CIVL 1101 Problem Solving - Chapters 5-6 1/8

Generating Solutions Generating Solutions

] “Nothing is more dangerous than an idea, when it is ] Once you have defined the problem you want to make
the only one you have.” sure you generate the best solution.

] Perseverance is perhaps the most notable characteristic

Evaluate the Solution of successful problem solvers, so you shouldn’t become
discouraged when solutions aren’t immediately evident.
Implement the Solution

Decide the Course ] Many times mental blocks hinder your progress toward a
of Action solution.

Generate Solutions
] What is the nature of these mental blocks and what
Define the Problem causes them?

Common Causes of Mental Blocks Common Causes of Mental Blocks

] Defining the problem too narrowly. ] Distracted by irrelevant information, called “mental
dazzle.”
] Attacking the symptoms and not the real problem.

] Assuming there is only one right answer. ] Getting frustrated by lack of success.

] Getting ”hooked’ on the first solution that comes to ] Being too anxious to finish.
mind.
] Defining the problem ambiguously.
] Getting ”hooked” on a solution that almost works (but
really doesn’t).

Break up Mental Blocks Break up Mental Blocks

] There is a direct correlation between the time people ] Several creative solutions to the nine dot problem
spend “playing” with a problem and the diversity of the exist:
solutions generated.
] Draw four or fewer straight lines (without lifting your \ Roll up the piece of paper such that it is cylindrical in shape
pencil from the paper) that will cross through all nine and then draw one line around the cylinder that passes
thorough all nine dots
dots.
\ photoreduce the nine dots and then using a thick felt pen to
connect them with a single line

\ Crumple up the piece of paper and stab it with a pencil (this is

a statistical approach that may require more than one attempt
to hit all the dots)
CIVL 1101 Problem Solving - Chapters 5-6 2/8

What did we learn? What did we learn?

] The purpose of this exercise is to show ] A novice problem solvers will not cross a
that putting too many constraints perceived imaginary limit--a constraint
(either consciously or unconsciously) on that is formed unconsciously in the
the problem statement narrows the mind of the problem solver--even
range of possible solutions. though it is not part of the problem
statement.

What did we learn? Group Problem

] Whenever you are faced with a

problem, recall the nine dots to remind ] Suggest or devise 25 ways to cross a
yourself to challenge the constraints. lake of molasses

Recognizing Mental Blocks Perceptual Blocks

] The first step to becoming a better problem solver is ] Obstacles that prevent the problem solver from
to understand what conceptual blocks are and how clearly perceiving either the problem itself or the
they interfere with problem solving. information needed to solve it.

] A conceptual block is a mental wall that prevents the \ Stereotyping

problem solver from correctly perceiving a problem or
conceiving its solution. \ Limiting the problem unnecessarily - recall the nine dot
problem

] The most frequently occurring conceptual blocks are \ Saturation or information overload - Too much information
perceptual blocks, emotional blocks, cultural blocks, can be nearly as big a problem as not enough information
environmental blocks, intellectual blocks, and
expressive blocks. Air traffic controllers have learned to overcome this block
CIVL 1101 Problem Solving - Chapters 5-6 3/8

Emotional Blocks Emotional Blocks

] They decrease the amount of freedom with which you
] They decrease the amount of freedom with which you
explore and manipulate ideas and prevent you from
explore and manipulate ideas and prevent you from
communicating your ideas to others. communicating your ideas to others.
\ Judging rather than generating ideas - This
\ Fear of risk taking - Implementing a block can stem from approaching the problem
creative idea is like taking a risk. You with a negative attitude. Wild ideas can
take the risk of making a mistake, sometimes trigger feasible ideas which lead to
looking foolish, losing your job, or in a innovative solutions
student’s case, getting an unacceptable
grade. \ Lack of challenge - You feel that the problem is
not worthy of your efforts
\ Lack of appetite for chaos - Problem
solvers must learn to live with \ Inability to incubate - Rushing to solve the
confusion. What may be best for the problem just to get it off your mind can create
individual may not be best for the blocks
organization or group.

Cultural Blocks Environmental Blocks

] Distractions can create inhibit deep prolonged
] Acquired by exposure to a given set of cultural patterns concentration

Intellectual Blocks Expressive Blocks

] Inflexible and inadequate problem-solving strategies ] Inability to communicate your ideas to others, in
(lacking the necessary intellectual skills) either verbal or written form
CIVL 1101 Problem Solving - Chapters 5-6 4/8

Blockbusting Improving Your Creative Abilities

] Keep track of your ideas
Block Blockbuster
] Pose new question to yourself everyday
Negative Attitude Attitude Adjustment
] Keep up in your field of study
Fear of Failure Risk Taking
] Avoid rigid, set patterns of doing things
Following the Rules Breaking the Rules
] Be open and receptive to new ideas

Over Reliance on Logic Internal Creative Climate

] Be alert in your observations

You Aren’t Creative Creative Beliefs

Improving Your Creative Abilities Brainstorming

] Adopt a risk taking attitude ] Brainstorming, one of the oldest techniques to

stimulate creativity, is a familiar and effective
] Keep your sense of humor technique for generating solutions.

] Engage in creative hobbies ] Effective tool not only for one or two individuals
discussing a problem in an informal setting but also in
] Have courage and self–confidence more formal large–group problem–solving sessions.

] Learn to know and understand yourself

Comments That Reduce

Brainstorming Brainstorming to Braindrizzling
] The initial stages of idea generation begin with an unstructured ] That won’t work
free association of ideas to solve the problem (brainstorming).
] It’s against our policy
] During this activity, lists of all possible solutions are generated
either in group discussions or individually. The lists should ] That’s too radical
include wild solutions or unusual solutions without regard to their
feasibility. ] We don’t have enough time

] A critical component of group brainstorming is to maintain a ] It’s not our job

positive group attitude. No negative comments or judgments are
allowed during this stage of the solution process
] That’s too expensive
] We can’t solve this problem
] Reserve evaluation and judgment until later
] That’s not practical
CIVL 1101 Problem Solving - Chapters 5-6 5/8

The Fishbone Diagram The Fishbone Diagram

] Fishbone diagrams are a graphical way to organize and 2. Brainstorm potential solutions to the problem
record brainstorming ideas. The diagrams look like a
3. Categorize the potential solutions into several major
fish skeleton.
categories and list them along the bottom or top of the
diagram. Extend diagonal lines from the major categories to
] To construct a fishbone diagram the following the backbone. These lines form the basic skeleton of the
procedure is used: fishbone diagram:

Category 1 Category 2
1. Write the real problem in a box (or circle) to the right of the
diagram. Draw a horizontal line (the backbone) extending
from the problem to the left side:

Real Real
Problem Problem

The Fishbone Diagram Group Problem

4. Place the potential solutions related to each of the major
categories along the appropriate line (or bone) in the diagram ] Problem Statement: How could the
Category 1 Category 2
rules of basketball be changed so
that players under 5’9” tall might
Solution be more competitive?
Solution Solution

Real
Solution
Problem
Solution ] Take five minutes to generate
Solution some ideas
] Sorting and organizing
Category 3 Category 4 your ideas is a valuable
effort in the solution
process

Group Problem Osborn’s Checklist

] A technique used to generate additional ideas related
] Lower the height of the basket. to those already defined
] Taller players are not allowed outside the key.
] Platform tennis shoes. Osborn’s Checklist for Adding New Ideas
] Tall players can guard only tall players.
How can this idea be used as is? What are
] Tall players can’t rebound. Adapt? other uses it could be adapted to?
] Tall players must use a heavier ball.
Change the meaning, material, color, shape,
] Tall players can’t jump. Modify? odor, etc.?

Add new ingredient? Make longer, stronger,

Magnify? thicker, higher, etc.?
CIVL 1101 Problem Solving - Chapters 5-6 6/8

Osborn’s Checklist Consider the basketball example

Osborn’s Checklist for Adding New Ideas
Smaller players can foul as many times as
Adapt? they want (rule adaptation). Assists by
Minify? Split up? Take something out? Make lighter, smaller players count as points.
lower, shorter, etc
Raise baskets for taller players (modify
Who else, where else, or what else? Other
Modify? court). Tall players stay inside 3–point line
Substitute?
ingredient, material, or approach?
Short player’s baskets worth 4–points
Magnify? (magnify score).
Rearrange? Interchange parts? Other patterns,
layouts? Transpose cause and effect?
Change positives to negatives? Minify? Tall player’s shots worth 1–point (minify
score).
Combine? Combine parts, units, ideas? Blend?
Separate leagues for taller and shorter
Compromise? Rearrange? players (rearrange grouping).

Random Stimulation Other People’s Views (OPV)

] Random Stimulation is a technique which is especially ] When approaching a problem that involves the
useful if we are stuck or in a rut. It is a way of thoughts and feelings of others.
generating totally different ideas than previously
considered and can “jump start” the idea generation ] Imagining yourself in the role of the other person
process and get it out of whatever current rut it may be allows you to see complications of the problem not
in. considered previously.

] Introduce “weird” ideas during brainstorming.

] Choose randomly a word from the dictionary. Use that

word to generate other words that can simulate the flow
of ideas.

Example of Other People’s Views Group Problem

] Problem: Space capsule burns upon entering the
atmosphere ] Problem Statement: You are a passenger
in a car without a speedometer. Describe
Project Manager Complete the project on time
25 ways to determine the speed of the
NASA Accountant Solve Problem but cost low car.
Engineer: New material should not interfere with
capsule ] Take five minutes to generate
some ideas
Materials Scientist: Find a material that can handle the high
temperature on reentry.

Astronaut: Doesn’t care about:the capsule, to return;

Final solution: Allow the surface of the capsule to be

destroyed, protecting the astronauts.
CIVL 1101 Problem Solving - Chapters 5-6 7/8

Futuring Group Problem

] Examine the problem carefully to make sure the real problem has
been defined. ] Problem Statement:What features would
] Now, imagine yourself at some point in the future after the
you like to have on a television 10 years
problem has been solved. What are the benefits of having a from now?
solution?
] Take five minutes to
] “Look around” in the future. Try to imagine an ideal solution to generate some ideas
the problem at hand without regard to technical feasibility.
Remember, in the future, anything is possible.
] Create a fishbone diagram
] Make statements such as: “If only (this) would for your ideas
happen, I could solve....”

] Dare to change the rules! The best solutions to some problems

are contrary to conventional wisdom.

Brainwriting Analogy and Cross-fertilization

] Two or more individuals are required in order to carry out an ] It is well documented that a number of the most important
interactive brainstorming session. advances in science, engineering, art, and business come from
cross-fertilization and analogies with other disciplines.
] However, when there is no one to interact with, a technique
being, used by many companies is that of brainwriting. ] Here ideas, rules, laws, facts, and conventions from one discipline
are transferred to another discipline.
] In brainwriting you follow the same procedure as brainstorming
(e.g., free association, Osborn’s checklist, random stimulation, ] There are four steps you can use to solve problems by analogy:
futuring). Write down your ideas as fast as you generate them,
never pausing or stopping to evaluate the idea. 1) State the problem,
2) Generate analogies (this problem is like trying to. . .),
3) Solve the analogy, and
] Keep a notebook handy to write down ideas,
4) Transfer the solution to the problem.
because they often come at unusual times.

Analogy and Cross-fertilization Incubating Ideas

Consider the following pairs: ] The incubation period is very important in problem solving.
Working on a solution to a problem to meet a deadline often
A beautician and a college professor. causes you to pick the first solution that comes to mind and then
“run with it,” instead of stopping to think of alternative solutions.
A policeman and a software programmer.
An mechanic and an insurance salesman. ] Communicate with other people.

A banker and a gardener.

] Ask questions about all the
A choreographer and an s
circumstances. Go home and think. idea
air traffic controller. as
s ide
A maitre d’ and a pastor. idea
s idea
] Let it sit overnight, and think about it
from time to time.

] Put the problem down and do something

else for awhile
CIVL 1101 Problem Solving - Chapters 5-6 8/8

SUMMARY SUMMARY
] Be able to recognize the different mental blocks when ] Remove all technical blocks to envision a solution in the
they appear (Perceptual Emotional, Cultural, future.
Environmental, Intellectual, and Expressive Blocks)
] Use a fishbone diagram to help organize your
] Use Blockbusters: Attitude Adjustment, Risk Taking, ideas/solutions.
Breaking the Rules, Internal Creative Climate, and
Creative Beliefs. ] Use analogy and cross-fertilization to bring ideas,
phenomena, and knowledge from other disciplines to
] Use Osborn’s Checklist to generate new ideas: Adapt, bear on your problem.
Modify, Magnify, Minify, Rearrange, Combine.
] Let the problem incubate so that your mind keeps
] Use Random Stimulation and Other People ’s Views working on it while you are doing other things.
(OPV) to generate new ideas.

End of Chapter 4