Broadening Assumptions to Find a Better Way - Innovation Tools Current Method Better Way
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Broadening Assumptions to Find a Better Way - Innovation Tools Current Method Better Way

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Every company, team and person has established patters of What, Where, When, Who and How something gets done. It ranges from simple things like arriving at work and when we take a break to complex ...

Every company, team and person has established patters of What, Where, When, Who and How something gets done. It ranges from simple things like arriving at work and when we take a break to complex things like employee onboarding and hiring practices. Taking time as a team to challenge existing presumptions and work to create small steps, can break inertia (stuckness) in how your project team operates, while creating a shared understanding of why we are here and how we can improve things.
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    Broadening Assumptions to Find a Better Way - Innovation Tools Current Method Better Way Broadening Assumptions to Find a Better Way - Innovation Tools Current Method Better Way Presentation Transcript

    • www.asqhdandl.org www.create-learning.com http://asqbuffalo.com Michael Cardus - www.Create-Learning.com
    • Michael Cardus - www.Create-Learning.com
    • The insidious thing about the causal point of view is that it leads us to say: “Of course, it had had to happen like that.” Whereas we ought to think: It may have happened like that – and also in many other ways. (Wittgenstein „Culture and Value‟, p.37e) Michael Cardus - www.Create-Learning.com
    • What’s in it for me? Taking time as a team to challenge existing presumptions and work to create small steps, can break inertia (stuckness) in how your project team operates, while creating a shared understanding of why we are here and how we can improve things. Outcomes from Broadening Assumptions to Find a Better Way  Understanding and various uses of the Current Method :: Better Way Matrix.  Use of Current Method :: Better Way Matrix to illicit feedback from various people who work at the site of the problem. Michael Cardus - www.Create-Learning.com
    • What Where When Who How Current Method What happens? Where is it done? When is it done? Who does it? Why is it done? Reason Why do it? Why do it there? Why do it then? Why them? Why do it this way? Better Way? Can we do something else? Can we do it somewhere else? Can we do it some other time? Can somebody else do it? Can we do it some other way? Current Method / Better Way Matrix Reference: First saw this technique in „The Team Handbook‟ by Scholtes, Joiner, Streibel.Michael Cardus - www.Create-Learning.com
    • Change Innovation Michael Cardus - www.Create-Learning.com
    • Michael Cardus - www.Create-Learning.com
    • Finding what works and doing more of it. People & decisions are drivers of innovation. Michael Cardus - www.Create-Learning.com
    • “When you take all non-verbal judgment out of a decision it becomes a calculation and not a decision. The possible outcomes are predictably limited, and you can mechanize (computerize) the process – under the W = FS process of mechanics (Work = Force through Space). Human work is the application of mental concentration over target time: W = F / TT (Work = Force over Target Time) and the possible outcomes are always unpredictably open.” - Elliott Jaques Requisite Organization Michael Cardus - www.Create-Learning.com
    • Closed Decisions “determinate and tractable and has a clear- cut objective.” Open Decisions “loose multidimensional nature of our objectives, the subtleties of our interactions with others, the complexity of the systems we handle.” Michael Cardus - www.Create-Learning.com
    • Michael Cardus - www.Create-Learning.com
    • Decision Making in a Closed & Knowable Environment  There is one & only one solution, and when it is identified we know we have found it. Objectives are clear and constant.  The implementation or action decision is not influenced by the responses of others to one‟s actions or decisions. Interactions with others, if they are relevant at all, are limited and controllable or predicable.  There is a complete list of possible actions, and we know that all the potential actions we consider are in fact available to us. Even if we do not know what will happen in the future, we know the range of possibilities and can sensibly attach probabilities to them. The problem is closed.  The number of alternative ways of completing the task, although running into many millions, is nevertheless sufficiently small that all can, at least in principle, be evaluated. Complexity, even if extensive, is bounded. - Obliquity. Why our goals are best achieved indirectly; James Kay pp. 72 Michael Cardus - www.Create-Learning.com
    • Michael Cardus - www.Create-Learning.com
    • Michael Cardus - www.Create-Learning.com
    • Current Method / Better Way Matrix Purpose / Objective:  Challenging assumptions about what is possible.  Team Project tool to create shared language of progress & regress  Innovation tool Michael Cardus - www.Create-Learning.com
    • What Where When Who How Current Method What happens? Where is it done? When is it done? Who does it? Why is it done? Reason Why do it? Why do it there? Why do it then? Why them? Why do it this way? Better Way? Can we do something else? Can we do it somewhere else? Can we do it some other time? Can somebody else do it? Can we do it some other way? Current Method / Better Way Matrix Reference: First saw this technique in „The Team Handbook‟ by Scholtes, Joiner, Streibel.Michael Cardus - www.Create-Learning.com
    • Example from Lindsay Michael Cardus - www.Create-Learning.com
    • Michael Cardus - www.Create-Learning.com
    • The reason you used it? We recently had a global team meeting with 20+ people from our organization around the world. Our objective was to develop an updated training strategy. We used the current/better way method to get the discussion started. By first talking through the current training strategy, we were able to start to build the team trust (since everyone pretty much knew how it was today). Once the trust was build, we were able to get people to open up to talking about/brainstorming the better way to do things. Michael Cardus - www.Create-Learning.com
    • What about the tool you found useful? For us, it worked as a teambuilding tool and helped open the communication door. First we talked about something most people were comfortable with already, which them allowed them to open up into a broader area of discomfort. We also used the tool to really break down different components. We talked about the current/better way for different pieces of the training (such as the online prework, then the classroom work) versus the training program as a whole. Michael Cardus - www.Create-Learning.com
    • Some concrete and abstract results? Where you are now maybe from using the tool? The current method/better way team discussion led into a 3-day work session completely redesigning out training program. This was unplanned, but a wonderful surprise that the group opened up to this and accomplished so much. The strategy has been well received by upper management and will be piloted later this year. Michael Cardus - www.Create-Learning.com
    • Michael Cardus - www.Create-Learning.com
    • Michael Cardus - www.Create-Learning.com
    • Uses & Questions  Coaching & Development  Thinking tool  As a team  As individuals  1 to all Meeting individually complete Current Method / Better Way. At meeting share ind. responses  2 Project Teams a) Control current problem b) Develop solutions Michael Cardus - www.Create-Learning.com
    • www.asqhdandl.org www.create-learning.com http://asqbuffalo.com Michael Cardus - www.Create-Learning.com
    • Photo attribution https://flic.kr/p/58CCzq https://flic.kr/p/65EZA9 http://www.flickr.com/photos/pasukaru76/4307189567/ http://www.flickr.com/photos/pasukaru76/3992935923/ http://www.flickr.com/photos/wingtorn/7225734766/ http://www.flickr.com/photos/antonnovoselov/4712010305/ http://www.flickr.com/photos/33263856@N02/5157196328/in/photostream/ http://www.flickr.com/photos/aidanmorgan/4763085590/ http://www.flickr.com/photos/calliope/5902712709/ http://www.flickr.com/photos/pasukaru76/5018455914/ http://www.flickr.com/photos/kurtbudiarto/7150324143/ http://www.flickr.com/photos/derekgavey/5069358550/ http://www.flickr.com/photos/a_siegel/8133716733/ http://en.wikipedia.org/wiki/File:Necker_cube.svg http://www.flickr.com/photos/dhilung/3311130707/ http://www.flickr.com/photos/76657755@N04/7408506410/ http://www.flickr.com/photos/jdhancock/3948724485/ Michael Cardus - www.Create-Learning.com