Analogical thinking for problem solving

Adam Marsland at Pinsent Masons Vario explains the power of analogical thinking, and how it can help decision-makers think more creatively and efficiently

 

Problem solving is a diverse topic, with a broad range of disciplines, theories and daily practices dedicated to improving the quality and range of potential solutions. This can be a complex maze for people to navigate.

 

Trying to adapt a range of problem-solving principles directly into an area of focus can be challenging. This also ignores zealots championing a particular method, often at the expense of other disciplines.

 

It is, therefore, not surprising that people often think about a similar situation they have faced in the past and apply these teachings to the situation of interest. This can be a direct repeat, if something has gone particularly well, or a purposeful design turn from previous mistakes.

 

This is a vanilla form of analogical thinking, where an individual reaches back to an earlier experience and deploys a solution. And therein lies the gateway. Problem solving does not have to be complex.

 

Instead, there are a range of simple techniques that can force the individual to consider alternative approaches and engage different forms of thinking. Even taking a step back and considering a broader approach to active thinking, also known as metacognition, is vital. This allows the individual to redirect their cognitive abilities and behaviours to focus on a goal using an alternative approach.

 

Again, this does not have to be complicated, often possessing the awareness, and understanding of one’s thought process is enough to consider alternate approaches. More experienced practitioners can assess their thought process and reframe the way they view problems.

 

There are many strands to metacognition, including analogical thinking. The use of analogies plays into this wider construct of thinking about thinking by helping to establish abstract connections.

 

For clarity, analogies, metaphors, idioms and similes are used in everyday parlance and are based under the wider umbrella of figurative language. This type of language aims to draw synergies between two domains, provoking the audience to link two distinctive areas.

 

The hope is that this use of non-literal phrases or words can create further meaning in writing or speech. Moving forward, I will refer to this as analogical thinking.

 

The ability to link to separate domains can take direct comparisons, with readily available solutions. A famous example of direct analogical thinking comes from Intel. In the 1990’s, Intel conceded the lower end of the computing market, allowing rivals to provide low-cost microprocessors for entry level PCs.

 

However, Intel’s leadership team looked at a parallel analogy from the steel industry. In the 1970’s, US Steel ceded the lower end of the market to much smaller competitors. Over time, these smaller competitors continued to disrupt, gaining a greater market share by moving into higher-end products.

 

Intel acted on this direct comparison, introducing the Celeron processor for inexpensive PC’s and therefore negating the potential threat of smaller companies moving into the preferred market territory.

 

The above example links two problems with a comparable use case and deploys a similar solution. In Intel’s case, the Celeron processor proved a success and allowed Intel to regain a foothold in the lower-end processing market.

 

However, the close alignment between analogies limits potential solutions. When Toys R Us was founded, in the 1950’s, Charles Lazarus used analogical thinking to draw inspiration from supermarkets.

 

Instead of looking at a direct parallel, he instead drew creativity of product placement, the introduction of shopping trolleys to help bulk purchases and how to effectively market the service. Ironically, supermarkets used the same distant analogical thinking observing automotive assembly plants, particularly around managing stock.

 

The distance between analogies therefore promotes the abstraction and lineage of potential solutions. By viewing a comparable example from a similar industry, the range of potential solutions will be naturally limited.

 

That is not to say these solutions will be ineffective, as seen by the Celeron processor. Nevertheless, casting the net further by looking at non-traditional domains can open a broader array of solutions. This actively engages right-brain thinking, or the parts of our mind that promote creativity.

 

In my daily practice working for a multi-national law firm, we have used analogical thinking as part of our problem-solving arsenal. By the very nature of the industry, lawyers tend to favour left-brain rationality: such as logical outcomes, detail orientation and analytical thinking.

 

Nevertheless, we were faced with a distinct problem, the necessity to produce thousands of legal documents quickly, and accurately. To achieve this goal, we used blended analogical thinking from the Toyota Production System.

 

In practice, this combined the abstract principled use of eliminating the famed eight wastes across the entire end-to-end process with more practical direct analogies, such as deploying jidoka. In this scenario, our legal technology would immediately stop whenever an abnormality occurred, therefore eliminating the potential of further incorrect documents being created.

 

Analogical thinking therefore promotes not just a base of ready-made solutions, but also more abstract cases of transformation. It promotes an enormously efficient use of available countermeasures, each tested in their own area of interest and ready to be redeployed in your operational field.

 

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Adam Marsland is Head of Lean Six Sigma at Pinsent Masons Vario

 

Main image courtesy of iStockPhoto.com