New Ideas

How to Climb the 8-Rung Problem-Solving Ladder


Creative problem solving works best when you follow a deliberate sequence. The 8-rung problem-solving ladder moves from analyzing the real problem and generating many ideas to combining ideas, developing quality solutions, and creating action plans. Along the way, bizarre ideas, new perspectives, and delayed evaluation help shift paradigms and open the way to unexpected solutions.

Problem solving ladder.I hesitate to bring it up, but sometimes the “S” word, Serious, intrudes and spoils the frolicking creative fun. Eventually, however, you must solve your problem seriously.

To start, imagine a ladder with eight rungs. To solve your problem creatively, climb the problem-solving ladder:

  1. Analyze the problem.
  2. Establish criteria to select the real problem statement or statements.
  3. Select the problem statement or statements on which you will focus.
  4. List many ideas.
  5. Combine ideas into creative trigger-proposals.
  6. Identify criteria to select quality solutions.
  7. Convert trigger-proposals into quality solutions that meet the criteria.
  8. Make action plans to implement a quality solution.

The three key creative rungs are 1, 4, and 5. This problem-solving ladder incorporates important concepts that help shift paradigms and produce high-quality solutions.

1. Use the Key Creative Rungs

Use all three key creative rungs creatively:

  • Rung 1: Analyze and uncover the real problem.
  • Rung 4: List many ideas.
  • Rung 5: Combine ideas into creative trigger-proposals.

Expect ideas to fly galore when you are on these rungs.

2. Welcome Bizarre Ideas

Welcome bizarre and exotic ideas on every rung. Use them to spark better ideas. Stay positive and let your imagination soar. Do not discard or ridicule an idea. Choose what you want to use, keep the rest for future reference, or discard them by gentle neglect.

The more bizarrely you analyze a problem, the more likely your imagination will produce a paradigm shift and a practical solution that differs from past approaches:

Bizarre Problem Statements → Bizarre Risky Ideas → Bizarre Trigger-Proposals → New and Different Workable Solutions

3. Spend Time on the Real Problem

Do not rush to generate solutions. Extensively analyze the problem first to make sure you are working on the right problem. Do not stuff a new problem into a comfortable old mind-rut or paradigm.

People who spend more time on Rung 1 usually produce more creative solutions than people who rush to Rung 4. Jolting your mind toward new directions, paradigms, and perspectives helps generate unusual ideas focused on the real problem.

4. Leave Ideas Behind

Do not actively reject unacceptable problem statements, ideas, or trigger-proposals. Simply leave them behind as you choose others. A discarded thought may work later.

5. Delay the Criteria

Do not identify the criteria before Rung 6. Premature criteria box in your creativity because you begin measuring problem definitions and ideas against them too soon. Scuttle premature criteria.

You may receive criteria from others or carry unstated, phantom criteria from previous experiences. Deal with these directly or they will inhibit and drown your creativity.

Try this:

  1. Non-evaluatively list all given and unstated phantom criteria. Set a quota of at least 10 to 20.
  2. Reverse your criteria. Distort them. Shrink them. Magnify them. Play “what if” with them. Do whatever you can to make them insignificant.

After you finish generating ideas and trigger-proposals, return to realistic criteria at Rung 6. Then select the ideas and proposals that fit those criteria.

6. Finish With an Action Plan

After all that effort and fun, every solution you intend to implement deserves an action plan with detailed action steps.

Proposals without an action plan perch perilously close to perishing.


Next: Solve Organizational Problems


Edward Glassman, PhDEdward Glassman, PhD, was President of Creativity College® and Professor Emeritus at the University of North Carolina at Chapel Hill, where he led the Program for Team Effectiveness and Creativity.


Copyright 2012 Edward Glassman. All rights reserved.

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