to take time to explain your problem to others.

Blockbusting
A number of structured techniques are available for breaking through mental roadblocks.
Listed below in table one is the Goman’s Blockbuster.

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Table one: Goman’s Blockbusters
Block
Negative attitude: Focusing attention on
negative aspects of the problem and
possible unsatisfactory outcomes hampers
creativity.
Fear of failure: One of the greatest
inhibitors of creativity is the fear of failure
and the inability to take a risk.
Following the rules: Some rules are
necessary, such as stopping at a red light,
while other rules hinder innovation.
Over reliance on logic: Relegate
imagination to the background because of a
need to proceed in a step-by-step fashion.
You aren’t creative: Believing that your are
not creative can be a serious hindrance to
generating creative solutions. Believing
that you can’t do something is a self-
fulfilling prophesy.
Blockbuster
Attitude adjustment: List the positive
aspects and outcomes of the problem.
Realize that with every problem there is not
only a danger of failure but an opportunity
of success.
Risk taking: Outline what the risk is, why it
is important, what is the worst possible
outcome, what your options are with the
worst possible outcome, and how you
would deal with this failure.
Breaking the rules: Practice trying new
things. Take a different route to work, try a
new food, go somewhere you’ve never
gone.
Internal creative climate: Turn the situation
over to your imagination, your feelings,
your sense of humor. Play with insights
and possibilities.
Creative beliefs: Encourage your creativity,
by asking “what if” questions; daydream;
make up metaphors and analogies. Try
different ways of expressing your
creativity.

You can increase your creativity by learning new attitudes, values, and ways of
approaching and solving problems by heeding the following principles:
• Keep track of your ideas at all times. Many times ideas come at unexpected
times. If an idea is not written down within 24 hours it will usually be forgotten.
• Pose new questions to yourself every day. An inquiring mind is a creatively
active one that enlarges its area of awareness.
• Keep abreast of your field. Read the magazines, trade journals, and other
literature in your field to make sure you are not using yesterday’s technology to
solve today’s problems.
• Learn about things outside your specialty. Use cross-fertilization to bring ideas
and concepts from one field or specialty to another.
• Avoid rigid, set patterns of doing things. Overcome biases and preconceived
notions by looking at the problem from a fresh viewpoint, always developing at
least two or more alternative solutions to your problem.
• Be open and receptive to ideas (your and others). Rarely does an innovative
solution or idea arrive complete with all its parts ready to be implemented. New
ideas are fragile; keep them from breaking by seizing on the tentative, half-
formed concepts and possibilities and developing them.
• Be alert in your observations. Be alert by looking for similarities, differences, as
well as unique and distinguishing features in situations and problems. The larger

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 the number of relationships you can identify, the better your chances will be of
generating original combinations and creative solutions.
• Adopt a risk-taking attitude. Fear of failure is the major impediment to generating
solutions, which are risky but would have a major impact if they are successful.
Outlining the ways you could fail and how you would deal with these failures will
reduce this obstacle to creativity.
• Keep your sense of humor. You are more creative when you are relaxed. Humor
aids in putting your problems (and yourself) in perspective. Many times it
relieves tension and makes you more relaxed.
• Engage in creative hobbies. Hobbies can also help you relax. Working puzzles,
playing games help keep your mind active. An active mind is necessary for
creative growth.
• Have courage and self-confidence. Be a paradigm pioneer. Assume that you can
and will indeed solve the problem. Persist and have the tenacity to overcome
obstacles that block the solution pathway.
• Learn to know and understand yourself. Deepen your self-knowledge by learning
your real strengths, skills, weaknesses, dislikes, biases, expectations, fears, and
prejudices.

Remember, one of the first steps in the problem solving process recommended by
experienced problem solvers was the gathering of information. deBono (the father or
creativity thinking) cautions problem solvers in this regard. For example, it is normal to
real all the information available on the problem. To fail to do so means “reinventing the
wheel” and wasting time. However, during the course of information gathering, you may
destroy your chances of obtaining an original and creative solution if you are not careful.
As you read, you will be exposed to all the existing assumptions and prejudices that have
been developed by previous workers or researchers. Try as you may to remain objective
and original, your innocence will have been lost. deBono recommends reading enough to
familiarize yourself with the problem and get a “feel” for it. In this way you can best
preserve your opportunities for creativity and innovation.

To survive in today’s business culture, proactive thinking, as opposed to reactive

thinking, is required. This shift in thinking patterns requires creativity. For example,
have you hear of the old saying: “If it ain’t broke, don’t fix it”. deBono claims the
attitude reflected by this statement was largely responsible for the decline of American
industry. American managers operated in a strictly reactive mode, merely responding to
problems as they arose. Meanwhile, the Japanese were fixing and improving things that
weren’t problems. Soon, the American “problem fixers” were left behind.