mg
taylor modeling language
explore
a brief explanation of the models.
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creating
the problem model ....................•
example •
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How many times have you found yourself fully immersed in a project,
only to discover that the real problem lies elsewhere and that you
are treating only a symptom? Too often we attack what we perceive
to be problems without considering the bigger picture. Too often we
spend tremendous resources in energy and money to duplicate the work
of others, simply because we did not take the time to discover if
others could help us. Too often we go into a project assuming that
the whole team shares a vision, only to realize later that we had
very little common understanding to begin with. These kinds of situations
underscore the need, before all else, to create the problem that you
are trying to solve.
Elements
of the Model-
Condition-
These are the existing conditions before you begin the creative
process. Notice that these conditions, in and of themselves, are
merely conditions. They are not the problem. These conditions
are in constant flux and will change as the creative process advances.
Vision-
This is your vision for an ideal future state. In creating this
vision, take into account your personal experiences, insights
and views of reality.
Problem-
The problem is created when you discover a gap between reality
and your vision for a new reality. The problem is neither current
conditions nor the vision. Rather, it is the discrepancy between
them.
Creative Tension-
The creative tension that comes into being when you decide to
resolve the problem is the interplay between vision and reality.
As the two tug and pull at each other, they will each change and
modify in an effort to reach a synthesis.
This
model highlights a number of factors that are important to consider
when you go about creating problems for yourself. First, current
conditions are NOT problems. Second, the difference between your
vision and current conditions (not the opposite--the "practicality"
of your vision) drives the creative process so do not temper your
vision with reason--create what you really want to create. Third,
share your vision, choose the important elements, and work to create
a common vision that incorporates and adds to the personal visions
of the entire group. And lastly, be very clear about what the current
conditions are. There is no reason to deceive yourself here. Current
conditions are what they are, not what you or others would like
them to be. By rigorously creating the problem before you begin
a creative process, you will clearly define the parameters of your
work and will drastically increase your chances of success.
Think back to projects that you have been involved with, whether
individual or group projects, that have failed or have taken much
more time and effort than they should have. How many of the difficulties
you encountered involved an unclear vision or misunderstood conditions?
How many projects had a vision that was actually very similar to
the conditions that already existed? This model attempts to avert
these kinds of difficulties by clarifying the parts of the creative
process that are often left unspoken.
more
about this model...
copyright
© 1997, MG
Taylor Corporation. All rights reserved
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