ions reporters ask: Who, What, When, Where, Why, and How, relating each to his problem. For example, for “where,” he asked “where does this problem occur most often?” Since each of these questions leads to different answers, the list automatically takes you to second, third, and fourth right answers. It was the “who” question, “who is contributing to my problem?” that led the IT person to his insight.

Example #2

Overwhelmed by work, Letitia jokes, “Maybe I ought to just check myself into a nursing h

When General Electric’s engineers were experimenting with developing a new rubber compound, they stumbled on an odd material that stretched, bounced, and generally behaved in unusual ways. It was interesting, but they couldn’t see any use for it. They mailed samples of the material to several leading engineers all over the world, asking for ideas about how it might be used. Zilch. Nada. Then a perceptive toy store owner saw the possibilities, and gave the world Silly Putty.

If you had asked the engineers “What is this?” they would have said: “a new rubber compound.” That’s the first right answer. But the toy store owner, seeing adults at a party play with the curious item, saw what creativity expert Roger von Oech calls the second right answer.

What keeps us from being more innovative? Too often we stop at the first right answer and don’t explore other possibilities. Here are three tricks to help you discover the second (and sometimes third, fourth, and fifth) right answers.

Trick #1 Slow down - Don’t assume that you know what the problem is.

You’re trying to solve a problem. You think you know what the problem is; what you want to do is discover solutions. So when you ask a friend for help and he says: “What’s the problem?” you tell him. Your answer to the question “what’s the problem?” is the first right answer. But there is nearly always a second right answer, and perhaps several more.

Example #1:

One IT person commented: I thought the problem was that I was having difficulties relating to my new boss. But when I asked the question “who is contributing to my problem?” I found it was much deeper than that. I realized that I have tremendous support from several administrators, but very little support from the staff members to whom I am supposed to teach the new technology. They tolerate me, but it really doesn’t matter to them whether I am there or not.

The strategy that the IT person used to come to this realization has been around for ages. He simply went through the standard questions reporters ask: Who, What, When, Where, Why, and How, relating each to his problem. For example, for “where,” he asked “where does this problem occur most often?” Since each of these questions leads to different answers, the list automatically takes you to second, third, and fourth right answers. It was the “who” question, “who is contributing to my problem?” that led the IT person to his insight.

Example #2

Overwhelmed by work, Letitia jokes, “Maybe I ought to just check myself into a nursing ho

“What is this?” they would have said: “a new rubber compound.” That’s the first right answer. But the toy store owner, seeing adults at a party play with the curious item, saw what creativity expert Roger von Oech calls the second right answer.

What keeps us from being more innovative? Too often we stop at the first right answer and don’t explore other possibilities. Here are three tricks to help you discover the second (and sometimes third, fourth, and fifth) right answers.

Trick #1 Slow down - Don’t assume that you know what the problem is.

You’re trying to solve a problem. You think you know what the problem is; what you want to do is discover solutions. So when you ask a friend for help and he says: “What’s the problem?” you tell him. Your answer to the question “what’s the problem?” is the first right answer. But there is nearly always a second right answer, and perhaps several more.

Example #1:

One IT person commented: I thought the problem was that I was having difficulties relating to my new boss. But when I asked the question “who is contributing to my problem?” I found it was much deeper than that. I realized that I have tremendous support from several administrators, but very little support from the staff members to whom I am supposed to teach the new technology. They tolerate me, but it really doesn’t matter to them whether I am there or not.

The strategy that the IT person used to come to this realization has been around for ages. He simply went through the standard questions reporters ask: Who, What, When, Where, Why, and How, relating each to his problem. For example, for “where,” he asked “where does this problem occur most often?” Since each of these questions leads to different answers, the list automatically takes you to second, third, and fourth right answers. It was the “who” question, “who is contributing to my problem?” that led the IT person to his insight.

Example #2

Overwhelmed by work, Letitia jokes, “Maybe I ought to just check myself into a nursing h

on’t assume that you know what the problem is.

You’re trying to solve a problem. You think you know what the problem is; what you want to do is discover solutions. So when you ask a friend for help and he says: “What’s the problem?” you tell him. Your answer to the question “what’s the problem?” is the first right answer. But there is nearly always a second right answer, and perhaps several more.

Example #1:

One IT person commented: I thought the problem was that I was having difficulties relating to my new boss. But when I asked the question “who is contributing to my problem?” I found it was much deeper than that. I realized that I have tremendous support from several administrators, but very little support from the staff members to whom I am supposed to teach the new technology. They tolerate me, but it really doesn’t matter to them whether I am there or not.

The strategy that the IT person used to come to this realization has been around for ages. He simply went through the standard questions reporters ask: Who, What, When, Where, Why, and How, relating each to his problem. For example, for “where,” he asked “where does this problem occur most often?” Since each of these questions leads to different answers, the list automatically takes you to second, third, and fourth right answers. It was the “who” question, “who is contributing to my problem?” that led the IT person to his insight.

Example #2

Overwhelmed by work, Letitia jokes, “Maybe I ought to just check myself into a nursing h

ting to my new boss. But when I asked the question “who is contributing to my problem?” I found it was much deeper than that. I realized that I have tremendous support from several administrators, but very little support from the staff members to whom I am supposed to teach the new technology. They tolerate me, but it really doesn’t matter to them whether I am there or not.

The strategy that the IT person used to come to this realization has been around for ages. He simply went through the standard questions reporters ask: Who, What, When, Where, Why, and How, relating each to his problem. For example, for “where,” he asked “where does this problem occur most often?” Since each of these questions leads to different answers, the list automatically takes you to second, third, and fourth right answers. It was the “who” question, “who is contributing to my problem?” that led the IT person to his insight.

Example #2

Overwhelmed by work, Letitia jokes, “Maybe I ought to just check myself into a nursing h

ions reporters ask: Who, What, When, Where, Why, and How, relating each to his problem. For example, for “where,” he asked “where does this problem occur most often?” Since each of these questions leads to different answers, the list automatically takes you to second, third, and fourth right answers. It was the “who” question, “who is contributing to my problem?” that led the IT person to his insight.

Example #2

Overwhelmed by work, Letitia jokes, “Maybe I ought to just check myself into a nursing home for a month!” Her friend asks, “What would that change?” Becoming thoughtful, Letitia says, “If I were sick, it would give me a legitimate reason to say “no” to extra assignments and prove to my boss that I really can’t take on any more than I already have.” This leads Letitia to realize: “the problem is that I don’t feel justified in saying “no” unless I’m just about dying.”

That’s the first right answer to the question, what is the problem? But when Letitia asks herself “why would you have to be dying?” she ends up saying something a little different. “The problem is that my boss hates whiners, and I don’t know how to tell him how bad things are without sounding like a whiner.”

That’s the second right answer to the question “what is the problem?” Letitia arrived at it though a spontaneous joke about what would solve her problem: putting herself in a nursing home. Ask yourself what silly idea would solve your problem – and then go deeper to question how that would help.

Both of these methods – asking the who, what, when, where, why questions and looking for silly solutions to your dilemma - help to insure that you don’t stop at the first right answer to the question, what is the problem? If you slow down and take some time to search for the second and third right answers to that question, you’ll be more likely to invest your time and energy in solving a version of the problem that gets to the root of it.

Trick #2 Rephrase your problem as a positive “How to…”

Once one of your answers to the question “What’s the problem?” has hit you as a version that gets to the heart of the matter, rephrase that answer in the form of “How might I,” “How can we,” or simply “How to.” The developers of the CPS (creative problem solving) method emphasize how important it is to describe problems in terms of “How to” accomplish something positive.

Example:

Once Letitia sees that the problem is that she doesn’t know how to tell her boss how bad things are without sounding like a whiner, she can rephrase he