Six
friends were on a large sail boat far out to sea. They had the usual
safety gear on board, including an inflatable life raft and personal
flotation vests (life jackets). They decided to go for a swim in the
calm waters, and one by one jumped over the edge. One had a plastic
float toy, another a diving mask, and only one was wearing a life
jacket. One man was wearing denim shorts with a knife on the belt, and
the rest simply had on their swim suits. You may recognize this as a
movie which was supposedly based on a true story.
They realized too late that nobody had put the ladder down. The sides of the boat were smooth polished fiberglass and sloped out over their heads. It was at least six feet up to the railing. They tried jumping high enough, but soon they were tired and cold. A breeze blew a jacket to the edge above, and a sleeve hung low enough that one of the men was able to grab it and pull the nylon jacket into the water with them. There was no land in sight. What could they do to save themselves?
A bit more creative, although still a fairly "linear" solution, was to use their swim suits, and the jacket tie to create a "rope" that could be thrown up to the railing. Once tangled or caught on the railing, it could then be climbed. In the movie, it took them hours to think of this, and after one attempt during which the clothing broke halfway through the climb, they gave up, as people strangely do in movies.
One man could have leaned over and held his hands on his knees to provide a platform (his back) for another to climb on. Meanwhile, the others could each take a deep breath and swum down under the first to provide more flotation. They could have held the inflatable toy and life jacket under there as well. This might have kept the "platform" man floating high enough for the climber to stand on and reach the railing.
Lateral thinking, then, is sometimes about using what you have in unexpected ways. The knife, for example, might be used more conventionally to cut strips from the clothing and webbing from the life jacket to make a rope - not a bad idea either. But a more "lateral" though is for a man to pound it into the hull of the boat and use it to hang from while the lightest woman climbs over him to the railing.
But to think in lateral or non-linear ways also means to challenge the whole line of thought that the pursuit of a solution is based on. In this case, that line of thought is that they had to get back on the boat. Of course it is natural to think that is the only way to survive, but what if it wasn't? What if they don't actually need the boat?
Those kind of questions can sometimes lead to the most creative solutions. In this case, for example, had they challenged their assumption that the boat was so important, this lateral thinking may have lead to a very creative solution: Use the knife to cut a hole in the hull and sink the boat. As the boat got lower, they could have scrambled aboard and retrieved the life raft and supplies before it sank completely.
In
the movie the knife is lost, and eventually four of the six died. The
remaining two are saved using a broken piece of the face of the diving
mask. This is jammed into a crack where the mechanical ladder normally
opens, and the man hangs on it while the woman climbs over him and
reaches the railing. Of course, since I did not mention the crack, this
wouldn't be one of your solutions. But it is one of the better lateral
thinking examples in this realistic scenario.
You
are probably most familiar with lateral thinking problems which are
puzzles or riddles. They lead you to make certain assumptions, and to
solve them you have to look at those assumptions you're making and try
to get beyond them. Here is a short example of this type:
The book store owner used one book to destroy thousands of others - all in one day. How did he do this? A lateral thinking puzzle like this relies on setting your thoughts in a certain direction. In this case, the idea of a "book store owner" encourages you assume that a book one reads was used to destroy the others. Drop that assumption and you might find the solution - the man used a book of matches to burn all the other books.
Puzzles of this type are good mental exercise, and fun, but fortunately not all lateral thinking problems are word play or simple riddles. In fact, many are designed to require or encourage creative thinking in ways more applicable to actual situations. This type often has many solutions which are valid.
Some may not like the inconclusive nature of this kind of puzzle or problem. They want one definitive solution, so they know they're "right" once they have an answer. However, these more open-ended lateral thinking problems are just as good for exercising one's creativity, and the thinking skills developed from working on them may be more applicable to everyday life, where there is rarely one definitive solution to a problem.
Like any good lateral thinking problem this requires you to think "laterally," which means coming at the problem from other angles, as opposed to the more traditional linear or logical way. You have to use what you have, but in ways that these things are not normally used.
You might, for example, make a "basket" out of your t-shirt, tying your shoelaces to it around the edges. Unravel the threads from your socks and you can make a string to lower the "basket." Then move the basketball onto it and then pull it up to you. A shoe hung on the end of a string made of strips of clothing might work to "kick" the ball into place, rolling it onto your shirt.
You
might also use a piece of paper from your pocket. Chew it up, drop it
onto the ball using shoe laces or clothing, and when it dries it would
perhaps "glue" the line to the ball, allowing it to be lifted. You might
"chimney" your body up and down the pit to get the ball (if you are
tall enough), as climbers do between rock walls. Certainly there are
other possibilities too.
Of course, life itself presents us with many lateral thinking problems, if we approach situations creatively. A judge in a Michigan child custody case could have followed the traditional thinking about how much time the children would spend at each parent's place, but he ruled that the children would stay right where they were in the home they knew. The parents would each get their own place and move in with the kids on alternating weeks. Now that's a good example of applying lateral thinking to real life problems.
The quant
riddles or logic or lateral puzzles below have been accumulated from the
internet and emails that I receive. They are designed to help training
for job or university interviews or just training your brain. The
internet is littered with this kind of thing but the answers can be a
little harder to find so I've thought about all of them and the ones
that I know the answer to can be clicked on and have little
at the end. Questions 3 & 5 are probably the easiest and a good place to start. I've coloured them Red, Amber and Green to indicate Very Hard, Quite Hard and Not so Hard. So that's it good luck....
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They realized too late that nobody had put the ladder down. The sides of the boat were smooth polished fiberglass and sloped out over their heads. It was at least six feet up to the railing. They tried jumping high enough, but soon they were tired and cold. A breeze blew a jacket to the edge above, and a sleeve hung low enough that one of the men was able to grab it and pull the nylon jacket into the water with them. There was no land in sight. What could they do to save themselves?
The More Obvious Solutions
As mentioned, they tried jumping out of the water to reach the railing. As I recall, a couple of them even tried lifting another up, but they sunk into the water as they lifted her. Those, and swimming around the boat to see if there was anything hanging down to climb up on, were what I would consider the expected responses.A bit more creative, although still a fairly "linear" solution, was to use their swim suits, and the jacket tie to create a "rope" that could be thrown up to the railing. Once tangled or caught on the railing, it could then be climbed. In the movie, it took them hours to think of this, and after one attempt during which the clothing broke halfway through the climb, they gave up, as people strangely do in movies.
The More "Lateral Thinking" Examples
Lateral thinking, remember, is moving away from the usual logic and linear line of reasoning. For example, it is logical to think about jumping up to reach the railing, and to help a person do that. A more creative or lateral approach would be to question the logic of using people as "muscle" for this attempt. What else could they be? Flotation.One man could have leaned over and held his hands on his knees to provide a platform (his back) for another to climb on. Meanwhile, the others could each take a deep breath and swum down under the first to provide more flotation. They could have held the inflatable toy and life jacket under there as well. This might have kept the "platform" man floating high enough for the climber to stand on and reach the railing.
Lateral thinking, then, is sometimes about using what you have in unexpected ways. The knife, for example, might be used more conventionally to cut strips from the clothing and webbing from the life jacket to make a rope - not a bad idea either. But a more "lateral" though is for a man to pound it into the hull of the boat and use it to hang from while the lightest woman climbs over him to the railing.
But to think in lateral or non-linear ways also means to challenge the whole line of thought that the pursuit of a solution is based on. In this case, that line of thought is that they had to get back on the boat. Of course it is natural to think that is the only way to survive, but what if it wasn't? What if they don't actually need the boat?
Those kind of questions can sometimes lead to the most creative solutions. In this case, for example, had they challenged their assumption that the boat was so important, this lateral thinking may have lead to a very creative solution: Use the knife to cut a hole in the hull and sink the boat. As the boat got lower, they could have scrambled aboard and retrieved the life raft and supplies before it sank completely.
| |
The book store owner used one book to destroy thousands of others - all in one day. How did he do this? A lateral thinking puzzle like this relies on setting your thoughts in a certain direction. In this case, the idea of a "book store owner" encourages you assume that a book one reads was used to destroy the others. Drop that assumption and you might find the solution - the man used a book of matches to burn all the other books.
Puzzles of this type are good mental exercise, and fun, but fortunately not all lateral thinking problems are word play or simple riddles. In fact, many are designed to require or encourage creative thinking in ways more applicable to actual situations. This type often has many solutions which are valid.
Some may not like the inconclusive nature of this kind of puzzle or problem. They want one definitive solution, so they know they're "right" once they have an answer. However, these more open-ended lateral thinking problems are just as good for exercising one's creativity, and the thinking skills developed from working on them may be more applicable to everyday life, where there is rarely one definitive solution to a problem.
Situational Thinking Problems
This type usually involves a scenario or situation which is explained, along with a goal. Suppose, for example, you need to get a basketball out of a 12-foot deep pit. That's the goal. The situation? The pit has smooth cement for the floor and walls, and it is square, about four feet per side. You're alone and have only what you are wearing, including whatever is in your pockets at the moment. How can you get the basketball out using only what has been described?Like any good lateral thinking problem this requires you to think "laterally," which means coming at the problem from other angles, as opposed to the more traditional linear or logical way. You have to use what you have, but in ways that these things are not normally used.
You might, for example, make a "basket" out of your t-shirt, tying your shoelaces to it around the edges. Unravel the threads from your socks and you can make a string to lower the "basket." Then move the basketball onto it and then pull it up to you. A shoe hung on the end of a string made of strips of clothing might work to "kick" the ball into place, rolling it onto your shirt.
| |
Of course, life itself presents us with many lateral thinking problems, if we approach situations creatively. A judge in a Michigan child custody case could have followed the traditional thinking about how much time the children would spend at each parent's place, but he ruled that the children would stay right where they were in the home they knew. The parents would each get their own place and move in with the kids on alternating weeks. Now that's a good example of applying lateral thinking to real life problems.
lateral thinking
A Collection of Quant Riddles With (some) Answers
Monday, 12 March 2012
Dr. Kiran Mazumdar‐Shaw
Entrepreneur Dr. Kiran Mazumdar‐
Shaw, Chairman & Managing Director of
Bioon Ltd. She was educated at the Bishop
Cotton Girls School and Mount Carmel
College in Bangalore.
She founded Biocon India with a
capital of Rs.10,000 in her garage in 1978 ‐
the initial operation was to extract an
enzyme from papaya. Her application for
loans were turned down by banks then ‐
on three counts ‐ biotechnology was then a
new word, thecompany lacked assets, and
(most importantly) women entrepreneurs
were still a rarity. Today, her company is
the biggest biopharmaceutical firm in the
country.
In 2004, Biocon went for an IPO and the issue was over‐subscribed by over
30 times. Post‐IPO, Shaw held close to 40% of the stock of the company and was
regarded as India’s richest woman with an estimated worth of Rs. 2,100 crore (~U.S.
$ 480 million).
�� Anu Aga
This woman became the Chairperson of
Thermax Engineering after the death of
her husband Rohinton Aga. The
company’s condition was critical at that
time. Its share price dipped to Rs. 36 from
Rs. 400. Anu Aga, the then Director of
Human Resource, Thermax, was
compelled to take charge of the company.
In order to make the company profitable, she brought a consultant from
abroad and restructured the company. The strategy worked and the company saw
profit again. She stepped down from the post of chairperson in 2004. Now, she
spends most of her time in social activities. Bombay Management Association
awarded her Management Woman Achiever of the Year Award 2002‐2003.
After retiring from Thermax, she took to social work, and 2010 was
awarded the Padma Shri (Social Work) by Govt. of India.
Entrepreneur Dr. Kiran Mazumdar‐
Shaw, Chairman & Managing Director of
Bioon Ltd. She was educated at the Bishop
Cotton Girls School and Mount Carmel
College in Bangalore.
She founded Biocon India with a
capital of Rs.10,000 in her garage in 1978 ‐
the initial operation was to extract an
enzyme from papaya. Her application for
loans were turned down by banks then ‐
on three counts ‐ biotechnology was then a
new word, thecompany lacked assets, and
(most importantly) women entrepreneurs
were still a rarity. Today, her company is
the biggest biopharmaceutical firm in the
country.
In 2004, Biocon went for an IPO and the issue was over‐subscribed by over
30 times. Post‐IPO, Shaw held close to 40% of the stock of the company and was
regarded as India’s richest woman with an estimated worth of Rs. 2,100 crore (~U.S.
$ 480 million).
�� Anu Aga
This woman became the Chairperson of
Thermax Engineering after the death of
her husband Rohinton Aga. The
company’s condition was critical at that
time. Its share price dipped to Rs. 36 from
Rs. 400. Anu Aga, the then Director of
Human Resource, Thermax, was
compelled to take charge of the company.
In order to make the company profitable, she brought a consultant from
abroad and restructured the company. The strategy worked and the company saw
profit again. She stepped down from the post of chairperson in 2004. Now, she
spends most of her time in social activities. Bombay Management Association
awarded her Management Woman Achiever of the Year Award 2002‐2003.
After retiring from Thermax, she took to social work, and 2010 was
awarded the Padma Shri (Social Work) by Govt. of India.
Indra Nooyi
Indian born American
businesswoman, Indra Krishnamurthy
Nooyi born October 28, 1955 is the
Chairperson and Chief Executive Officer
(CEO) of PepsiCo, one of the worldʹs
leading food and beverage companies.
On August 14, 2006, Nooyi was named
the successor to Steven Reinemund as
chief executive officer of the company
effective October 1, 2006. On February 5,
2007, she was named Chairperson,
effective May 2, 2007.
Nooyi joined PepsiCo in 1994 and was named president and CFO in 2001.
Nooyi has directed the companyʹs global strategy for more than decade and led
PepsiCoʹs restructuring, including the 1997 divestiture of its restaurants into
Tricon, now known as Yum! Brands. Nooyi also took the lead in the acquisition of
Tropicana in 1998, and merger with Quaker Oats Company, which also brought
Gatorade to PepsiCo. In 2007 she became the fifth CEO in PepsiCoʹs 44‐year
history.
Nooyiʹs key contributions include promoting and supporting socially
responsible business practices, including taking on one of the planetʹs most
pressing problems, climate change. Her commitment to global citizenship is
evidenced by her multi‐year growth strategy, ʺPerformance with Purposeʺ.
Nooyi was named on Wall Street Journalʹs list of 50 women to watch in 2007
and 2008, and was listed among Timeʹs 100 Most Influential People in The World
in 2007 and 2008. Nooyi has been named 2009 CEO of the Year by the Global
Supply Chain Leaders Group (GSCLG).
Indian born American
businesswoman, Indra Krishnamurthy
Nooyi born October 28, 1955 is the
Chairperson and Chief Executive Officer
(CEO) of PepsiCo, one of the worldʹs
leading food and beverage companies.
On August 14, 2006, Nooyi was named
the successor to Steven Reinemund as
chief executive officer of the company
effective October 1, 2006. On February 5,
2007, she was named Chairperson,
effective May 2, 2007.
Nooyi joined PepsiCo in 1994 and was named president and CFO in 2001.
Nooyi has directed the companyʹs global strategy for more than decade and led
PepsiCoʹs restructuring, including the 1997 divestiture of its restaurants into
Tricon, now known as Yum! Brands. Nooyi also took the lead in the acquisition of
Tropicana in 1998, and merger with Quaker Oats Company, which also brought
Gatorade to PepsiCo. In 2007 she became the fifth CEO in PepsiCoʹs 44‐year
history.
Nooyiʹs key contributions include promoting and supporting socially
responsible business practices, including taking on one of the planetʹs most
pressing problems, climate change. Her commitment to global citizenship is
evidenced by her multi‐year growth strategy, ʺPerformance with Purposeʺ.
Nooyi was named on Wall Street Journalʹs list of 50 women to watch in 2007
and 2008, and was listed among Timeʹs 100 Most Influential People in The World
in 2007 and 2008. Nooyi has been named 2009 CEO of the Year by the Global
Supply Chain Leaders Group (GSCLG).



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