Analogy-Based Problem Solving

Purpose

This method, developed by William J.J. Gordon, is a structured approach to creative problem-solving that uses four types of analogy — personal, direct, symbolic, and fantasy — to break habitual thinking. By making the familiar strange (looking at a known problem through alien lenses) and the strange familiar (making a new concept feel intuitive), teams reach solutions that are both novel and psychologically resonant.

At a glance

• Group size: 4–10
• Duration: 45 minutes
• Difficulty: High
• Facilitation style: Guided analogy exploration with structured steps
• Setting: Workshop room; experienced facilitator recommended

How to run

1. Problem as given (5 min): State the problem as the client/stakeholder sees it.
2. Make the strange familiar (5 min): Analyse the problem. Break it into its components. Understand the current situation thoroughly.
3. Problem as understood (5 min): Restate the problem in the team’s own words, highlighting the core tension.
4. Excursion — generate analogies (15 min): Use one or more analogy types:

• Personal analogy: "If I were the product, how would I feel?"
• Direct analogy: "What in nature or another field solves a similar problem?"
• Symbolic analogy: "What compressed metaphor captures the essence?" (e.g., "comfortable prison" for a cosy but limiting workspace)
• Fantasy analogy: "If magic existed, how would we solve this?"

1. Force fit (10 min): Take the most interesting analogy and force-connect it back to the original problem. Extract practical ideas.
2. Develop solution (5 min): Refine the best force-fitted idea into a concrete concept.

Materials needed

• Whiteboard for the problem evolution (given → understood → analogy → solution)
• Sticky notes and markers
• Analogy prompt cards
• Timer

Pitfalls & common mistakes

• Skipping the excursion: The analogy phase is where the magic happens. Do not rush it.
• Weak force fit: The connection from analogy back to problem must be made explicitly. Don’t leave it vague.
• Only using one analogy type: Different types yield different results. Try at least two.
• Facilitator inexperience: The method requires a skilled facilitator. Practice with simpler methods first.

Inclusion & accessibility

• Explain each analogy type with examples before asking participants to generate.
• Allow written and verbal contributions.
• The fantasy analogy step is particularly accessible — no domain expertise needed.

Variations

• Speed version: Use only personal and direct analogy in a 20-minute session.
• Visual version: Use images instead of words for the analogy phase.
• Team excursion: Send groups on different analogy paths and reconvene for force fit.

When NOT to use this

• When the team is unfamiliar with analogy-based thinking and the facilitator cannot guide them.
• When a quick, straightforward brainstorm would suffice.
• When the problem is purely technical and analogical thinking would be imprecise.

Source & further reading

• Gordon, William J.J. — *Synectics: The Development of Creative Capacity* (Harper & Row, 1961)
• Prince, George M. — *The Practice of Creativity* (Collier, 1970)
• VanGundy, Arthur B. — *Techniques of Structured Problem Solving* (1988)