In The Big Inning

In The Big Inningcontains 29 examples about a man's life and his attempts to influence those around him for the sake of the gospel of Jesus Christ. This book is a followup to Jon's first book, The winning pitch.

In The winning pitch Jon describes different ways we has "pitched" the gospel of Jesus Christ to others. In In The Big Inning Jon describes different responses people have had to "pitches" and opportunities to let Jesus rule as Lord of their lives.

Jon Burnham is a leader. Jon leads people to Jesus Christ. He brings them face to face with Jesus Christ and helps them consider the claims that Jesus has made to be the Savior and Lord of their lives.

In The Big Inning is filled with examples of how the God of the universe has worked in and through Jon's life. In the preface to the book, Jon states two reasons for writing this book.

"1. I wrote this book to honor God. I have watched the Lord change many lives through the scriptures, and I wanted to document the many different ways He made those changes.
2. Success is not what we've done, it's what we've done compared to what we could have done.
I want the readers to put into practice these tried and tested Biblical standards, so they can experience the abundant life and success the Lord intended."

From Burnham's example we can learn creativity and courage. Jon lives by the courage of his convictions. Jon trusts God to provide creative ways to reach people where they are at.

The Ideal Problem Solver

The Ideal Problem Solver: A Guide to Improving Thinking, Learning, and Creativity by John Bransford and Barry Stein is not a reflection on reaching perfection as a problem solver, but on applying a method of problem solving that corresponds to the acronym IDEAL

I = Identify problems and opportunities
D = Define goals
E = Explore possible strategies
A = Anticipate outcomes and Act
L = Look back and Learn

A fairly standard problem solving methodology with a slight change of names for each step in the methodology.

One strength of this book is the inclusion of problems and exercises. These inclusions make this book suitable for use in a classroom or workshop environment. They also provide the individual reader the opportunity to test his or her own creative problem solving abilities.

The authors state that the most important implication of problem solving is that "people who want to develop effective problem-solving skills must become effective at learning about relevant conceptual tools." (p. 33) Exploring possible strategies (E), requires learning relevant conceptual problem solving tools.

The Ideal Problem Solver: A Guide to Improving Thinking, Learning, and Creativity is divided into two parts.

PART 1: A Framework for Using Knowledge More Effectively
(This part explains and elaborates on the IDEAL methodology)
PART 2: A Model for Acquiring New Knowledge

Part 2 focuses on memorization skills, comprehension and problem-based learning.

I found the discussion of problem-based learning versus traditional applications problems to be especially helpful. The authors suggest that the current traditional applications problems style most often used in education:

1. Limits students to focusing on problem solving, rather than helping them find and define the problems to be solved.
2. Focuses on rote memorization and application of solutions out of habit.
3. Tends to ignore realistic situations and focuses on contrived word problems instead.

Possible formats that could be used to combat these limitations are:

1. Poor Scholar's Soliloquy
2. Case-Based Instruction
3. Project-Based Instruction
4. Debates
5. Simulations

Leading on the Creative Edge

By page 26 of Leading on the Creative Edge: Gaining Competitive Advantage Through the Power of Creative Problem Solving by Roger Firestien, I was confronted with 12 ways to nurture my creativity. I like lists like this. They give me an opportunity to evaluate myself.

"How many of these things am I already doing?"

"Which ones have I thought about trying in the past, but decided to wait on?"

"What new ideas have I never considered before and maybe need to ponder adopting?"

"How close does my list match the list of this 'expert'?"

So try it out for yourself. Here is Firestien's list:

1. Develop creative habits.
2. Ask questions.
3. Use passive ways to generate ideas.
4. Vary your routine.
5. Read and listen to a variety of material.
6. Network.
7. Develop personal support systems.
8. Stop the action.
9. Create an environment that encourages creativity.
10. Create a healthy lifestyle.
11. Reawaken your sense of humor.
12. Be passionate about your positive compelling future vision.

Chapters 3 through 7 review commonly presented creative problem solving principles, such as:

Phrase problems in a way they can be solved.
Don't solve the wrong problem.
Defer judgment while generating many ideas.
Evaluate ideas in a positive manner.

While the principles may be familiar, any new twist provided by a fresh way of looking at something is worth investigating. I find it improves my own application of the principle to solving problems or taking advantage of opportunities.

Chapter eight of Leading on the Creative Edge: Gaining Competitive Advantage Through the Power of Creative Problem Solving explains the PPC technique. The Pluses, Potential, and Concerns (PPC) technique helps groups make affirmative judgments of possible solutions, rather than negative judgments.

This technique could be worth many times the price of the book if it leads you to a better organizational culture in positive problem solving experiences.

Firestien concludes with an invitation to become creative. He has a free newsletter you can subscribe to with the latest ideas and research in the field of creativity and innovation.

My favorite quote:
"The way to succeed is to double your failure rate."
Thomas Watson, Jr., former President of IBM

The Dilbert Principle

Now for something on the lighter side. Scott Adams, creator of Dilbert, has been making fun of organizational policies and politics for over 15 years. His cartoon strip regularly makes fun of the organizational fads we are familiar with. In this book, The Dilbert Principle: A Cubicle's-Eye View of Bosses, Meetings, Management Fads & Other Workplace Afflictions Adams expounds on his "Dilbert Principle." The Dilbert Principle is a theory Adams suggests as a replacement for the famous Peter Principle.

The Peter Principle states, "in a hierarchy every employee tends to rise to his level of incompetence." (source: http://en.wikipedia.org/wiki/Peter_Principle)

The Dilbert Principle states, "that the most ineffective workers are systematically moved to the place where they can do the least damage: management." Thereby skipping the need to ever have worked a job they were competent at.

Whether you agree with Adam's satirical view of the corporate world or not, you will find the objects of his ridicule are based on the reality he has seen and hears about in the corporate world.

Besides being entertaining, The Dilbert Principle: A Cubicle's-Eye View of Bosses, Meetings, Management Fads & Other Workplace Afflictions provides some instructional value for leaders. It helps us see the world through the eyes of those we work with. If we take the time to examine the exaggerated spin Adams puts on corporate life, we realize the absurdity of the situations he describes in this book.

However, if we back up a few steps to the less exaggerated, less obvious real life situations these scenarios are based on, we might find that we engage in the same or very similar behavior in our own organizational life. Adams claims we regularly receives e-mail from people all over the world who swear he must have intimate knowledge of their organization because of his accurate descriptions of what's going on there.

Read it.

Enjoy it.

But reflect on how this book might be describing the very situations existing in your own organization.


And as you would hope, this book is full of cartoons to compliment and illustrate the principles being discussed.

The Fifth Discipline

The Fifth Discipline: The Art & Practice of The Learning Organization by Peter Senge is built on systems thinking, the application of formal systems theory. Formal systems theory became popular in the biological sciences in the 1950s. The basic premise is that all things operate in a system and are never stand alone objects. In addition, all systems are composed of sub-system and are part of super-systems which operate by the rules of systems theory. Applying the assumptions and rules of formal systems theory involves systems thinking.

Along with systems thinking, Senge suggests the following disciplines or areas of the learning organization: personal mastery, mental models, building shared values, and team learning. Systems thinking is the "fifth discipline" and, thus, the name of the book.

Some gems from The Fifth Discipline: The Art & Practice of The Learning Organization include:

"When placed in the same system, people, however different, tend to produce similar results."

"Today's problems come from yesterday's 'solutions.'"

"Virtually all natural systems, from ecosystems to animals to organizations, have intrinsically optimal rates of growth."

"Systems thinking is a discipline for seeing wholes."

"Reality is made up of circles but we see straight lines."

"I would suggest that the fundamental 'information problem' faced by managers is not too little information but too much information. What we most need are ways to know what it important and what is not important."

"Only mediocre people are always at their best."

"The greatest unexplored territory in the world is the space between our ears. Seriously, I am certain that learning organizations will find ways to nurture and focus the capabilities within us all that today we call 'extraordinary'."

"Leader's worth is measured by their contribution to other's mental models."

"People do not focus on the long term because they have to, but because they want to."

"The committed person doesn't play by the 'rules of the game.' He is responsible for the game. If the rules of the game stand in the way of achieving the vision, he will find ways to change the rules. A group of people truly committed to a common vision is an awesome force. They can accomplish the seemingly impossible."

This book includes excellent examples of models of systems. The ideas you can get from reviewing the different representations of problems model with systems thinking is worth the price of the book.

Creativity & Innovation in Information Systems Organizations

J. Daniel Couger's book, Creativity & Innovation in Information Systems Organizations describes the problem solving method I have found most helpful. The Osborn-Parnes Creative Problem Solving Model was revised and enhanced by Isaksen and Treffinger to produce the model.

This model contains six basic steps:

1. Mess Finding -- identifying which group of problems you intend to address.

2. Data Finding -- collecting the facts about these problems to make sure you correctly understand and can accurately identify the problems. A "mess" indicates you are dealing with a number of interconnected problems.

3. Problem Finding -- accurately describing the problems in the mess. Once you have identified them, you can select the one or ones you want to work to solve.

4. Idea Finding -- creating alternatives and possibilities for solving each problem. This includes the traditional brainstorming activities we engage in to generate a number of possible solutions.

5. Solution Finding -- selecting the alternative which seems to be "best." Any number of methods can be used to arrive at this selection. The important thing is to select one.

6. Acceptance Finding -- determining the acceptability of the solution. Before implementing any solution, the wise problem solver checks to see how the solution will be received. Much like a politician will ask colleagues if they find a particular piece of legislature acceptable before sending it forward for a full vote. Solutions can still be tweeked prior to implementation if changes are found that increase the probability the solution will be successful.

Another suggestion I found extremely helpful, was to include divergent and convergent techniques in each step of the process. The last half of Creativity & Innovation in Information Systems Organizations presents specific divergent and convergent techniques which can be applied to each step.

The Appendix includes descriptions of 22 creativity techniques, many with which I was previously unfamiliar. Test your own creative process IQ. How many of these have you heard of?

Analogies/Metaphors
Attribute Association
Boundary Examination
Brainstorming
Brainwriting
Bug List
Crawford Blue Slip
Decomposable Matrices
Disjointed Incrementalism
Force Field Analysis
Goal/Wish
Interrogatories (5Ws/H)
Left-Right Brain Alternatives
Lotus Blossom
Manipulative Verbs
Morphological Forced Connections
Nominal Group
Peaceful Setting
Problem Reversal
Progressive Abstraction
Wildest Idea
Wishful Thinking

Creative Thinking in the Decision and Management Sciences

Decision and management sciences are usually considered to be the realm of the quantitative. Formulas and algorithms. Mathematical and logic models. So it's a bit of a rarity to find the topic of creative thinking covered in a book from experts in this discipline. James Evans is such an expert. And his book, Creative Thinking in the Decision and Management Sciences is that rarity.

He starts by defining creativity as "the ability to discover new relationships, to look at subjects from new perspectives, and to form new combinations of ideas, products, colors, textures, words, and so on. By this definition, existing quantitative models will be of little assistance. They are great for optimizing solutions to problems, but not so great for finding creative solutions.

Besides the many excellent examples and practice exercises, Evans includes a review of some of the more academically popular decision making and problem solving techniques. In the midst of this review, I came across the concept of "mess-finding" which has revolutionized my own personal problem solving.

In this model of problem solving, the first step is NOT to identify the problem, but to identify the mess. A mess, according to Russell Ackoff, can be defined "as a system of external conditions that produces dissatisfaction." Alternatively, a mess can be conceptualized as a system of problems. Or to put it simply, a mess is a group of intertwined problems. Imagine a plate of spaghetti where each individual noodle represents a problem. They are mixed together and it's difficult to identify the individual "problems" easily.

In Creative Thinking in the Decision and Management Sciences, Evans offers suggestions for improving, not only your problem solving skills, but also your problem solving characteristics. He suggests four creative problem solving characteristics:

1. Problem sensitivity -- the ability to test assumptions. We all have preconceived assumptions which are in need of constant removal and re-formulation. Your problem sensitivity is a measure of your ability to set aside your assumption while identifying the actual problem and while working to find a solution.

2. Fluency -- the ability to produce large quantities of ideas. They don't have to all be good ideas. This requires the ability to temporarily suspend judgment on the quality of ideas in order to increase the quantity.

3. Flexibility -- the ability to apply a variety of problem solving techniques to a particular problem. The old saying is "if you have a hammer, everything looks like a nail." Well if you have a preferred technique for solving problems, you tend to see every problem through that technique. If you love using analogies, then you are always trying to "fit" the current situation into whatever analogy you can think of.

4. Originality -- the ability to generate more novel ideas. Generating a large number of ideas usually means some original ideas will pop up. Tell yourself that you are creative. Then generate as many possible ideas as you can.

The Art of Problem Solving

In The Art of Problem Solving, Russell Ackoff suggests problem solving is as much art as it is science. His art of problem solving involves 6 components:

1. creativity
2. constraints
3. Objectives
4. Controllable Variables
5. Uncontrollable Variables
6. Relations

The problem itself contains most of these components. The decision maker or problem solver who possesses the creativity, and sometimes the constraints. The controllable and uncontrollable variables associated with the problem. And the possible outcomes.

This book is divided into two parts. The first part explains The Art. Ackoff includes 35 stories in the first part which he refers to as "Ackoff's Fables." Each story is intended to illustrate the author is trying to make. Each comes with it's own accompanying "moral" of the story, just like the more familiar Aesop's Fables. Unlike Aesop's Fables, Ackoff's Fables are often true stories. Because after all, truth is stranger, or at least more illustrative than fiction.

These fables are similar to the story of the factory worker who went home each night pushing a wheelbarrow full of trash. Company guards became suspicious. They thoroughly inspected the trash several times, but could find nothing of value in it. Much later it was discovered the worker had been stealing wheelbarrows. Ackoff's fables are equally enlightening.

The book is worth the price just to get access to the stories. By showing the problem solver how creativity and the removal of constraints have been applied in other situations, Ackoff provides the reader with "lenses" for viewing the problems they encounter. Or at the very least, the reader is challenged to believe there are new and exciting ways to address the problems they are dealing with.

The second part of The Art of Problem Solving: Accompanied by Ackoff's Fables discusses Applications of the principles discussed in the first part. Here Ackoff presents six real-life problems he has been involved in helping to solve. They come complete with all the "messiness" of real life which is marginalized in the fables he presents in the first half of the book.

His stories come from across several industries, including: transportation, manufacturing, government, advertising, and food and beverage.

Ackoff concludes with a chapter on monitoring the problem solution to make sure:
(1) the problem stays solved, and
(2) any new problems created by the solution are being addressed.

It seems a forgone conclusion that the solution to any existing problem will create new and exciting problems and opportunities!

Are Your Lights On?

Are Your Lights On? by Donald Gause and Gerald Weinberg is a about problem finding. Making sure you identify the correct problem BEFORE you attempt to solve it.

Many consider problem finding to be a more critical skill than problem solving. Throughout the formative education years; primary, secondary and post-secondary school, we are taught how to solve problems using previously taught methodologies. The assumption is that we will be able to correctly identify the problem type and apply the correct methods. In mathematics, this can be relatively easy. For example, when you see 56 + 72 your training tells you how to proceed to find an answer of 128. When you see (3 + 4) * (1 + 5), again, your training tells you how to proceed to find an answer of 42.

What we were not trained to do is ask "Is 56 + 72 the correct problem to solve?" or "Why is (3 + 4) * (1 + 5) a correct representation of the problem at hand?"

Gause and Weinberg attempt to expand our thinking by asking us to examine the problems we encounter and how we frame them.

Are Your Lights On?: How to Figure Out What the Problem Really Is is a series of stories used to illustrate the points the authors are trying to make.

The title of the book was derived from the solution to a problem discussed in the book. The story goes like this. A brand new auto tunnel is opened in Switzerland. A warning sign is posted at the beginning to the tunnel. The sign instructs: "WARNING: TUNNEL AHEAD PLEASE TURN YOUR HEADLIGHTS ON." So far, all is well.

About 1/4 mile past the end of the tunnel is the world's most scenic rest stop. Hundreds of tourist stop to enjoy the view each day. And every day 10 or more of the 100s return to their cars to find a dead battery. They left their car lights on and the battery is dead. What to do?

The first question we have to ask is "Whose problem is it?" Possible problem owners are listed as:
the drivers
the passengers (if any)
the chief engineer of the tunnel
the police
the mayor of the nearest town
the automobile clubs
none of the above
all of the above

The engineers of the tunnel felt it was their duty to try to remedy the situation. They crafted several well meaning messages to post at the end of the tunnel:

IF IT IS DAYLIGHT, AND IF YOUR LIGHTS ARE ON,
TURN OFF YOUR LIGHTS.

IF IT IS DARK, AND IF YOUR LIGHTS ARE OFF,
TURN YOUR LIGHTS ON.

IF IT IS DAYLIGHT, AND IF YOUR LIGHTS ARE OFF,
LEAVE YOUR LIGHTS OFF.

IF IT IS DARK, AND IF YOUR LIGHTS ARE ON,
LEAVE YOUR LIGHTS ON.

To get to a final solution, the engineers shifted problem ownership to drivers. With that in mind, a simple question prompt was posted at the end of the tunnel:

ARE YOUR LIGHTS ON?

The 20 stories in this book are intended to illustrate and highlight six questions about problem finding:

1. What is a problem?
2. What is the problem?
3. What is the problem really?
4. Whose problem is it?
5. Where does the problem come from?
6. Do we really want to solve the problem?

Mindmapping

Mindmapping is a graphical technique to help you solve problems. Mindmapping intends to find the creative ideas you already have stored away in your brain, consciously and sub-consciously, and bring them out for you see. And for you to show everyone else, if you like.

Joyce Wycoff, in her book, Mindmapping: Your Personal Guide to Exploring Creativity and Problem-Solving wants to help you tap your creativity.

Your brain is a storehouse of information. Some believe it's capacity is greater than all the libraries in the world combined. It might not seem like it when you are trying to remember where you put your keys or the name of the new neighbor you met yesterday. But it's there, and you need to be able to get at it.

It's generally accepted the brain is made up of two halves. The left half handles language, logic, sequences, processes, details, and judgments. The right half handles images, rhythm, music, imagination, color, patterns and emotions. According to Wycoff, creativity comes from exceptional interaction of both halves of our brain. Mindmapping intends to facilitate that exceptional interaction.

She defines creativity as "seeing things that everyone around us sees while making connections that no one else has made."

Here is the basic idea behind mindmapping:

1. You need a piece of paper and something to write with.
2. In the center of the paper, draw a box and write the focus of your thinking. One or two words that describe the problem or situation you are thinking about.
3. Focus on thinking about the topic. As thoughts come to mind quickly write down the key words. Draw lines showing how the key words connect to the focus topic and to each other.
4. Let the ideas and thoughts flow from the central focus and from additional key words. Draw lines to show the connections as they appear in your mind.

According to the author, two things happen when you write your ideas down:
1. Your mind is free to go on and think about other ideas, and
2. Associations are made with the written ideas.

Mindmapping: Your Personal Guide to Exploring Creativity and Problem-Solving goes on to discuss the application of mindmapping to:


Creative Writing
Business Writing
Project Management
Managing Meetings
Presentations
Listening and Note Taking
Personal Development


Remember, there are no wrong mind maps!

Creative Problem Solving

Creative Problem Solving by Donald Noone is a handy (4" x 6", 120 page) guide to liberate your problem solving capabilities. As part of Barron's Business Success Guide Series it provides practical "how-to" ideas to enhance your current problem solving skills.

Based on the premise the problem solver is often the biggest obstacle to solving the problem, Noone begins by addressing the actions and the attitudes of the problem solver. He suggests the problem solver "Fall in love with problems" (p. 14). This can be accomplished by repeating these beliefs:

"I love problems."
"Problems spell opportunities."
"Problems are the prelude to progress."
"Problems allow the expression of my power."
"Problems tell me what I have to do."
"Problems precede improvement."
"Problems are fun."

The second attitude to cultivate is "different is just different, and not wrong." When we judge something as wrong, we immediately discount it.

What if the idea of using a forklift to stack cars on top of each other was immediately dismissed as ridiculous? There might not be parking garages today.

Once the correct attitudes have been adopted, it's time to apply the problem solving skills.

Creative Problem Solving suggests the first and most important skill is to correctly define the problem. If incorrectly identify the problem, or identify the wrong problem, you will solve the wrong problem. And what's the point in that?

Other skills identified and discussed in the book include:

Asking Questions -- because statements result in limitations.
Mind Mapping -- because a picture is worth a 1000 words.
Association and Fishhooking -- because inspiration is everywhere.
Using Analogies -- because comparison leads to discovery.
Amplifying Everything -- because the unfamiliar forces creativity.

Noone ends his book with 18 reminders, or rules, for creative problem solving. Some highlights from this list include:

1. Accept stark reality -- bad things happen.
2. Welcome problems as opportunities.
4. Don't be a "but-head."
10. Asking empowering questions -- often and many.
17. When something does not work, try something else; persist until you achieve intended results.