pdma toolbox 10-17-2012 · (c)$2012$rockdale$innovation$llc g g n n n g g n s...

(c) 2012 Rockdale Innovation LLC www.rockdale-‐innovation.com

Creative Problem Solving ToolboxProven Tools for Maximizing Team Innovation Effectiveness


1. Opp

ortunity Finding

2. Fact F

inding

3. Problem

Definition

4. Ideatio

n

5. Evaluation

6. Action Planning

7. Accep

tance Find

ing

8. Executio

n

References

Problem Formulation ToolsLevel of Ambition x x AWhy-‐Why-‐Why x x B, C

Solution Finding ToolsQuiet Storming x D

Ideality / Wishful Thinking x EAnalogous Solutions x F, G

Planning and Execution ToolsImplementation Intention x x x H


Reference Resource for: Link/SourceA Problem Framing Tools http://www.id.iit.edu/executive-‐education/

personal communication with Jeremy Alexis

B Why-‐Why-‐Why analysis 101 Creative Problem Solving Techniques, James Higgins, pp 51-‐53C Why-‐Why-‐Why analysis The Power of Innovation, Min Basadur, pp 81-‐89D Brainwriting techniques 101 Creative Problem Solving Techniques, James Higgins, pp 125E Ideality (as pacticed with TRIZ) Hands On Systemic Innovation, Darrell Mann, Chapter 18 and p 461F Analogous Solutions (TRIZ) Hands On Systemic Innovation, Darrell Mann, p 19G Analogous Solutions (general) Smart Thinking, Art Markman, pp 134-‐154H Implementation Intention Smart Thinking, Art Markman, pp 203-‐206I Displayed Thinking® toolbox http://www.creativethinkingassoc.com/

see also Think Out of The Box, Mike Vance, pp 125-‐136J Immersive Critical Path Schedule an extension of the Displayed Thinking® methodology, as practiced by Wayne Fisher

Recommended Reading, and Other Resources:

The Power of Innovation, Min Basadur, 2001. A great summary of the creative problem solving process, and best practices for facilitating teams through it. See also www.basadur.com for the on-‐line thinking styles assessment tool.

Hands-‐on Systematic Innovation, Darrell Mann, 2002. It incorporate a wide variety of creative problem solving techniques into the Theory of Inventive Problem Solving (TRIZ) process. See also Hands-‐on Systematic Innovation for Business & Management, 2004.

Smart Thinking, Art Markman, 2012. A very practical book that outlines best practices from the field of Cognition Science, as it relates to creative problem solving. See also www.smartthinkingbook.com for Art's smart thinking tip of the week.


Level of AmbitionCh

ange The

Gam

ePlay Better

Achieve Parity

1-‐2 Years 3-‐5 Years 5-‐10 Years

Required Time to Implement

Mag

nitude

of C

hang

e De

sired


Level of AmbitionGuidelines for Use -‐ Prior to Workshop:

* Encourage the client/sponsor to fill out all 9 cells before defining the final session objective (diverge, then converge).

* Gain alignment to the final session objective and boundaries with the sponsor and key stakeholders.

Guidelines for Use -‐ In Workshop

* During session kick-‐off, review the completed matrix to frame the session objective and set boundaries for ideation.

* Revisit during Fact Finding and Problem Definition to keep the participants focused on the workshop objective.

Guidelines for Use -‐ After Session:

A summary of the top problems and ideas can be shared with the organization after the session, to drive alignment to the key elements of the action plan.

* Work with client/sponsor to define what specific aspects of the current situation require improvement (e.g., product performance, cost, reliability, sustainability, supply chain efficiency). Write clear Opportunity statements for each.

* For each Opportunity: Does it reflect Achieving Parity (i.e., someone is doing it better today), Playing Better (i.e., delivers significant competitive advantage), or Changing The Game (i.e., it would be difficult for competition to follow)? Also, what is a realistic time frame for implementation?

* Write each Opportunity statement in the appropriate Level of Ambition template cell, reflecting the desired magnitude of change and time frame for implementation.

* When evaluating potential Problem Statements: In what time frame do we want to solve this problem? Will solving this problem help bring us to parity, play the game better, or change the game entirely? [Confirm fit with workshop objective.]

* When evaluating potential Ideas: In what time frame can we execute this idea? Are there elements of the idea that can be implemented in phases, over time? Will implementing this idea bring us to parity, help us play the game better, or change the game entirely? [Confirm fit with workshop objective.]


Why-‐Why-‐Why (Laddering Up / Drilling Down)

Initial Problem Statement:

Ideal Outcome Why?

Why? Why?

Key Barrier


Why-‐Why-‐Why (Laddering Up / Drilling Down)Guidelines for Use -‐ Prior to Session:

* Based on the workshop objective, enroll subject matter experts (SMEs) to prepare a brief background presentation of key Facts that bring the Opportunity to life for the workshop participants.

Guidelines for Use -‐ In Session:

* During Fact Finding, SMEs share their background presentation on the Opportunity.

* Participants listen for potential Problems to be solved (diverge, all points of view welcome). Also capture knowledge gaps, opposing points of view, etc.

* Converge on the top 5-‐6 Problems that the team believes will need to be solved in order to realize the Opportunity. Assign each Problem to a smaller subteam to explore further.

* [In subgroups] LADDERING UP: For each Problem, briefly describe the expected Ideal Outcome, once the problem has been solved. Capture as a positively-‐stated, complete sentence.

* [In subgroups] For each Problem, brainstorm the key Barrier(s) that prevent the Ideal Outcome from being realized today. Capture as negatively-‐stated, complete sentences.

* [In subgroups] DRILLING DOWN: For each Barrier, conduct a quick Why-‐Why-‐Why analysis to uncover potential root causes for the Problem (again, divergent, all points of view welcome). Capture each potential root cause as a negatively-‐stated, complete sentence.

* [In subgroups] Using a white board, flip chart, or Post-‐It notes construct a draft Why-‐Why-‐Why chart for each Problem to review with the other subgroups. Capture the essence of the conversation for review/input. Free form is fine.

* [Full group] As subteams review their Why-‐Why-‐Why charts, the remaining participants listen for new Problems to be solved. Again, capture knowledge gaps, opposing points of view, etc.

You'll notice that the more you ask why, the more granular the Problem statements become. Ideation begins to flow naturally. Encourage participants to capture their Ideas individually as they emerge and continue the process.


Opportunity / Problem Statement:

Initial Ideas

1A 1B 1C

Builds

2A 2B 2C

Builds

3A 3B 3C

Builds

4A 4B 4C

Quiet Storming


Guidelines for Use -‐ Prior to Session:

* Print out 5 copies of the Quiet Storming template on 6 different colors of 8.5x11 paper. Light colors work best. Cardstock is ideal.


* Assign one Problem Statement to each subteam.

* Quiet Storming is typically used as the first round of Ideation, to capture "top of mind" Ideas quickly.

* Return the sheet to the facilitator in exchange for another color. Ideally, each participant will work on 4 different Problem Statements.

* Continue until all of the Quiet Storming sheets are completed, but for no more than 30-‐45 minutes. Return all of the completed Quiet Storming sheets to the original subteam.

* Give the subteams time to review all of the ideas generated for their Problem Statement. Circle the most promising Ideas. Select the top 2-‐3 Ideas to report out to the other subteams.

* Read the Problem Statement and any Ideas on the new color Quiet Storming sheet. Build on the existing ideas (if any), or add your own ideas in the next open row (e.g., 2A, 2B, 2C).

* Distribute 5 Quiet Storming worksheets of the same color to each subteam.

* Subteam members write their assigned Problem Statement at the top all 5 copies of their Quiet Storming sheets.

* Each subteam member will retain one copy of their Quiet Storming sheet. Return the remaining copies to the facilitator (i.e., a subteam with 3 members will return two copies back to the facilitator, with the Problem Statement written across the top)

* Individual subteam members will brainstorm 3 different solution approaches to their assigned Problem Statement and write in the top three boxes (1A, 1B, 1C) and return their Quiet Storming sheet to the facilitator in exchange for a Quiet Storming sheet from another subteam (different color).

Quiet Storming


Ideality / Wishful Thinking

What Problem Are You Trying To Solve?

What would my perfect solution be?

What if cost/schedule/laws did not matter at all?

What would I do if I had unlimited power and resources?

Once you have dreamed of your perfect solution, you can then consider how much can be put into practice and how to achieve it.


Ideality / Wishful Thinking


* Assign top Problem Statements to subteams

* Have subteam members answer the questions individually

* Share out in subteam and capture Ideas

* Share top Ideas to entire group


Analogous Solutions

2. Who Else Has This Problem? 3. How Have They Solved It?

1. What Problem Are You Trying To Solve? 4. How Might You Reapply Their Solution?


Analogous SolutionsGuidelines for Use -‐ Prior to Session:

* Print Analogous Solutions worksheet in 11x17 or half-‐poster format for subgroup work

Guidelines for Use -‐ In Session (during Ideation):

* In subteams, review the brainstorm list of Analogies and choose the most interesting/useful

* Time permitting, do a quick Google or Wikipedia search to learn more about the Analogy

* Quickly debrief: In what ways is the Analogy the same? Different?

* Capture insights on the Analogous solution works. How can the solution be reapplied? How would it need to be modified?

* Converge on top Ideas and share with full group.

* Write prompting questions on a flip chart or overhead: Who else in our industry has this same problem? What other industries have this same problem? What kind of a problem is this (i.e., generalize the problem)? What problems are similar to this? Who else has those kinds of problems?

* Assign one Problem Statement to each subteam.

* Distribute Analogous Solutions worksheets to each subteam.

* Review prompting questions and share some examples from the literature (see references)

* For each Problem Statement, brainstorm (as a full group) potential Analogies (on Post-‐Its) and give to responsible subteam.

(c) Rockdale Innovation LLC www.rockdale-‐innovation.com

Implementation Intention

Idea Name:

Ideal Outcome:

Specific Action Steps:

Potential Barriers:

How to Overcome:

(c) Rockdale Innovation LLC www.rockdale-‐innovation.com

Implementation IntentionGuidelines for Use -‐ In Session:

* Converge on top Ideas coming out of the Solution Finding activity

* Assign top Ideas and flip charts pads (or pre-‐printed posters) to subteams.

* For each Idea:

Write down what the ideal outcome would be with a successful execution of that opportunity. List out the specific action steps that will need to be taken in order to execute successfully. List out the potential barriers that will prevent the action steps from being completed. Identify how those barriers will be overcome when they arise.

* Review proposed action plan to full group for input/builds

* Sufficiency check -‐ will the Action Plan deliver against the program objectives?

* Reality check -‐ is time/money/resources available to complete the projects?

pdma toolbox 10-17-2012 · (c)$2012$rockdale$innovation$llc g g n n n g g n s...

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