What is convergent thinking and how is it used?

The article explores convergent thinking, a problem-solving approach introduced by psychologist Joy Paul Guilford in 1956, which focuses on finding a single, well-defined solution to a problem, and its application in product management. It details how product managers can incorporate convergent thinking into the development process by first conducting market research to identify customer needs, generating a wide range of potential solutions through divergent thinking, and then using convergent thinking to evaluate and prioritize these solutions based on logical analysis and available data. This approach aids in decision-making, feature prioritization, and product refinement, ensuring that products effectively meet market demands while optimizing resources. The article also contrasts convergent thinking with divergent thinking, noting that both are essential in different stages of problem-solving and decision-making, with convergent thinking providing clarity and simplicity by narrowing down options to the most viable solution. Additionally, it highlights the benefits of convergent thinking, such as saving time, aligning teams, and finding straightforward solutions to problems, emphasizing its importance in product management and broader business contexts.