What are the similarities in problem
solving, decision making,
and goal achievement?
Actually, they're alike in many
ways. A decision that must be made is
little more than a problem awaiting a
solution. We might even call it a simple
problem. When we're faced with a
decision, we rarely have to choose
between more than two or three alternatives,
whereas, in solving a problem,
we sometimes face what seems to
be an endless list of possibilities. And,
what about goal achievement? Isn't a
goal a point we wish to reach? The
problem is to move from where we are
now, to where we want to be. So, problem
solving, decision making, and
goal achievement are all closely related
functions of creative thinking. It's
important that we keep this in mind.
The first step in solving any problem
is to define it. You should always
be sure you understand a problem
before you go to work on its solution.
Next, you should write down everything
you know about the problem.
This information might come from
your own experience, from books that
contain background and statistical
data, the Internet, or from friends and
business associates who know something
about the area in which the
problem lies.
Third, decide whom to see. List the
names of people and organizations that
are recognized authorities on the problem.
This is your opportunity to go "all
out" for the facts. After determining
who can help you, contact them, talk
with them, and pick their brains for all
the information they possess that can
help you solve the problem.
After doing this, be sure to make a
note of each thing that's germane to the
problem. Don't risk forgetting anything
that could help you find the solution.
The fifth step in solving a problem
creatively is called "Individual
Ideation." This is personal "brainstorming,"
or thinking with the brakes
of judgment off! Don't try to decide
whether an idea is good or bad — just
write it down the moment it comes to
you. You can pick and choose — rate you're after is a lot of ideas.
Remember the four rules for brainstorming:
(1) No negative thinking; (2)
The wilder the ideas, the better; (3) A
large number of ideas is essential; and
(4) Combination and improvement of
ideas is what you're after.
One idea often leads to another, better
idea. Don't worry if some of your
ideas seem far-fetched or impractical.
You're looking for all the ideas you can
possibly find. Don't reject any — write
them all down!
Then Group Brainstorm. This is
your opportunity to put the minds of
others to work on the problem.
Handle this session the same way you
did your "Individual Ideation." No
negative thinking, no criticism at this
stage; the wilder the ideas the better;
get as many ideas as possible; and, try
for idea combination and improvement.
Write down all the ideas the
group comes up with.
When you have all your ideas written
down, rate them for effectiveness
and facility. The effectiveness scale
ranges from "very effective" to "probably
effective" to "doubtful." And the
facility scale ranges from "easy" to
"not so easy" to "difficult." The rating
of ideas will clearly indicate the likely
success of any possible solution. Of
course, it's best to consider first the
idea or ideas that are rated both "very
effective" and "easy."
Suppose you're a manufacturer.
And suppose your sales and marketing
team brainstorming comes up with
some ideas to increase sales. Let's say
one of the ideas is to revamp completely
one of the products that your company
is offering to the public. Let's rate
this idea in terms of effectiveness. You
know the present product meets a
need and is acceptable to the buying
public. What about an entirely
changed product? Without a lot of
marketing tests and then a period of
actual manufacturing for sale, it would
be hard to say just how effective this
idea would be in increasing sales.
Better rate it "doubtful"
And how does this idea of completely
revamping one of the products
check out in the facility area – "easy,"
"not so easy," or "difficult"? It would
be "difficult," wouldn't it? It would
require new engineering, new tools,
new manufacturing plans, new packaging,
and new marketing methods.
Suppose, however, that one of the
salesperson's ideas is to run TV advertisements
for the company's product
on one of the major television networks.
This would be "probably effective"
and would be "not so easy," but
it could be done.
Let's say another idea is to set up a
new sales incentive program, a program
directed to those people who are
at the front of the problem, the salespeople.
If it were a well-designed and
-implemented incentive program
with predictable compensation for
increased performance, it would
stand a good chance of being "very
effective." It would be relatively
"easy" to do. It should increase the
company's sales.
There are many other evaluation
yardsticks you might use. Two more are time and money. Try rating your
ideas against these measurements. For
example, in the case of a manufacturer
who wants to increase its sales, certainly
to change the product would
take a great deal of time and money.
And to advertise it on a popular network
television program would cost a
great deal. On the other hand, to introduce
a new sales incentive program
might be neither too costly nor too
time consuming.
Remember, when you evaluate your
ideas, measure them against these four
yardsticks: effectiveness, facility, time,
and cost. Every idea you have may not
be worth creative action, and that's
why you must skillfully evaluate each
of them. But once you've carefully
judged your ideas, take action.
Enter your ideas into an "Action
Plan": decide who should do it, when
it should be done, when to start, and
how to do it. These are all important
considerations because the execution
of the solution is just as important as
the solution itself.
Be certain to give yourself a deadline
for putting your plan into action.
We work hardest and most efficiently
when we know there is a definite time
element involved. So, make a note of
the date when you must put your solution
to work. It's good to remember
that timing is often critical when a
new idea is introduced. Carefully calculate
the deadline in the light of the
general situation. You might write
down a second date — the one by
which you intend to have the action
completed and the problem solved.
Remember what was said earlier
about problem solving, decision making,
and goal achievement? They have
a great deal in common. They can all
be attacked in much the same way.
For any problem ... no matter how
big or complex it may be ... there is a
solution. All you have to do is find it!
History is filled with people who
believed a problem did not have a
solution and they did not find it, and
people who believed there was a solution
and they did find it — same problem,
different perspective, one successful
and one not. Which type of
person will you be?
Source: Earl Nightingale's The
Essence of Success, Edited by Carson
V. Conant.
Remember these steps for brainstorming your ideas:
-
Define the problem.
- Write down everything you know about the problem.
- Decide what people and resources to bring into the solution.
- Make a note of everything that is germane to the problem.
- Conduct a personal brainstorming Individual Ideation.
- Utilize Group Brainstorming and rate your ideas for effectiveness,
facility, time, and cost.
- Evaluate your ideas for the best options.
- Create an "Action Plan."
- Give yourself a deadline for putting your plan into action.
