﻿WEBVTT

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One thing in relation to this that I want to talk about is the difference between

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*puzzles* and *problems*.

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I think if you've been practicing it for a while doing real design,

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you'll understand this difference without thinking about it.

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If you're perhaps newer,

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perhaps you've done a university course and you're newer at that,

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it might be less obvious.

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Let's start with puzzles.

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The thing about puzzles is they have a *single right solution*.

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The same is true of exam questions. Exam questions are puzzles.

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They might say, "This is a problem," but they're puzzles.

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There's one right solution, and in fact I get annoyed if I do the newspaper puzzle

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and I realize there was a couple of right solutions. I expect there to be *one*.

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But certainly, there is a right solution.

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And what you're presented with in a puzzle is you have

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only and all of the relevant information.

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Indeed, one of the ways if you're doing an exam question

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to actually work out "Am I on the right track?" — you can say:

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"Have I used all the information?"

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You get the same with a whodunit book. You know, you open the book, the detective book.

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When there's something in there, you think:

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"The author's put that there for a reason. That's probably part—

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It might be there to mislead you. But it's either *deliberately misleading*

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or it's actually crucial.

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The other thing about problems and puzzles is that

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the solution is *fixed* – as in, you can't change the problem.

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So – I mean, you *can*: I can pick up my newspaper

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and I can just color in the squares in the sudoku rather than solving them.

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But that's not the idea of it.

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And if you do that in an exam, you'd probably get no marks.

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A few philosophy — you know, there are these stories about the philosophy questions, like:

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The question says, "Is this a good question?"

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and the student says, "If this is a good answer!"

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I don't know if anybody really got top marks in philosophy for doing that sort of question!

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But – on the whole – if you've got a puzzle, you have to do what the puzzle says.

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*Real-world problems* are not like that.

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Real-world problems may have many, many solutions,

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or they may be actually *insoluble* in the way you first approach them.

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You may not have all the information you need.

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And you've probably got lots of information available that's totally superfluous, that doesn't help you.

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So, often part of problem-solving is *finding that information*.

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But actually, the problem might be insoluble; so,

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partly, problem-solving is about *negotiating*

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and working out what *is* doable and perhaps negotiating

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and a reformulation of the problem

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that is one that's both doable and solves the problem.

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So, it's about *redefining* it

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and it's about *understanding* it again.

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And the two kinds of things – puzzles and problems – have different ways of addressing them.

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So, things you've learned about puzzle-solving don't always help you with problem-solving.

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So, I mentioned a classic heuristic – an exam – is "Have I used all the information?"

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Of course, that doesn't help in actual life.

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Part of the reason I was talking about that is that

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this redefinition of problems, of *understanding* a problem

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is often the first stage to find a solution.

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Indeed, I often find – and you've probably found this yourself –

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if you really, really understand a problem well,

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often solutions are obvious.

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I mean, sometimes they are really hard!

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But often, once you've really got to the nub of "What's really going on with that? *Why* is that difficult?",

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"Aha!" — and you get to solve it.

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So, often the solution is trivial if you understand the problem.

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But how do you get to understand the problem?

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You might have a very abstract way of approaching it,

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but often the way we understand things is through concrete instances.

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You actually want solutions – you want things that are solid and down-to-the-ground

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in order to look at them, make sense of them and then understand the problem better.

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But how do you *get* those concrete solutions

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if you don't understand the problem?

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So, actually understanding the problem is as important as solving the problem.

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There's this quote – you might have come across some variant of this –

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and I'm just going to give one variant that says:

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"If I had an hour to solve a problem

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I'd spend 55 minutes thinking about the problem

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and 5 minutes thinking about solutions."

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Now, this is often attributed to Albert Einstein.

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And it's actually the sort of thing you could imagine him saying.

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But, actually, the evidence is that he never said it at all.

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It's just one of those sayings that

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seems reasonable, and it gets attributed to other people as well.

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However, even though he didn't say it, it is true

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and I'm sure it's something that he would have espoused as well.

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Spending time really understanding the problem

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often is the first stage to solving it.

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Once you really understand the problem, sometimes – and very often –

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solutions find their way out.

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Some years ago, I did a walk around the perimeter of Wales

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– about a 1000-mile walk. And

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there were some things that I was interested in from a research point of view:

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How to deal with issues when you have low connectivity in terms of mobile signal and things.

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But part of it was about *learning questions*.

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And the way I often phrased it to people before I did it was:

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You know, if I've just got a problem, I can probably find a solution.

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But actually knowing *what are the important questions* were part of what I was doing.

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So, for instance, I came away with

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questions about the nature of community when industry died in areas.

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And you could observe — in some areas, the community seemed to collapse;

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in others, it seemed to be resilient – and trying to *then*

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answer that question or seek more understanding of what it was

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with the factors that made that difference.

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Wicked problems have properties.

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It's a whole list of properties; I've got some of them here.

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One of them is about *being unique*

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– that it doesn't mean you can't learn from previous ones,

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but you can't just take the solution you had for a previous problem and apply it to new ones.

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For wicked problems, each one you have to look at *individually*.

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There's *no definitive formulation* – that is actually

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even stating what the problem is is problematic.

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*Non-enumerable* – you can't just go through

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a set of things and say, "Which one of these is better?"

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The space of potential ways you might tackle it is unbounded.

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So, you can't just sort of try the first idea,

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try the second idea. You've got to go beyond that.

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They talk about *one-shot operation* – and this is about the fact that

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often you have to start executing the solution

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before you know what it all is.

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So, imagine you're in a desert and you've only got a certain amount of water

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and you don't know which way to go,

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and you spot a very high dune.

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What you might do is walk to the dune in order to spy the land.

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But in walking to the dune – if it was a long way away –

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you of course have used up some of your water; you've got hot and you've used up some of your food;

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you've *committed* yourself. And real problems are often like that.

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*No stopping rule* – You know: Have you finished?

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And that's related to the fact that often in the real world

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you don't just say, like with a candle – and you get to this and you say,

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"Yes, I've done it. I've got a solution that works – done!"

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In the real world, there isn't a fixed solution – or the dots – I say:

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"Yes, I've got a solution, with four lines that go to a dot."

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You can't just say, "I've done it!", because – actually – you tend to have

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things that are better or worse solutions, rather than the perfect solution,

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the right solution, versus another solution.

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And so, you're probably not trying to solve the economy.

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But these kinds of characteristics you actually will find in a lot of real design problems.

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So, they are difficult – and that's why you need to think creatively.

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But you're not unique in having to solve some of these issues.
