Escape Analysis Paralysis

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 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

T. Kawase, Human Centred Problem-Solving, 2001

2003 GMA Logistics Study (Grocery Manufacturers of America)

P. Nel in Risk Management, 2001

D. O’Dell, Creative Problem-Solving, 2001

sachamber.org, shell.ca, otis.com, utc.com, novartis.com

Toyota, Otis Elevator and Shell apply root cause analysis for quality control. 5

Types of Problems Desired (Expectation/ Standard) Current Deviation End State Design Repair Improve

The Need for Critical Thinking

Experiencing:

Unresolved issues

Focus on symptoms

Flawed brainstorming

Inconsistent follow-through

Functional silos

Untapped input

Costly workshops

Limited vertical communication

Able to:

Focus on root causes

Resolve issues quickly

Provide clarity

Deal with controversial issues

Understand implications

Gain buy-in & participation

Improve communication

Plan strategies & campaigns

Conduct meaningful surveys

Structured Approach

Participation/Collaboration

Show Flow of Ideas

Factors that Influence Problem Solving/Decision Making Luck favours the prepared mind. Louis Pasteur Environment S tyle O utcome P rocess T echniques

‘ Principles’ of Effective Problem Solving/Decision Making

Understand and clearly formulate the issue/problem/objective

Solve the root cause, not the symptoms

Avoid pre-conceived solutions/outcomes

Involve those affected by the solution/decision in the process

Collect only necessary information to make the decision

Critical Thinking Methodology Develop Alternative Solutions Assess Implications Compile Action Plan Find Root Cause(s) Select Problem Identify Issues

Identify Issues Critical Thinking Methodology – Identify Issues Define problem as undesirable deviation from an expectation or standard

Clarify Issues:

How manifested/What is result?

When does it occur?

Frequency?

Who is affected?

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

Critical Thinking Methodology – Select Problem

Clarify the Problem:

How manifested/What is result?

When does it occur?

Frequency?

Who is affected?

Select Problem Business Problem Identified Assess/vote using Critical Thinking Tool Structured List of Potential Business Problems Consensus Analysis

Critical Thinking Methodology – Find Root Cause(s) Find Root Cause(s)

Clarity (well-defined statement)

Validity (is cause true/correct?)

Causality (cause-effect link, single statements, no pre-defined solutions)

Validated Root Causes Defined (‘5 Whys’) ‘ What is the cause of…’  Define immediate causes of preceding statements Identified Business Problem

Critical Thinking Methodology – Develop Alternatives Develop Alternative Solutions

Validity (is requirement correct?)

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

What must be changed/designed

In what way must they be changed/designed

With what aids/mechanisms must they be changed/designed

Assess Implications Critical Thinking Methodology – Assess Implications

Validity (is consequence correct?)

Selected Solution(s) ‘ What is the implication of…’  Determine positive and negative consequences Potential Solutions

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

Critical Thinking Methodology Develop Alternative Solutions Assess Implications Compile Action Plan Find Root Cause(s) Select Problem Identify Issues Define Purpose

Critical Thinking Methodology – Define Purpose Define Purpose Solved State/ New State Defined New Requirement ‘ What is the purpose of…’  Determine structure of purposes

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

Critical Thinking Methodology – State Position/Claim State Position/ Claim Position/Claim defined

Position taken in response to issue/problem

Claim made

Validity (is claim/premise true?)

Causality (Strength of inference, single statements)

Critical Thinking Methodology – Assess Reasons/Objections Assess Reasons/ Objections

Validity (is claim/premise true?)

Causality (Strength of inference, single statements)

Assumptions and Premises articulated ‘ Because…but…’  Define reasons (support) and objections (oppose)  Evaluate validity and strength Position/Claim defined

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

Demo Example