Creative Problem-Solving

How do you typically solve a problem? Are you satisfied with your problem-solving skills? Do you have a structured process for solving a problem?

Given our busy daily work routines, we will tend to jump straight into finding the solution to the problem. We will review the facts and figures presented to understand the problem, and we will then quickly identify the solution. Such a problem-solving method is what we always use based on known facts and figures.

We often use our left brain of rational and structured business thinking to deal with well-defined problems that must be solved. Our decision making would tend to be made based on an analysis of available theoretical data. Our bosses have a very low tolerance for failures or mistakes, and hence we have a very low tolerance of risk and ambiguity.

Today's world is unlike the world of the past. We all are living in a world of high volatility, uncertainty, complexity, and ambiguity (VUCA). There are a lot more unknown risks and challenges. From this other extreme perspective, we could very well exercise our creative thinking by using our right brain. Without specific data or insights, we could deal with undefined problems based on our emotions and intuition. We decide on solutions based on our perception. Of course, we do not know for sure whether the solutions would work or not. We have a higher tolerance for failures or mistakes.

What if I tell you that we can combine both left and right brains in creative problem-solving. How can we do this? We can use both the left and right brains in design thinking. The human-centered approach allows us to use our emotions and intuition while maintaining rationale and structure. We can combine data with deep insights into human emotions and experience. Human emotions tend to be more complex and difficult to be made known. Furthermore, quantifiable data and metrics about human emotions are not made easily accessible.

Therefore, the design thinking process involves iterating between analysis and synthesis for us to reframe and question defined problems. A defined problem is only the start of the process of creative problem-solving. The design thinking process allows for divergent and convergent providing us with the opportunity to spark our creativity. The iterative ideation and rapid experimentation allow for failures or mistakes. Failures or mistakes are learnings for decision making.

By adopting a design thinking approach to problem-solving, we will be more focused on the human emotional needs of the people we are solving the problem. We will not have the preconceived idea that we have the right solution for the people based on known facts and figures.

Start your creative problem-solving by having a beginner's mindset.

Leaders are Coaches

I first learned about coaching when I was a young consulting manager. At that time, I was fortunate to be allowed to undergo a series of training on The Fifth Discipline (a book by Peter Senge). That was more than two decades ago.

As I am reflecting now what I learned back then, I wish I have sharpened all the disciplines that I have learned from The Fifth Discipline. One of the core skills needed is coaching skills. I discovered that all leaders need to develop coaching skills. Essentially, leaders are coaches.

One of the disciplines of The Fifth Discipline is Mental Models. Mental models are our beliefs and assumptions developed from our respective cultures and background. To become an effective coach, we need to challenge our mental models to embrace a growth mindset. We are always both coaches and learners at the same time.

Leaders play an inspirational role in unlocking the potential of their people. For this purpose, leaders, as coaches, can adopt the Wheel of Learning approach to encourage learning.

One of the core coaching skills is the ability to ask highly effective questions. Inquiry-based conversations will help us suspend judgment and uncover assumptions. Questioning assumptions will surface current mental models of others and help others to see their perspectives better.

Furthermore, effective questioning will help others to discover answers on their own. Probing questions will unleash self creativity and analytical thinking of others, making them go through the ladder of inferences of which will create a lot of new possibilities from different perspectives. In other words, by asking the right questions, leaders will help their people to see different perspectives. The leaders will also be guiding their people through the process of discovering the answers to their problems. Their people will then be able to take action to test if the answers or solutions will address the problems or questions identified.

By adopting such a coaching method, leaders are making their people responsible for the problem-solution finding and building confidence of their people in their capabilities.

Leaders will then evaluate the results of actions taken by having a reflection session. Reflection step is a critical part of the wheel of learning. The reflection session will also help both the leaders and their people identify areas for improvement based on the feedback or the outcome of actions taken. More questions will arise again to evaluate the learnings from the actions taken and to identify new answer possibilities or actions to be considered.

The wheel of learning is an iterative process. Coachees (people) will continuously learn throughout the process of being coached by their leaders. Likewise, leaders adopt the same wheel of learning approach to enhance their coaching and people development skills. After all, leaders are coaches.

Defining my MTP

As I was preparing to facilitate my client's MTP (Massive Transformative Purpose) definition session, I took the opportunity to revisit my MTP. I used the MTP Canvas co-created by Francisco Palao and Angel Maria Herrera. I found the deliberate act of completing the MTP Canvas provided me with the opportunity to reflect on my value system.

The process of completing the MTP Canvas triggered me to dive deep into my emotional needs. I discovered my natural passion for knowledge and experience sharing with others. I often like to share a few tips or bits of advice for others to consider. My ultimate goal is to coach others to unleash their growth potential.

I wish to impart my knowledge and experience to more people having equal access to learning opportunities. At this stage, the path that I am taking is not scalable to reach out to my target audience. I need to find a way to modify the path to achieve my MTP for Equality in Learning Opportunities.

In preparation for the client's MTP definition, I have adopted the same process of getting all company staff to begin defining their personal MTPs. It was interesting to learn that everyone has a selfless desire to make an impact on society in a meaningful way. This observation confirms that everyone has a superpower of empathy and humility.

Having personal MTPs pre-defined and presented, all company staff were able to draw inspiration from each other's MTP Canvas to complete the MTP Canvas for the company. The process helped identified common values and longings of the company, and we were able to decide on the company's MTP that is unlike a company vision that focusses on the needs of internal stakeholders only. A great discovery of MTP that will resonant with all communities.