Copyright (c) 2013 John L. Jerz

The Art of Problem Solving (Ackoff, 1978)

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Book Description
"A witty, literate and, most of all, convincing reflection…[Ackoff] shines an often bright light into corners where problems hide, showing the manager how to understand the consequences of his own behavior; identify real, rather than supposed, elements of problems; perceive another’s aims; determine what is controllable; and deal with other nettlesome factors." —Inc. The Art of Problem Solving Russ Ackoff—author, consultant, and teacher extraordinaire. During his long career, he has shown thousands of managers, architects, engineers, attorneys, advertising people, software developers, and scientists the way to more creative, artful problem solving. This new paper edition of The Art of Problem Solving is perhaps the best example of Ackoff in action. Step by step, this practical guide shows you how to develop an understanding of the art of creative thinking and the design of creative solutions. Using "Ackoff’s Fables"—humorous yet eminently practical parables, based on real problems by real managers—you’ll see why solving a problem seldom solves the problem, but why approaching it from a new, unorthodox angle often does. The result is vintage Ackoff—controversial, funny, and always on target. If you like to dig beyond simple solutions—to imaginative solutions that work—this book is for you.

preface Problem solving is what I have been trying to do all my adult life, using whatever type of knowledge appeared accessible and relevant to me... This is a book about creative problem solving... For me, the term "problem" does not refer to the kind of prefabricated exercises or puzzles with which educators continually confront students. It means real problems
 
p.9 A puzzle is a problem that one cannot solve because of a self-imposed constraint. Creativity is shackled by self-imposed constraints. Therefore, the key to freeing it lies in developing an ability to identify such constraints and deliberately removing them.
 
p.11 A problem, as I conceptualize it, has five types of component.
 
1. The one(s) faced with the problem, the decision maker(s)...
2. Those aspects of the problem situation the decision maker can control: the controllable variables...
3. Those aspects of the problem situation the decision maker cannot control but those which, together with the controlled variables, can affect the outcome of his choice: the uncontrolled variables...
4. Constraints imposed from within or without on the possible values of the controlled and uncontrolled variables...
5. The possible outcomes produced jointly by the decision maker's choice and the uncontrolled variables.
 
p.19 Problem solving, as we have seen, involves the selection of one or more courses of action (means) in the pursuit of one or more objectives (ends). An objective is a desired outcome. Knowing what our objectives are is clearly important in problem solving. If others are involved in our problem (and they usually are), it is also important to understand how their objectives and ours are related.
 
p.19 Problems are of two types: those involving the destruction, removal, or containment of something that is present but not desired, and those involving the acquisition or attainment of something that is absent but desired.
 
p.32 Idealized design is not all there is to either problem solving or planning, but it is the best way I know of to open and stimulate the mind to creative activity. Furthermore, it is the best way I know of finding out what one's objectives really are.
 
p.32 The solutions to most personal problems... affect others as well as the problem solver... It is necessary to understand their objectives if one is to correctly anticipate their responses and, therefore, the consequences of a solution.
 
p.53 the greater the variety of backgrounds of the people who examine a problematic situation, the greater variety of variables that will be considered as susceptible to control. From this derives the widely observed problem-solving power of interdisciplinary teams.
 
p.62 look for something that is common to each failure and that is never present when there is a success.
 
p.111 The less we understand something, the more variables we require to explain it.
 
p.113 The way variables act may not be nearly as important as how they interact.
 
p.189 The wise problem solver constantly monitors solutions to past problems to be sure they are meeting his expectations. If they are not, he finds out why and modifies them.

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