Mental Flexibility: Breaking Barriers to Innovative Thinking
Mental Flexibility: Enhancing Problem Solving Through New Perspectives
Mental flexibility is a psychological and cognitive ability that allows individuals to view problems, situations, or objects beyond their traditional context, enabling innovative solutions and creative thinking.
Consider how we typically perceive everyday tools: a video call might be seen primarily as a way to communicate with distant colleagues, or therapy sessions might be viewed exclusively as in-person interactions. Similarly, mental health support is often conceptualized within the framework of traditional office visits.
In reality, tools and services can transcend their conventional applications. For example, NASA utilized virtual reality technology—typically associated with gaming and entertainment—to train astronauts for space missions, challenging our limited perception of technology’s purpose. Mental rigidity can impede innovation, while approaching challenges with fresh perspectives may unlock breakthrough solutions and foster ingenuity.
Origins of the concept of mental flexibility
The concept of mental flexibility evolved from work on “functional fixedness,” coined around 1935 by German-born Gestalt therapist Karl Duncker. Duncker’s significant contributions to cognitive psychology included extensive research on cognition and problem-solving processes. His exploration of how adults approached various mathematical and practical challenges laid the groundwork for understanding cognitive flexibility.
His landmark study was published in Psychologie des produktiven Denkens in 1935. Duncker argued that while mental patterns and categorization are necessary cognitive skills, rigid thinking can significantly hamper problem-solving and creativity. In 1945, his famous “Candle Problem” experiment became a standard test for measuring mental flexibility and innovative thinking capacity.
The “Candle Problem” and innovative thinking
The Candle Problem experiment demonstrates mental rigidity in action. Participants received a candle, a box containing thumbtacks, and matches, with instructions to attach the candle to a wall so that wax wouldn’t drip onto a table below when lit.
Many participants attempted creative but unsuccessful solutions, such as trying to pin the candle directly to the wall or melting the base to stick it to the surface. The effective solution—emptying the thumbtacks from their box, attaching the empty box to the wall with a tack, and placing the candle inside—eluded many because of their fixed perception of the box as merely a container.
Key findings from Duncker’s experiment: Mental flexibility in action
Duncker concluded that people struggle to solve problems when they cannot reconceptualize an object’s function. Successful participants overcame their mental constraints and recognized that the box could serve as both a container and a platform.
In a variation of the experiment, when Duncker placed the tacks outside the box, participants solved the problem much faster. This simple contextual change significantly enhanced their ability to overcome mental rigidity and approach the problem more flexibly.
Developing mental flexibility: Overcoming cognitive constraints
Duncker’s approach to problem-solving offers valuable insights for developing greater mental flexibility. His process involves seven stages that can help overcome rigid thinking patterns.
Stage one
A problem exists when a goal cannot be achieved through obvious or familiar approaches. As Duncker explained, “A problem arises when a living creature has a goal but does not know how this goal is to be reached. There must be recourse to thinking whenever one cannot go from the given situation to the desired situation simply by action.”
Stage two
Problem-solving involves successive phases, each reformulating the challenge. According to Duncker, “The solution of a new problem typically takes place in successive phases which (except the first phase) have, in retrospect, the character of a solution and (except the last phase), in prospect, that of a problem.”
Examining multiple perspectives helps overcome mental barriers, develop deeper understanding, and formulate effective strategies. This stage often generates creative solutions through mental flexibility.
Stage three
A solution’s function defines its value as a solution. Duncker noted, “The functional value of a solution is indispensable for the understanding of its being a solution. It is exactly what is called the sense, the principle, or the point of the solution.”
Stage four
Identifying the principle of the solution typically precedes finding its specific form. Duncker observed that “the final form of an individual solution is, in general, not reached by a single step from the original setting of the problem; on the contrary, the principle, the functional value of the solution, typically arises first, and the final form of the solution in question develops only as this principle becomes more and more concrete successively.”
Stage five
During problem-solving, the mind may revisit earlier phases. Duncker explained, “It will be realized that, in the transition to phases in another line, the thought process may range widely. Every such transition involves a return to an earlier phase of the problem; an earlier task is set anew; a new branching off from an old point in the family tree occurs. Sometimes a [subject] returns to the original setting of the problem, sometimes just to the immediately preceding phase.”
Stage six
General heuristic methods—processes that enable self-discovery—may guide each problem-solving phase. Duncker stated, “We can, therefore, say that ‘insistent’ analyses of the situation, especially the endeavor to vary appropriate elements meaningfully subspecies of the goal, must belong to the essential nature of a solution through thinking. We may call such relatively general procedures, ‘heuristic methods of thinking.'”
Stage seven
Solutions often depend on problem-specific details. Limiting objects to their conventional functions or viewing problems only as they initially appear creates barriers to both problem-solving and creativity.
Enhancing problem-solving through mental flexibility
Duncker distinguished between mechanical and organic problem-solving approaches. In Psychologie des produktiven Denkens, he explained that mechanical thinking limits effective problem-solving: “he who merely searches his memory for a ‘solution of such-and-such problem’ may remain just as blind to the inner nature of the problem-situation before him as a person who, instead of thinking himself, refers the problem to an intelligent acquaintance or an encyclopedia. Truly, these methods are not to be despised; for they have a certain heuristic value, and one can arrive at solutions in that fashion. But such problem-solving has little to do with thinking.”
In contrast, organic or productive thinking requires reorganizing problems and developing structural understanding. Overcoming mental rigidity demands viewing objects or problems in ways that assign new functions beyond those that seem inherent.
Reimagining possibilities in therapy and support
Consider a simple cloth napkin. If you view it only as a dining accessory, you might miss its potential versatility. However, if you’re outdoors without kindling for a fire, you might repurpose that napkin as a fire starter. Similarly, at ReachLink, we’ve reimagined how therapy can be delivered—not just in traditional office settings but through secure digital platforms that maintain therapeutic quality while enhancing accessibility.
Developmental aspects of mental flexibility: Age and innovative thinking
Research suggests that mental flexibility may develop with age. One clinical trial found that children under six appeared “immune” to mental rigidity, even after being shown an object’s conventional function. This suggests that younger children maintain natural cognitive flexibility that adults often lose, highlighting how our mental frameworks become more structured—and potentially more rigid—as we mature.
