Of the many ways of thinking about problem-solving methods, the linear/nonlinear model, as widely understood, is perhaps the most linear. Linear thinkers are said to use thought processes dominated by logic and evidence. They follow a step-by-step progression in which the problem solver uses evidence and reason to move logically from starting point to solution. For example, linear approaches to complex problems often use analysis and synthesis. They decompose the larger problem into pieces, find solutions to the pieces, and then recombine the solutions, claiming (or, at least, hoping) that the combination of solutions to the pieces is a solution to the combination of the pieces. Linear thinkers seek basic facts, assumptions, or drivers, and a small set of laws that then predict whole-system behavior.
Nonlinear thinkers are more likely to accept that complex problems aren't susceptible to analysis and synthesis. They're more likely to try to understand the whole, working from multiple starting points. They collect and sort through known patterns, connections, and insights. Then they apply them to find new patterns, connections, and insights. They recognize that the system might not be reducible to a few core elements governed by a few simple rules. Nonlinear thinkers are more likely to accept — and seek — explanations for how the system itself drives the system.
But widely accepted explanations of nonlinear thinking take different views of nonlinear thinking. In these explanations, nonlinear thinkers are said to search for solutions by striking out in various directions, sometimes selected at random or by whim, from multiple starting points. Then, so it is said, they apply logic and evidence to expand from wherever they are to wherever they can go.
A difficulty inherent in this model Some models of nonlinear
thinking describe it as
essentially piecewise linearof nonlinear thinking is that it is essentially piecewise linear. It models nonlinear thinking as a sequence of linear forays into the unknown, from randomly chosen starting points, without necessarily applying to the next part of the exploration any of the knowledge gained from parts previously explored.
When we ask nonlinear thinkers how they found the problem solution they just presented, they might not have a "logical" explanation, especially if they found their solution by other than logical means. Often, the absence of a logical, evidence-based discovery story causes some to doubt or even reject the nonlinear thinker's results. This is what I call linear thinking bias. After a number of such experiences with linear thinking bias, some nonlinear thinkers learn to retroactively invent linear discovery stories, sprinkled with appropriate amounts of evidence and logic, to explain to others how they discovered their results.
When this happens, the truth of their discovery method remains hidden. So, too, does a larger truth: we are all, to varying degrees, nonlinear thinkers. Don't ask me how I figured that out. Top Next Issue
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
Your comments are welcome
Would you like to see your comments posted here? rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.comSend me your comments by email, or by Web form.About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
Related articles
More articles on Problem Solving and Creativity:
- The Perils of Piecemeal Analysis: Group Dynamics
- When a team relies on group discussion alone to evaluate proposals for the latest show-stopping near-disaster,
it exposes itself to the risk that perfectly sound proposals might be inappropriately rejected. The
source of some of this risk is the nature of group discussion.
- Group Problem-Solving Tangles
- When teams solve problems together, discussions of proposed solutions usually focus on combinations
of what the solution will do, how much it will cost, how long it will take, and much more. Disentangling
these threads can make discussions much more effective.
- The Tyranny of Singular Nouns
- When groups try to reach decisions, and the issue in question has a name that suggests a unitary concept,
such as "policy," they sometimes collectively assume that they're required to find a one-size-fits-all
solution. This assumption leads to poor decisions when one-size-fits-all isn't actually required.
- Problem Displacement by Intention
- When solving problems creates new problems, or creates problems elsewhere, we say that problem displacement
has occurred. Sometimes it's intentional.
- Power Distance and Teams
- One of the attributes of team cultures is something called ``Em''power distance``/Em'', which is a measure
of the overall comfort people have with inequality in the distribution of power. Power distance can
determine how well a team performs when executing high-risk projects.
See also Problem Solving and Creativity and Problem Solving and Creativity for more related articles.
Forthcoming issues of Point Lookout
- Coming January 22: Storming: Obstacle or Pathway?
- The Storming stage of Tuckman's model of small group development is widely misunderstood. Fighting the storms, denying they exist, or bypassing them doesn't work. Letting them blow themselves out in a somewhat-controlled manner is the path to Norming and Performing. Available here and by RSS on January 22.
- And on January 29: A Framework for Safe Storming
- The Storming stage of Tuckman's development sequence for small groups is when the group explores its frustrations and degrees of disagreement about both structure and task. Only by understanding these misalignments is reaching alignment possible. Here is a framework for this exploration. Available here and by RSS on January 29.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info
Follow Rick
Recommend this issue to a friend
Send an email message to a friend
rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed