Systematic Problem Solving: Mind Maps and Problem Solving Tools
Systematic Problem Solving: Mind Maps and Problem Solving Tools
Thomas Teepe
This paper is based on a German language seminar script I'm using for my courses on problem solving.
For this translation, I've made a number of additons, mostly in the paragraphs named "Remarks".
Mind Map, Mind Maps and Mind Mapping are registered trademarks in a number of countries. For reasons of
readibility there are no trademark signs in the text.
I take no responsibility for the internet pages mentioned in the text.
Document history:
Date Changes
Please let me know about your experiences, your criticism and suggestions for improvement.
I'm revising this paper from time to time, so your feedback will have a direct impact on its quality.
© 2010
Dr. Thomas Teepe
Alosenweg 37
70329 Stuttgart
[email protected]
B E C O M I N G A B E T T E R P RO B L E M S O LV E R
a) General strategies for dealing with problems, e.g. consisting of the steps
- describe the problem,
- define goals,
- collect ideas for a solution,
- make a plan and carry it out,
- look back;
b) single techniques, like the analogy method, where ideas and solutions are transferred from one area to
another.
A well known example of the analogy method is bionics, where construction ideas from nature are transferred
to technical constructions, leading to inventions like Velcro or the lotus effect of surfaces that repel water and
dirt.
• Factual knowledge
This article is not about factual knowledge in any given area. But we will present methods for organizing and
applying knowledge.
Many of the tools presented in this article may seem somewhat pedestrian. Our focus is to get results - and this is
often best done with simple, down-to-earth methods.
BA S I C I D E A S
In this paper we present a method called "solution mapping", which is a combination of mind mapping and problem
solving tools.
Here comes an overview.
MIND MAPPING
Mind mapping is a special form of note taking. This type of note taking facilitates and improves thinking. Basic
concepts in mind mapping are
• a hierarchical structure of ideas and
• a combination of words and images.
A (somewhat simplistic) mind map on the topic "plan for birthday party" may look like this:
We will call "problem solving tool" anything that may help us with solving a problem - from general step-by-step
strategies to commensensical advice like "sleep over it".
We will later present a number of useful tools in detail.
SOLUTION MAPPING
SUPPORT THINKING
• We need:
We need a blank sheet of paper, size A4 or larger, and pens in different colours. Text markers are useful.
• Here's how we start:
We use the sheet in landscape format. We write the topic in the centre of the sheet and draw a little frame
around it. We can represent the topic in words or in a little drawing.
• Arranging ideas: Main branches and subbranches
We write the main ideas around the topic and link them with lines to the centre. These are called the main
branches. We develop further ideas in subbranches. Ideas are arranged almost automatically, and it's easy to add
ideas later.
• Using keywords:
We should use keywords or very short phrases rather than complete sentences. (Rule of thumb: One word per
branch.) By this, we avoid unnecessary words and save time and writing space. Another argument for keywords:
It's easier to form associations to a single word than to a complete sentence.
(In clear violation of the rules mentioned, the mind maps in this article are rather wordy. Otherwise, the reader
would find them difficult to understand. In our personal maps however, we can be brief.)
• Using symbols:
We should use symbols and little drawings wherever reasonable. They make our maps livelier and can help in
structuring the map.
(Are you sceptical? We all know the power of icons from Excel and Word.)
Moreover, drawings tap our potential for visual thinking, which is almost completely neglected by more
traditional methods of note taking.
• Using colours:
Colours can add structure and information to our maps. However, we have to judge the benefits of colours
against the extra effort of dealing with several pens.
• Further elements: Numbers, arrows, etc.
The ideas in a mind map are arranged hierarchically. We can add structure by numbers, by highlighting ideas
through colours and drawings and by using arrows to link ideas.
Remember - whatever may help us to solve a problem is called a problem solving tool or short a tool.
According to this suspiciously broad definition, there is a large number of tools:
• General solution strategies
like the IDEAL model of problem solving:
I = identify problems and opportunities
D = define alternative goals
E = explore possible strategies
A = assess and act
L = look and learn
• analysis techniques
like drawing a diagram
• creativity techniques
like brainstorming and
• commonsensical advice
like "sleep it over".
Simply aiming for the largest collection of tools is arguably not the best we can do. We need to know when to use
which tool.
To clarify this question, we use two steps:
• First: We dissect the problem solving process into stages
These stages comprise the general strategy mentioned above (describe the problem, define goals etc.)
Moreover, further stages like ""dealing with obstacles" or "look for information" might be useful.
Important: We will see that the stages do not follow neatly one after another. Often, they come in nested
structures, with smaller problems forming parts of a larger one.
• Second: We support each stage by appropriate tools
For each problem solving stage we provide a number of versatile, powerful tools. At the beginning, we limit
ourselves to a small number of tools.
After our introduction of mind mapping, it seems a good idea to arrange stages and tools in a mind map. Such a map
will be called a "tool map".
REMARKS
TOOL MAPS
Tool maps have a double benefit: On the one hand, the tool maps are a great repertoire - they may act as
• a receipe, if we want to follow a certain problem solving strategy, and as
• reminder for tools we are not yet fluent with.
On the other hand, tools maps help us to sort out our mental repertoire of tools - as we become more skilled in
using tools, the tool maps on paper become less important.
How do we proceed?
We aim for a tool map that helps us with a large variety of problems. Whatever the result - the tool map we present
is but one option among many. The reader is invited to adapt the map to their own needs.
As mentioned, we will start with dissecting the problem solving processs into stages. There are several ways of doing
this. Most of them are based on a common framework of four stages:
• Orientation:
What's it all about? Where lies the problem? What are the obstacles?
• Planning:
Collecting ideas and forming a plan.
• Doing:
Carrying out the plan.
• Controlling:
Does the solution work? What should be next? What did I learn from the problem solving process?
Such a framework does not mean that the stages can - or should - be worked through one after the other: In the
excution stage we may encounter difficulties that send us back to the orientation stage. Moreover, it's a good idea to
do some controlling during the entire problem solving process, not just at the end of it.
For our further work, we do not use the four stages mentioned, but a slightly more elaborate model:
• describe the problem
• examine the causes for the problem
• define goals
• collect ideas
• making a plan and carry it out.
In addition, we use
• looking from a distance and
• looking for information.
During the stage "looking from a distance" we consider what we are doing right now and whether it is a reasonable
activity. This is very useful in practical problem solving.
The following mind map gives an overview over the stages.
These stages are a useful guide through problem solving, but they are certainly not the best we can do. We now add
tools to each stage. These tools are not ingenious tricks - our focus is to find out what's reasonable and make sure it's
actually done.
At the beginning, we limit ourselves to a small number of tools.
So here is our first tool map. We will explain some of the tools in the next paragraph.
TOOLS EXPLAINED
PROBLEM MAPS
How to examine the problem in the problem map? Here comes a possible approach.
One of the basic ideas of solution mapping is to continually improve the tool maps. This has a double advantage:
• First: We keep the tool maps as a physical help sheet up to date.
• Second: We examine and improve our problem solving behaviour: Where are our shortcomings? What can we
improve?
To support this work on tool map, here comes a collection of meta-tools.
MIND MANAGER
This is one of the most widely used commercial mind mapping programs. The full version costs about 350 Euro, the
"Lite" version about 95 Euro.
More information:
http://www.mindjet.com
Freeplane has branched off from the FreeMind project. Currently (April 2010) is seems to be the more active project
and is offering more features.
In 2007, a number of online mind mapping sites were created. They allow mind mapping directly in an internet
browser. All you need is a browser, possibly with a Flash Player installed.
Most of the sites require a free signup.
FURTHER INFORMATION
Given the towering importance of problem solving for our lives, it's rather odd how rarely computers are used to
directly support human thinking processes.
Solution mapping using computers and mind mapping software is a step in this direction. The use of tool maps
makes it much more flexible than most of the standard software packages that support only limited aspects of
human thinking (like creativity).
With FreeMind or Freeplane software, you can do solution mapping in a very neat way: Just open the tool map and
the problem map in two different windows and arrange these windows one behind the other, so that you can easily
change between the two. Then,
• you can navigate even very large tool maps in search for inspiration and help,
• you can drag and drop elements from the tool map to the problem map, which is especially useful for more
complex tools (e.g. a branch containing subbranches for the SCAMPER creativity tool).
The central issue here is that the items are copied to the problem map without being removed from the tool
map - this works with FreeMind/Freeplane, but I haven't found a way to do it with MindManager or Mindomo.
From a more general point of view, a public library of tool maps with well-documented tools may be of great value.
As a starting point, have a look at
http://mappio.com/mindmap/thomasteepe/tool-map-library
LITERATURE AND LINKS
BOOKS
Dietrich Dörner, author of the following books, is a German professor of theoretical psychology and has made many
important contributions to the psychology of problem solving. His ideas had a major impact on solution mapping.
LINKS
Here are some acronyms that may help with problem solving.
IDEAL
stands for
I Identify problems and opportunities
D Define alternative goals
E Explore possible strategies
A Assess and act
L Look and learn
(Source: John D. Bransford, Barry S. Stein: The IDEAL Problem Solver. Freeman 1993)
ABCDE
stands for
A Assessment
B Brainstorming
C Consequences
D Do List
E Evaluation
(Source: Matthew McKay, Patrick Fanning: Successful Problem Solving)
These acronyms can be used to create simple yet effective problem map templates.
APPENDIX B
Here are more tools. I put emphasis on tools that can be used in everyday problems.
• Devil's advocate
Actively look for the shortcomings of an idea, even if you are a supporter of the idea.
• Change working conditions
Here are some ideas: Change place, lighting, fresh air...
• Double question: How to solve the problem? How to create a situation where the problem doesn't
have to be solved?
• Cancelling options
This is a simple decision technique: Just strike out those alternatives that are clearly inferior to others. For the
remaining options, you can use additional decision tools.
• ETHOS:
The acronym ETHOS stands for
E Economic
T Technical
H Human
O Organizational
S Social
These five categories help you to get overview over all consequences of an action.
• Exclude common traits
If you are stuck after trying some approaches, look for common properties of these approaches, then look for
something different that does NOT share these properties.
• Looking for the core problem
This tool is similar to the why-why-technique. Here we ask "What is the core problem?" in a number of
iterations until we get to a deeper understanding of the problem.
• Copying solutions
Often a good starting point: Many problems have occurred in the past, and people have found solutions. Can
you use them?
• Making a pause, sleeping over it
• PMI:
PMI stands for Plus-Minus-Interesting. It's an easy way to structure our reaction to an idea.
• Write a report
If you are stuck, write a report about what you've tried so far. This helps to get distance and to see the gaps in
your reasoning.
• Backward search
If the desired result is fairly well known, it's often a good idea to start with this result and work backwards.
• 6-3-5 method
This is a creativity technique for a group of six persons. After formulating the problem, each of the six persons
writes three solution ideas on a piece of paper. After five minutes, each person hands their paper to their
neighbours. Each person is now inspired by their neighbour's ideas on the sheet and can add their own ideas.
The round iss finished if each of the six participants has worked on each of the six sheets of paper.
The number of six has worked well in practice, but may be changed.
• Using figures and diagrams
Figures and diagrams are very useful. They can show gaps in understanding that become not apparent in a
verbal description.
Depending on the topic, a number of diagram types can be useful:
Box diagrams: Describe the central element of your problem in a box, then start refining it by adding
substructures.
Chain diagrams: If something changes over time, describe the successive states by boxes and link them by
arrows. What types of changes are described by the arrows? How do the boxes change?
• Weighed testing
To compare several options, we can proceed like this:
- Select a number of criteria to judge an option, like price, performance, appearance, security...
- Link a weight to each of the criteria, for example price 20%, performance 40%, security 30%, appearance 10%.
- Give marks for each option in each category, multiply it with the weight and add them up. This results in a
measure of quaality for each of the options.
Be careful - all this sounds wonderfully objective, but there are some difficulties: It's tricky to consider knockout
criteria, and the initial weighing (which is mostly based on intuition) has a masssive impact on the result.
• SWOT analysis
SWOT helps to assess goals or options. SWOT stands for
S Strengths
W Weaknesses
O Opportunities
T Threats
Now, strengths and opportunities on the one hand and weaknesses and threats on the other are somewhat
related. Here are two ways to differentiate:
1. S and W refer to internal factors, O and T to external factors,
2. S and W refer o the present, O and T to the future.
• W-questions:
What? Why? Who? When? How? These simple questions are among the most powerful problem solving tools.
• How-how technique
This is similar to the why-why technique mentioned earlier. We ask "how can this be done" repeatedly. This
helps us to get from a hazy idea to a detailed plan. It may show us the gaps in a seemingly promising approach.
• Dissecting a problem into parts