Inclusive/Reflective thinking is our ability to appreciate and comprehend the entire situation and deal effectively with all the different styles in issues we face. This helps us to find the best possible solutions and have the most effective responses. If we can broaden our insights, this will give us the ability to combine our thoughts and emotions with those of others we should take into consideration, i.e. those who are on our team, or working to define and solve a particular problem.

Inclusive and Reflective thinking—Inclusive accepts others’ points of view, which may include the best possible solutions to a problem, or even the best possible ways to define a problem, while Reflective thinking is used to take some time to wade through all the ideas generated, and to think about it, in order to determine which are best.

As our perceptions come together, they help us to form our point of view (POV). We all have a POV that is uniquely our own. When we observe something or are given new information, how we interpret that information—what filters, lens and frames we use—are uniquely our own, and all contribute to how we make sense of what we see or hear, and what we think. This is how we create our own POV.

Being able to articulate your POV is important. However, what is most critical is to seek other people’s POV, because it provides us—frequently—with a different way of seeing problems and solutions. This is a key component of Inclusive/Reflective thinking. If we only consider our own POV when observing and making decisions, we’ve left out the inclusive part of Inclusive/Reflective thinking.

To be the most effective Essential Problem Solver, you need to use both Inclusive and Reflective thinking—Inclusive accepts others’ points of view, which may include better possible ways to define or come up with solutions to your problem, while Reflective Thinking is used to take some time to wade through all the ideas generated, and to think about it, in order to determine which solutions are best.

Perception is reality—or at least our own reality. For example, if a person has the title of Vice-President, most people assume he or she is very intelligent. But is that always true? This is one of the key elements in understanding how we and others know what we know to be “true.”

The one basic question, you can ask yourself and others is: How do you know that to be true? We need to have a basic understanding of how our and others’ perceptions are formed, in order to truly have an accurate self-awareness and an awareness of others thoughts, feelings and beliefs.

Reality is where each of us lives and each of our realities are based on how we create meaning and perceive the world around us. In other words, different people’s perceptions are never exactly the same.

We come from different backgrounds, different educational and occupational paths, and we have our own unique personalities. It is only natural that our perception of the world is different than another person’s world view.

If we don’t ask questions of ourselves and others, we wind up falling back on using Automatic Thinking and we make decisions without having thought the problem through and getting a fuller picture of any situation

To accurately explore our perceptions, we need to be open-minded. We often assume that what we see, think, feel and believe is the only reality there is. This tends to lead us to misinterpret our own view as the truth. This belief in our “knowing” and our assumption that we are “right” becomes easy to maintain when we choose to ignore the faults or errors that might lie in our thinking.

Sometimes our reasoning is based on false or faulty assumptions or feelings that we are not even aware of. We may deny or conveniently forget the facts we learn from others that do not support our own conclusions. Often, we can also misunderstand or distort what others say to fit into our own view. Try to clear your mind, be present and aware of your own thoughts and feelings but be open to hearing other views. This is Inclusive Thinking.

Our values and beliefs play an important role in our filters. They affect the way we think as much as logic does, and they help form the bedrock of our thinking. They are the basis of our filtering system and aid in shaping our mental models and set ways of thinking, the frameworks that inform our perceptions.

They are also at the core of our automatic thinking process. Beliefs set up specific ways of thinking or feeling and sometimes become mental models that we use to interpret the world.

Automatic believing occurs when we intuitively believe everything we see and hear without questioning it, when “seeing is believing.” We rapidly—automatically—assess whether what we’re seeing or sensing, and how we’re interpreting it, is true or not. We then consequently reject everything if it doesn’t fit into what we believe is true, or continue to believe the things that line up with our beliefs. When what we see is based on what we believe, this helps us form our models of reality.

This can be especially problematic when we misinterpret people and events. Truth is subjective and depends largely on our past experience and current knowledge. Subsequently, truth depends on the belief systems that we’ve created as a result of those experiences and the knowledge we’ve generated .

Values are powerful drivers of how we think, feel and behave. Our values are formed by what we’ve learned and experienced in our lives, as well as the societal norms we conform to. Understanding the part our values play in interpreting how we are viewing the world is a key component in clarifying the information we gather as we work towards defining a problem and finding solutions.

Perception is reality—or at least our own reality. For example, if a person has the title of Vice-President, most people assume he or she is very intelligent. But is that always true? This is one of the key elements in understanding how we and others know what we know to be “true.”

The one basic question, you can ask yourself and others is: How do you know that to be true? We need to have a basic understanding of how our and others’ perceptions are formed, in order to truly have an accurate self-awareness and an awareness of others thoughts, feelings and beliefs.

Reality is where each of us lives and each of our realities are based on how we create meaning and perceive the world around us. In other words, different people’s perceptions are never exactly the same.

We come from different backgrounds, different educational and occupational paths, and we have our own unique personalities. It is only natural that our perception of the world is different than another person’s world view.

If we don’t ask questions of ourselves and others, we wind up falling back on using Automatic Thinking and we make decisions without having thought the problem through and getting a fuller picture of any situation

Filters—also known as lenses or frames—play an important part in all our thinking. Imagine that, as the old saying goes, you look at the world through rose-colored glasses or lenses. Or think about what you’d see if when you took a photograph of a tree with a close-up frame so that you only saw the bark and not the leaves. In this same way, we apply filters, lenses, and frames to how we view problems.

Filters, lenses and frames provide the connection between taking in sensory data and the assumptions we make. Given the amount of information our minds process daily, our approach to making meaning of it all rests strongly upon our need to quickly recognize, identify, and make assumptions about this new information.

As we interpret the various sensory data that comes into our focus, the only thing that we can be sure of is that no two of us will interpret that information exactly the same way and come up with identical assumptions and conclusions. Each of our own individual filters/lenses/frames are unique, and so subsequent predictions based on the exact same data will be different among diverse people.

There are many elements that shape our individual filters, including our family backgrounds, education, life experiences, feelings and values. More importantly, our interpretation of our life events and information is unique.

Biases/Attributions You can make assumptions, but you need to beware of biases.As we have discussed, in the process of making assumptions, we are very likely to become a victim of our own biases, values, and our preconceived notions of what we believe to be true or “real.”

To begin to clarify our beliefs and the information collected, we need to be aware of the biases and prejudices we’re bringing with us, which might be affecting our outlook. Also, how and why we’re making our attributions is significant. Thinking that we already know the reasons behind what people are thinking, doing, or not doing can lead to erroneous conclusions.

Some common biases are; Overconfidence bias: placing too much faith in your knowledge, opinions and judgements. Confirmation bias: searching for and recalling only the information which supports your prior beliefs.

Mental models are the sets of firm ideas, beliefs and feelings that often guide our actions. We frequently use them to explain “cause and effect” situations and to give meaning to our experiences.

Our mental models help shape our behavior and define our approach to solving problems and carrying out tasks

With time, mental models begin to form and specific set ways of interpreting new information and experiences become ingrained in each of us, and we develop unquestioned habits about how to sift through the information, understand it and react in the world. These filters/lenses/frames we are seeing through also have to do with context—who and where we are.

Our context plays into how we frame any issue or situation. For example, if we are the controller of a company, we may look at something through a financial lens, but if we are in human resources, we may be seeing something from a people lens, or even a compliance lens.

Assumptions/Beliefs This is where we explore what we assume and believe is true, in order to determine if it is, indeed, true. Assessing where these beliefs come from and what the evidence, or lack of evidence, is for our assumptions is instrumental in the clarification process.

Many times, our feelings play an important part in what we believe is true. By asking great questions, we will be able to collect all the information that’s needed, and then clarify its validity. Yet another key component for collecting and clarifying information is to really listen to what is being said with words, and what is not being said, but perhaps suggested through nonverbals.

Among the more crucial elements that affect our points of view are our style preferences.

Most of us have preferences in the way we behave, think, and even manage people or conflicts. There are many varieties of assessments that have been created to measure and assess these preferences, including Myers-Briggs, DISC and NBI, which all have been used to explore style differences.

The Myers-Briggs Type Indicator is a self-reported questionnaire that identifies differing psychological preferences in how people perceive the world and make decisions. For instance, they might be asked if they prefer to focus more on the outer world or on their own inner world. This helps to identify if they are more of an Extrovert or an Introvert. Myers-Briggs identifies 16 different types of personalities. However, as they caution on their web site, “The goal of knowing about personality type is to understand and appreciate differences between people.

As all types are equal, there is no best type.” The DISC assessment measures four different behavioral styles—Dominance, Influence, Steadiness and Conscientious— whereas NBI measures thinking style preferences—left brain versus right brain and concrete versus abstract.

These assessments are widely used by many businesses and have proved very valuable in deepening an understanding of ourselves and others’ styles, which help to make workplace interactions more effective, as well as more enjoyable. Again, there are no best types or styles. The point is to know and understand your own innate style preferences, and to understand that another’s style may differ from yours

Groupthink is when there’s a powerful desire for conformity regardless of one’s own personal beliefs. Many times, this stops people from stating their own thoughts and ideas, or from really having them heard, even when they do want to express them.

For these reasons unfortunately, groupthink can frequently result in irrational or bad decision-making. Reflecting on the information we’ve gathered or received by being well-aware of our own mindsets is a critically important element in the process.

By asking great questions and doing investigation, we can many times get the information that’s needed to define and solve a problem.

However, we need to use Reflective Thinking at this point—taking the time to stop and reflect on the data we’ve collected, our own biases, and the mindset of the people who are giving us that information.

Framing/Reframing is about the way we position what we’re seeing. This affects not only our initial view of a problem, but also how we explore the situation.

Looking at an issue in a negative light, we may tend to look for information that just reinforces that belief. An example would be a company comptroller might view a new acquisition from a primarily financial perspective and if the company is currently having money problems, would pay less attention to other positive aspects of the situation.

Anchoring is drawing on an initial or specific piece of information which we then use to compare against other incoming data. In a negotiation, for example, we may anchor on the first initial bid from the other party and this might unconsciously have an over-emphasized effect on the bid we make. So, if the other party bid $2,000, our bid will be somewhere around the $2,000 level also—even though realistically, the facts tell us we should have bid higher in order to cover costs and have an adequate margin.

Reflecting/Restating has to do with taking the time to assess what we and others think, feel or believe.

The act of restating what we have said, or what someone else has said, helps us consider how we’re seeing and understanding a situation and whether others may be seeing it differently. This enables us to also explore why we and others affected by the problem may not think and feel the same way.

For instance, when the customer said she wanted more product information, by sitting down with her and clarifying what she meant, they were able to help the customer restate her comment, In doing so, they found that what she really meant was that she wished the store would expand its offerings.

Listening and observing more carefully, tuning into what’s being said and to non-verbal clues (both ours and others’), and paying attention to our intuition, these are the crucial fundamentals in the restating/reflecting process.

In making many decisions, we are sometimes more or less logical about them. A totally emotional decision typically comes very fast on the heels of identifying a problem.

This is a reactive mode, and largely subconscious, i.e. decision-making that we encounter in heated arguments or when faced with immediate danger. These are also extreme examples of Automatic Thinking.

Good problem solvers realize that their feelings play an important part in their thinking and their responses to various situations. Rather than being ignored or treated as being irrelevant because they are “not logical,” feelings need to be acknowledged, explored and incorporated in our response to a situation.

Good problem solvers also know that their feelings would be different if the outcome of their past experiences worked out in other ways. So, for instance, if the last time they worked with a specific person they felt they were taken advantage of, the next time they had to work with that same person, their feelings about their past experience would lead them to feel it would turn out the same way.

Similarly, a good problem solver, if faced with having to solve a problem by laying off several people, would acknowledge their personal feelings about the individuals involved, whether they like or disliked those individuals or had good or not-so-good interactions with them.

Logical decision-making is data-driven and based on a thoughtful analysis that compares the costs and benefits of an action. A logical decision-maker uses evidence and develops arguments and reasons to draw conclusions and make decisions. When we use logic to make decisions, we seek to minimize or even sometimes exclude emotions, using only rational methods. For instance, when shopping for a new car, imagine that you see a practical model that has all the features you need at an affordable price. But then, across the showroom you see a hot new higher-priced red turbo-charged sports model with all the bells and whistles included. Some people would be tempted by the hot, red, unaffordable sporty model, simply because it’s a car they’d always dreamed of driving, and they might even make the decision to buy it, based mainly on that emotion, that fantasy. Others would assess the situation more practically and logically, knowing they had to stay within their budget, but at the same time acknowledging their fantasy of driving around in a turbo-charged red sports car. They might even take it out for a spin—and then purchase the practical model that was within their budget.

Analyzing/Validating Data, Arguments and Interpretations Using the classical method of evaluating the validity of information means that if your premise is true, and your argument is valid, then your proposition (conclusion) is sound.

With some arguments, we’ll need more proof, especially if we’re going against “conventional wisdom” or what seems obviously true to most people. There is information that we tend to use as a guide or “anchor” which we attempt to compare with other data.

We must also examine whether connecting elements are correctly linked as causation or just correlation. It is most important for us to examine how we’re going about our evaluations and to be sure we’re doing all we can to improve our interpretations

Introduction

• Definition and significance of creative problem solving
• Benefits of using creative techniques in various fields
• Examples of creative problem solving leading to breakthroughs

How Creativity Enhances Problem Solving

• The role of divergent and convergent thinking
• The connection between creativity and innovation
• Studies and research supporting the impact of creativity on problem solving

1. Brainstorming

What is Brainstorming?

• Origin and evolution of brainstorming
• Core principles: defer judgment, encourage wild ideas, build on ideas, etc.

Techniques for Effective Brainstorming

• Traditional brainstorming
• Brainwriting
• Round-robin brainstorming

Tips for Successful Brainstorming Sessions

• Setting a clear goal
• Creating a conducive environment
• Encouraging participation from all members

2. Mind Mapping

Understanding Mind Mapping

• Definition and history
• Key components: central concept, branches, keywords, images

How to Create a Mind Map

• Tools and software for mind mapping
• Step-by-step guide to creating a mind map

Benefits of Mind Mapping in Problem Solving

• Visual representation of problems and solutions
• Enhances memory and understanding
• Facilitates idea generation and organization

3. SCAMPER

Introduction to SCAMPER

• Definition and origin of SCAMPER
• Explanation of each component: Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, Reverse

Applying SCAMPER to Problem Solving

• Step-by-step application process
• Examples of SCAMPER in action across various industries

Benefits and Challenges of SCAMPER

• Advantages: structured creativity, versatility
• Potential challenges and how to overcome them

4. Reverse Brainstorming

What is Reverse Brainstorming?

• Definition and concept
• Differences from traditional brainstorming

How to Conduct a Reverse Brainstorming Session

• Identifying the problem
• Reversing the problem statement
• Generating solutions by addressing the reversed problem

Benefits of Reverse Brainstorming

• Encourages out-of-the-box thinking
• Identifies hidden issues and solutions

5. The Five Whys

Understanding the Five Whys Technique

• Origin and purpose
• Basic principles and methodology

Applying the Five Whys to Problem Solving

• Step-by-step guide: asking “why” five times
• Examples and case studies

Benefits and Limitations

• Advantages: simplicity, effectiveness in identifying root causes
• Limitations: potential for oversimplification

6. Fishbone Diagram

What is a Fishbone Diagram?

• Definition and origin (Ishikawa diagram)
• Key components: head, bones, sub-branches

How to Create a Fishbone Diagram

• Steps: identifying the problem, categorizing causes, diagramming

Using Fishbone Diagrams for Problem Solving

• Examples from various industries
• Tips for effective use

7. SWOT Analysis

Introduction to SWOT Analysis

• Definition and history
• Key components: Strengths, Weaknesses, Opportunities, Threats

Conducting a SWOT Analysis

• Step-by-step process
• Involving stakeholders for comprehensive insights

Benefits of SWOT Analysis in Problem Solving

• Strategic planning and decision making
• Identifying internal and external factors

8. Six Thinking Hats

Understanding Six Thinking Hats

• Origin and concept by Edward de Bono
• Explanation of each hat: White, Red, Black, Yellow, Green, Blue

How to Use Six Thinking Hats for Problem Solving

• Step-by-step application
• Group facilitation techniques

Benefits of Six Thinking Hats

• Structured thinking process
• Encourages diverse perspectives

9. TRIZ (Theory of Inventive Problem Solving)

Introduction to TRIZ

• Definition and origin
• Key principles and components

Applying TRIZ to Problem Solving

• Steps: defining the problem, finding contradictions, applying inventive principles

Examples of TRIZ in Action

• Case studies from different industries

10. Design Thinking

What is Design Thinking?

• Definition and history
• Key stages: Empathize, Define, Ideate, Prototype, Test

Applying Design Thinking to Problem Solving

• Step-by-step process
• Tools and techniques for each stage

Benefits of Design Thinking

• User-centered approach
• Fosters innovation and creativity

11. Random Word Technique

Understanding the Random Word Technique

• Definition and concept
• How randomness can spur creativity

How to Use the Random Word Technique

• Step-by-step guide: selecting random words, associating with the problem, generating ideas

Benefits of the Random Word Technique

• Breaks conventional thinking patterns
• Encourages unique solutions

12. Brainwriting

What is Brainwriting?

• Definition and differences from traditional brainstorming
• Variations: 6-3-5 method, anonymous brainwriting

Conducting a Brainwriting Session

• Steps: posing a problem, silent idea generation, sharing and building on ideas

Benefits of Brainwriting

• Encourages equal participation
• Reduces influence of dominant personalities

Conclusion

Recap of the 12 Techniques

• Summary of each technique
• Key takeaways and benefits

Choosing the Right Technique for Your Problem

• Factors to consider: nature of the problem, team dynamics, resources available

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