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| Problem Analysis |
| No
problem can be solved from the same level of consciousness that created
it. (Albert Einstein) |
| The art of problem
solving |
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Although problem
solving is something people have a natural tendency to do, giving this
process the status of an Art also suggests more complexity to this subject.
Problem-solving goes beyond physical, cultural, science or language.
Everybody can solve problems, in fact we practically do it all the time.
Every thought and every decision is in a way solving part of a problem.
At the same time one might suggest by those decisions and actions
following this (personal) problem solving process, new problems of
another kind arise. Most of our economy is based on solving and creating
new problems in some form. Then why bother analyzing and describing this
process you might ask. Because when you know the underlying principles,
your processes of solving problems become easier, more fun, and it helps
you grow as an individual giving your environment a positive influence.
Most interesting about solving problems are the processes themselves,
not primarily the result. I might reframe that to enjoying the process
of getting what you want.
Like other Art-studies, problem
solving has several components: history, practices, theories, models,
concepts, references in other arts, sciences and spiritually. There can
be no final consensus on a best way to present it because describing the
Art of problem solving is in itself a problem solving process, which is
never finished.
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| Problem
Classification |
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To define your problem-solving strategy
it is important
to classify problems first into one of the three following
categories.
 | Level 1: Urgent & Important - Highest Priority |
| Level 2: Important / not so urgent - Medium Priority |
| Level 3: Minor importance / no urgency - Low Priority |
If you have more than one problem choose the one
with the highest priority.
Essentially, there are two types of
problems: analytic and divergent. An analytic problem is convergent in
nature, that is, it has a single correct answer. Divergent problems
allow for many possible solutions.
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| Phases in
formulating a solution |
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Problem-development
- formulating the problem (what and how did it
get your attention, perceived facts)
- acceptation (accept the problem as is)
- reformulating (problem description, datasheet,
examples, theories, references)
Idea-development
Questions which could be asked in this phase:
- what is good about this problem or situation?
- how can I use this problem or situation?
- what is not yet perfect?
- what am I willing to do to improve this situation?
- what will I stop doing to improve the situation?
- what is funny about it, that I didn't notice before?
- how will I enjoy when I reach my goal and this problem is solved?
- analyze and purge (effort to find logical
solutions)
- exhaustion / frustration
- relaxation / incubation
- creative sidestep
- Eureka!
Idea judgment
- working out the plan (critical phase)
- planning the approach
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| Who? |
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Who are the people involved in a
problem-solution team?
| Problem-owner (Who's problem is it?) |
| Fellow Problem owner or involved persons
(participants in solving the problem)
 | Generalists |
| Specialists |
| Outsiders |
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| Secretary (notes everything what is being said) |
| Facilitator or coach (is not involved with the content, only
the process) |
Session rules:
- postpone judgment
- you are allowed to lie
- privacy to the outside, openness to the inside
- Extra attention to negative questions or remarks
- No hierarchy, no arrogance
- Critical phase afterwards
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| Brainstorming |
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Many people, when trying to solve a problem,
develop a mental block. This may be a result of 'thinking too hard'.
Then, later, without conscious effort, a solution comes to mind. One way
to overcome a mental block in the problem-solving process is to hold a
brainstorming session.
The purpose of brainstorming is to generate as
many ideas as possible. The more ideas a team has to choose from, the
greater the chances are of finding one that is successful. Ideas are
generated rapidly, which prevents individuals from dwelling on why an
idea might not work. Evaluation of the ideas comes at a later stage of
solution development.
General guidelines for holding brainstorming
sessions:
- Allow no criticism. Some people become
self-conscious when they feel they may be criticized, which inhibits
them from offering ideas. For this reason, it is important that
ideas are not judged at this time.
- Encourage outrageous ideas. This often results
in team members going beyond the normal thought process.
- Encourage piggybacking of other ideas. One idea
often stimulates a better one.
- Evaluate the ideas at the end of the session or
after a day or two. Eliminate those that are not feasible.
Any criticism of ideas must be constructive. The
team should know that it is okay to laugh at and have fun discussing the
ideas. Keep in mind that decisions made at this time are not always
final; ideation is an ongoing process.
Besides the coach as moderator, each brainstorming
group should select a leader to direct the discussion. If a leveling off
of ideas occurs, the leader should encourage new ideas by asking
questions such as:
"By altering the materials how could we . .
. ?"
"What might happen if we changed its shape?"
"How could we adapt it to make it move faster?"
"How can we make it smaller, lighter, etc.?"
One team member (or the secretary) should record
all ideas and useful comments.
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