Lateral thinking is a business strategy that involves approaching a problem from a different direction. The strategy attempts to remove traditionally formulaic and routine approaches to problem-solving by advocating creative thinking, therefore finding unconventional ways to solve a known problem. This sort of non-linear approach to problem-solving, can at times, create a big impact.
| Component | Description |
|---|---|
| Origin | Coined by Maltese psychologist and author Edward de Bono in the late 1960s. |
| Overview | Lateral Thinking is a creative problem-solving approach that encourages thinking outside conventional boundaries and exploring multiple perspectives to arrive at innovative solutions. It challenges linear and logical thinking in favor of unconventional ideas and creativity. |
| Key Elements | – Creativity: Lateral Thinking emphasizes the generation of novel ideas and solutions through unconventional approaches. |
| – Provocation: Encourages the use of provocative statements or questions to disrupt traditional thought patterns. | |
| – Challenge Assumptions: Involves questioning assumptions, beliefs, and constraints to explore new possibilities. | |
| – Random Entry: Promotes starting from unrelated or seemingly irrelevant points to trigger new insights. | |
| How It Works | Lateral Thinking employs techniques like brainstorming, provocation, mind mapping, and role-playing to explore diverse perspectives and generate innovative solutions. It encourages the breaking of mental habits and the exploration of new paths to address problems or challenges. |
| Applications | – Problem Solving: Ideal for tackling complex problems that require innovative solutions. |
| – Creativity Enhancement: Used in creative processes to foster idea generation. | |
| Benefits | – Innovation: Promotes creative thinking and innovative problem-solving. |
| – Expanded Perspectives: Encourages individuals and teams to consider multiple viewpoints. | |
| Drawbacks | – Subjectivity: Effectiveness may vary based on individuals’ creativity and comfort with unconventional thinking. |
| – Not Always Practical: May not be suitable for all types of problems or situations. | |
| Key Takeaway | Lateral Thinking is a powerful tool for fostering creativity and finding unconventional solutions to complex problems. By challenging assumptions, provoking new ideas, and exploring diverse perspectives, individuals and teams can break free from conventional thought patterns and arrive at innovative solutions. While it may not be suited for every situation, it remains a valuable approach for promoting creativity and innovation. |
Table of Contents
Lateral thinking was coined by Maltese psychologist Edward De Bono, who argued that the concept was useful in forcing business executives to think outside the box.
Traditional methods of introducing new products to the market involve analyzing market needs and then creating products suited to specific audiences.
In mature markets however, this approach leads to a proliferation of niche offerings that in turn increases market fragmentation.
Inevitably, the individual segments become so niche that businesses cannot turn profits in them.
Lateral thinking is an alternative approach to this way of thinking. While there is an obvious need for creative thinking in gaining a competitive advantage, creativity itself is difficult to define.
Indeed, many individuals have trouble summoning creativity at will and others may simply view themselves as uncreative individuals.
So what is the answer? Provocation.
Provocation causes mental instability in an individual and as a result, it forces them to develop new ideas.
Importantly, the provocation must be outside of the experience or comfort zone of the individual or business concerned.
Consumers in modern society are quick to take offense, so businesses often find themselves appeasing the masses.
But to stand out, provocative lateral thinking is the best way to verify whether creative ideas have potential.
Here are the four categories of provocation that such ideas may fall under:
Where normal properties of products or services are exaggerated.
Given that Guinness beer takes longer to pour than some competitors, the company exaggerated the slow preparation time through its “great things come to those who wait” advertising slogan.
Which forces businesses to cancel, negate, drop, remove, or deny what they take for granted.
A car manufacturer may take for granted that their cars have wheels, but what would happen if cars didn’t have wheels?
While it is obviously not viable to sell a car without wheels, perhaps the company could design a car where the wheels were hidden from view.
Where conventional wisdom is replaced by any form of an opposite, perverse, or backward viewpoint.
In an Australian government-run ad campaign on the dangers of speeding, advertisements described the consequences and depicted accident scenes.
However, the campaign had little effect on speeding among male drivers.
The campaign was later revised, showing footage of young men speeding and being judged negatively by women in their age group.
The message caught on and was highly successful, with over 60% of young male drivers admitting to reconsidering their driving habits.
Where a business turns a fantasy wish into a provocation.
Wishful thinking is often related to vision, mission, and company values and is perhaps one of the simplest ways to put creative ideas into practice.
When a marketing team brainstorms potential provocations, many of them will be unrealistic, politically incorrect, ineffective, or just plain ridiculous.
However, a combination of unreasonable provocations may subsequently result in a good idea coming to mind.
Therefore, it is important to write down ideas – irrespective of potential viability – and move through the process regardless.
Here are a few ways to obtain fresh perspectives with lateral thinking.
This method is a three-step process.
To start, use random metaphors to enhance your creative process. Choose a nearby item or a word from the dictionary, and write down all of the associations and characteristics you can think of that are related to it.
For example, if you choose the word “exhibition,” you may write down aspects such as:
Next, imagine some expert in your field recommends you use this item or word as a metaphor for your project. For instance, you could organize information, tips, and images for a travel-related app to function like an art or museum exhibition with enjoyable virtual tours of various locations.
Lastly, incorporate the metaphors you came up with into your design or product to improve it. You could create an engaging app with virtual reality features that allow tourists to explore a location in a unique and captivating way.
Real-world examples of VR in museums include:
Another technique to think laterally is SCAMPER. By asking seven different types of questions about how to innovate and improve existing products, services, or concepts, you can develop fresh solutions efficiently and effectively.
The seven questions form part of the SCAMPER acronym:
To consider alternative perspectives, try using the six thinking hats method which was developed by de Bono himself.
Each of the six colored hats is worn by a different team member and represents a different perspective that encourages lateral thinking:
Lateral thinking is a valuable problem-solving approach in a variety of scenarios:
When conventional approaches have failed to solve a persistent problem or challenge, lateral thinking can offer new perspectives and solutions.
Innovation and creativity thrive in environments where lateral thinking is encouraged. It is ideal for brainstorming sessions and ideation processes.
In complex or ambiguous situations, where traditional solutions may not apply, lateral thinking can help navigate uncharted territory and find unconventional solutions.
Lateral thinking is particularly useful when organizations seek to foster a culture of innovation and out-of-the-box thinking among their employees.
Individually, people can use lateral thinking to enhance their problem-solving skills, boost creativity, and explore new career opportunities.
Applying lateral thinking effectively involves a systematic approach that encourages divergent thinking and exploration:
Start by clearly defining the problem or challenge you are facing. Ensure that you have a deep understanding of the issue and its context.
Question and challenge any assumptions or constraints associated with the problem. Ask “What if?” and “Why not?” to break free from limiting beliefs and preconceptions.
Consider various viewpoints, even those that may seem unrelated. Think about how others with different backgrounds or expertise might approach the problem.
Introduce provocative statements, questions, or scenarios to stimulate creative thinking. These provocations can serve as catalysts for generating novel ideas and insights.
Encourage idea generation without judgment. Aim for quantity over quality initially, as many ideas can lead to breakthroughs. Create a safe space where individuals feel comfortable sharing unconventional ideas.
Evaluate the generated ideas for feasibility, novelty, and potential. Refine and develop the most promising ones further. Consider how these ideas can be applied to solve the problem effectively.
Take action and implement the chosen solutions or ideas. Be open to experimentation and adaptation as you explore unconventional approaches. Monitor and adjust as needed.
While lateral thinking is a powerful tool for creativity and innovation, it is not without its drawbacks and limitations:
Exploring multiple perspectives and generating unconventional ideas can be time-consuming, which may not always be practical in time-sensitive situations.
In the pursuit of novelty, some valuable but less radical ideas may be dismissed prematurely.
Individuals or organizations entrenched in traditional thinking patterns may resist adopting lateral thinking approaches, hindering its effectiveness.
Lateral thinking is not always the best approach for every problem. Some issues may require straightforward, logical solutions.
Lateral thinking sessions may benefit from skilled facilitators who can guide the process effectively and encourage participation.
Using lateral thinking can yield several outcomes and benefits:
Lateral thinking can result in creative and innovative solutions that may not be evident through traditional problem-solving approaches.
It helps in reframing problems, allowing for fresh perspectives and a deeper understanding of the issue.
Lateral thinking can lead to breakthrough ideas that have the potential to solve long-standing problems or challenges.
Regular practice of lateral thinking can enhance overall creativity and the ability to approach diverse problems creatively.
Lateral thinking fosters adaptability and the capacity to think flexibly in various situations.
It can lead to more informed and unconventional decision-making, especially in complex or ambiguous scenarios.
Lateral thinking can be further enhanced when combined with complementary frameworks and techniques:
Design thinking complements lateral thinking by emphasizing empathy, user-centered solutions, and iterative problem-solving. It combines creative and analytical approaches to address complex challenges.
Brainstorming sessions are a natural fit for lateral thinking. They encourage the generation of a wide range of ideas without immediate evaluation, fostering creativity and innovative thinking.
TRIZ is a systematic approach to solving engineering and technical problems. It encourages the identification of inventive solutions by examining existing patents and innovative principles.
Mind mapping is a visual tool that helps individuals organize thoughts and ideas. It can be used to explore connections between ideas generated through lateral thinking.
Edward de Bono, the creator of lateral thinking, also developed the Six Thinking Hats method. Each “hat” represents a different thinking style (e.g., creative, critical, emotional), allowing teams to explore problems from various angles.
Lateral thinking can be used to solve many complex workplace problems. We have explained three common predicaments below to show how it can be used to arrive at the correct solution.
The conventional approach here would be for the company to increase the density of its workspace and reduce the floor space that each desk occupies.
This may involve reducing the size of work cubicles or assigning two people to an office previously occupied by one person.
Other actions that may be immediately obvious include making better use of wasted space in hallways, meeting rooms, and storage rooms.
A solution based on lateral thinking, however, is to reduce the floor space that every person occupies. This means more shared areas and fewer dedicated areas.
While it is true that desk sizes may become smaller irrespective of the solution, shared spaces are beneficial in that they are located near focus areas, work cafes, and huddle rooms where employees can interact and collaborate.
When faced with an inability to secure the best millennial talent in an industry, many businesses create work environments characterized by free food, contemporary design, open desking, and an excessive amount of lighting and other gimmicks.
How could lateral thinking be employed here? Instead of the company becoming preoccupied with catering to a certain generation of employees, it could devote its resources toward corporate social responsibility, a focus on community, and superior work/life balance facilitated by mobile work and flexible work practices.
These initiatives will appeal to every generation – not just consumers – and, as a result, the business may discover that it has access to a larger talent pool than it realized.
Of course, contemporary design and free food are still worthwhile workplace features. But by using lateral thinking, the business can attract and then retain a talented workforce.
Faced with unproductive employees, a leader’s first impulse may be to implement a quick fix such as creating more enclosed offices or increasing the height of the walls between cubicles.
Others may introduce a number of new rules around acceptable forms of behavior.
The less obvious – and perhaps counterintuitive – solution would be to reduce the height of cubicle walls and designate specific areas of the office as quiet zones.
How could this solution be beneficial? For one, lower cubicle walls mean employees become more aware of those around them.
They may instinctively lower the volume of their voice or form other habits to be more considerate toward others.
Quite zones also act as an insurance policy against certain employees who will be disruptive regardless of the solution imposed.
These zones are a sanctuary for those who need work in a quiet environment without necessarily leaving their area.
Quiet rooms designed to accommodate small groups can also be used to conduct impromptu but non-disruptive meetings.
One of the lateral thinking techniques Apple utilizes to generate product features is known as “Random Entry”.
Teams start with a clear, well-defined problem and traverse one of de Bono’s random word tables by rolling a dice multiple times.
The team then spends time coming up with as many ideas as possible that associate the word with the problem statement.
This process is brief and no longer than three minutes in total. Ideas are then discussed and built upon if they stimulate deeper discussion before the process is repeated for another problem statement.
According to former Apple employee Alan Cannistrato, one example is the problem statement that reads as follows:
“Video editing is too hard, and should be more fun.”
Now, let’s say the team landed on the word “bicycle” and was required to devise solutions that simplified video editing, made it more enjoyable, and were related to bicycles.
Here are a few of the features Cannistrato came up with:
Tim Berners-Lee is the man responsible for inventing the internet and its three fundamental components: the formatting language HTML, the address system URL, and the HTTP system that links individual sites.
Berners-Lee first proposed the idea of a global information system in 1980 while working at CERN – otherwise known as the European Particle Physics Laboratory.
His system was based on an idea called ‘hypertext’ and would enable researchers to share information irrespective of their location. He even built an early prototype and called it ‘Enquire’.
In 1989, Berners-Lee authored a paper titled Information Management: A Proposal.
CERN was the largest internet node in Europe at the time, and he saw an opportunity to develop a global system based on hypertext and the internet.
This system, which would enable information to be distributed globally and not just within companies, was dubbed the World Wide Web.
It is important to note that most of the technology Berners-Lee needed to construct the World Wide Web was already in existence.
Nevertheless, it remained the domain of computer nerds and was inaccessible to the general public.
Berners-Lee noted that components “like the hypertext, like the internet, multi-font text-objects, had all been designed already. I just had to put them together. It was a step of generalising, going to a higher level of abstraction, thinking about all the documentation systems out there as being possibly part of a larger imaginary documentation system.”
Based on this lateral thinking exercise, he created the world’s first website, http://info.cern.ch, which went live in 1991.
To make his system more accessible, the site explained the concept of the World Wide Web and also details on hypertext, how to build webpages, and how to search the web for information.
Lateral thinking is the process of developing many creative solutions to problems – irrespective of whether they are considered good, bad, wrong, or right.
Vertical thinking, on the other hand, is a problem-solving approach that favors a selective, analytical, structured, and sequential mindset. The focus of vertical thinking is to arrive at a reasoned, defined solution.
The lateral thinker can be distilled into three characteristics:
Most people are born lateral thinkers but lose their creative flair at schools that promote strict adherence to the rules and one correct answer to any problem.
Despite the distinctions between the two methods, it’s important to note that neither type of thinking should be used in isolation all of the time. Instead, think of lateral thinking and vertical thinking as two sides of the same coin.
Lateral thinking encourages the individual to create a long list of new ideas to find the best solution.
But to ensure that at least one of these ideas comes to fruition, vertical thinking should be used to consider the possibility of implementation.
In this process, vertical thinking should determine whether the solution is valid or indeed viable.
In a linear thinking mode, you tend to apply very simple logic to an event.
Thus, it makes you leverage simple thinking to navigate the world.
While linear thinking might help in many situations, its main drawback is the fact that it might lead to falling into the trap of first-order effect thinking.
First-order effect thinking is a mode of thinking where you think in straight lines, thus connecting an effect to a cause as if that’s all.
However, in the real world and in the business world, often that might lead you astray.
An example is between the short term and the long term.
Think of the case of a company consciously giving up part of its short-term profitability to actually generate much more profits and cash flow in the longer run.
A linear thinker would think this is not good, as that person might look to short-term consequences.
While in reality, if that is part of a company’s long-term strategy, giving up profits to expand the business, with an emphasis on cash flow, might be good for the long-term.
An example of that is Amazon and how, for years, the company has been giving away profitability to prioritize long-term cash generations.
For years analyses have looked at Amazon and concluded that the company was going to be bankrupt because of its lack of profitability.
When in reality, Amazon was investing those profits back into the business to enhance its mission to have a wide selection of items at convenient prices.
When Amazon finally, and after a decade, became wildly profitable and cash free positive, many of these same analysts were surprised!
These analysts were thinking linearly…
Lateral thinking is a form of horizontal expiration of ideas by leveraging an alternative approach to problem-solving.
Similarly, divergent thinking also leverages an unstructured problem-solving method, where creativity is critical to generate unconventional solutions.
In this respect, a model like six thinking hats helps to understand the similarities between lateral and divergent thinking.
Compared to other thinking models, like linear thinking, leverage creativity as the main problem-solving.
Since lateral and divergent thinking promotes creativity for problem-solving, both leverage second-order thinking to understand the situation more broadly, looking beyond first-order effects.
Lateral thinking also helps in developing a second-order effect approach to things.
In short, with a second-order approach and thinking, you’re able to understand the cascade effects of decisions in a complex environment where there is a lot of uncertainty.
In that respect, also system thinking moves in the same direction.
Lateral thinking, combined with the understanding of second-order dynamics and systems thinking, helps have a much more nuanced understanding of the business world.
Those can help when things that seem to make sense in the short term might have a cascading effect in the long term.
All these thinking models, from lateral to divergent, second-order effect, and systems thinking, are all horizontal discovery tools and thinking models which are non-linear.
Those thinking tools are extremely useful in an ambiguous environment with a lot of noise.
In the opposite scenario, linear thinking models might be more useful in a controlled environment with little noise.
| Related Mental Models | Description | Implications |
|---|---|---|
| Lateral Thinking | Lateral Thinking is a problem-solving approach introduced by Edward de Bono that involves thinking creatively and considering unconventional perspectives to generate innovative solutions. It encourages individuals to break out of traditional thought patterns and explore new possibilities by making unexpected connections and challenging assumptions. | Lateral Thinking fosters creativity and innovation by encouraging individuals to approach problems from different angles and explore unconventional solutions. By breaking free from linear thinking and embracing creativity, organizations can unlock new opportunities, develop novel products or services, and stay ahead of the competition in a rapidly changing business environment. |
| Design Thinking | Design Thinking is a human-centered problem-solving approach that emphasizes empathy, collaboration, and experimentation to address complex challenges and create innovative solutions. It involves iterative stages of understanding user needs, ideation, prototyping, and testing to develop user-centric solutions that meet both functional and emotional requirements. | Design Thinking complements Lateral Thinking by providing a structured framework for fostering creativity and innovation in problem-solving. By empathizing with users, exploring diverse perspectives, and prototyping solutions, organizations can develop products, services, and experiences that resonate with customers, drive user satisfaction, and differentiate their offerings in the marketplace, while incorporating lateral thinking techniques to generate breakthrough ideas. |
| Creative Problem-Solving | Creative Problem-Solving refers to the process of generating innovative solutions to complex challenges through divergent thinking, brainstorming, and experimentation. It involves reframing problems, exploring multiple perspectives, and leveraging creativity and imagination to develop novel solutions. | Creative Problem-Solving aligns closely with Lateral Thinking in its emphasis on creativity, exploration, and innovation in problem-solving. By fostering a culture of creative thinking and providing tools and techniques for generating ideas, organizations can overcome obstacles, identify new opportunities, and drive continuous improvement and innovation in their products, processes, and services, while integrating lateral thinking principles to break through mental barriers and explore unconventional solutions. |
| Critical Thinking | Critical Thinking is a cognitive skill that involves analyzing, evaluating, and synthesizing information to make reasoned judgments and decisions. It emphasizes logical reasoning, evidence-based analysis, and skepticism to assess arguments, identify biases, and draw valid conclusions. | Critical Thinking complements Lateral Thinking by providing a foundation of analytical rigor and logical reasoning in problem-solving. By critically evaluating ideas, assessing risks, and weighing evidence, individuals can make informed decisions and ensure that innovative solutions are grounded in sound reasoning and evidence. Integrating critical thinking skills with lateral thinking approaches can enhance the quality and effectiveness of problem-solving processes, leading to more robust and sustainable outcomes. |
| Six Thinking Hats | Six Thinking Hats is a method developed by Edward de Bono that facilitates parallel thinking and enhances group decision-making by assigning different perspectives or “hats” to participants. Each hat represents a different thinking mode (e.g., creative, analytical, emotional) to encourage balanced and comprehensive exploration of ideas and viewpoints. | Six Thinking Hats complements Lateral Thinking by providing a structured approach to exploring multiple perspectives and generating diverse ideas in group settings. By leveraging different thinking modes and systematically considering various aspects of a problem or decision, teams can foster collaboration, reduce conflict, and generate innovative solutions that benefit from a range of viewpoints and insights, while incorporating lateral thinking techniques to break through mental blocks and stimulate creative thinking. |
| Agile Methodology | Agile Methodology is an iterative and collaborative approach to project management and software development that emphasizes adaptability, customer collaboration, and incremental delivery. It involves cross-functional teams working in short iterations or “sprints” to deliver high-quality products or services that meet evolving customer needs and market requirements. | Agile Methodology fosters flexibility and responsiveness in problem-solving by embracing change, collaboration, and experimentation. By adopting iterative cycles of planning, execution, and feedback, organizations can adapt to changing circumstances, gather customer input, and refine solutions incrementally, enabling them to deliver value more quickly and effectively. Integrating lateral thinking techniques within agile processes can further enhance creativity and innovation, empowering teams to explore unconventional solutions and drive continuous improvement. |
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