This document provides an agenda and background information for a workshop on imagining a world free of nuclear weapons. The workshop introduces concepts like problem typology and mapping to help participants explore issues related to nuclear security. Participants learn about categorizing different types of problems, like puzzles, uncertainties, and complexities. They also discuss nuclear security as a "super wicked problem" and approaches to addressing problems of that nature. The agenda involves activities for participants to gain different perspectives on nuclear issues and identify potential opportunities.
Tackling wicked problems: A social policy planning framework for addressing l...Kimberly Vardeman
Presentation by Kimberly Vardeman, Joy Perrin, and John Ricker at Designing for Digital on March 5, 2019.
This presentation applies the social policy planning framework of wicked problems to user experience problems in libraries. Presenters review the concept of wicked problems and relate how some UX problems meet the criteria for wicked problems by using case studies. The presentation will include suggestions for how to use this framework to evaluate UX problems as either wicked or tame problems and how to determine optimal approaches to resolution.
Tackling wicked problems: A social policy planning framework for addressing l...Kimberly Vardeman
Presentation by Kimberly Vardeman, Joy Perrin, and John Ricker at Designing for Digital on March 5, 2019.
This presentation applies the social policy planning framework of wicked problems to user experience problems in libraries. Presenters review the concept of wicked problems and relate how some UX problems meet the criteria for wicked problems by using case studies. The presentation will include suggestions for how to use this framework to evaluate UX problems as either wicked or tame problems and how to determine optimal approaches to resolution.
Week 8Business NegotiationsDiscussion Due Friday, March 20, 2.docxmelbruce90096
Week 8
Business Negotiations
Discussion: Due Friday, March 20, 2015
Review and reflect on what you learned in the past 8 weeks.
· What is the most practical and easily applied lesson you learned?
· What was the hardest to grasp? Why?
W8 Final Exam: Is due Sunday, March 22, 2015
Question 1
1. Which perspective can be used to understand different aspects of negotiation?
Economics
Psychology
Anthropology
All of these perspectives can be used to understand different aspects of negotiation.
4 points
Question 2
1. A zero-sum situation is also known by another name of a situation. Which of the following is that?
Integrative
Distributive
Win-lose
Negotiative
4 points
Question 3
1. BATNA stands for
best alternative to a negotiated agreement.
best assignment to a negotiated agreement.
best alternative to a negative agreement.
best alternative to a negative assignment.
4 points
Question 4
1. What are the two dilemmas of negotiation?
The dilemma of cost and the dilemma of profit margin
The dilemma of honesty and the dilemma of profit margin
The dilemma of trust and the dilemma of cost
The dilemma of honesty and the dilemma of trust
4 points
Question 5
1. The objective of both parties in distributive bargaining is to obtain as much of which of the following as possible?
Bargaining range
Resistance point
Target point
Bargaining mix
4 points
Question 6
1. The resistance point is established by the ____________ expected from a particular outcome, which is in turn the product of the ____________ and ____________ of an outcome.
cost, value, worth
value, worth, cost
value, cost and timeliness
cost, importance, value
4 points
Question 7
1. Good distributive bargainers will
begin negotiations with the other party with an opening offer close to their own resistance point.
ensure that there is enough room in the bargaining range to make some concessions.
accept an offer that is presented as a fait accompli.
immediately identify the other party's target point.
4 points
Question 8
1. The negotiator's basic strategy is to
get information about the opposition and its positions.
reach the final settlement as close to the other's resistance point as possible.
convince members of the other party to change their minds about their ability to achieve their own goals.
promote his or her own objectives as desirable, necessary, and inevitable.
4 points
Question 9
1. Which of the following processes is central to achieving almost all integrative agreements?
Moderating the free flow of information to ensure that each party's position is accurately stated
Exchanging information about each party's position on key issues
Emphasizing the commonalties between the parties
Searching for solutions that maximize the substantive outcome for both parties
4 points
Question 10
1. Substantive interests
are the interests that relate to the focal issues under negotiation.
are related.
Problem Solving and Making Decisions at Business OrganizationsNusaike Mufthie
The module demonstrates the ability to analyse problems and to make decisions at various types of organizational contexts. The content is carefully selected and suitable for Higher Diploma or above.
A talk by Tim Basadur and Ellen Moran PhD
Basadur Applied Innovation & Leadership Dialogues
Many companies are returning to a changed business context and need to quickly solve a range of new problems or reinvent their products and services. This is an exciting opportunity to innovate. Many fewer recognize that achieving these creative results efficiently requires an effective process, specific skills and tools, and the right blend of thinking styles working in sync with one another. When any of these are lacking, teams may struggle to innovate. To help leaders, business owners and HR professionals engage these challenges, Ellen Moran and Tim Basadur will provide an introduction to the Simplexity Method for Applied Innovation which is designed to enable teams and organizations to achieve innovative results quickly.
Session Outcomes:
• Discover the necessary elements for innovative results – The Innovative Results Equation • Learn the four creative problem-solving preferences of team members and how their way of interacting can be a facilitator or roadblock for team innovation. • Understand the four-stage innovation process to move teams through problem-finding, problem-defining, problem solving and solution implementation in a way that drives strong team alignment and commitment. • Leave with practical tools and frameworks that can immediately boost creative collaboration where you work.
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/unleashing-the-creative-potential-of-your-teams/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
This is the presentation we gave to demonstrate the Robotics Database. There were two screens: one displayed these slides and the other displayed the database.
Workshop at UXBristol by Caroline Jarrett and Francis Rowland. Builds on 'But the lightbulb has to want to change' by Steve Krug and Caroline Jarrett.
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Seven Steps to Ethical Decision Making– Step 1 Define the p.docxedgar6wallace88877
Seven Steps to Ethical Decision Making
– Step 1: Define the problem (consult PLUS filters)
– Step 2: Seek out relevant assistance, guidance and support
– Step 3: Identify alternatives
– Step 4: Evaluate the alternatives (consult PLUS filters)
– Step 5: Make the decision
– Step 6: Implement the decision
– Step 7: Evaluate the decision (consult PLUS filters)
Introduction
Organizations struggle to develop a simple set of guidelines that makes it easier for
individual employees, regardless of position or level, to be confident that his/her
decisions meet all of the competing standards for effective and ethical decision-making
used by the organization. Such a model must take into account two realities:
Every employee is called upon to make decisions in the normal course of doing
his/her job. Organizations cannot function effectively if employees are not
empowered to make decisions consistent with their positions and responsibilities.
For the decision maker to be confident in the decision’s soundness, every
decision should be tested against the organization’s policies and values,
applicable laws and regulations as well as the individual employee’s definition of
Membership Knowledge Center Resources Training & Certification
Services Events About ECI !
SIGN IN
This website uses cookies and
third party services. Settings "
OK
11/10/19, 10:28 PM
Page 1 of 9
what is right, fair, good and acceptable.
The decision making process described below has been carefully constructed to be:
Fundamentally sound based on current theories and understandings of both
decision-making processes and ethics.
Simple and straightforward enough to be easily integrated into every employee’s
thought processes.
Descriptive (detailing how ethical decision are made naturally) rather than
prescriptive (defining unnatural ways of making choices).
Why do organizations need ethical decision making?
See our special edition case study, #RespectAtWork,
to find out.
11/10/19, 10:28 PM
Page 2 of 9
Email
First Name
Last Name
SEE THE CASE STUDY.
Step 1: Define the problem
The most significant step in any decision-making process is to determine why a
decision is called for and identify the desired outcome(s). How you define a problem
shapes your understanding of its causes and where you will search for solutions.
First, explore the difference between what you expect and/or desire and the current
reality. By defining the problem in terms of outcomes, you can clearly state the
problem.
Consider this example: Tenants at an older office building are complaining that their
employees are getting angry and frustrated because there is always a long delay
getting an elevator to the lobby at rush hour. Many possible solutions exist, and all are
predicated on a particular understanding the problem:
11/10/19, 10:28 PM
Page 3 of 9
Flexible hours – so all the tenants’ employees are not at the elevators at the
same time.
Faster elevators – so each elevator can carry more peopl.
introduction to design thinking
Understanding & solving a problem:: termed as Designing
• Problem understanding: process or activities for identifying undesirable situations and desirable situations.
• Problem solving: Developing a plan with the intent of changing undesirable situations to desirable situations
• Designing involves both problem understanding and problem solving
Agile is a method to solve predefined problems, while design thinking focuses on finding the right problems to solve.
While Agile is an approach to problem solving, design thinking is an approach to problem finding.
Together these two methods can transform your organization, and ensure every project delivers value to the business, your customers, and your own bottom-line.
Within the context of new product development(NPD), design thinking is very well suited to used in markets that are quickly changing and when user needs are uncertain.
When facing a complex challenge
When facing a human centered challenge
Prioritize features: Product managers work closely with engineers to estimate features, define requirements, and collaborate on a release plan based on the team’s capacity.
Release customer experiences: Regardless of the frequency, product managers are responsible for delivering a Complete Product Experience to customers. This involves working closely with engineering, IT, marketing, sales, and support to ensure organizational readiness.
Measure product success: Measures of success include customer engagement (such as time in product and returning users), conversion rates, and the frequency of feature updates.
Data Science Popup Austin: Conflict in Growing Data Science Organizations Domino Data Lab
Watch talk ➟ http://bit.ly/1NKPpQh
Eduardo Arino De La Rubia, VP of Product and Data Scientist in residence at Domino Data Lab talks about how to manage conflict in growing data science teams.
Week 8Business NegotiationsDiscussion Due Friday, March 20, 2.docxmelbruce90096
Week 8
Business Negotiations
Discussion: Due Friday, March 20, 2015
Review and reflect on what you learned in the past 8 weeks.
· What is the most practical and easily applied lesson you learned?
· What was the hardest to grasp? Why?
W8 Final Exam: Is due Sunday, March 22, 2015
Question 1
1. Which perspective can be used to understand different aspects of negotiation?
Economics
Psychology
Anthropology
All of these perspectives can be used to understand different aspects of negotiation.
4 points
Question 2
1. A zero-sum situation is also known by another name of a situation. Which of the following is that?
Integrative
Distributive
Win-lose
Negotiative
4 points
Question 3
1. BATNA stands for
best alternative to a negotiated agreement.
best assignment to a negotiated agreement.
best alternative to a negative agreement.
best alternative to a negative assignment.
4 points
Question 4
1. What are the two dilemmas of negotiation?
The dilemma of cost and the dilemma of profit margin
The dilemma of honesty and the dilemma of profit margin
The dilemma of trust and the dilemma of cost
The dilemma of honesty and the dilemma of trust
4 points
Question 5
1. The objective of both parties in distributive bargaining is to obtain as much of which of the following as possible?
Bargaining range
Resistance point
Target point
Bargaining mix
4 points
Question 6
1. The resistance point is established by the ____________ expected from a particular outcome, which is in turn the product of the ____________ and ____________ of an outcome.
cost, value, worth
value, worth, cost
value, cost and timeliness
cost, importance, value
4 points
Question 7
1. Good distributive bargainers will
begin negotiations with the other party with an opening offer close to their own resistance point.
ensure that there is enough room in the bargaining range to make some concessions.
accept an offer that is presented as a fait accompli.
immediately identify the other party's target point.
4 points
Question 8
1. The negotiator's basic strategy is to
get information about the opposition and its positions.
reach the final settlement as close to the other's resistance point as possible.
convince members of the other party to change their minds about their ability to achieve their own goals.
promote his or her own objectives as desirable, necessary, and inevitable.
4 points
Question 9
1. Which of the following processes is central to achieving almost all integrative agreements?
Moderating the free flow of information to ensure that each party's position is accurately stated
Exchanging information about each party's position on key issues
Emphasizing the commonalties between the parties
Searching for solutions that maximize the substantive outcome for both parties
4 points
Question 10
1. Substantive interests
are the interests that relate to the focal issues under negotiation.
are related.
Problem Solving and Making Decisions at Business OrganizationsNusaike Mufthie
The module demonstrates the ability to analyse problems and to make decisions at various types of organizational contexts. The content is carefully selected and suitable for Higher Diploma or above.
A talk by Tim Basadur and Ellen Moran PhD
Basadur Applied Innovation & Leadership Dialogues
Many companies are returning to a changed business context and need to quickly solve a range of new problems or reinvent their products and services. This is an exciting opportunity to innovate. Many fewer recognize that achieving these creative results efficiently requires an effective process, specific skills and tools, and the right blend of thinking styles working in sync with one another. When any of these are lacking, teams may struggle to innovate. To help leaders, business owners and HR professionals engage these challenges, Ellen Moran and Tim Basadur will provide an introduction to the Simplexity Method for Applied Innovation which is designed to enable teams and organizations to achieve innovative results quickly.
Session Outcomes:
• Discover the necessary elements for innovative results – The Innovative Results Equation • Learn the four creative problem-solving preferences of team members and how their way of interacting can be a facilitator or roadblock for team innovation. • Understand the four-stage innovation process to move teams through problem-finding, problem-defining, problem solving and solution implementation in a way that drives strong team alignment and commitment. • Leave with practical tools and frameworks that can immediately boost creative collaboration where you work.
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/unleashing-the-creative-potential-of-your-teams/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
This is the presentation we gave to demonstrate the Robotics Database. There were two screens: one displayed these slides and the other displayed the database.
Workshop at UXBristol by Caroline Jarrett and Francis Rowland. Builds on 'But the lightbulb has to want to change' by Steve Krug and Caroline Jarrett.
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Seven Steps to Ethical Decision Making– Step 1 Define the p.docxedgar6wallace88877
Seven Steps to Ethical Decision Making
– Step 1: Define the problem (consult PLUS filters)
– Step 2: Seek out relevant assistance, guidance and support
– Step 3: Identify alternatives
– Step 4: Evaluate the alternatives (consult PLUS filters)
– Step 5: Make the decision
– Step 6: Implement the decision
– Step 7: Evaluate the decision (consult PLUS filters)
Introduction
Organizations struggle to develop a simple set of guidelines that makes it easier for
individual employees, regardless of position or level, to be confident that his/her
decisions meet all of the competing standards for effective and ethical decision-making
used by the organization. Such a model must take into account two realities:
Every employee is called upon to make decisions in the normal course of doing
his/her job. Organizations cannot function effectively if employees are not
empowered to make decisions consistent with their positions and responsibilities.
For the decision maker to be confident in the decision’s soundness, every
decision should be tested against the organization’s policies and values,
applicable laws and regulations as well as the individual employee’s definition of
Membership Knowledge Center Resources Training & Certification
Services Events About ECI !
SIGN IN
This website uses cookies and
third party services. Settings "
OK
11/10/19, 10:28 PM
Page 1 of 9
what is right, fair, good and acceptable.
The decision making process described below has been carefully constructed to be:
Fundamentally sound based on current theories and understandings of both
decision-making processes and ethics.
Simple and straightforward enough to be easily integrated into every employee’s
thought processes.
Descriptive (detailing how ethical decision are made naturally) rather than
prescriptive (defining unnatural ways of making choices).
Why do organizations need ethical decision making?
See our special edition case study, #RespectAtWork,
to find out.
11/10/19, 10:28 PM
Page 2 of 9
Email
First Name
Last Name
SEE THE CASE STUDY.
Step 1: Define the problem
The most significant step in any decision-making process is to determine why a
decision is called for and identify the desired outcome(s). How you define a problem
shapes your understanding of its causes and where you will search for solutions.
First, explore the difference between what you expect and/or desire and the current
reality. By defining the problem in terms of outcomes, you can clearly state the
problem.
Consider this example: Tenants at an older office building are complaining that their
employees are getting angry and frustrated because there is always a long delay
getting an elevator to the lobby at rush hour. Many possible solutions exist, and all are
predicated on a particular understanding the problem:
11/10/19, 10:28 PM
Page 3 of 9
Flexible hours – so all the tenants’ employees are not at the elevators at the
same time.
Faster elevators – so each elevator can carry more peopl.
introduction to design thinking
Understanding & solving a problem:: termed as Designing
• Problem understanding: process or activities for identifying undesirable situations and desirable situations.
• Problem solving: Developing a plan with the intent of changing undesirable situations to desirable situations
• Designing involves both problem understanding and problem solving
Agile is a method to solve predefined problems, while design thinking focuses on finding the right problems to solve.
While Agile is an approach to problem solving, design thinking is an approach to problem finding.
Together these two methods can transform your organization, and ensure every project delivers value to the business, your customers, and your own bottom-line.
Within the context of new product development(NPD), design thinking is very well suited to used in markets that are quickly changing and when user needs are uncertain.
When facing a complex challenge
When facing a human centered challenge
Prioritize features: Product managers work closely with engineers to estimate features, define requirements, and collaborate on a release plan based on the team’s capacity.
Release customer experiences: Regardless of the frequency, product managers are responsible for delivering a Complete Product Experience to customers. This involves working closely with engineering, IT, marketing, sales, and support to ensure organizational readiness.
Measure product success: Measures of success include customer engagement (such as time in product and returning users), conversion rates, and the frequency of feature updates.
Data Science Popup Austin: Conflict in Growing Data Science Organizations Domino Data Lab
Watch talk ➟ http://bit.ly/1NKPpQh
Eduardo Arino De La Rubia, VP of Product and Data Scientist in residence at Domino Data Lab talks about how to manage conflict in growing data science teams.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
3. Welcome!
• What is N Square?
• Who are these people in front of you?
• Paul Carroll, Director of Programs for Ploughshares Fund
• Morgan Matthews, Program Manager + Strategist for N Square
N Square, TEDActive Workshop, March 2015
4. Agenda
Time Activity
3:00 – 3:15 • Welcome + introduction
3:15 – 3:35 • Participant introduction
Index introduction exercise
3:35 – 4:00 • Nuclear security trivial pursuit
Participants compete in teams for prizes
4:00 – 4:25 • Introduction to problem typology and problem map
concept
4:25 – 4:50 • Nuclear Issue, Human Issues
Participants explore past, present, and future personas
4:50 – 5:00 • Group Reflection and part 1 conclusion
6. ON THE INDEX CARD IN FRONT OF YOU
Name:
Where you’re from:
Finish ONE of these sentences:
Nuclear weapons are like….
Nuclear weapons are good for….
Nuclear weapons make me think of…
Introductions
N Square, TEDActive Workshop, March 2015
7. Nuclear Trivial Pursuit
• Just like Pub Trivia
• Teams of 3 to 5
• Pick Team Name
• 3 rounds of 4 questions
• Winners take all!
N Square, TEDActive Workshop, March 2015
9. I got 99 problems…
In a group of 3. Take 3 minutes and brainstorm as many problems
as you can…
Please write them on sticky notes.
Example:
My roommate never does the dishes.
The city buses never arrive on time.
N Square, TEDActive Workshop, March 2015
10. Problem Types
** The following slides on the Problem Typology have been included
with permission from Collective Invention Inc. and Jerry Talley.
11. Problem Types
Problem
Types
Problems are not all the same. A problem typology
helps us in two ways:
1. It allows us more quickly to “diagnose” the nature of
a given challenge, and
2. It helps us to work systematically to document and
then to “prescribe” best practices for addressing the
challenge
12. Problem Typing
numerous
possible futures
but an
undeniable
need for a
present
decision
Puzzles
legitimate
competing
interests requiring
negotiation and
compromise
Too Rich
overwhelming
number of
options and
only subjective
criteria
two or more
seemingly
opposing ideas
that must both
be managed;
choosing
between them
is not an option
large, complex
systems with
their own
momentum
Dilemmas
Six Types of Problems
Uncertainties Disputes Complexities
problems with
objective
criteria for
solutions
*Adapted with permission from “Problem Solving 2.0” Framework
by Jerry Talley
13. Problem Typing
numerous
possible futures
but an
undeniable
need for a
present
decision
Puzzles
legitimate
competing
interests requiring
negotiation and
compromise
Too Rich
overwhelming
number of
options and
only subjective
criteria
two or more
seemingly
opposing ideas
that must both
be managed;
choosing
between them
is not an option
large, complex
systems with
their own
momentum
Dilemmas
Six Types of Problems
Uncertainties Disputes Complexities
problems with
objective
criteria for
solutions
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley
14. Recognizing Problem Types
Building a bridge
Creating a retirement fund
Getting a person to the moon
Examples of Puzzles
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley
15. Solutions to Problem Types
Approach to Solving a Puzzle
Solution Approach:
1. Analyze the data; explore empirical nature of situation
2. Challenge your assumptions about situation, what makes it problematic, or even whether it
should be solved at all
3. Define the problem
4. Find earlier or similar versions of the problem which might provide clues for the present
situation
5. Separate areas requiring novel solutions vs. areas to apply standard solutions
6. Leverage experience, expertise, "best practices", industry standard approaches
7. Create options
8. Test solutions
9. Manage implementation
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley
16. Problem Typing
numerous
possible futures
but an
undeniable
need for a
present
decision
Puzzles
legitimate
competing
interests requiring
negotiation and
compromise
Too Rich
overwhelming
number of
options and
only subjective
criteria
two or more
seemingly
opposing ideas
that must both
be managed;
choosing
between them
is not an option
large, complex
systems with
their own
momentum
Dilemmas
Six Types of Problems
Uncertainties Disputes Complexities
problems with
objective
criteria for
solutions
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley
17. Recognizing Problem Types
Design of website
Look and feel of architectural design
Kitchen remodel
Examples of Too Rich
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley
18. Solutions to Problem Types
Approach to Exploring Problems that are Too
Rich
Solution Approach:
1. Immerse yourself in the data, in its subtlety and nuance; this step is not analytical, but more
intuitive and serendipitous
2. Bring Together diverse people and ideas
3. Expand your thinking and your options
4. Envision a successful outcome, a novel future
5. Test most promising ideas
6. Follow the energy provoked by the vision; ensure that others begin to contribute their
commitment to the change work required
7. Tell the story so that others can see the same future vision
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley
19. Problem Typing
numerous
possible futures
but an
undeniable
need for a
present
decision
Puzzles
legitimate
competing
interests requiring
negotiation and
compromise
Too Rich
overwhelming
number of
options and
only subjective
criteria
two or more
seemingly
opposing ideas
that must both
be managed;
choosing
between them
is not an option
large, complex
systems with
their own
momentum
Dilemmas
Six Types of Problems
Uncertainties Disputes Complexities
problems with
objective
criteria for
solutions
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley
20. Recognizing Problem Types
How many children will enroll in San Francisco
kindergartens in 2020?
What funding levels can we rely on as California
confronts its budget crisis?
How will social media transform the political process in
California?
Examples of Uncertainties
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley
21. Solutions to Problem Types
Approach to Planning for Uncertainties
Solution Approach:
1. Define the problem
2. Identify key variables that define relevant scenarios
3. Imagine scenarios
4. Find commonalities
5. Build indicators
6. Watch indicators
7. Monitor and react
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley
22. Problem Typing
numerous
possible futures
but an
undeniable
need for a
present
decision
Puzzles
legitimate
competing
interests requiring
negotiation and
compromise
Too Rich
overwhelming
number of
options and
only subjective
criteria
two or more
seemingly
opposing ideas
that must both
be managed;
choosing
between them
is not an option
large, complex
systems with
their own
momentum
Dilemmas
Six Types of Problems
Uncertainties Disputes Complexities
problems with
objective
criteria for
solutions
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley
23. Recognizing Problem Types
Labor and management fight over salaries, benefits, and working
conditions. Common concern: health and growth of the firm
Environmentalists, developers, and local government struggle over siting
of a new freeway. Common concern: making the locale a welcoming
place to live
Property owners and cities fight over how much development to allow
around Lake Tahoe. Common concern: preserve value of the Lake
Examples of Disputes
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley
24. Solutions to Problem Types
Approach to Resolving a Dispute
Solution Approach:
1. Create a safe forum (norms, structure, facilitation)
2. Call for candor and advocacy
3. Highlight the common interests
4. Push for the interests behind the positions
5. Demand adherence to the rules of engagement
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley
25. Problem Typing
numerous
possible futures
but an
undeniable
need for a
present
decision
Puzzles
legitimate
competing
interests requiring
negotiation and
compromise
Too Rich
overwhelming
number of
options and
only subjective
criteria
two or more
seemingly
opposing ideas
that must both
be managed;
choosing
between them
is not an option
large, complex
systems with
their own
momentum
Dilemmas
Six Types of Problems
Uncertainties Disputes Complexities
problems with
objective
criteria for
solutions
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley
26. Recognizing Problem Types
Low cost and High quality
Centralized control and Local customization
Rewarding the individual to motivate effort and
Rewarding the team to support cooperation
Examples of Dilemmas
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley
27. Solutions to Problem Types
Approach to Managing a Dilemma
Solution Approach:
1. Challenge advocates to become partners
2. Understand how goals are linked
3. Build new relationships to replace conflict with collaboration
4. Capture the process; it's even more important than the outcome
5. Design a process for experimentation and learning
6. Define early warning signs of imbalance
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley
28. Problem Typing
numerous
possible futures
but an
undeniable
need for a
present
decision
Puzzles
legitimate
competing
interests requiring
negotiation and
compromise
Too Rich
overwhelming
number of
options and
only subjective
criteria
two or more
seemingly
opposing ideas
that must both
be managed;
choosing
between them
is not an option
large, complex
systems with
their own
momentum
Dilemmas
Six Types of Problems
Uncertainties Disputes Complexities
problems with
objective
criteria for
solutions
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley
29. Recognizing Problem Types
Finding scarce talent in national labor markets
Reforming the health care system
Improving a sour organizational culture
Examples of Complexities
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley
30. Solutions to Problem Types
Approach to Living in a Complexity
Solution Approach:
1. Map the system...as best you can
2. Define the evolving entities
3. Discover how the system "learns"
4. Find the health in the system.
5. Look for the smallest, high-leverage actions
6. Enrich feedback to the system
7. Respect the power of symbolic acts
8. Learn from interactive cycles of small "nudges" to the system
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley
31. Categorize your problems…
Take 5 minutes to categorize your problems using the problem
typology framework.
N Square, TEDActive Workshop, March 2015
33. What is a Wicked Problem?
A wicked problem is a problem that is difficult or impossible to
solve because of incomplete, contradictory, and changing
requirements that are often difficult to recognize. The use of term
"wicked" here has come to denote resistance to resolution, rather
than evil. Moreover, because of complex interdependencies, the
effort to solve one aspect of a wicked problem may reveal or
create other problems.
N Square, TEDActive Workshop, March 2015
34. Wicked Problem Framework
Horst Rittel, 1972
Wicked Problems
1. No definitive formulation.
2. Problems bleed into each other.
3. Solutions can be only good or bad, not true or false.
4. Teams must literally make things up as they go along.
5. More than one explanation, each depending on perspective.
6. A symptom of another problem.
7. No definitive scientific test.
8. Trial and error tests are difficult.
9. Every wicked problem is unique.
10. Those working on wicked problems must assume responsibility for
outcomes
N Square, TEDActive Workshop, March 2015
35. Super Wicked Problem Framework
Levin, Cashole, Auld and Bernstein, Policy Sciences, 2012
Wicked Problem Framework +
11. Time is running out.
12. No central authority.
13. Those seeking to solve the problem are also causing it.
14. Present policies discount future irrationality.
N Square, TEDActive Workshop, March 2015
36. Approach to Super Wicked Problems…
Adapted from work of Dr. Jonathan Rosenhead, London School of Economics
• Get multiple perspectives.
• Use group interaction and iteration.
• Generate ownership of the problem formulation through stakeholder
participation and transparency.
• Facilitate a visual representation of the problem space for systematic
group exploration of a solution space.
• Focus on relationships between discrete alternatives.
• Use plain language to break down “tribal” boundaries and facilitate
shared understanding and meaning-making.
N Square, TEDActive Workshop, March 2015
37. Nuclear Security Problems
• Non-proliferation
• Safety and security
• Disarmament
N Square, TEDActive Workshop, March 2015
39. Nuclear Issues, Human Issues
A Persona is a fictionalized character that is a composite of many
people, a research based but fictional character - we use them
because it helps us focus on issues and characteristics that we
know that many other people share - an experience of a single
human that representative of a lot people like them.
N Square, TEDActive Workshop, March 2015
40. Reflection + Conclusion
You came here today to a session called “Imaging a world free of
nuclear weapons” – we’ve learned a little bit about the nuclear
security problem and had the chance to experience it from the
perspective of another.
What is going to stick with you about that?
What will you be thinking about before you come back on
Wednesday?
What were the most surprising things you discovered?
N Square, TEDActive Workshop, March 2015
44. Agenda
TIME ACTIVITY NOTES
12:45 – 12:50 Welcome back! Quick Overview of the day
12:50 – 1:15 Explore an area of the
problem map and
wear the expert hat
Expert Crash Course
1:15 – 1:30 Team presentations Each team presents their expert learning
1:30– 1:40 Inside the belly of the
beast
So… what’s missing?
1:40 – 2:05 Idea
generation/Opportuni
ty Identification
Reflecting on the problems on the
“problem map”, participants generate
ideas on where there might be
opportunities.
2:05 – 2:10 Place your bets If you had $2Million, what would you
invest in?
2:10 – 2:15 Closing Survey, Next Steps…
Outcomes
•Deep dive into areas of the problem map
•Brainstorm ideas and opportunities
51. Explore the Problem Map, Wear Expert Hat
• Jig Saw Exercise – ‘Rapid Learning’
• 10 MINS – Read your resource; use sticky
notes!
• 10 MINS – Share with your team “fellow
experts”
• 5 MINS – Create a creative 2 min presentation
about your topic demonstrating what you’ve
learned
N Square, TEDActive Workshop, March 2015
55. The Nuclear Family Generations
The Elders - 1940s-1960s
US, USSR/Russia, UK,
France, China
- Mature doctrines, systems,
NPT states
The Adolescents - 1970s-1990s
Israel, India, Pakistan
- immature or unknown doctrine, systems, non-NPT
The Terrible Twos
North Korea
- embryonic, opaque, left the NPT
N Square, TEDActive Workshop, March 2015
57. Idea generation/Opportunity Identification
Reflecting on your own experience and
what you’ve just heard - generate ideas on
opportunities and levers for change.
Where do you think the most promising
opportunities are? Try make them as
specific as possible.
N Square, TEDActive Workshop, March 2015
58. Idea generation/Opportunity Identification
Exe: Emerging technologies presents an
opportunity – are you talking about AI, sensor
technology, satellite imaging? And why? What is
the opportunity?
Specific exe: I think that satellite imaging is an
opportunity because the pixels per inch are
improving rapidly and can allow us to monitor
facilities around the world.
N Square, TEDActive Workshop, March 2015
59. Idea generation/Opportunity Identification
• 10 Mins to ideate as many opportunities as
you can with your group-please use sticky
notes to capture ideas
• 10 Mins: to pick and refine top 2 – write the
name of your idea on the flip chart
• 1 Min Per Team: Present back your top 2
ideas; think sales pitch for millions of dollars
N Square, TEDActive Workshop, March 2015
61. Pick Your Pony
If you had $2Million dollars – which of these
ideas would you fund?
Place your bets (dots, 1 dots represents
$1Million)
N Square, TEDActive Workshop, March 2015
62. Reflection + Conclusion
You came to this session called “Imaging a world free of nuclear
weapons” – we’ve learned a little bit about the nuclear security
problem and had the chance to experience it from the perspective
of another, and generated for new ideas on how to approach and
solve parts of the problem.
What is going to stick with you about that?
What were the most surprising things you discovered?
N Square, TEDActive Workshop, March 2015
63. Reflection + Conclusion
• We will e-mail debrief materials – including a survey,
information on how to stay engaged, and the problem typology.
Please sign up on the e-mail sheet if you didn’t register through
TED.
Contact Information:
Paul Carrol: pcarroll@ploughshares.org
Morgan Matthews: morgan@nsquarecollaborative.org
Website: www.nsquarecollaborative.org
THANK YOU!!!
N Square, TEDActive Workshop, March 2015