Introduction. Much of life involves problem-solving of some sort. Many are routine, some take time, and others seem nearly impossible. The important fact is that we don’t solve them all, or, even worse, we offer ineffective or poor solutions. Most problem-solving books available suggest how to solve problems. In this brief essay, we discuss the barriers to solving a given problem. Here is a list of common "enemies" of problem-solving, also called the psychological, cognitive, and practical barriers that prevent us from effectively addressing and resolving them. These are drawn from psychological research and productivity insights.
The List. Every problem solver should be aware of
these barriers. Team leaders should monitor closely to prevent their team from
falling for any of them, particularly #6 on confirmation bias and #8 about
unnecessary constraints.
1. Lack
of Knowledge or Information: Without sufficient understanding or data about the
problem, it's impossible to identify viable solutions. This barrier often leads
to guesswork or stalled progress, as seen in situations where key facts are
missing.
2. Too
Much Knowledge (Information Overload or Curse of Knowledge): Having excessive
information can overwhelm decision-making, causing paralysis, or lead to the
"curse of knowledge" bias where experts assume others share their
expertise, complicating communication and fresh perspectives.
3. Overthinking
(Analysis Paralysis): Excessive rumination or dissecting every detail without
action creates indecision and delays, turning potential solutions into endless
mental loops that amplify stress rather than resolve issues.
4. Mental
Set: A rigid reliance on past strategies or familiar approaches prevents
innovative thinking, as the mind gets stuck in "what worked before"
without adapting to new contexts.
5. Functional
Fixedness: Viewing objects or ideas only in their traditional roles limits
creativity, such as failing to see a tool's alternative uses in a novel
problem.
6. Confirmation
Bias: Seeking or interpreting information that only supports preconceived
notions ignores contradictory evidence, leading to flawed or biased solutions.
7. Irrelevant
Information: Distracting details or misleading data clutter the process, making
it hard to focus on core elements and wasting time on non-essential factors.
8. Unnecessary
Constraints: Self-imposed rules or assumptions (e.g., "it has to be done
this way") restrict options, even when they're not required, hindering
flexible thinking.
9. Emotional
Barriers: Fear of failure, anxiety, or frustration clouds judgment, causing
avoidance or rushed decisions that overlook better paths.
10. Lack of
Motivation: Without drive or interest, problems are ignored or half-heartedly
addressed, leading to procrastination or incomplete resolutions.
11. Poor Problem
Definition: Vague or misframed issues (e.g., tackling symptoms instead of root
causes) make it impossible to target effective solutions.
12. Lack of
Resources: Insufficient time, tools, or support (e.g., financial or team-based)
blocks implementation, even if a solution is identified.
13. Cultural or
Societal Barriers: Norms, biases, or groupthink in social contexts discourage
unconventional ideas, stifling collaborative or individual problem-solving.
14. Lack of
Experience: Often underrated, the lack of experience leads to stunted
performance in finding the optimal solution.
Conclusions. Call this a “starter list,” barely
describing for each their meaning, and definitely requiring more details. For
instance, there are about six independent ways of overthinking a problem.
Moreover, many on the list overlap to some degree. Future goals include
making detailed descriptions.
© 1/1/2026 G Donald Allen
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