Inventing Elephants

When you ask the wrong question the answer you get may be correct, but still not be what you need. Therefore, the first step in Dave Murray's innovation process is to define the problem.

Locate the Problem

If the problem has been assigned to you, then all you need to do is explore its boundaries. But sometimes you're looking for a problem. Both of these needs start in the same place - with observation.

Observation is the act of studying the production and destruction of patterns. -David Kord Murray

What happens? How is this different or the same? Where does the expected and the actual stop agreeing with each other?

Actually asking questions about what you see to come up with your own problems may be natural for you, or difficult. I find it the latter and prefer to work from an assignment of some variety because it helps me focus my observations. I've found asking others affected by the same environment what they are dissatisfied with or what troubles them to be a great way to provide that first spark.

And then you keep asking why? until you've found the root cause. Often you'll need to learn new things for this step, but you'll also be using them as you expand your definition.

Three-dimensional Definition

You can't build a solution on a single isolated problem. You've got to build on the entire matrix of problems: the high-level ones and low-level ones. - David Kord Murray

By this he means, to find out two things:

• What problem was solved that led to the current situation?

Most designs and new things are put in place because they solve somebody's problem, even if it's a personal one that isn't supposed to be part of the situation. It's possible that instead of solving the isolated problem at hand, you'll be better off solving the problem one level up.

• What problems do I create when I solve this one?

This one is somewhat harder to answer because you don't yet know what form your solution will take, but some awareness of the options will help you better process the steps coming up.

These questions are also intended to give you a chance to make sure that your primary question, the one you keep in your mind to drive your forward, is at the right level.

Systems Thinking

Murray doesn't use the term, but systems thinking should be part of the defining process. Since it gives you a lens through which to determine interconnections and delays, you can better define the problem matrix and where your potential solution might be applying leverage.

This Isn't Final

You're going to get a chance to come back and change your definition. When I first read this section I had a momentary flash of "Uh-oh, what if I get this foundation wrong?"

It's a foundation only in that you need to do it first for the most success, not in the sense of being a permanent support. It can be refined or completely reimagined after you've gone through the other steps.

More on Borrowing Brilliance

This is the first of a series of posts interpreting and summarizing the book  Borrowing Brilliance by David Kord Murray. Read the rest:

1. Build a Foundation for Innovation with Problem Definitions
2. Use Existing Ideas to Construct New Ideas
3. Innovate Through Metaphorical COnnections
4. Give Your Subconscious a Turn