Tag: Michael Michalko

ARE YOU COGNITIVELY LAZY?

thinking

We have not been taught how to think for ourselves, we have been taught what to think based on what past thinkers thought. We are taught to think reproductively, not productively. What most people call thinking is simply reproducing what others have done in the past. We have been trained to seek out the neural path of least resistance, searching out responses that have worked in the past, rather than approach a problem on its own terms.

Educators discourage us from looking for alternatives to prevailing wisdom. When confronted with a problem, we are taught to analytically select the most promising approach based on past history, excluding all other approaches and then to work logically within a carefully defined direction towards a solution. Instead of being taught to look for possibilities, we are taught to look for ways to exclude them. This kind of thinking is dehumanizing and naturalizes intellectual laziness which promotes an impulse toward doing whatever is easiest or doing nothing at all. It’s as if we entered school as a question mark and graduated as a period.

Once when I was a young student, I was asked by my teacher, “What is one-half of thirteen?” I answered six and one half or 6.5. However, I exclaimed there are many different ways to express thirteen and many different to halve something. For example, you can spell thirteen, then halve it (e.g., thir/teen). Now half of thirteen becomes four (four letters in each half). Or, you can express it numerically as 13, and now halving 1/3 gives you 1 and 3. Another way to express a 13 is to express it in Roman numerals as XIII and now halving XI/II gives you XI and II, or eleven and two. Consequently one-half of thirteen is now eleven and two. Or you can even take XIII, divide it horizontally in two (XIII) and half of thirteen becomes VIII or 8.

My teacher scolded me for being silly and wasting the class’s time by playing games. She said there is only one right answer to the question about thirteen. It is six and one-half or 6.5. All others are wrong. I’ll never forget what she said “When I ask you a question, answer it the way you were taught or say you don’t know. If you want to get a passing grade, stop making stuff up.”

When we learn something, we are taught to program it into our brain and stop thinking about or looking for alternatives. Over time these programs become stronger and stronger, not only cognitively but physiologically as well. To get a sense of how strong these programs are, try solving the following problem.

Even when we actively seek information to test our ideas to see if we are right, we usually ignore paths that might lead us to discover alternatives. Following is an interesting experiment, which was originally conducted by the British psychologist Peter Wason that demonstrates this attitude. Wason would present subjects with the following triad of three numbers in sequence.

2       4       6

He would then ask subjects to write other examples of triads that follow the number rule and explain the number rule for the sequence. The subjects could ask as many questions as they wished without penalty.

He found that almost invariably most people will initially say, “4, 6, 8,” or “20, 22, 24,” or some similar sequence. And Watson would say, yes, that is an example of a number rule. Then they will say, “32, 34, 36″ or “50, 52, 54″ and so on– all numbers increasing by two. After a few tries, and getting affirmative answers each time, they are confident that the rule is numbers increasing by two without exploring alternative possibilities.

Actually, the rule Wason was looking for is much simpler– it’s simply numbers increasing. They could be 1, 2, 3 or 10, 20, 40 or 400, 678, 10,944. And testing such an alternative would be easy. All the subjects had to say was 1, 2, 3 to Watson to test it and it would be affirmed. Or, for example, a subject could throw out any series of numbers, for example, 5, 4, and 3 to see if they got a positive or negative answer. And that information would tell them a lot about whether their guess about the rule is true.

The profound discovery Wason made was that most people process the same information over and over until proven wrong, without searching for alternatives, even when there is no penalty for asking questions that give them a negative answer. In his hundreds of experiments, he, incredibly, never had an instance in which someone spontaneously offered an alternative hypothesis to find out if it were true. In short, his subjects didn’t even try to find out if there is a simpler or even, another, rule.

On the other hand, creative thinkers have a vivid awareness of the world around them and when they think, they seek to include rather than exclude alternatives and possibilities. They have a “lantern awareness” that brings the whole environment to the forefront of their attention. So, by the way, do children before they are educated. This kind of awareness is how you feel when you visit a foreign country; you focus less on particulars and experience everything more globally because so much is unfamiliar.

I am reminded of a story about a student who protested when his answer was marked wrong on a physics degree exam at the University of Copenhagen. The imaginative student was purportedly Niels Bohr who years later was co-winner of the Nobel Prize for physics.

In answer to the question, “How could you measure the height of a skyscraper using a barometer?” he was expected to explain that the barometric pressures at the top and the bottom of the building are different, and by calculating, he could determine the building’s height. Instead, he answered, “You tie a long piece of string to the neck of the barometer, then lower the barometer from the roof of the skyscraper to the ground. The length of the string plus the length of the barometer will equal the height of the building.

This highly original answer so incensed the examiner that the student was failed immediately. The student appealed on the grounds that his answer was indisputably correct, and the university appointed an independent arbiter to decide the case.

The arbiter judged that the answer was indeed correct, but did not display any noticeable knowledge of physics. To resolve the problem it was decided to call the student in and allow him six minutes in which to provide a verbal answer that showed at least a minimal familiarity with the basic principles of physics.

For five minutes the student sat in silence, forehead creased in thought. The arbiter reminded him that time was running out, to which the student replied that he had several extremely relevant answers, but couldn’t make up his mind which to use. On being advised to hurry up the student replied as follows:

“Firstly, you could take the barometer up to the roof of the skyscraper, drop it over the edge, and measure the time it takes to reach the ground. The height of the building can then be worked out from the formula H = 0.5g x t squared. But bad luck on the barometer.”

“Or if the sun is shining you could measure the height of the barometer, then set it on end and measure the length of its shadow. Then you measure the length of the skyscraper’s shadow, and thereafter it is a simple matter of proportional arithmetic to work out the height of the skyscraper.”

“But if you wanted to be highly scientific about it, you could tie a short piece of string to the barometer and swing it like a pendulum, first at ground level and then on the roof of the skyscraper. The height is worked out by the difference in the gravitational restoring force T =2 pi sqr root (I /9).”

“Or if the skyscraper has an outside emergency staircase, it would be easier to walk up it and mark off the height of the skyscraper in barometer lengths, then add them up.”

“If you merely wanted to be boring and orthodox about it, of course, you could use the barometer to measure the air pressure on the roof of the skyscraper and on the ground, and convert the difference in millibars into feet to give the height of the building.”

“But since we are constantly being exhorted to exercise independence of mind and apply scientific methods, undoubtedly the best way would be to knock on the janitor’s door and say to him ‘If you would like a nice new barometer, I will give you this one if you tell me the height of this skyscraper’.”

The obvious moral here is that education should not consist merely of stuffing students’ heads full of information and formulae to be memorized by rote and regurgitated upon demand, but of teaching students how to think and solve problems using whatever tools are available. In the mangled words of a familiar phrase, students should be educated in a way that enables them to figure out their own ways of catching fish, not simply taught a specific method of fishing.

Read Cracking Creativity: The Secrets of Creative Genius

Creative Thinking Technique: Combine Ideas from Different Domains

Many breakthroughs are based on combining information from different domains that are usually not thought of as related. Integration, synthesis both across and within domains, is the norm rather than the exception. Ravi Shankar found ways to integrate and harmonize the music of India and Europe; Paul Klee combined the influences of cubism, children’s drawings, and primitive art to fashion his own unique artistic style; Salvador Dali integrated Einstein’s theory of relativity into his masterpiece Nature Morte Vivante, which artistically depicts several different objects simultaneously in motion and rest. And almost all scientists cross and recross the boundaries of physics, chemistry, and biology in the work that turns out to be their most creative.

ASK PEOPLE IN DIFFERENT DOMAINS FOR IDEAS. Another way to combine talent is to elicit advice and information about your subject from people who work in different domains. Interestingly, Leonardo da Vinci met and worked with Niccolô Machiavelli, the Italian political theorist, in Florence in 1503. The two men worked on several projects together, including a novel weapon of war: the diversion of a river. Professor Roger Masters of Dartmouth College speculates that Leonardo introduced Machiavelli to the concept of applied science. Years later, Machiavelli combined what he learned from Leonardo with his own insights about politics into a new political and social order that some believe ultimately sparked the development of modern industrial society.

Jonas Salk, developer of the vaccine that eradicated polio, made it a standard practice to interact with men and women from very different domains. He felt this practice helped to bring out ideas that could not arise in his own mind or in the minds of people in his own restricted domain. Look for ways to elicit ideas from people in other fields. Ask three to five people who work in other departments or professions for their ideas about your problem. Ask your dentist, your accountant, your mechanic, etc. Describe the problem and ask how they would solve it.

Listen intently and write down the ideas before you forget them. Then, at a later time, try integrating all or parts of their ideas into your idea. This is what Robert Bunsen, the chemist who invented the familiar Bunsen burner, did with his problem. He used the color of a chemical sample in a gas flame for a rough determination of the elements it contained. He was puzzled by the many shortcomings of the technique that he and his colleagues were unable to overcome, despite their vast knowledge of chemistry. Finally, he casually described the problem to a friend, Kirchhoff, a physicist, who immediately suggested using a prism to display the entire spectrum and thus get detailed information. This suggestion was the breakthrough that led to the science of spectrography and later to the modern science of cosmology.

EXAMPLES. Physicists in a university assembled a huge magnet for a research project. The magnet was highly polished because of the required accuracy of the experiment. Accidentally, the magnet attracted some iron powder that the physicists were unable to remove without damaging the magnet in some way. They asked other teachers in an interdepartmental meeting for their ideas and suggestions. An art instructor came up with the solution immediately, which was to use modeling clay to remove the powder.

The CEO of a software company looked for ways to motivate employees to participate more actively in the creative side of the business. They wanted employee ideas for new processes, new products, improvements, new technologies and so on. He tried many things but nothing seemed to excite and energize employees to become more creative.

One evening at a dinner with some of his friends he mentioned his problem and asked them for ideas. After a brief discussion, a friend who was a stockbroker suggested thinking ways to parallel ideas with stocks. Look for ways for people to buy and sell ideas the same way his customers study, buy and sell stocks on the stock exchange.

The CEO was intrigued with the novelty of the idea and he and his stockbroker friend looked for patterns between the stock exchange and an internal employee program. They blended the architecture of the stock exchange with the internal architecture of their company’s internal market to create the company’s own stock exchange for ideas. Their exchange is called Mutual Fun. Any employee can propose that the company acquire a new technology, enter a new business, make a new product or make an efficiency improvement. These proposals become stocks, complete with ticker symbols, discussion lists and e-mail alerts.

 Fifty-five stocks are listed on the company’s internal stock exchange. Each stock comes with a detailed description — called an expectus, as opposed to a prospectus — and begins trading at a price of $10. Every employee gets $10,000 in “opinion money” to allocate among the offerings, and employees signal their enthusiasm by investing in a stock and, better yet, volunteering to work on the project. Employees buy or sell the stocks, and prices change to reflect the sentiments of the company’s executives, engineers, computer scientists, project managers, marketing, sales, accountants and even the receptionist.

The result has been a resounding success. Among the company’s ‘ core technologies are pattern-recognition algorithms used in military applications, as well as for electronic gambling systems at casinos. A member of the administrative staff, with no technical expertise, thought that this technology might also be used in educational settings, to create an entertaining way for students to learn history or math. She started a stock called Play and Learn (symbol: PL), which attracted a rush of investment from engineers eager to turn her idea into a product. Lots of employees got passionate about the idea and it led to a new line of business.

INVITE OTHER DEPARTMENTS TO JOIN YOUR BRAINSTORMING SESSION. If you’re brainstorming a business problem in a group, try asking another department to join yours. For example, if you are in advertising and want to create a new product advertising campaign, ask people from manufacturing to join your session. Separate the advertising and manufacturing people into two groups. Each group brainstorms for ideas separately. Then combine the groups and integrate the ideas.

 

For more ideas on how to combine dissimilar subjects to create new ideas read Cracking Creativity: The Secrets of Creative Genius by Michael Michalko