A well‐known heuristic tactic is called means/ends analysis. The process requires the identification of discrepancies that exist between a current situation and the achievement of a goal and then making changes that will reduce the differences. Another tactic is the formation of subgoals, the development of intermediate steps necessary to solve a problem. In some cases, it helps to work backward from the solution. This heuristic procedure requires consideration of the goal, conceptualization of steps necessary to solve the problem, and then accomplishing the steps nearest the goal first. For example, in planning for college, the student first chooses the college, then determines what the costs will be, then selects a job or prepares for getting a job that will allow that amount to be earned or first determines what the college's entrance requirements are and then plans for all of those to be met, and so forth.
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Although arousal (motivation) is necessary for problem solving, high arousal is detrimental to the process. Relaxation techniques can help to reduce such arousal and increase problem‐solving efficiency.
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A mental set, a predisposition to approach problems in a certain fashion, can be helpful or harmful, depending on the set. For example, the set to do all homework before watching evening TV may be more likely to result in academic achievement than the reverse set of TV/study.
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Functional fixedness is the tendency to view an object or an activity in only one way—for example, seeing mathematics as a subject to be feared rather than as one that simply requires the learning of rules to solve problems and that is necessary to career development.
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To establish expertise is to establish the knowledge necessary to solve a problem—for example, by reading the chapter in the psychology text before attempting to answer the questions at the end of it.
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Insight is the sudden perception of the relationship between the components of a problem—for example, suddenly thinking of the word that fits the spaces in a crossword puzzle.
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