"Maybe we need a course on creative problem-solving" said a manager of training and development services at a local university. She had just finished telling me an anecdote about a woman who refused to help her process some paperwork because "it was not her job and she did not know how". The lady who usually took care of those tasks was away on sick leave and the manager was told that she would just have to wait until the lady returned to get the forms processed. Well that was not going to work! There were time lines to meet and people who counted on her to get the work done. The manager asked to meet with the reluctant woman to explore what could be done. It was a fruitful conversation. Together they managed to find a way to get the work done in the required time lines."I asked her a few probing questions and suggested some alternate ways of considering the situation" the manager said. "We managed to find a creative solution together. It was a win-win for both of us."
Well, in this case, the problem was not just an inability to think creatively I think. There might have been a lack of motivation on the woman's part or maybe she did not have the self-confidence to take action.
If I were to put together a course to help address these kinds of situations in the workplace there would be two parts: know-how to DO and know-how to BE.
In the know-how to DO part of the course we would cover the different theories and tools for problem-solving. Tools like Six Thinking Hats to encourage lateral thinking pioneered by Edward De Bono. Tools to generate, visualize, structure and classify ideas such as Tony Buzan's Mind Mapping process. Techniques to challenge your thinking and collect your great ideas in learning journals such as the one developed by Ed Bernacki, Wow What a Great Idea!
Ironically, an impediment to creativity is thinking. Thinking too logically and rationally. To find creative solutions to problems, we need to rely more on our right brain abilities: seeing the big picture, making free associations, using symbols and metaphors.
In his book entitled Drive, Daniel Pink talks about an experiment called the candle problem that was devised by psychologist Karl Duncker in the 1930's. Subjects are asked to sit at a table by a wooden wall. On the table there is a candle, a box filled with tacks, and a book of matches. Subjects are asked to find a way to attach the candle to the wall so that the wax doesn't drip on the table.
What would you do?
Many people start by trying to tack the candle to the wall. But that doesn't work. Some melt the wax on the side of the candle with a match and try sticking the candle to the wall. But that doesn't work either. After 5 or 10 minutes people usually stumble on the solution. They empty the box of its tacks and tack the box to the wall. Then, they stick the candle to the bottom of the box.
In order to find the solution, subjects have to overcome what is called "functional fixedness" or, in other words, what their mental model is regarding the function of a box. At first, they don't see alternate uses for the box outside of holding tacks. Their mental model of what a box is meant for prevents them from finding the solution at once. They have to challenge their current view of the world in order to stumble on the solution.
If experimenters leave the tacks out of the box at the outset of the experiment, subjects find the solution to the "candle problem" much quicker. The empty box triggers a different mental model: the notion of a box is a container. The jump to the solution is facilitated by the sight of an empty box.
In short, what this means is that one of the first step to finding creative solutions to problems is to cultivate our ability to, pardon the pun, "think outside of the box". Creativity requires a willingness to let go of what we think we know and be open to new possibilities.
The second part of my workshop on a creative problem-solving would focus on know-how to BE: personal leadership.
That is the most difficult...
How can you motivate people? The truth is you can't. You can only help create the right conditions for someone to find their own source of motivation. According to Daniel Pink, the three key elements to true motivation are autonomy, purpose and mastery.
Determining what your source of motivation is requires some introspection. Reflecting on questions such as the following would provide some precious insights:
Does my work define who I am?
Do I look forward to coming to work every day? Why?
What are my interests? Aptitudes?
How can I find ways to better use my skills and abilities in my work?
Is it time for me to make a bold move and change jobs?
How can you build self-confidence? That is another tricky.
Part of the answer lies in helping individuals reconnect with their own personal leadership. Everyone has demonstrated initiative in their lives whether in their work life or personal life. Helping people remember that they have what it takes to be courageous and successful is the first step in building self-confidence.
Dealing with fears and erroneous judgments is another step towards self-confidence. In the situation I described above, could it be that the woman was afraid to overstep some boundaries if she did her colleague's job while she was away? Could it be that she was concerned about her boss' or colleagues' reaction if she did a job that she was not trained to do? Could it be that she was afraid of making mistakes and being judged harshly?
Have you ever heard of the expression "a career limiting move"? In government, where I used to work, that expression was rampant. It meant be careful what you do or say. Tow the line, don't make any waves and keep your head low. Could that type of culture have a negative impact on someone taking some initiative?
In conclusion, problem-solving is not as simple (or as difficult - depending on your perspective) as finding a solution. The key is to have the initiative to look for it...
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