Generating Solutions (I)

C:\Users\Darren\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.IE5\MP321RS9\MC900090572[1].wmf

Generating possibilities for solutions to the defined problem comes next in the process. It is important to generate as many solutions as possible before analyzing the solutions or trying to implement them. There are many different methods for generating solutions. This module begins with some ground rules for brainstorming sessions. Then it presents several idea-generating techniques, including free-association style brainstorming, brain-writing, mind mapping, and Duncker Diagrams.

Brainstorming Basics

C:\Users\Darren\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.IE5\MP321RS9\MC900285350[1].wmf

In order to come up with a good idea, you must come up with many ideas. The first rule of brainstorming is to come up with as many ideas as you possibly can.

Some of the ideas will not be good. If you start analyzing the ideas while you are generating them, the creative process will quickly come to a halt, and you may miss out on some great ideas. Therefore, the second rule for brainstorming sessions is to defer judgment.

Allow creativity and imagination to take over in this phase of the process. The next rule for brainstorming is to come up with the wildest, most imaginative solutions to your problem that you can. Often we might not consider a solution because of assumptions or associational constraints. However, sometimes those solutions, even if you do not end up implementing them, can lead you to a successful solution. So along with deferring judgment, allow those ideas that might be considered crazy to flow. One of those crazy ideas might just contain the seeds of the perfect solution.

Finally, use early ideas as springboards to other ideas. This is called “piggybacking” and is the next rule for brainstorming.

Basic Brainstorming

Basic brainstorming is a free-association session of coming up with ideas. Use the other group member’s ideas to trigger additional ideas. One member of the group should make a list of all of the ideas. 

Brainwriting and Mind Mapping

C:\Users\Darren\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.IE5\9MJXCRQW\MC900332680[1].wmf

Brainwriting and Mind Mapping are two additional tools to generate ideas. 

Brainwriting

Brainwriting is similar to free-association brainstorming, except that it is conducted in silence. This method encourages participants to pay closer attention to the ideas of others and piggyback on those ideas.

Before a brainwriting session, create sheets of paper with a grid of nine squares on each sheet. You will need as many sheets as there are participants in the brainwriting session with one or two extra sheets. Plan to sit participants in a circle or around a table. Determine how long the session will last, and remind participants that there is no talking. Remind participants of the other rules for brainstorming, especially deferring judgment. 

For the session itself, state the problem or challenge to be solved. Each participant fills out three ideas on a brainwriting grid. Then he or she places that brainwriting sheet in the center of the table and selects a new sheet. Before writing additional ideas, the participant reads the three ideas at the top (generated by a different participant). The hope is that these items will suggest additional ideas to the participants. The participants should not write down the same ideas they have written on other sheets. This activity continues until all of the grids are full or the time runs out. At the end of the activity, there should be many ideas to consider and discuss.

Mind Mapping

Mind mapping is another method of generating ideas on paper, but can be conducted alone.

The problem solver starts by writing one main idea in the center of the paper. Write additional ideas around the sheet of paper, circling the idea and connecting the ideas with lines. This technique allows for representing non-linear relationships between ideas.

Duncker Diagrams 

C:\Users\Darren\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.IE5\1JXY5E11\MC900441462[1].png

Duncker Diagrams are used with the present state and desired state statements discussed in module four. A Duncker diagram generates solutions by creating possible pathways from the present state to the desired state. However, the Duncker diagram also addresses an additional pathway of solving the problem by making it okay not to reach the desired state.

Duncker diagrams can help with refining the problem as well as generating ideas for solutions. The diagram begins with general solutions. Then it suggests functional solutions that give more specifics on what to do. The diagram can also include specific solutions of how to complete each item in the functional solutions.

For example, Michael wanted to address the problem of his job being too stressful. He is responsible for managing up to 1500 work hours per month. He cannot find a way to complete all of his tasks within a desired work week of no more than 45-50 hours per week. He has over 10 years’ experience in public account and is interested in moving into industry. However, he is so busy, that he does not even have time to look for a new job. 

The present state and desired state statements are:

  • Present State: Job requires more demands on my time than I am willing to dedicate to a job I do not really care about.
  • Desired State: Work a job I care about with adequate free time to spend with family and pursuing personal interests.

Here is what his Duncker diagram might look like. 

General Solutions

Functional Solutions

Specific Solutions

Cash in savings; win the lottery

Case Study

Pamela and Lindi were arguing more than brainstorming, even though they had removed their mental blocks with regards to the problem at hand. They had spent two days trying to figure out the best approach to their problem, but hadn’t achieved anything. Lindi suggested they use the Brain-writing method to deal with their problem, and invite others to join in. The following day, Pamela, Lindi and ten other co-workers, drew up grids on paper and submitted three ideas in absolute silence, using deferred judgment to do so. They swapped the papers and continued writing ideas for thirty minutes. At the end of the session, both Pamela and Lindi were overjoyed that the session had produced hundreds of solution suggestions to their problem.