Problem Diagnostics - Q & A

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Using both Critical and Creative Thinking benefits the Problem Solver. Also includes how to prevent the failures of most decision processes.

Using both Critical and Creative Thinking benefits the Problem Solver. Also includes how to prevent the failures of most decision processes.

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  • 1. Diagnosing Problems
  • 2. Leader
  • 3. Good Problem Solvers know Types of Thinking they need Breakthrough Incremental  How much time they have
  • 4. 2 Types of Thinking NeededReproductive Thinking:  Valuable when Consequences of failure are high (Incremental).Productive Thinking:  Valuable when Consequences of failure are low (Breakthrough)
  • 5. Overarching Principles Creative Thinking (Breakthrough) is separate from Critical Thinking (Incremental)
  • 6. Productive ThinkingCreative Thinking:  Generative  Non – Judgmental  Expansive
  • 7. Reproductive ThinkingCritical Thinking:  Analytical  Judgmental  Selective
  • 8. LEAN THINKING IS REPRODUCTIVELean Thinking  Perceive a Problem  Pick a Solution  Do Something
  • 9. LEAN THINKING IS REPRODUCTIVEKaizen has limits:  Incremental improvements produce learned thoughts  Will achieve predictable results  Viewed from sum of parts (Breakdown Problem)
  • 10. Reproductive Thinking Model Initial Problem Perception Clarify the Problem  Locate the Point of Concern Investigation of Root Cause Countermeasures Evaluate Standardize
  • 11. Reproductive Thinking Model Initial Problem Perception Clarify the Problem  Locate the Point of Concern Investigation of Root Cause Countermeasures Evaluate Standardize
  • 12. Reproductive Thinking Model Initial Problem Perception Clarify the Problem  Locate the Point of Concern Investigation of Root Cause Countermeasures Evaluate Standardize
  • 13. A3 LEAN THINKINGTeam: Date: Countermeasures:Title/Theme:Background/Definition: Implementation:Current Conditions:Target:Determine Cause/Analysis: Follow-up:
  • 14. Based on ScientificExperimentatio n
  • 15. Productive ThinkingCreative Thinking:  Generative  Non – Judgmental  Expansive
  • 16. You need Productive ThinkingTenkaizen is needed:  Means good revolution  Rather than reproduce old, produces new  Coping with change and creating change
  • 17. Successful Productive ThinkingRequires you to stay in the Question:  Okay with Ambiguous  Okay with Uncertainty  Okay with not Knowing
  • 18. Productive Thinking Model  What’s going on?  What’s success  What’s the question?  Generate Answers  Forge the Solution  Align resources
  • 19. Theory: What’s going on? Whats the • Listing itch? • Clustering Whats the • Concern impact? • Priority Whats the • Know information? • Wonder Whos • Were you & others stand Involved? • Whose most important Whats the • It would be great vision? • I wish, If only
  • 20. Theory: What’s success? Target • Influence, Importance, Future Imagination • What do you want it to do • What to avoid DRIVE • Resources & Limits • Measurable Targets & Nonnegotiable elements Develop a success criteria
  • 21. Theory: What’s the question? • How might I Phrase each • How might we problem as a • Need the right ? to get question right answer • Advantages AIM • Impediments • Maybes • Cull (Review, Separate) C5 - • Cluster Converging to • Combine get Question • Clarify • Choose
  • 22. Theory: Generate Answers List a long • How else might I list of answers • How else might we Think from other perspectives • Cull (Review, Separate) • Cluster Use the C5 • Combine method • Clarify • Choose
  • 23. Theory: Forge the Solution Evaluate Comparison Refine Use success • Evaluate each idea against Criteria • + - not numbers • Dont Fossilize Problems • Revaluate criteria • Positives & Objections POWER up • What else solution • Enhancements & Remedies
  • 24. Theory: Align resources • List Action Steps • Identify missing steps Put in order • Identify People • Assign steps to people Identify and record outcomes • Kanban board Great Wall of Time • Calendar • Energy • Funds EFFECT • Expertise • Conditions
  • 25. Productive Thinking Model  What’s going on?  What’s success  What’s the question?  Generate Answers  Forge the Solution  Align resources “All models are wrong. Some are useful!” - George Box
  • 26. What’s theDeathof a Decision?
  • 27. Poorly Managed Time….
  • 28. Productive Thinking Model  What’s going on?  What’s success  What’s the question?  Generate Answers  Forge the Solution  Align resources No matter where you are or how much time you have!
  • 29. Productive Thinking Model  What’s going on?  What’s success  What’s the question? 50%  Generate Answers 30%  Forge the Solution  Align resources 20%
  • 30. Reproductive Thinking Model Initial Problem Perception Clarify the Problem  Locate the Point of Concern Investigation of Root Cause Countermeasures Evaluate Standardize
  • 31. Reproductive Thinking Model Initial Problem Perception Clarify the Problem  Locate the Point of Concern Investigation of Root Cause 50% Countermeasures 30% Evaluate Standardize 20%
  • 32. Manage Time, Manage Decisions
  • 33. References Think Better by Tim Hurson The A3 Workbook by Dan Matthews
  • 34. Visit the Business901 Website Lean Marketing House Marketing with PDCA Marketing with A3 Lean Engagement TeamOur Mission is to bring Continuous Improvement to Sales and Marketing.