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.
