Book Summary: Think Like a Rocket Scientist
Think Like a Rocket Scientist (2020)
by Ozan Varol
Ozan Varol wants to help us approach solving problems like rocket scientists do. This book teaches readers how to question assumptions and established patterns of thinking. It helps us think rationally about problem solving and generate unique solutions rather than pursue marginal changes or merely copy what competitors are doing. These methods will enable us to explore the edges and accomplish what others thought was impossible.
Varol organizes his problem-solving approach in three phases.
Stage 1: Launch
In this first section, Varol explains how to employ three strategies to generate original solutions to existing problems: reasoning from first principles, designing thought experiments, and using divergent thinking.
Humans seek certainty in an uncertain world. We try to identify patterns in the midst of chaos because it helps us feel more settled. We are conditioned to believe that there is one right answer to each question or problem. But we only explore and discover new things when we move away from certainty. As the author says, we should be fueled by curiosity not by the “catharsis” of finding the right answer.
We can channel our curiosity by reasoning from first principles. A first principle is an assumption that can’t be deduced any further. This method allows us to break down complicated problems, question assumptions and existing constraints, and generate innovative solutions. Created by Aristotle, people such as Johannes Gutenberg, Rene Descartes, Elon Musk have reasoned from first principles to spawn new ideas.
Once we have crafted original ideas, we can use thought experiments to test assumptions and current boundaries. A thought experiment is a way of exploring a concept, hypothesis, or idea through extensive thinking. We use thought experiments to unravel complex concepts when finding empirical evidence is impossible. Within an experiment, using cross-disciplinary thinking tends to produce more creative options and solutions. And collaborating with others is a good way to generate more ideas. For best results, start a thought experiment with a beginner’s mind that is free of preconceived notions and constraints.
Finally, employing divergent thinking can lead to a moon shot or something that is really big and different, and hard to do. Divergent thinking teaches us how to generate numerous solutions rather than use a set of logical steps that arrives at one solution (or convergent thinking). After using divergent thinking to produce numerous ideas, apply convergent thinking to determine whether each moon shot idea is feasible. Moon shots require us to leave the status quo behind, but also places us in a different game than our competitors. To manage risk, organizations should create and manage a portfolio of moonshot ideas knowing that most will fail and only one or two will succeed.
Stage 2: Accelerate
The second part focuses on pushing forward the ideas designed in the previous stage. This process includes reframing questions, proving ourselves wrong to strengthen our thinking, and testing the moon shot so it has the best chance at succeeding.
Humans naturally want to find answers to problems. This means we gravitate toward the first cause we think of rather than exploring a range of possible causes. When we are familiar with a problem it’s easy to become blind to the extent of possibilities. For instance, if we define a problem as a missing hammer, the only possible solution is a hammer. But reframing problems is one way to generate new answers. In this example, when we reframe the problem as a protruding nail we now have a range of solutions that includes many other options.
When evaluating solutions, humans discount evidence that contradicts our beliefs and overvalue facts that confirm them. We also tend to fall in love with our opinions. To combat this tendency, we should use a working hypothesis that we can test objectively rather than defend our opinion.
We use intuition and limited information to make most of our decisions rather than testing hypotheses. The “test as you fly” principle from rocket science provides a way to test the way forward. This principle means our experiments to test hypotheses must mimic -- to the greatest extent possible -- the same conditions in flight.
Stage 3: Achieve
The final section of the book argues that both failure and success are necessary to unlock our full potential. Humans are wired to fear failure. We’ve learned in recent years to “fail fast.” But more accurately, we should “learn fast” from our failures. Although we may feel an experience is a failure in the short-term, it could spur a solution over the long haul. Breakthroughs are often evolutionary, not revolutionary.
When we succeed, we are more likely to become complacent. We believe everything went according to plan and ignore any warning signs about the need to change something. To mitigate this risk, we can adopt a mindset of assuming we are trailing a first-place competitor. That positioning should help drive our ability to question possible weaknesses and ask “what could go wrong”?