Towards Innovative Solutions
By Alan Patching
Challenges – they're simply part of business and everyday life. How well we cope and deal with them will depend largely on our attitude, and on our realising the best approach to dealing with them usually involves not only logic (which for many of us is the automatic response to a challenge situation) but also intuition and creativity. With the right mix of these three ingredients – logic, intuition and creativity – we're in a good position to deal with most of the challenges that come our way.
Logic, intuition and creativity are the keys to arriving at innovative solutions to challenges. If we can put these together in some formula or model to fall back on when the pressure of mounting challenges is causing panic, concern – even chaos – in our lives, we can be sure we will always be including at least a consideration of all these important ingredients when facing any challenge. So let's take a little time to explore such a model.
One model involves the use of the creative and non-linear thinking powers of the right hemisphere of our brains to identify as many solution options as we can before employing our left hemisphere analytical skills to decide on the best solution to apply in particular circumstances. Then, before proceeding with a final solution, we make sure it intuitively appeals as the best thing to do in those circumstances.
At the practical level
Before rushing into applying the model briefly described above, here are a few principles or guidelines to increase your chances of achieving success. Why not spend five minutes or so contemplating the following principles that will assist you to prepare yourself and those you work with when you attempt to utilise the four avenues to innovation I describe later herein. Focus on identifying examples of successful application of these principles that has led to successful innovation, either in your workplace or elsewhere.
Background contemplation
The left brain or logic aspect of the model should be applied with an understanding you are more likely to achieve a more innovative solution (particularly in a situation where the challenge is difficult) if a process is adopted which leads us through as many as possible of the available avenues that might lead to an innovative solution, and not simply to apply logic to justify the early solution options that come to mind. The creativity or innovation aspect of the model is engendered within the four avenues to innovation presented later. I'm taking a little licence over the usual definition of creativity as the ability to produce something out of absolutely nothing, although this concept is still a part of our model.
In group creative or brainstorming sessions, cohesiveness is a key to success. This does not mean we all have to think alike. In fact, the contrary is true. However, it is helpful to realise, while we all contribute to the process, it will generally be the idea of one person that leads to the preferred solution. Cohesiveness is achieved in the realisation that it is the group process that assists the solution identifier to receive the solution insight. Group creativity relies to a large extent on the group demonstrating genuine democracy, participation, high levels of trust, receptivity to others ideas, and leadership among the group members.
We must be aware of the impact of perception on the individual members of the group and on the group as a whole in the process we are about to undertake.
In creativity there is always a place for intuition which is the power or faculty to obtain direct knowledge without the influence of rational thought in that acquisition. No solution should be adopted unless it seems OK at some intuitive level.
The Innovation Model in detail
The basis of achieving an applicable innovative solution to a specific challenge lies in the correct application of both divergent and convergent thought processes. The divergent thought process is principally a 'right brain' function by which we expand currently available data, without limitation, in any direction, without judgement or analysis. We apply the divergent thought process to generate as many as possible innovation ideas as possible. The convergent thought process is principally a left brain function in which we take bundles of data and organise it into meaningful patterns or templates. It does not involve innovation or creativity of itself even though these are part of our innovation model. We apply convergent thought processes to organise data and test assumptions to ensure that the ideas that evolve from our divergent thought processes are valid innovative solutions to the challenge in question.
In our 'innovation' model we will look at four triggers for convergent thought. These are called novel ideas, extension, duplication, and synthesis. We will look at analysis as the main thrust of our convergent thought process. Analysis is the process of taking chaotic or non-organised data and identifying structure within that data based on relationships between elements of data. The only analysis method we will look at in the model is the decision-making matrix.
Divergent thought
Following are four commonly used avenues to successful divergent thinking:
- Novel thought. This is simply the generation of new or fresh ideas not consciously relying on any previous concept or idea. Novel thought usually evolves as an insight following 'incubation' which is sub-conscious thought about a particular challenge or solution to that challenge. Examples include the Australian designed Hills Hoist and the "T Vasis" system (also an Australian Design) used for guiding aircraft safely and visually down glide slopes to runways at night or in poor daytime visibility conditions.
- Duplication. This is sometimes referred to as 'adoption'or 'replication'. It involves adopting an approach that works elsewhere in relation to a challenge that is at least remotely similar to the one you face, and making only minor adjustment to suit your needs. Examples include airlines bringing teamwork to replace autocratic skipper-first officer relationships in airline operations, and various government policies that are introduced
- Synthesis. This involves securing relevant data from a range of sources and integrating this data to provide solutions to our own challenges. Examples include time-share resorts and super cruise liners, especially the ones which sell apartments on board for long term living as opposed to the usual 'rent a cabin for a trip' cruise liners .
- Extension. This is the process of expanding our current boundaries of knowledge in a particular area by looking beyond our own industry and/or problem area to find bases for resolving our own challenges. An example is South West Airlines of the USA which dramatically improved turn around time of its aircraft after studying the teamwork and procedures of the pit crews that service racing cars.
Convergent thought
Remember convergent thinking is the process of analysing the pros and cons of the options generated by the divergent thinking processes, and involves the use of left brain logic. A most commonly used (and very effective) tool to use in this stage of the innovation model is the decision making matrix. Decision making matrices are tools for analysing and comparing various possible innovative solutions to challenges. They involve agreeing a range of criteria under which options will be compared and evaluated. Each of these criteria is given a weighting to signify its importance relative to other criteria. It is usual that the total of the weighting factors of all criteria equals 100. Each option is judged (usually out of ten maximum score) regarding how well it meets the required criteria.
Multiplication of the weighting factor by the judgement factor gives the total score for each solution. The solution with the largest score is that usually favoured, subject to intuitive response by the decision makers concerning that option. Below is a simple example of a decision making matrix concerning two solution options.
Criteria Weighting
| Criteria | Weighting | Option 1 Rating/10 | Option 1 Total Score | Option 2 Rating/10 | Option 2 Total Score |
|---|---|---|---|---|---|
| Flexibility | 28 | 7 | 196 | 5 | 140 |
| Range | 10 | 7 | 70 | 7 | 70 |
| Cost | 50 | 8 | 400 | 5.5 | 275 |
| Delivery Time | 12 | 4 | 48 | 6 | 72 |
| Totals | 100 | 714 | 557 |
Hint: Never overlook the importance of intuition in the deciding on the final innovative solution to your challenges.
A challenge
Why not set yourself a challenge to develop your team into an effective and innovative solutions provider. Set aside some down time each week when you can practice applying the model herein to hypothetical situations. It's amazing how much more effective you will be in a time pressured real life crisis once you've practiced in a more relaxed environment in order to gain some understanding of the model and the processes involved in applying it correctly. Be sure you appoint a leader for each exercise who will ensure there is no 'cross over' of model components. The best way to destroy a very effective divergent thinking session is to allow analysis during the creative phase. The job of the leader is to lead the process and not to become too involved.
The more you rotate the leadership role the larger the number of people in your team who will be able to guide other teams to use the process effectively, and the more innovative your organisation as a whole can become.
Most important of all, try to involve someone who understands the process. After all, practice does not necessarily make perfect; it really is only perfect practice that makes perfect.
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