What are your blind spots when creatively solving problems?

In my own experience, cognitive biases often subtly affect us, making recognition and admission challenging. By fostering a collaborative environment with input from individuals of diverse backgrounds and expertise, iterative approaches like Design Thinking helps counteract biases. Imagine a metaphorical strainer through which innovative ideas relevant to the problem at hand flow. When influenced by pronounced cognitive biases, only a limited number of ideas manage to pass through, consequently reducing the scope of potential solutions. However, by actively addressing biases, a greater number of ideas successfully navigate the strainer leading to not only more empathetic but also exceptionally creative solutions.

I have seen this play out in situations where leaders/managers with several years of experience are involved in solving problems. There is an assumption that similar problems can be solved wholly by adopting solutions applied in the past, or assuming that we have better ideas than colleagues with lesser years of experience, thereby unconsciously giving voice to ideas in the room that resonate with our experiences or thoughts. The role of experience cannot be undermined, however, leaders must be patient and willing to be objective enough to allow new ideas run through a collective elimination process which is not necessarily time consuming where an enabling environment is created for people to ask the right questions.

I call this issue: static procedures. What I’ve come to understand is that “this is how we’ve always done it” is where I know I will find the most resistance to change and updating processes that need to be adapted to whatever is going on at present time. So, presenting a solution without mentioning it as a problem could work, when you want to upgrade or update a process as a creative way to bypass the bias of fear of change. Understanding that dispensing long established biases cannot be a simple or quick process… patience is a virtue that will be needed.

“Static procedures” is a very fitting term. As the world becomes more technological and geared toward convenience, so does your mind unless a challenge is being presented. You may often consume and be operating through arbitrary and limiting statistics that can only be applied as outdated. These statistics are only numbers at one point, however those numbers (without context and understanding) can code biases into the mind that reshape perceptions, can create misconceptions, and can impede the ability to resolve matters through the use of other information

I've found it helpful to apply the same problem in a very different scenario and brainstorm without any limits or judgements to get "the juices flowing". Diversity of backgrounds and cultures is always a key element to minimize cognitive biases as well as an environment of openness and safety for the participants to freely state their contributions

To take this a step further, you have to understand that emotions are effects on the brain that come from a cause. The emotional block can be one that you have internalized for years or one that has recently developed. Working your way backward from the effect to the cause can help you to understand which causes trigger specific effects. The example used above was failure. Failure doesn’t inherently produce a negative effect on your mind unless your mentality was already structured to direct the cause of failure toward lower vibrational energy. Usually you are conditioned into embracing failure as a negative as opposed to a stepping stone for success— therein rendering itself as an emotional block in your mind.

?Emotional blocks may arise from attachment to a particular design concept or fear of deviating from established norms. Overcoming emotional blocks involves fostering a culture that encourages open-mindedness and risk-taking. Regularly reassessing designs and seeking feedback helps in breaking emotional attachments. Emphasizing user feedback and usability studies provides an objective foundation for decisions. By acknowledging and addressing emotional blocks, you can foster a dynamic, adaptive and user-centric design process, ensuring that emotional biases don't hinder the evolution of innovative solutions.

In the art world we say "work makes work." Which speaks to the necessity of working though bad ideas, or early iterations, in order to achieve a good result. Every time you go into your office or studio and make a tiny bit of progress, you are chipping away at your fear-based emotional blocks. Start with turning on your computer, pulling up a document, sharpening pencils, making a to-do list, or setting out your materials. Even these incremental tasks will help move you toward your goals.

One of the most recent practices I am applying in my self-growth journey is making a lost of what gives me energy and what drains my energy. I found the first list to be easier to make! People, places, behavioral patterns, experiences, activities... What I noticed is that when my energy is depleted by some of the mentioned above, I tend to seek for simple ways of doing something, shortcuts, ways to say no, less energy expenditure. No surprise, the same goes the other way. When I am filled with energy, I am thinking creatively, quickly, proactively. I act with joy! Bottom line- know what brings you energy and what drains it. Fill your cup and don't work against your reserve or you risk a burn out. Here's to a full cup of energy ??

Emotional blocks with reference to criticism became very clear to me with the help of one of my University Professors. I turned in a writing project and when I met with him he began informing me of the good and the bad of my article. The minute he began to criticize I would break in and explain why it was good and not worthy of criticism. His response was, "OK." When I asked if that meant that my explanation had satisfied him that my work was OK he said. "No it lets me know that all you have to do is go along with your article so you can explain it to your readers as you have done to me." Wow, what a lesson. I now listen very carefully to all that everyone has to say.

I'd add that it needs to be an environment of fun - there are unfortunately people who consider pushing others down to be fun, but otherwise fun is the most mentally engaging emotion and, if the material of the meeting is both related to the project and fun, then that may be most likely to trigger creative ideas.. if it's enough fun, people can forget some of the things (the habits and approaches) that hold them back in the usual dynamics

In my experience, Social pressures may come from market trends, competitor strategies or societal expectations. It's crucial to balance staying current with trends while not succumbing entirely to market whims. Social pressures might incline designers to replicate popular styles rather than innovate. To navigate this, I emphasize a user-centric approach, conducting thorough user research to understand genuine needs. Collaborating with sociologists or trend analysts helps anticipate shifts in societal expectations. By acknowledging and critically evaluating social pressures, you can create solutions that balance innovation with market relevance, ensuring designs that stand the test of time.

The best way I've learned to overcome social pressures in group settings is to acknowledge that I don't have all the answers. Sometimes it even helps to casually voice that out loud within the appropriate setting. I've seen how easy that simple statement will put a group of people at ease, including myself, because it establishes a definitively safe space for collaborative and free-flowing conversation. It also lets people know you're actively listening and are open to embracing all kinds of opinions and ideas as a team.

Navigating social pressures is a difficult one. Conformity and groupthink are real, and pressure around them can stifle creativity really fast. The loudest voices in a group meeting do 80% of the talking 100% of the time. Psychological safety would be the weapon of choice for overcoming this. In a psychologically safe environment, team members feel empowered to voice dissenting opinions, ask "dumb" questions, and propose unconventional solutions. This point is where the magic happens. I would be wrong to say I haven't seen efforts in this direction, but it usually requires sponsorship from above and patience for the effects to be seen. Most often then not, people seek consensus. However, consensus is not the goal; the best outcome is.

Strategically prepare for the expected and unexpected as best you can with what you have. The stronger your CPS skill becomes the easier this will be to navigate. As a photographer who shoots on-location I'm often at the mercy of environmental factors out of my control no matter how much extensive planning I put in place. Be resourceful and don't be afraid to lean on your team (if you have one) for extra support. Stay positive and channel that tunnel-vision energy. Don't forget that negative thoughts can be its' own kind of disruptive noise, too.

This can also speak to the work culture/ the enabling environment which allows you to produce good quality work. While physical environmental factors are definitely a hindrance these unseen ones can definitely stifle the creative process as well. If you're in an environment where curiosity isn't encouraged it can essentially "clip your wings" - negatively affecting the quality of output.

In my experience with kitchen cabinet manufacturing, Focusing solely on aesthetics and functionality may lead to overlooking the environmental impact of manufacturing processes. I prioritize sustainable materials and processes to minimize the ecological footprint. For instance, opting for responsibly sourced wood or exploring recyclable materials aligns with the growing demand for eco-friendly solutions. Collaborating with suppliers committed to sustainability ensures that the entire product lifecycle, from production to disposal, adheres to environmental best practices. By integrating these considerations, i contribute to a functional and aesthetically pleasing product and also to a more sustainable and environmentally conscious industry.

One thing I have found helpful is paying attention to the various emotions that different tasks evoke before or during the process. For example if I feel fear or doubt when approaching a certain task, I try to address the underlying cause so that I'm able to work on it confidently instead of procrastinating. Sometimes the fear may not be from the enormity or complexity of the the task itself but from having to work in a new team, or from pressure to impress a boss or general performance anxiety. Once I've resolved the underlying issue, I usually find that I have more confidence and energy to complete and perform on the task.

While experience brings efficiency, it can also lead to relying on familiar solutions. In the realm of kitchen cabinet design and manufacturing which is my field of expertise, sticking to proven styles or layouts might hinder innovation. Recognizing and challenging these habits is crucial. For instance, incorporating regular design challenges or seeking inspiration from diverse sources can break the monotony. It's essential to cultivate a mindset open to experimentation and evolution. By consciously avoiding the trap of comfortable routines, an industrial designer ensures a more dynamic and forward-thinking approach, contributing to a portfolio that reflects adaptability and continuous growth.

I may want to disagree on the part where you start to multitask. As sometimes working on a particular project for long periods of time can get tedious and may lead to perfectionism. Thus, switching from project to project helps me stay sharp, however one must have the discipline to keep your time in check to ensure completion of priority projects.

Personal habits—the silent saboteurs of product management, Procrastination and multitasking are always the usual suspects, aren't they? They sneak in under the guise of "I'll do it later" or "I'm just being efficient," and before you know it, you're down a rabbit hole of unproductivity. Let's get creative here. Imagine your workday as a Spotify playlist. Procrastination is like endlessly scrolling through song choices but never hitting 'Play.' You're stuck in a loop of indecision. Multitasking, on the other hand, is like playing five songs simultaneously. You catch snippets but miss the essence of each track. Neither is a hit formula. That's where self discipline comes in..

Even with all the possible knowledge, skills, or professional experience acquired, one cannot underestimate the power of diversity of minds. Each person has a unique individual perspective, one mind cannot solve it all, and viewing the same problem/task/opportunity from several perspectives can open so many more possibilities.

I also found consultations with knowledgeable people very helpful especially when you need to find the source of a situation you want to solve. A familiarity with how things should be if they are ideal will let you see the outpoints and help to see what exactly needs to be handled. I also see VPs are trying to handle minuses, flops etc which never ends but all they need to do is to find the common source of what causes these flops and mistakes. It is like trying to fix a flat tire by constantly pumping it up and never try to discover where the hole is and patch it. Similar situations in the companies might seem ridiculous, but actually happens quite often.

Tricky part to have full scope but in desinated area, do not loose the focus in your main area and build knowledge around it.

It's like being the captain of a pirate ship and the Four Stages of Competency are your treasure map :) "Unconscious incompetence," is the foggy area on the map marked "Here Be Dragons." You don't know what you don't know. The trick is to shine a light—through lifelong learning—and make the unknown known. As you move to "conscious incompetence," you've essentially discovered that an island exists, but you don't yet know how to navigate it. This is where upskilling comes into play. Again, learning is your tool. Reaching "conscious competence," you found the island & learned how to dig. You can execute, but it takes effort. Finally, "unconscious competence" is when you can find any lost treasure. You've internalized the skill.

I’ve found that delays in CPS often are rooted in lack of alignment to the “problem”. Aligning up front, whether via a creative brief, an interview with stakeholders, etc., is critical. Understanding the need is an important early stage of creative problem solving. Later, in creatine review with decision makers & stakeholders, you’ll have the ability to re-ground everyone in the issue you’re sharing solutions for. This aligns folks to the “problem” and fosters focus on the creative solution you’re sharing. In my experience, this practice has proven to expedite approvals, and curb comments that cater to likes/dislikes. There’s power in pointing back to what you’re solving, and asking folks for alignment to your creative problem solving.

Based on what I've experienced, we mostly fail at creatively solving problems when we don't feel safe in our environment; it's either at the workplace or at school or in our minds. It would be absolutely helpful if we chunk the problem into manageable solutions, what I mean is to divide the factors in the problem and then find their roots, then on the bottom of the "creative problem solving tree" that you made, add all the possible solutions, some comes to you naturally, some other, you'll find harder; this is where you actually seek more knowledge. This technique praises you mentally for what you know and meanwhile helping you creat solutions, it very smoothly puts your brain in the position of filling the knowledge gaps (fighting blocks)

Allow me to add stagnation in methods as one of the CPS blind spots. Sometimes, we fall into the trap of sticking with what has worked before. But in my journey, I've found that staying open to new ideas and approaches can lead to remarkable innovations, even in a field as specialized as Parkinson's care.

Interruptions. Strong and clearly defined boundaries for times of availability vs. focused work. Not everything that is important and urgent to others has the same level of importance and urgency in my work. Letting colleagues know in the moment about my availability and offering alternative possibilities is the most difficult area of communication for me because I shift my focus to their needs instead of keeping mine at the center of my attention.