Techniques that individuals and teams can use to encourage creative problem-solving and encourage innovation

1. Creativity and Innovation
Techniques
For better, reflective decision-making

2. Techniques Map
Fitting it all together

3. Techniques Map
Exploring
Fishbone Diagram
Choosing
Dialectical Enquiry
Defining
Boundary Examination

4. Fishbone Diagram
A structured approach to uncovering the causes
of a problem

5. Exploring / Fishbone Diagram
Executive Management Business Unit Team
External Vendor Technology Team
Made promises that
could not be delivered
on
Failed to
understand the true
business problem
Unrealistic
expectations of what
software could do
Political conflict
between executive
team members
Under pressure to deliver
Avoided / ignored true
domain complexity
Relied on external vendor to
propose best practice
Poorly documented system
requirements
Lack of coordination
with external vendor
Problem: Failure to agree on true system requirements

6. Exploring / Fishbone Diagram
Martin, J and Bell, R. (2009), “Fishbone Diagram”, in Technique Library, The Open University, Walton Hall, Milton Keynes
Draw arrow across
the page (the spine
of the fishbone)
Discuss each cause and
sub-causes – starting
with the simplist first
Label it with the
issue to be
investigated
Draw spikes from the
fishbone – each
representing a major
cause of the problem
Sub-causes are documented
by drawing smaller spikes
against major causal factors
already identified
Redraw the fishbone
diagram listing causes in
order of priority – right
to left
Circle key causes for
deeper investigation
Highlight sub-causes
that appear more
than once

7. Boundary Examination
Frame the problem boundaries

8. Defining / Boundary Examination
Martin, J and Bell, R. (2009), “Boundary Examination”, in Technique Library, The Open University, Walton Hall, Milton Keynes
What is the
problem? Write it
down.
Our organisational structure and business processes
prevent us from effectively responding to changes in the
competitive environment
Underline key words
Our organisational structure and business processes
prevent us from effectively responding to changes in the
competitive environment
Examine key words
for hidden
assumptions– do
synonyms change
meaning?
Our reporting lines and activities prevent us from
effectively responding to dynamic competitors
Can the problem be
redefined in a better
way
How do we enhance our agility and flexibility to
outmaneuver new and existing competitors?

9. Dialectical Inquiry
Exploiting “constructive conflict” to develop a
solution that is better than its parts

10. Solution Discovery / Dialectical Enquiry
Form a proposal
group
Form a counter
proposal group
Form a review
group
Develop
plan/solution
Identify
assumptions
underlying
plan/solution
Hand to counter-
proposal team
Identify counter
assumptions
Re-interpret / get
new data
Formulate counter
plan/solution
Present proposals /
assumptions to review
group
Re-interpret both options
/ identify further
assumptions
Generate new core
assumptions (pooled
from debate)
Develop new plan
/ solutions
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Martin, J and Bell, R. (2009), “Dialectical Approaches”, in Technique Library, The Open University, Walton Hall, Milton Keynes

11. ..to be continued
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