Marty is the Director of Transformation for the Liquid Agency as well as author of several bestselling books in which he explains how almost anyone in almost any organization can help to achieve breakthroughs in creativity and innovation. He has introduced a weekly series of mini-commentaries, “The Rules of Genius,” now featured by the Liquid Agency Exchange. You are also welcome to take the Metaskills Quiz. By answering ten questions, you will discover your personal creative style or talent “handprint.” Please click here.

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There’s a widespread myth that genius needs a large canvas. Yet every creative person knows this to be untrue. Too much freedom can lead to mediocrity. Why? Because without boundaries there’s no incentive to break through them. A real genius has no difficulty redefining a brief or defying convention. It’s second nature. But give a creative person too much freedom, and you’ll get a final product that’s over-designed, over-worked, over-budget, and under-focused. The greatest gift you can give a genius is limitation, not license.

The basic principle is this: A tightly structured brief will generate energy; a wide-open one will drain it. When creative people get into trouble, it’s not because they can’t see the solution—it’s because they can’t see the problem. Here’s a formula for framing a challenge in a way that lets you clearly see it:

1. Write a problem statement. Summarize the challenge in a brief paragraph, then describe the most likely outcome if it’s not addressed.

2. List the constraints. Constraints are creative limitations imposed by the problem. Is there a funding limit? A time limit? A technological barrier? A political barrier? A business constraint? A brand constraint? A knowledge gap? Competitive hurdles? Limitations are important because they tighten the frame and point to solutions.

3. List the affordances. Affordances are creative possibilities that exist within the problem. While constraints close the door, affordances open a window. Constraints and affordances shape the space where new ideas can dance. What’s missing from the market? What are the capabilities can I call on? Who do I have on my team? How can the technology be advanced? What does the problem tell me? Inside every problem is a hidden solution.

4. Describe success. Your problem statement suggests the most likely outcome of doing nothing. Now describe the most likely outcome if your solution succeeds.

A problem well-framed is a problem half-solved.

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To check out all of the “Rules” that have been featured thus far, please click here.

Marty Neumeier is a designer, writer, and business adviser whose mission is to bring the principles and processes of creativity to industry. His latest book, METASKILLS, explores the five essential talents that will drive innovation in the 21st century. His previous series of “whiteboard” books includes THE DESIGNFUL COMPANY, about the role of design in corporate innovation; ZAG, named one of the “top hundred business books of all time” for its insights into radical differentiation; and THE BRAND GAP, considered by many the foundational text for modern brand-building.

He has worked closely with innovators at Apple, Netscape, Sun Microsystems, HP, Adobe, Google, and Microsoft to advance their brands and cultures. Today he serves as Director of Transformation for Liquid Agency, and travels extensively as a workshop leader and speaker on the topics of innovation, brand, and design. Between trips, he and his wife spend their time in California and southwest France.