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Escape Analysis Paralysis Critical Thinking in Action
Tap into your Organisation’s Potential I wish we knew at HP what we know at HP. Lew Platt, former CEO, Hewlett-Packard Fri...
Types of Problems Desired (Expectation/ Standard) Current Deviation End State Design Repair Improve
The Need for Critical Thinking <ul><li>Experiencing: </li></ul><ul><li>Unresolved issues </li></ul><ul><li>Focus on sympto...
Factors that Influence  Problem Solving/Decision Making Luck favours the prepared mind.  Louis Pasteur Environment S tyle ...
‘ Principles’ of Effective Problem Solving/Decision Making <ul><li>Understand and clearly formulate the issue/problem/obje...
Critical Thinking Methodology Develop Alternative Solutions Assess Implications Compile Action Plan Find Root Cause(s) Sel...
Identify Issues Critical Thinking Methodology –  Identify Issues Define problem as undesirable deviation from an expectati...
Critical Thinking Methodology –  Select Problem <ul><li>Clarify the Problem: </li></ul><ul><li>How manifested/What is resu...
Critical Thinking Methodology –  Find Root Cause(s) Find Root Cause(s) <ul><li>Clarity (well-defined statement) </li></ul>...
Critical Thinking Methodology –  Develop Alternatives Develop Alternative Solutions <ul><li>Clarity (well-defined statemen...
Assess Implications Critical Thinking Methodology –  Assess Implications <ul><li>Clarity (well-defined statement) </li></u...
Compile Action Plan Critical Thinking Methodology –  Compile Action Plan Action Plan & Measures ‘ What is required for…’ ...
Critical Thinking Methodology Develop Alternative Solutions Assess Implications Compile Action Plan Find Root Cause(s) Sel...
Critical Thinking Methodology –  Define Purpose Define Purpose Solved State/ New State Defined New Requirement ‘ What is t...
Critical Thinking Methodology Develop Alternative Solutions Assess Implications Compile Action Plan Find Root Cause(s) Sel...
Critical Thinking Methodology –  State Position/Claim State Position/ Claim Position/Claim defined <ul><li>Position taken ...
Critical Thinking Methodology –  Assess Reasons/Objections Assess Reasons/ Objections <ul><li>Clarity (well-defined statem...
Software Tools Develop Alternative Solutions Assess Implications Compile Action Plan Find Root Cause(s) Select Problem Ide...
Demo Example
<ul><li>Key Requirements:  </li></ul><ul><li>The ability to identify and solve problems </li></ul><ul><li>An understanding...
Escape Analysis Paralysis Critical Thinking in Action 2 day Seminar 28-29 May [email_address]
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Escape Analysis Paralysis

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Francois Bedeker and Sandy Pullinger discuss Escaping Analysis Paralysis with Critical Thinking.

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  • Excellent demonstration about the need to innovate company models; the way to represent them succinctly; along with the intent to make invention initiatives actionable. Superb use of pictures as well as clear to see illustrative examples.
    Sharika
    http://winkhealth.com http://financewink.com
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  • Objective: Give overview &amp; establish Critical Thinking Approach as good business practice. Three comments, by way of introduction: The approach does not preclude gut feel and experience Vertical vs lateral thinking We will refer to real examples of problem solving from all spheres of human endeavour, including business. In explaining the methodology and describing the functionality of the Critical Thinking Tool, we will use generic examples.
  • Transcript of "Escape Analysis Paralysis"

    1. 1. Escape Analysis Paralysis Critical Thinking in Action
    2. 2. Tap into your Organisation’s Potential I wish we knew at HP what we know at HP. Lew Platt, former CEO, Hewlett-Packard Fritolay saved $600m from creativity training. 4 Creativity training helped IBM save 25% of meeting time with the same quality of output. 4 “ 85% of the (consulting) project fee is spent accumulating knowledge we already possess.” 1 Texas Instruments, 3M, Eastman-Kodak, Shell, NASA, ABN-AMRO and DuPont have run specific creative problem solving training. 4 Critical Thinking Novartis’ policies include an incident evaluation procedure using root cause analysis and facilitating best practice sharing. 5 “ Top-down interventions can provide excellent results in the short term, but the response soon drops off.” 3 “ Many of today’s supply chain ‘pain points’ were identified as early as 1993…, and several companies are still struggling to efficiently eliminate – or even reduce – those problems.” 2 <ul><li>T. Kawase, Human Centred Problem-Solving, 2001 </li></ul><ul><li>2003 GMA Logistics Study (Grocery Manufacturers of America) </li></ul><ul><li>P. Nel in Risk Management, 2001 </li></ul><ul><li>D. O’Dell, Creative Problem-Solving, 2001 </li></ul><ul><li>sachamber.org, shell.ca, otis.com, utc.com, novartis.com </li></ul>Toyota, Otis Elevator and Shell apply root cause analysis for quality control. 5
    3. 3. Types of Problems Desired (Expectation/ Standard) Current Deviation End State Design Repair Improve
    4. 4. The Need for Critical Thinking <ul><li>Experiencing: </li></ul><ul><li>Unresolved issues </li></ul><ul><li>Focus on symptoms </li></ul><ul><li>Flawed brainstorming </li></ul><ul><li>Inconsistent follow-through </li></ul><ul><li>Functional silos </li></ul><ul><li>Untapped input </li></ul><ul><li>Costly workshops </li></ul><ul><li>Limited vertical communication </li></ul><ul><li>Able to: </li></ul><ul><li>Focus on root causes </li></ul><ul><li>Resolve issues quickly </li></ul><ul><li>Provide clarity </li></ul><ul><li>Deal with controversial issues </li></ul><ul><li>Understand implications </li></ul><ul><li>Gain buy-in & participation </li></ul><ul><li>Improve communication </li></ul><ul><li>Plan strategies & campaigns </li></ul><ul><li>Conduct meaningful surveys </li></ul><ul><li>Structured Approach </li></ul><ul><li>Participation/Collaboration </li></ul><ul><li>Show Flow of Ideas </li></ul>
    5. 5. Factors that Influence Problem Solving/Decision Making Luck favours the prepared mind. Louis Pasteur Environment S tyle O utcome P rocess T echniques
    6. 6. ‘ Principles’ of Effective Problem Solving/Decision Making <ul><li>Understand and clearly formulate the issue/problem/objective </li></ul><ul><li>Solve the root cause, not the symptoms </li></ul><ul><li>Avoid pre-conceived solutions/outcomes </li></ul><ul><li>Involve those affected by the solution/decision in the process </li></ul><ul><li>Collect only necessary information to make the decision </li></ul>
    7. 7. Critical Thinking Methodology Develop Alternative Solutions Assess Implications Compile Action Plan Find Root Cause(s) Select Problem Identify Issues
    8. 8. Identify Issues Critical Thinking Methodology – Identify Issues Define problem as undesirable deviation from an expectation or standard <ul><li>Clarify Issues: </li></ul><ul><li>How manifested/What is result? </li></ul><ul><li>When does it occur? </li></ul><ul><li>Frequency? </li></ul><ul><li>Who is affected? </li></ul>Business Diagnostics/ Health Check Submit/Brainstorm Issues Cluster Issues Check Lists/ Business Measures/ Reporting Structured List of Potential Business Problems Structure in Critical Thinking Tool
    9. 9. Critical Thinking Methodology – Select Problem <ul><li>Clarify the Problem: </li></ul><ul><li>How manifested/What is result? </li></ul><ul><li>When does it occur? </li></ul><ul><li>Frequency? </li></ul><ul><li>Who is affected? </li></ul>Select Problem Business Problem Identified Assess/vote using Critical Thinking Tool Structured List of Potential Business Problems Consensus Analysis
    10. 10. Critical Thinking Methodology – Find Root Cause(s) Find Root Cause(s) <ul><li>Clarity (well-defined statement) </li></ul><ul><li>Validity (is cause true/correct?) </li></ul><ul><li>Causality (cause-effect link, single statements, no pre-defined solutions) </li></ul>Validated Root Causes Defined (‘5 Whys’) ‘ What is the cause of…’  Define immediate causes of preceding statements Identified Business Problem
    11. 11. Critical Thinking Methodology – Develop Alternatives Develop Alternative Solutions <ul><li>Clarity (well-defined statement) </li></ul><ul><li>Validity (is requirement correct?) </li></ul><ul><li>Causality (cause-effect link, single statements, no pre-defined solutions) </li></ul>Potential Solutions Identified ‘ What is required for…’  Define pre-requisites to achieve inverse of root cause or to eliminate root cause  Define pre-requisites to achieve purpose Validated Root Causes <ul><li>What must be changed/designed </li></ul><ul><li>In what way must they be changed/designed </li></ul><ul><li>With what aids/mechanisms must they be changed/designed </li></ul>
    12. 12. Assess Implications Critical Thinking Methodology – Assess Implications <ul><li>Clarity (well-defined statement) </li></ul><ul><li>Validity (is consequence correct?) </li></ul><ul><li>Causality (cause-effect link, single statements, no pre-defined solutions) </li></ul>Selected Solution(s) ‘ What is the implication of…’  Determine positive and negative consequences Potential Solutions
    13. 13. Compile Action Plan Critical Thinking Methodology – Compile Action Plan Action Plan & Measures ‘ What is required for…’  Determine action steps for implementation Selected Solution(s) Deadline Responsibility Confirmation Action Post-Value Pre-Value KPIs
    14. 14. Critical Thinking Methodology Develop Alternative Solutions Assess Implications Compile Action Plan Find Root Cause(s) Select Problem Identify Issues Define Purpose
    15. 15. Critical Thinking Methodology – Define Purpose Define Purpose Solved State/ New State Defined New Requirement ‘ What is the purpose of…’  Determine structure of purposes
    16. 16. Critical Thinking Methodology Develop Alternative Solutions Assess Implications Compile Action Plan Find Root Cause(s) Select Problem Identify Issues Define Purpose State Position/ Claim Assess Reasons/ Objections
    17. 17. Critical Thinking Methodology – State Position/Claim State Position/ Claim Position/Claim defined <ul><li>Position taken in response to issue/problem </li></ul><ul><li>Claim made </li></ul><ul><li>Clarity (well-defined statement) </li></ul><ul><li>Validity (is claim/premise true?) </li></ul><ul><li>Causality (Strength of inference, single statements) </li></ul>
    18. 18. Critical Thinking Methodology – Assess Reasons/Objections Assess Reasons/ Objections <ul><li>Clarity (well-defined statement) </li></ul><ul><li>Validity (is claim/premise true?) </li></ul><ul><li>Causality (Strength of inference, single statements) </li></ul>Assumptions and Premises articulated ‘ Because…but…’  Define reasons (support) and objections (oppose)  Evaluate validity and strength Position/Claim defined
    19. 19. Software Tools Develop Alternative Solutions Assess Implications Compile Action Plan Find Root Cause(s) Select Problem Identify Issues Define Purpose State Position/ Claim Assess Reasons/ Objections
    20. 20. Demo Example
    21. 21. <ul><li>Key Requirements: </li></ul><ul><li>The ability to identify and solve problems </li></ul><ul><li>An understanding of cause-effect relationships </li></ul><ul><li>A balanced view of the perspectives of different people with diverse experience </li></ul><ul><li>Active participation across the organisation in the problem solving/decision making process </li></ul>Summary <ul><li>Critical Thinking in Action: </li></ul><ul><li>Focus on finding the true causes of problems and thereby avoid dealing with symptoms </li></ul><ul><li>Gain a deeper understanding of how related issues influence each other </li></ul><ul><li>Actively participate in the problem solving process </li></ul><ul><li>Generate open-minded, creative ideas </li></ul><ul><li>Benefits: </li></ul><ul><li>The development of critical thinking skills </li></ul><ul><li>Interactive group participation </li></ul><ul><li>Anonymous contributions in the brain storming process </li></ul><ul><li>Input from across organisational levels and functions in solving problems and debating issues in the business </li></ul>More than ever, an education that emphasises general problem solving skills will be important. Bill Gates
    22. 22. Escape Analysis Paralysis Critical Thinking in Action 2 day Seminar 28-29 May [email_address]
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