As an advocate for improved thinking and better processes, I find it hard to admit I've run into at least one challenge that does not seem to be easily solved by the application of improved processes. Maybe this is the exception that proves the rule.
We are working on naming several new software applications we're building to improve idea management and innovation initiatives. So far the development of the software has been relatively straightforward. You build a schedule, write the code, test the code, revise based on some new requirements. Generally speaking, you can plan this stuff out. Of course there are some slips and changes to the schedule, but for the most part you can plan and dictate the course of action and the timeframe.
What do you do when the right answer is one that you'll know when you see it (or hear it), but there's not necessarily a "right" approach? To generate names, we used brainstorming to create a long list of names, we used product naming guides, we've even brought in a friendly consultant to help. What's interesting to me, as someone who is used to developing a plan and having several defined phases and steps, is that a product name is not something that just automatically pops out of the process. And the ones that do pop out may not be acceptable. This process involves some fiction and some poetry moreso than process and engineering.
Don't get me wrong - we're close to the right name. We found a product naming guide from Igor to be invaluable in the process. It really helped us think outside our traditional boundaries and consider the name from several (functional, evocative, experiential) points of view. Knowing what I know now, I would start with their framework from the get go.
I guess the point is that there are frameworks and processes available for almost any kind of task or activity, even those that may not have a final, single "right" answer. One thing you've got to do is find the right process or framework to use to address the situation that you face, and be willing to change or adapt your processes or bring in experts when the problem lies outside your field of expertise.