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MiMfg Magazine
December 2019
Does Brain Power Help or
Hurt Problem Solving?
By Murray Sittsamer and Ken Woodside, Ph.D. • The Luminous Group
Have you ever spent money, time, and human
resources to resolve a problem only to have that
same problem resurface? You are not alone.
Many teams have been trained in a scientific
problem-solving process. Companies often use
formal team huddle or problem-solving meetings to
address identified problems.
So why, even with all this effort, do problems too
often reoccur? Have you ever considered that structured
problem-solving methods and tools are only half of
the equation?
Recent findings from the field of brain science help
us understand why. Key findings indicate that the
scientific approach to problem solving is very difficult
for the human brain, so in reality we struggle with it.
Problem Solving is Taxing on the Brain
To conserve energy, the brain wants to rely on past
experience to problem solve, which limits finding
new or better solutions. Furthermore, disciplined
problem solving takes the brain out of its natural,
comfort zone. Reviewing facts, questioning differences
and devising solutions consume more energy. The
brain often senses this as a threat or challenge, and it
signals a release of adrenaline, which can trigger a
fight, flight or freeze behavior (f3)… not what we
want to effectively solve problems.
Nobel Prize winner Daniel Kahneman’s research
and writings describe how the brain uses two thinking
systems to address problems.
System 1: Fast Thinking
Fast Thinking is related to the brain’s survival
instincts. It is automatic, does not follow a structured
process, requires less energy, and is designed for an
individual to make quick decisions. It is the brain’s
default problem-solving strategy.
Because organizations often want quick fixes it
would seem that fast thinking would be the best
approach to problem-solving; but not so. Driven by
an arbitrary time deadline the brain takes shortcuts
relying on limited data from experience, past decisions,
beliefs and assumptions. As a result the problem is often
ill defined and the team will jump to solutions because
little effort is expended to uncover the root cause.
System 2: Slow Thinking
Slow Thinking requires the brain to shift from
its default mode and engage the Prefrontal Cortex,
which manages the brain’s executive planning and
decision-making functions. While this requires greater
mental effort and uses more energy, it produces better
solutions to problems. This thought process is required
when solving complex problems that require weighing
complicated alternatives and making difficult decisions.
How to get Better Solutions
Firefighting and quick fixes often fail to address
root causes. As a leader, you can help teams engage
Slow Thinking, to address problems in a way that
reduces the chance that problems will return. Here
are five recommendations:
1. Lead the team in following a structured
problem-solving process
2. Include operators in defining the problem
3. Don’t place blame, have the team uncover what
happened
4. Challenge assumptions, ask questions and focus
on facts and data
5. Resist the instinct to rush to solutions
Try it yourself. Consider the costs of scrap,
rework, downtime and customer complaints and
move a fraction of those costs into an investment in
‘Slower’ problem-solving. I think you’ll find fewer
repeat problems, as well as helping to further drive a
culture of excellence in your company.
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Murray Sittsamer is president of The Luminous Group.
He may be reached at [email protected] or
248-538-8677.
Ken Woodside, Ph.D., is an associate with The Luminous
Group. He may be reached at 248-538-8677.