Ten tools to solve problems in a more powerful way Chapter 2 of The Idea Generator : Tools for Business Growth by Ken Hudson

Tool 1/1: think in threes break down binary thinking by “forcing” three solutions use triangle as the framework… Application: “problem” in the middle of triangle; develop three solutions one at each corner Problem Statement Solution Solution Solution

break down binary thinking by “forcing” three solutions

use triangle as the framework…

Application: “problem” in the middle of triangle; develop three solutions one at each corner

Tool 1/2: restate in emotional language framed in rational way: How to grow X by 2%? will net small incremental gains restate goal with words that get at passion, energy, fun, excitement and engagement this nets imaginative solutions Application: list 5 original solutions for original problem (P1); then get five solutions for new emotional language

framed in rational way: How to grow X by 2%? will net small incremental gains

restate goal with words that get at passion, energy, fun, excitement and engagement this nets imaginative solutions

Application: list 5 original solutions for original problem (P1); then get five solutions for new emotional language

Tool 1/3: find new measurements we can become a prisoner of our current measures when we look i.e. at market share, reactive because it ends to limit solutions based on past versus future measures Application: write how you measure currently, write down new measures and ideate around what new ideas can implemented form the list

we can become a prisoner of our current measures

when we look i.e. at market share, reactive because it ends to limit solutions based on past versus future measures

Application: write how you measure currently, write down new measures and ideate around what new ideas can implemented form the list

Tool 1/4: create new eyes look at the problem from a number of different perspectives can never truly know what another’s beliefs, values or assumptions are so imagine what other “roles” might be thinking i.e. pitching product to a new client; ask who might be in the meeting and what they might want from the meeting; Managing Director (long-term growth) and Sales Manager (short term sales) Application: select letter of alphabet and pick a person, role or animal that starts with that letter i.e. “A” = angel (uplifting) accountant (give them the facts) artist (colorful) architect (structure) agent (real estate agent) (sell)

look at the problem from a number of different perspectives

can never truly know what another’s beliefs, values or assumptions are so imagine what other “roles” might be thinking

i.e. pitching product to a new client; ask who might be in the meeting and what they might want from the meeting; Managing Director (long-term growth) and Sales Manager (short term sales)

Application: select letter of alphabet and pick a person, role or animal that starts with that letter

i.e. “A” = angel (uplifting) accountant (give them the facts) artist (colorful) architect (structure) agent (real estate agent) (sell)

Tool 1/5: develop a range of business as usual, different, radical solutions nets greater range of solutions business as usual, traditional different, departure from what’s been done before radical solutions, departure from what’s been suggested before; THINK BIG Application: use triangle as the framework… i.e. How to retain most talented managers? business as usual solutions at one corner (5 solutions) Pay more + (at least 4 others) different solutions (3 solutions) expand their responsibilities + (at least 2 others) radical solutions (1 solutions) provide them with a 6-month sabbatical Radical departure from what’s been suggested before Business As Usual traditional Different departure from what’s been done before

nets greater range of solutions

business as usual, traditional

different, departure from what’s been done before

radical solutions, departure from what’s been suggested before; THINK BIG

Application: use triangle as the framework…

i.e. How to retain most talented managers?

business as usual solutions at one corner (5 solutions) Pay more + (at least 4 others)

different solutions (3 solutions) expand their responsibilities + (at least 2 others)

radical solutions (1 solutions) provide them with a 6-month sabbatical

Tool 1/6: solve a bigger problem make the problem more encompassing tendency to focus on bite-sized problems how to improve customer service? becomes how to enhance my customer’s life? concentrating on larger problem, opens up solutions possibility by broadening the focus; it allow a much stronger place to develop solutions Application: write down your current problem and then try to make it progressively bigger every two minutes; at the end of ten minutes you should have at least ten new problem statements; select the one the one that is most intriguing and create new solutions for it

make the problem more encompassing

tendency to focus on bite-sized problems

how to improve customer service? becomes how to enhance my customer’s life?

concentrating on larger problem, opens up solutions possibility

by broadening the focus; it allow a much stronger place to develop solutions

Application: write down your current problem and then try to make it progressively bigger every two minutes; at the end of ten minutes you should have at least ten new problem statements; select the one the one that is most intriguing and create new solutions for it

Tool 1/7: ask new questions range of new questions; ones to which you genuinely don’t know the answers; difficult because we’ve been taught to concentrate on the existing problems opens us up to seeing problems in new light i.e. new products for target market; try What customer experience would have my customer raving about this new product? Application: list the existing problem and then list all the existing questions; go through the drill again listing at least 5 new and varied question (avoid answers to these questions at this stage); Have a partner run the same drill and then compare the lists; select the three most intriguing from your lists and produce solution to them; Possible headings: State the Problem: Existing questions + solutions New questions + solutions.

range of new questions; ones to which you genuinely don’t know the answers; difficult because we’ve been taught to concentrate on the existing problems

opens us up to seeing problems in new light

i.e. new products for target market; try What customer experience would have my customer raving about this new product?

Application: list the existing problem and then list all the existing questions; go through the drill again listing at least 5 new and varied question (avoid answers to these questions at this stage); Have a partner run the same drill and then compare the lists; select the three most intriguing from your lists and produce solution to them; Possible headings: State the Problem: Existing questions + solutions New questions + solutions.

Tool 1/8: find a solution that initially won’t work counter-intuitive, escape from the usual i.e. too much work; adding more work could lead you to be more priority focused, sharing workload or learning to think faster making a problem worse can lead to more original solutions i.e. How to improve product quality? Instead of looking at data on defects deliberately limit product quality which could lead to cheaper prices and/or new markets Application: Do this with partner; list problem; spend five minutes working separately on solutions to the problems; then spend more time on problem identifying at least 5 unworkable

counter-intuitive, escape from the usual

i.e. too much work; adding more work could lead you to be more priority focused, sharing workload or learning to think faster

making a problem worse can lead to more original solutions

i.e. How to improve product quality? Instead of looking at data on defects deliberately limit product quality which could lead to cheaper prices and/or new markets

Application: Do this with partner; list problem; spend five minutes working separately on solutions to the problems; then spend more time on problem identifying at least 5 unworkable

Tool 1/9: use a new simile business is like a well-oiled machine implies efficiency; however this simile may limit experimentation or risk-taking; so break the mindset with another simile (i.e. runs like a red Lamborghini) i.e. getting new client interview blocked by personal assistant; use the simile of flying a kite; strings (emotional) engage the PA in conversation to discover their personal interest; flying a kite together could net having a lunch together with PA and boss Application: state the problem; then spend several minutes listing different similes; use one or two of these similes to drive to new solutions; (i.e. this problem is like the circus: colorful, music used, drama; this problem is like an orchestra: diverse instruments , new conductor, other departments to help

business is like a well-oiled machine implies efficiency; however this simile may limit experimentation or risk-taking; so break the mindset with another simile (i.e. runs like a red Lamborghini)

i.e. getting new client interview blocked by personal assistant; use the simile of flying a kite; strings (emotional) engage the PA in conversation to discover their personal interest; flying a kite together could net having a lunch together with PA and boss

Application: state the problem; then spend several minutes listing different similes; use one or two of these similes to drive to new solutions; (i.e. this problem is like the circus: colorful, music used, drama; this problem is like an orchestra: diverse instruments , new conductor, other departments to help

Tool 1/10: find a paradox often we try to avoid paradoxes with difficult problems i.e. less is more in architecture; has given us new furniture design and space saving capability search for and try to uncover paradoxes within the problem itself i.e. breakfast brand is slipping; busy people are too busy to eat breakfast; more convenient (breakfast bars), mobile (office breakfast cart, office breakfast services) successful companies are more likely to become unsuccessful; owners become complacent and or more resistant to change Application: select problem; generate at least 3 paradoxes that correspond with the problem; create five solutions for each of these paradoxes; select the most effective solution form this list and test

often we try to avoid paradoxes with difficult problems

i.e. less is more in architecture; has given us new furniture design and space saving capability

search for and try to uncover paradoxes within the problem itself

i.e. breakfast brand is slipping; busy people are too busy to eat breakfast; more convenient (breakfast bars), mobile (office breakfast cart, office breakfast services)

successful companies are more likely to become unsuccessful; owners become complacent and or more resistant to change

Application: select problem; generate at least 3 paradoxes that correspond with the problem; create five solutions for each of these paradoxes; select the most effective solution form this list and test