Module 2: Hindrances to Problem Solving

: Hindrances to Pro

DIPANJANA CHATTERJEE
What are problem solving blocks?
A block is anything which prevents us
finding an effective solution to a problem.
We all experience them, but of different
types and intensities. The blocks have
been grouped in various ways by different
authors according to their cause, e.g.:
perceptual
emotional
intellectual
expressive
work environmental
cultural
It's important that you are able to
recognize when blocks are hindering your
problem solving so that you can take
action to overcome them.
 TYPES OF SOURCES OF HINDRANCES TO
PROBLEM SOLVING
 Perception: This plays important role as inaccurate perception of a problem creates
difficulties. For example stereotype thinking. Barriers to finding the best solution
 Perceptual blocks arise from the way we have learnt to recognise information from
the world around us. We develop habits of 'seeing' the world, which sometimes can
get in the way of finding the best solution to a problem, eg., seeing only the most
obvious solution.
 Expression: If we are unable to articulate and express ideas adequately,
misunderstandings may arise which get in the way of finding appropriate solutions.
 Expressive blocks arise when we are unable to commu­nicate in the way required to
produce an effective solution, eg not being able to express our ideas effectively to
those who have to implement the solution.
 Emotions: It also strongly influences problem solving. For example if we are anxious
about the outcome of situation, are impatient or afraid it affects the problem solving.
 Emotional blocks arise when our emotional needs conflict with the situation, eg when
we do not propose a radical. solution to a problem because we feel it might sound
ridiculous and make us look foolish.
 Intellect: If we lack knowledge or skill in a particular area or not methodical in our
approach we are likely to exaggerate the problem and not solve it.
 Intellectual blocks are caused by us not being able to assimilate information in the ways
required to solve a problem, eg not knowing how to evaluate ideas to select the most
effective solution.
 Work Environment: This is an important aspect in problem solving as we know that
problem can be solved in a healthy way if we have the support of our superiors,
colleagues and juniors at the work place.
 Environmental blocks are caused by. external obstacles in the social or physical
environment, which prevent us from solving a problem effectively, eg distractions from
the task.
 Cultural blocks result from our conditioning to accept what is expected or 'normal' in a
given situation. This works on three levels. One is about how we behave in relation to
workplace culture and ethics. For example, in the workplace it may be discouraged to
interrupt other employees in the work place, so you feel you can’t approach people to
get their input. The next is about our own cultural bias. This includes all forms of
discrimination. The final one is about how our own culture expects us to behave.
 PERCEPTUAL blocks
Seeing only what you expect to see
 To recognise situations we look for patterns of key features which we
have learnt by experience represent a particular situation~ If the key
features 'fit' we assume the situations are the same. This often
obscures the "true nature of a problem, either because we exclude
relevant information (because it isn't a key feature or didn't occur in
the past), or include information simply because we assume it is
there.

Stereotyping
 In recognising situations we automatically apply labels (like door,
machine, laziness) which can prevent us seeing all the features of. the
situation. Often we don't look beyond the obvious. For example, if
someone isn't working as hard as we would like and we apply the
label 'lazy' to that person, we might overlook the possibility that
boredom with monotonous work is the problem, and not laziness.
Not recognising problems
 A surprising number of problems go unnoticed or are recognised only when the
effects have become severe and emergency action is required.
Not seeing the problem in perspective
 This is related to some of the previous blocks, and results from:
 taking too narrow a view of the situation, so that we recognise only part of the
problem or the information required to solve it
 failing to recognise how different parts of the problem are related
 seeing only superficial aspects of the problem, so that the solution is inadequate
 failing to see the problem from the point of view of other people who are
involved.
Mistaking cause and effect
 Many problems are recognised by their effects or the absence of expected
results. If cause and effect are confused then we are unlikely to find an effective
solution. For example, if goods do not arrive and we assume that the supplier is
late in despatching them when in fact our ordering department has failed to
send out the order, then our search for solutions will be misdirected. In this
situation the late despatch of the goods is an effect of the problem and not a
cause.
 EMOTIONAL blocks
 Emotional blocks exist when we perceive a threat to our emotional needs. These
needs differ in type and strength from person to person but include needs for
achievement, recognition, order, belonging and self-esteem. The emotional blocks
include:
Fear of making mistakes or looking foolish
 This is the most significant emotional block because it affects most of us and is
difficult to overcome. As a result of traditional schooling, the expected reaction
when we make a mistake or suggest radically different ideas is laughter and ridicule.
No one likes being laughed at and as a result we learn to fear making mistakes and
to avoid suggesting ideas which are different.
 This block becomes more severe in the presence of colleagues of a different rank to
our own. With those who are more senior we imagine that we will be thought
inexperienced or immature. With those more junior we want to protect our image as
being knowledgeable and experienced.
Impatience
 Being impatient to solve a problem may be due either to a desire to succeed quickly
or to end the discomfort or loss caused by the problem. This has two major
consequences. We tend to grab the first solution which comes along, without
adequate analysis of the problem, and we evaluate ideas. too fast, almost
instinctively rejecting unusual ideas. Either way, our solution is unlikely to be the
most effective available.
Avoiding anxiety
 This is another common block. Some of- us are more susceptible to anxiety and also find
it more unpleasant than others. Many factors can cause anxiety, including high risk,
disorder and ambiguity, long-term stress, and fear for our security. The effects on
problem solving include avoiding risks, indecision in situations which are not 'black and
white', excessive reliance on others' judgement, and avoiding challenging the status
quo. .
Fear of taking risks
 This leads to the avoidance of situations where the outcome is uncertain or could be
unpleasant. A major cause is our desire for security. The consequences include setting
objectives within easy reach, so that there is no risk of failure, and accepting known
solutions in preference to the unusual because their value is certain. A liking for taking
risks and over-confidence in being able to avoid unpleasant , consequences are more
dangerous blocks.
Need for order
 This is related to avoiding anxiety. It can lead to an inability to cope with the frustration of
situations which are not clear cut or where ambiguities exist.
Lack of challenge
 This may arise when the problem is routine or the benefits/losses are not significant to
us. The result is that either we don't tackle the problem or we take the easiest, quickest
route to solution.
 INTELLECTUAL blocks
 Intellectual blocks exist when we don't have the necessary thinking
skills to find a successful solution, or are unable to use them
effectively. They include:
Lack of knowledge or skill in the problem solving process
 This is one of the most common blocks. It includes: inadequate skills
in analytical and creative thinking; an inflexible strategy, using one
approach for every type of problem; the inability to use the various
problem solving techniques. They can all lead to ineffective solutions.
Lack of creative thinking
 This is always caused by an inability to use the skills rather than their
absence, resulting from the dominance of analytical thinking in our
day-to-day lives and a lack of practice.
Inflexible thinking
 This is a difficulty in switching from one type of thinking skill to
another, such as from analysis to idea generation or from verbal to
visual thinking.
Not being methodical
 This is perhaps the most common block. A step-by-step approach
is essential to solving problems effectively.
Lack of knowledge or skill in using the 'Language' of the problem
 If a problem involves a language that we cannot understand or
cannot use, such as specialist jargon or statistical analysis, we will
not be able to tackle the problem effectively. Similarly, we may use
an inappropriate language, such as trying to find an error in
accounts by describing the situation verbally rather than analysing
it mathematically.
Using inadequate information
 This happens when we do not make sufficient effort to collect the
relevant information, or do not understand what information is
relevant, where to find it, or how it relates to the problem. Similarly,
using inaccurate information can lead us to the wrong conclusions.
 EXPRESSIVE blocks
 Expressive blocks exist when we do not have the knowledge or
skills necessary to communicate or record ideas in the ways
required. They are caused by an inability to 'use 'languages'
effectively, such as words, drawings, mathematics, scientific
symbols, and so on. They include:
 Using the wrong language
 Some problems are more effectively solved or communicated
using one language rather than another. For example, we are
unlikely to get very far if we record data only verbally when the
problem requires quantitative analysis. Similarly, people may find it
hard to grasp our meaning if we try to explain our feelings about a
situation using mathematics instead of words.
 Unfamiliarity with a particular application of a language
 The most obvious example is the difficulty many people have
making a speech, even though they can write their ideas effectively
on paper.
 Inadequate explanations
 These can result from a real lack of information about what
you are trying to convey, or from assuming that your audience
already has some of the information when, they don't.
 A passive management style
 A situation where we are reluctant to or find it difficult to exert
influence may prevent us communicating our ideas effectively.
This is particularly important when people need to be
convinced of the validity of ideas.
 A dominant management style
 This is when we exert oppressive control, either deliberately or
unconsciously, and can make those we are communicat­ing
with automatically reluctant to accept what we say or hostile
to our ideas.
 Environmental blocks
 Environmental blocks, which exist when the social or physical environment hinders our
problem solving, include:
Management style
 The way in which we are managed can influence both our attitude to problem solving
and the freedom we have to .create and implement ideas. For example, if our ideas are
dismissed constantly with comments such as 'No, it wouldn't work because ...', or 'No,
we've tried it before and it didn't work', we soon give up trying.
Distractions
 Due to excessive noise and interruptions, these affect some people more than others,
but in general they have a detrimental effect on problem solving.
Physical discomfort
 This can create a distraction as well as resulting in stress. or lethargy depending on the
circumstances. For example, poorly designed chairs may create a distraction by giving
us backache which, in turn, can make us irritable and less interested in any type of work.
Lack of support
 This comes in many forms. For example, we may need specialist information, advice,
skills or other resources, or authority to take action. A more pervasive aspect of this
block is a lack of encouragement and the necessary organisational structure to support
and exploit people's ideas.
Stress
 Stress due to pressure of work and deadlines, affects people differently.
For those who are susceptible to stress it can be a powerful block,
hindering creative thinking in particular.
Lack of communication
 This has a number of effects, including inability to get the information
you require and a lack of encouragement.
Monotonous work
 This can dull enthusiasm for solving problems and put us onto
'automatic pilot', making us blind to problems when they occur.
Expectations of others
 These can influence both our general performance in problem solving
and the objectives we set ourselves. For example, if our peers and
superiors are happy with a regular solution to a problem we may feel
that it's a waste of time looking for anew; more effective solution. On the
other hand, if we are expected to find an innovative solution we are likely
to make a greater effort.
 Barriers to Problem Solving & Decision Making

A number of barriers may exist that affect the actuality of problem

solving and decision making. Decision makers may not be aware
that barriers are detracting from the decision-making process.
Some of the most common barriers to problem solving and
decision making are:
 Resistance to change: People are often reluctant to change from
the time-honored way of doing things. Resistance to change can
prevent people from taking chances and from considering new
possibilities.
 Habits: Habits limit our vision of what can be accomplished and
many stand in the way of solving a problem. Habits may go
undetected by an individual and may be a tremendous deterrent
to correcting a problem. For example, receptionist who is having
difficulty in completing his or her work may be unaware that the
habit of taking personal calls is taking the bulk of work time.
 Individual Insecurity: Individual insecurity may deter individuals from
taking risks or from pursuing behavior that may require them to take a
stand. Individual insecurity may come from past experiences or from an
overall lack of self-confidence.
 Past History: Knowing what has happened before and what worked and
did not work can inhibit an individual’s desire to try new methods of
problem solving or decision making. Past history is frequently an excuse
for not making changes. The individual, who may not wish to approach a
situation in a new way, may remind others that a similar idea failed in
the past.
 Fear of Success or Failure: At some time, everyone experiences some
type of fear. The fear of success or failure may be viewed as
unreasonable, but it can greatly deter the confrontation of problems.
The unknown can be a frightening thing. When a new way of doing
something is attempted, the possibility exists that it may work well or
not at all. In either instance, changes may result. While some people
thrive on recognition, others shy away from it. These fears may cause
people to avoid the possibility of success or failure altogether.
 Fixation:-Fixation is the inability to see a problem from a new
perspective. At some point during our lives, each of us has experienced
fixation in one form or another. Have you ever been so focused on a
problem that you were locked into the same thought patterns even
though those thoughts failed to provide a solution for the problem? There
are a number of reasons why we experienced fixation. Probably the most
common reason is that we approached the problem with a set of beliefs
and assumptions that locked us in to a certain pattern of thinking. A set of
beliefs and assumptions is called a paradigm.
 Jumping to conclusions: When problems must be solved and decisions
made, it is easy to jump to conclusions. When someone jumps to
conclusions, assumptions are made about what might or might not work
or the possible results; assumptions may frequently take on negative
perspectives.
 Perceptions: As we have stated, perceptions are the ways that we see
things based on our experiences. We may be unable to see something
from another perspective because we are so blinded by our own
perception.