Having a systematic approach to how you deal with problems, as opposed to just going by gut and feelings, can make a big difference in how you creatively find answers to your obstacles.
Detectives and investigators use the process. They ask both obvious and unthinkable questions.
Get close and collect information about how the problem is manifesting. Understand where the problem does and doesn’t happen, when the problem started, and how often the problem occurs to generate critical insight for the problem-solving effort.
The point of analysis is to never accept statements at face value, including your own.
In many situations when people encounter a problem, they tend to default to what they should do instead of asking what they could do.
Could helps you think outside an existing problem to generate more creative solutions.
Should narrows your thinking process to one answer, the one that seems most obvious.
Concentrating harder won’t force that ‘eureka moment’ you need.
Instead, your best option might be to step away from the problems and get do something unrelated to the project.
When you stop thinking about a task, your brain continues working on the problem in the background.
For many years, scientists have found that amazing ideas, solutions to problems and obstacles often come to people when they aren’t actively trying to develop a solution.
The incubation period works because your brain gets to take a break from everything distracting you.
Working backwards is useful when the final result is clear but the initial portion of a problem is obscure.
Reverse engineering allows you to notice patterns your brain normally ignores.
In many cases, when you are tempted to stay up late to find a solution to an obstacle, you might be better sleeping on it.
The brain makes better connections when you are asleep, allowing you to make new and useful associations between unrelated ideas.
Your brain might solve the problem for you while you’re fast asleep.
Instead of rushing towards a solution, we need time to comprehend the problem, how it started, what is the root cause, and what is the actual effect. Redefine the problem until you find the hidden one.
Write down the process if possible, asking questions like what pattern is being noticed, the recurring factor, the initial time it happened among other questions. We need to find good analogies and connect the dots to get to the real answers.