Introduction. In previous chapters, we have
talked extensively about problem-solving techniques, and in particular, what
can go wrong. Among them are difficulties with the team, the leadership, the
problem itself, the problem's multiple solutions, and many others. What we
consider here a more personal set of impediments to problem-solving, though
they apply to all settings. It is based on research from psychology, cognitive
science, my own observations, and various fields of problem-solving. Call
them collectively as your Blind Spots. Here are ten of the most common
impediments people face when trying to solve problems. We follow these up with
another five, perhaps of lesser importance. As usual, this is not a discussion
about math class, where solutions are usually unique, it being a matter of
finding it. It is about real-world problems where multiple solutions, bias, and
overload are commonplace.
The Top
Ten Impediments.
At a minimum, everyone should be aware
of these. Knowing risks is part way to avoiding them. Understanding pitfalls
helps side-stepping them. For example, rushing to judgment opens the door to
missing important alternatives. Allowing bias to creep into the process filters
out the correct pathway, sort of like removing roads from a map.
- Functional Fixedness: This is the cognitive bias
that limits a person to using an object only in the way it is
traditionally used. For example, a person might fail to see that a
screwdriver can be used as a weight or a doorstop because they are
"fixed" on its primary function. It prevents creative,
"outside the box" thinking. As well, it is pointless to (try to)
think outside the box when you scarcely know what’s “inside the box.”
- Lack of Domain Knowledge: It is difficult, if not
impossible, to solve a complex problem without a foundational
understanding of the relevant subject matter. You cannot solve an advanced
physics problem without knowing the basic principles of physics. This is a
simple but profound barrier. Learning is work and challenges your mind to
absorb more. Thinking you have all the knowledge needed is a mistake of
the first order. It is significant to be aware of your unknown knows, that
knowledge you have that is wrong. Everyone has these, and they accumulate
though sometimes replaced. See Figure 1.
Figure 1 Unknown Knowns
- Confirmation Bias: People tend to seek out,
interpret, and remember information that confirms their pre-existing
beliefs or hypotheses. This can lead to a narrow approach to a problem, where
a person ignores or downplays evidence that contradicts their initial
idea, preventing them from finding a better solution. Everyone should be
aware of the nearly fatal blind spot in their thinking.
- Mental Sets: This is a person's tendency
to approach a problem in a certain way, often because that approach worked
in the past. While experience can be a great asset, a rigid mental set can
blind a person to more efficient or effective methods, especially when the
current problem is different from past ones. Otherwise referred to as the
Theory of Permanence, one tends to return again and again to what they
know, and thinks should work again, as it avoids gaining more knowledge.
As well, many see that a solution on a small scale should apply to one at
a large scale. This is often dead wrong. The teacher of a small class, for
example, can give much personal attention to struggling students, but just
doubling the class size makes this intractable.
- Information Overload: Having too much information
can be just as paralyzing as having too little. When faced with a deluge
of data, people can struggle to identify what is relevant, leading to
analysis paralysis and an inability to make a decision or move forward.
Information overload can be overcome with patience and determined hard
work, piece by piece. This takes time and patience. Many stock market
professionals suffer this problem regularly, relying on only a few data
indicators, rules, or reference points, rumors, and tips.
- Fear of Failure: A deep-seated fear of making
a mistake can prevent a person from even attempting to solve a problem or
from taking the necessary risks to find a solution. This fear can lead to
procrastination or an over-reliance on familiar but ineffective methods.
Fear is an abject form of paralysis, leading some to take on a solution by
fiat.
- Emotional Impediments: Emotions like anxiety,
stress, anger, or frustration can cloud judgment and interfere with
rational thought. When a person is emotionally overwhelmed, their ability
to think clearly, stay focused, and approach a problem systematically is
significantly reduced. Related to bias, they stop problem-solving to hope
or even prayer. Even presidents, generals, scientists, and judges suffer
emotional impediments.
- Poor Problem Framing: How a problem is defined or
framed has a massive impact on the solution. A poorly framed problem can
lead a person to solve the wrong issue entirely. As well, the lack of
problem clarity can have of chasing off in the wrong directions. For
example, framing a business problem as a "sales issue" when it
is actually a "product quality issue" will lead to wasted effort
and a lack of results.
- Lack of Metacognition: This is the inability to
think about one's own thinking. People who lack metacognition cannot
effectively monitor their own problem-solving process. They fail to ask
critical questions like, "Is my approach working?" or "What
am I missing?" and therefore cannot adapt their strategy.
Self-awareness about who you are and what you’re doing or planning to do
is crucial.
- Impatience and Rushing: Problem-solving, especially
for complex issues, often requires a systematic and patient approach. Rushing
through the process can lead to skipping crucial steps, overlooking
details, and settling for a suboptimal or incomplete solution. In
addition, there may occur a rush to the solution. What this means is that
in identifying one solution and rushing to announce, the solver may miss
other and better solutions to the problem.
Five
more impediments.
Although the ten impediments above is may be enough, many more have been
observed. We offer a short list of five more. These can be of primary
importance but are often more secondary. Most of us identify them quickly.
11.
Poor Communication: Problems are often solved in groups, and a lack of
clear and effective communication can lead to misunderstandings, duplicated
efforts, and the inability to synthesize diverse perspectives into a unified
solution.
12.
Lack of Resources: This includes not just financial resources, but also
a lack of time, skilled personnel, or access to necessary tools and technology.
Without the proper resources, even the most brilliant solution may be
impossible to implement.
13.
Improper Incentive Structures: In a professional environment, people may
be incentivized to avoid risk or to prioritize short-term gains over a
long-term, comprehensive solution. These misaligned incentives can discourage
the kind of deep, critical thinking required for solving complex problems.
14.
Cognitive Laziness: The human brain is naturally inclined to seek the
path of least resistance. People may opt for a quick and easy solution, even if
they know it is not the best one, simply to avoid the mental effort required
for a more robust approach. Thinking is hard work, but it must be done.
15.
Attentional Deficit: Not the famous attention deficit syndrome, this is
the inability to focus and maintain attention on a single problem for an
extended period. It can be a significant barrier. With a constant stream of
distractions from technology and multitasking, deep, concentrated
problem-solving has become more challenging than ever. Know the times of day
you work best, and where you can focus best. (of course, we tell this to
students all the time.)
Conclusions. If you’ve made it this far, you
may have noticed a few of your personal common impediments to problem-solving.
Some of them can render poor solutions or wrong solutions, leading to disaster.
The best we can do is know who we are and what proclivities we have amongst
this collection of “how can we screw up” items. Find your blind spots. Know
your blind spots.
©2025 G
Donald Allen
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