Escaping “Functional fixedness” in your ecosystem

My last blog spoke about perspective and how that skill needs constant care and feeding. So it’s logical to talk about something that impedes it: "functional fixedness."

Think about this – we do things instinctively every day in our lives. Our brain creates shortcuts and behavior patterns that help us navigate our daily lives more efficiently. This is excellent and helpful. Whether making coffee or brushing our teeth, our instincts enable us to use tools like coffee bean grinders or toothbrushes without thinking, and they become part of our “default settings.” Using the coffee grinder to grind spices or a toothbrush to clean jewelry doesn't happen naturally; we don’t remember beyond a thing’s primary purpose. Expanding our recall requires a slight mental push to repurpose the use. (That’s why every box of baking soda has that handy reminder list on the side. Not kidding.)

It's a natural resistance; using objects differently than their intended purpose is called functional fixedness - an existential cognitive bias that curtails problem-solving ability.

The impacts of functional fixedness in a business environment

Functional fixedness can be particularly problematic in the workplace, limiting our ability to innovate and adapt to new challenges. For example, if we become fixated on a particular way of doing things, we may see opportunities to streamline processes or develop new products or services. Alternatively, we may miss out on more effective or efficient solutions if we are too attached to a particular tool, approach or narrow slice of a much more interconnected set of processes and user needs.

Companies are not immune to functional fixedness. Examples abound. You’ll find it expressed as an inability to innovate and adapt to new opportunities in the market. The decisions made by Xerox in the 1970s are a textbook illustration of functional fixedness across an enterprise

In the 1970s, Xerox concentrated it business in producing photocopiers, and their executives focused on improving those machines' technology and design. However, Xerox's Palo Alto Research Center (PARC) was working on various other technologies, including developing the graphical user interface (GUI) and the mouse, which would evolve into critical components of modern computing.

Xerox's functional fixedness led them to overlook the potential of these nascent technologies and focus instead on improving their photocopiers. Xerox should have capitalized on the groundbreaking work done at PARC and instead licensed the technology to Apple and other companies, missing out on a massive opportunity to dominate the personal computing industry, now over $200 Billion.

In stark contrast, Play-Doh is an example of how companies that overcome functional fixedness and adapt to changing market conditions by embracing creativity, innovation, and an open-minded approach to product development can ensure longevity and maintain market relevance.

Originally developed in the 1930s as a wallpaper cleaner, Play-Doh was repurposed in the 1950s as a modeling compound for children. In the decades since, Play-Doh has continued to evolve, introducing new products and expanding its market beyond children's toys. For example, in recent years, Play-Doh has created various online games that allow users to explore the world of Play-Doh in new and interactive ways. These apps and games have helped to keep the brand relevant and engaging for a new generation of consumers.

By continually reinventing Play-Doh has remained a popular and beloved brand for over 60 years.

NOW LET'S MAKE THAT ACTIONABLE - HOW DO YOU OVERCOME FUNCTIONAL FIXEDNESS TO INNOVATE IN THE WORKPLACE?

1.     Reframe the problem:

When faced with a challenge, try to look at it from different angles and consider alternative solutions. Reframing the problem can break through functional fixedness and generate new ideas. For example, instead of asking how to improve a product feature, consider how to solve the customer's underlying problem differently.

Here are my top 3 go-to ways to reframe problems: Challenge the assumptions, reframe the question, and use tools to break problems into manageable chunks

2.     Seek varied perspectives.

Looking at the problem from different angles, such as the customer's point of view, competitors, or a different industry's point of view, can help to challenge fixed mental models and bring new ideas to the table. A PoV on how to do this can be found here (add link)

3.     Experiment

This does not have to be complicated; it can be as simple as testing new processes, products, or ideas. The key is to be willing to learn from failure.

 4.     Embrace Diversity

This, above all, is the most important thing. As a leader, ensure you are surrounded by people with diverse thoughts, who challenge your thinking and are unafraid to drive change when needed.

Bottom line

BREAKING THE MENTAL MODEL AND OVERCOMING FUNCTIONAL FIXEDNESS TO INNOVATE IS ESSENTIAL TO “BRIDGE THE CHASM” AND ENSURE PRODUCT RELEVANCE TO MAINSTREAM USERS.

Let me state the obvious; I do not recommend completely discarding fixedness. It is an essential element of specialization. Instead, it's necessary to identify those instances where you face functional fixedness and break away from the mental models we have established. 

Posted originally on  Bridgingchasm.com dedicated to the growers & their obsession with adoption 

PS: This is an opinion piece and may not reflect my employer’s official views.