3 ways to look at the problem in a new way, and to find fresh ideas
Books / / December 19, 2019
These techniques stimulate your brain, causing it to change the order of consideration of aspects of the problem and look at it in another way. Such a "reversal" tactics - it's not something that people normally use to generate ideas. A typical human response - to rush into the maelstrom of his head and try to solve the problem with a swoop, using the attack on the forehead.
The essence of this approach is, on the contrary, is that the reverse order of solutions allows us to not be confined to one embodiment, and to consider comprehensively the problem.
As human societies, most of the problems has its own laws. Social laws dictate social behavior and manage them. Similarly, the laws governing the issues, determine the assumptions that people use for their understanding and formulation.
Representation of what, in our opinion, should be things that affect the way in developing ideas that we use to solve their problems.
Unfortunately, most of these "must have" limits ourthinking and leads to less creative ideas. Moreover, these restrictions narrow the diversity of categories of solutions that we can apply. For example, if we accept this assumption is that chocolate should only be sold in slabs, all the new ideas of chocolate products will be based only on the tiled version of the product.
In order to overcome this obstacle to creative thinking, Doug Hall has developed a technique "lawbreakers" - way to generate ideas through violation of the traditional assumptions that prescribe what should be the order of of things. Sequence of reception is quite simple:
- Make a list of all the possible constraints (rules, regulations) related to your problem.
- Break each of these limitations. Ask yourself why a particular rule was introduced on a particular aspect of the problem.
- Use these violations of the provisions to stimulate new ideas.
For example, suppose that you want to offer ideas for the preparation of a new chocolate cake. First, let us write those traditional limitations that relate chocolate tablets:
- The rectangular shape of the tiles.
- Hard tile brown.
- Homogeneous sweets.
- Homogeneous taste.
- May contain, in addition to chocolate, nuts or raisins, but nothing more.
- Wrapped in aluminum foil.
- It melts in the sun.
- It weighs less than 100 grams.
Now let's generate ideas, breaking some of these "laws" which "governs" chocolate bars. Here are some possible suggestions:
- Tile triangular shape.
- Different shades of brown color in one and the same item.
- Various sweetness in different parts of the product.
- Various filler inside.
- Wrapped in a "thematic" wrapper (for example, images of dinosaurs, space travel).
- It has high heat resistance.
- Issued of different weight, from 30 grams to 5 kilograms, and under the names reflecting weight (e.g., tile "feather" tile "Hippo").
Sometimes there are difficulties with solving problems for the reason that we throw at them with his head, and they have quickly drawn into himself. As a result, we are too close to the problem and have no strength to look at it from a different perspective.
This complexity with the inability to see the forest for the trees can be avoided if you try to "enter into the forest" on the other side.
And change direction - and you change the perspective.
Instead of being held captive by its original and non-productive point of view, you will be able to discover new ways and views on the problem. After that starts the flow of new ideas. "Changeling" in solving problems has been widely used ever since as a tactic of brainstorming was first popularized by Alex Osborn in the 30s. consultant creativity Edward de Bono has also recommended the opposite direction of the solution as an effective way to implement his concept of "cross-thinking."
"Changeling" has great potential for developing ideas common plan. The stages are as follows:
- Define the problem simply and clearly.
- Change the formula to the opposite problem. This "backing" should not be a direct reversal of any aspect of the problem. You can change the verb, target or any word in the definition of the problem. From this perspective, "Changeling" is defined broadly as any change in a production or formulation of the problem.
- Record every turn as a new (possibly quite silly) statement of the problem.
- Use each such wording as an incentive to create an entirely new idea.
Let's assume that your problem is to develop a new container for carbonated water. Possible here "Changeling" and "reversal" may include the following:
- Apply conventional design.
- Develop a new bottle of soda water.
- Develop new can of beer.
- Develop a new trash can.
Then use the "Changeling" to generate new ideas:
- Bank with the classic logo or design on it.
- Bank in the form of a bottle.
- Bank of two sections: on the one hand, carbonated water, and on the other - beer.
- Bank, which emits a sound after it devastated, as long as it will not fall into a special trash can for recycling.
Admission stimulator "U-turn" was originally developed by a consultant on the works of Steve Grossman as "reversal of assumptions." This reception relative "law-breakers", which generates ideas by reversing assumptions about the problem in all possible directions. The difference between these two methods lies in the fact that "law-breakers" wraps up what is generally perceived as a "tribute" to the problem (For example, "chocolate should be brown"), while the reception of "U-turn" unfolds more general assumptions (for example, "people eat chocolate").
Some assumptions problems are extremely basic and fundamental, while others may be more abstract. For example, a basic assumption in the problem, which is to attract new clients the bank will consist in the fact that the bank has the money for capital investments. More abstract assumption may be that customers put their money in the bank in order to satisfy their need for security.
Any type assumptions apply when using this technique.
Solving the problem of attracting new customers to the bank, you can make a list of the following assumptions:
- Potential customers have the money.
- It is necessary to satisfy their need for security.
- Many potential customers are confused banking procedures.
- Banks give money to borrow to make new money.
- People have to stand in line to get the money.
- When you remove your money, you are not getting the money you originally invested.
- Banks keep their money in the vaults.
Now let razvernom these assumptions, as shown below:
- Potential customers do not have money.
- Placing money leaves the defenseless people in the bank.
- Potential customers - is all-knowing bankers.
- Banks take the money loaned to lose them.
- People never have to wait to get the money.
- Banks keep their money in the most conspicuous place.
Finally, let us use the wording to suggest new ideas:
- To focus on the lowest rates in the city loans.
- Promote security measures taken to protect customers' money.
- Develop specific promotional materials, demonstrating the professionalism and experience of bank employees and staff.
- Giving those customers who bring new customers to the bank, the higher rates on loans.
- Set in the middle of bank premises transparent door through which customers can watch a bank basement, where the values are stored.
Arthur Vangandi was a professor of communication, a world-renowned expert in methods of generating ideas and author of popular scientific works. Book "Challenges for business intelligence training," he wrote especially for those who want to find new and creative approaches to problem solving. More than a hundred of practical exercises aimed to stimulate fresh ideas and help to get out of his stupor and achieve their goals.
To buy a book
- How to create breakthrough ideas: 15 working methods
- Brainstorming: how to generate explosive ideas
- Need a new idea in 10 minutes? Simple exercise will help