This document summarizes an ASQ webinar on reliably solving intractable problems. It outlines 8 principles for producing breakthroughs: 1) use divergent problem solving, 2) generate paradigm shifts, 3) agree on success criteria, 4) start with a strong commitment, 5) separate creative and analytical thinking, 6) involve stakeholders, 7) use consensus decision making, and 8) anticipate issues. It then describes a 13-step conversation process to resolve obstacles following these principles in 4 phases: establishing foundations, envisioning the future, establishing solutions, and ensuring support. The document provides tips for facilitating each step of the process.
The webinar discusses innovation and the innovation process. It defines innovation as the successful conversion of new concepts and knowledge into new products and processes that deliver new customer value. The innovation process involves 4 steps: 1) finding opportunities, 2) connecting to conceptual solutions, 3) making solutions user-friendly, and 4) getting to market. Different personality types play different roles in innovation, including creators, connectors, developers, and doers. Reliability is also an important consideration in innovation to ensure solutions work well for customers. The webinar encourages participants to get involved in their company's innovation efforts or help establish an innovation process.
Thinking Inside The Box - Systematic Inventive ThinkingNguyen Trung Tuyen
The document provides an introduction to systematic inventive thinking and innovation tools. It discusses how innovation has transformed from an optional activity in 1995 to a necessity in 2014. The document then covers various innovation tools including systematic inventive thinking, breaking functional fixedness, subtraction, multiplication, and function follows form. It provides examples of how these tools have been applied by companies to develop new products and services that better meet customer needs.
Many of today's large organisations are complex (sometimes even hostile) environments where status-quo, fire-fighting and conformity crush most chances for innovation and growth.
Like Mars, they are turning into desolate, lifeless places with seemingly little to offer humans.
But it doesn't have to end this way.
In this session, Claudio will illustrate stories, strategies, katas, workflows and tools to bring "learning streams" to the surface, dramatically accelerate the rate of change and form the conditions for teams and individuals to flourish and bring the best of their work to the world.
How to do open and front end innovation. 5 Principles. Insights & experience...Martin Malthe Borch
This document provides principles and examples for open innovation from experiences in biohacking and management consulting. It discusses 5 principles to accelerate open innovation: having integrity and passion for a vision, co-creating with humans at the center, transparency by sharing work, differentiating with unique designs, and maintaining agility. Examples discussed include biohacking, DIY science, citizen science projects, bio art, and using science fiction to envision the future. The goal is to influence culture and design the future through open participation and sharing ideas.
This document provides an introduction to agile organization concepts through several stories and models. It discusses how robustness can lead to disaster by using the example of the Titanic, and how responsiveness allows organizations to better react to unexpected changes like "black swan" events. It then presents options for organizational structures like having an organization function like an open space or like a venture capital firm. Key aspects of these models include crowd-like behavior, internal project markets to source ideas, and operating with a light governance structure. The document aims to spark discussion around emerging patterns in agile organizations.
SIT provides training and workshops to help organizations foster innovation. The document summarizes several case studies:
1) Greater Rochester Enterprises attracted investment from an Israeli company and saw the relocation of an Israeli startup after partnering with SIT.
2) A Jewish education group in New York created new youth programs applying SIT's creative thinking techniques.
3) A Colombian construction company reduced unfinished housing deals and increased profits by innovating their processes with SIT.
4) A Singaporean school applied SIT tools to create academic and social innovations like improving homework and canteen lines.
This talk describes a product ownership model practiced by leading software development firms, including Pivotal Labs. Balanced team refutes the idea that Product Managers are "mini CEOs" who unilaterally set direction, and instead leverages a cross-functional team to work more quickly and smoothly.
The webinar discusses innovation and the innovation process. It defines innovation as the successful conversion of new concepts and knowledge into new products and processes that deliver new customer value. The innovation process involves 4 steps: 1) finding opportunities, 2) connecting to conceptual solutions, 3) making solutions user-friendly, and 4) getting to market. Different personality types play different roles in innovation, including creators, connectors, developers, and doers. Reliability is also an important consideration in innovation to ensure solutions work well for customers. The webinar encourages participants to get involved in their company's innovation efforts or help establish an innovation process.
Thinking Inside The Box - Systematic Inventive ThinkingNguyen Trung Tuyen
The document provides an introduction to systematic inventive thinking and innovation tools. It discusses how innovation has transformed from an optional activity in 1995 to a necessity in 2014. The document then covers various innovation tools including systematic inventive thinking, breaking functional fixedness, subtraction, multiplication, and function follows form. It provides examples of how these tools have been applied by companies to develop new products and services that better meet customer needs.
Many of today's large organisations are complex (sometimes even hostile) environments where status-quo, fire-fighting and conformity crush most chances for innovation and growth.
Like Mars, they are turning into desolate, lifeless places with seemingly little to offer humans.
But it doesn't have to end this way.
In this session, Claudio will illustrate stories, strategies, katas, workflows and tools to bring "learning streams" to the surface, dramatically accelerate the rate of change and form the conditions for teams and individuals to flourish and bring the best of their work to the world.
How to do open and front end innovation. 5 Principles. Insights & experience...Martin Malthe Borch
This document provides principles and examples for open innovation from experiences in biohacking and management consulting. It discusses 5 principles to accelerate open innovation: having integrity and passion for a vision, co-creating with humans at the center, transparency by sharing work, differentiating with unique designs, and maintaining agility. Examples discussed include biohacking, DIY science, citizen science projects, bio art, and using science fiction to envision the future. The goal is to influence culture and design the future through open participation and sharing ideas.
This document provides an introduction to agile organization concepts through several stories and models. It discusses how robustness can lead to disaster by using the example of the Titanic, and how responsiveness allows organizations to better react to unexpected changes like "black swan" events. It then presents options for organizational structures like having an organization function like an open space or like a venture capital firm. Key aspects of these models include crowd-like behavior, internal project markets to source ideas, and operating with a light governance structure. The document aims to spark discussion around emerging patterns in agile organizations.
SIT provides training and workshops to help organizations foster innovation. The document summarizes several case studies:
1) Greater Rochester Enterprises attracted investment from an Israeli company and saw the relocation of an Israeli startup after partnering with SIT.
2) A Jewish education group in New York created new youth programs applying SIT's creative thinking techniques.
3) A Colombian construction company reduced unfinished housing deals and increased profits by innovating their processes with SIT.
4) A Singaporean school applied SIT tools to create academic and social innovations like improving homework and canteen lines.
This talk describes a product ownership model practiced by leading software development firms, including Pivotal Labs. Balanced team refutes the idea that Product Managers are "mini CEOs" who unilaterally set direction, and instead leverages a cross-functional team to work more quickly and smoothly.
Agile tales of creative customer collaborationClaudio Perrone
This document discusses strategies for successful IT project management. It covers three key areas: [1] using agile practices like short iterations and user stories to keep projects adaptive; [2] employing effective communication techniques to build trust and a shared understanding; and [3] applying deliberate creativity methods to challenge assumptions and generate new ideas. The author relates their experience turning around a failing project by implementing these strategies, which ultimately led to success.
Mike Burrows: Up and down the Deliberately Adaptive Organisation – business a...Lviv Startup Club
Mike Burrows: Up and down the Deliberately Adaptive Organisation – business agility at every scale
Global Online PMDay
Website - https://opmday.org
Youtube - https://www.youtube.com/startuplviv
FB - https://www.facebook.com/edunomicaone
Building products that are cheap,fast and good by Anand Murthy RajAgile ME
Lean Product Development developed by Toyota had some wonderful hidden secrets that have not been understood by the masses. In this talk, I would like to share you the wonderful principles that govern the concept of product development which results in building products that are cheap, fast and good (cost effective, Quick and good quality).
1) The document discusses change initiatives and why many fail, noting that 70% fail according to some sources.
2) It advocates for an incremental, evolutionary approach to change exemplified by Lean Kanban principles like starting with the current process and pursuing small, collaborative improvements over time.
3) The key messages are that change is about people, not processes; it is a never-ending journey without a clear destination; and an approach like Kanban focuses on gradual transformation through experimentation and feedback rather than disruptive, "big bang" change.
Launching a Viable Innovation Lab–A panel proposal for SXSW 2016Zachary Paradis
It seems like every corporation or agency of note has recently invested in an “innovation lab”. While many tech-inspired companies like Edison’s General Electric have had R&D facilities for a century or more, this latest incarnation is different. While still leveraging technology, today’s labs are often more focused on experience and business models than material science or raw capability development. This shift has made them appeal to a wider range of companies including retail, healthcare and financial services. This panel brings together leaders shaping and working in innovation labs within major companies and agencies to discuss their intent, best practices, and potential futures.
AO, the future of agile organisations the sap case #3Pierre E. NEIS
The document discusses agile practices for organizations, beginning with an overview of an agile tour in London. It then focuses on values that organizations should prioritize, such as agile methods, organizations, or SAP case studies. The remainder of the document provides ideas and examples for how organizations can transition to being more agile through practices related to processes, tools, infrastructure, and mindset changes.
An Introduction to the Systematic Inventive Thinking (SIT) MethodTathagat Varma
This document provides an introduction to Systematic Inventive Thinking (SIT), an innovation method that uses five thinking patterns - subtraction, division, multiplication, task unification, and attribute dependency - to generate creative ideas. These patterns help overcome cognitive biases like functional fixedness that stifle creativity. SIT adheres to principles like the path of most resistance, closed world, and function follows form. It involves defining an existing situation and then applying SIT tools to mentally manipulate the situation and visualize virtual products with novel functions.
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci ANZ
The Prosci ADKAR® Model describes the five building blocks of successful change at the individual level. In times of change - whether at home, in the community or at work - individuals need Awareness, Desire, Knowledge, Ability and Reinforcement to successfully make a change. This webinar presents the Prosci ADKAR Model and six applications of the model for change management professionals.
This is the Introduction To Lean Startup that has been presented at the Lean Startup Conference since 2012. It presents the key concepts of Lean Startup in a succinct and memorable way, with a few graphs and charts.
The document discusses how to plan and run a successful business hackathon to drive innovation, collaboration, and performance improvements within an organization, providing an agenda and activities for ideating, designing, and selecting solutions to address business problems, and examples of hackathon successes in generating ideas and funded projects.
Debunking the Change Management Buzz: ACMP 2016Tim Creasey
Debunking 5 buzzes of change management that create self-imposed traps and boundaries that limit our ability to create and lead positive change. Overview of ACMP 2016 talk by Tim Creasey, Prosci Chief Innovation Officer. Monday, May 16, 2016.
Every business should innovate - and innovation does not require coming up with earth-shattering new ideas. Innovation in business can be subtle and measured. Innovation should also be inclusive, meaning that all employees in a company should be able to give ideas on how to improve the business. Restricting innovation to a particular level of management or department is wasting potential resources that you already have - the creativity that lies hidden within your work force.
So get everyone involved and start innovating. If you don't you may just be left behind.
For more, see the full article at http://smallbusinessspot.com/how-important-is-innovation-in-business/
The document discusses the agile transformation of a contact center using four techniques: 1) A systems thinking approach to understand customer demand and sources of failure. 2) Implementing agile practices like daily stand-ups, sprint walls, and retrospectives to promote collaboration and transparency. 3) Applying lean principles like rapid experimentation, removing barriers for customers, and focusing on metrics that matter to customers. 4) Cultivating brave leadership with a servant mindset to help people improve, a coaching mindset to develop other leaders, and a vulnerability mindset to admit what is not known. The results included improved customer satisfaction, a reduction in failure demand, and increased employee engagement.
The document discusses how change ultimately happens one person at a time through their individual transitions. It argues that change management is needed to support these individual transitions in order to successfully deliver organizational results and achieve expected project outcomes and benefits. Change management involves understanding and supporting change at the granular, individual level through structured efforts rather than leaving change to chance or forcing it upon people.
Intuit faced declining customer satisfaction and hired a design director to implement a "Design for Delight" initiative. The director created a team of "innovation catalysts" to teach design thinking practices. They helped teams run experiments like observing customers and prototyping solutions. This led to successes that improved the culture and Intuit was transformed into a design-driven company, climbing out of its difficulties.
A Strategic Approach to Open Innovation - Jeffrey Phillips★ Tony Karrer
In this session, Jeffrey Phillips examines the critical questions you should ask as you establish an open innovation framework: which technologies or ideas? Which partners and how many? Which methods? By taking a strategic approach to open innovation, you’ll find the right ideas or partners more effectively, and you’ll accelerate new products to market more quickly.
Project Management vs Innovation: Friends or Foes?Tathagat Varma
My talk at IBM's ShareNet session on Project Management vs. Innovation. I explored how classical project management is ill-suited for managing innovative projects, especially Kaikaku or the Disruptive Innovation, and discussed how Lean Startup offers one such approach.
Feedback welcome...
Hundreds of protesters took to the streets in major cities to voice their opposition to high unemployment and economic instability. While some demonstrations turned unruly, most protesters peacefully expressed dissatisfaction with the government's handling of the recession through slogans and signs. Despite the unrest, officials remain committed to implementing an economic recovery package aimed at creating jobs and reviving growth.
Agile tales of creative customer collaborationClaudio Perrone
This document discusses strategies for successful IT project management. It covers three key areas: [1] using agile practices like short iterations and user stories to keep projects adaptive; [2] employing effective communication techniques to build trust and a shared understanding; and [3] applying deliberate creativity methods to challenge assumptions and generate new ideas. The author relates their experience turning around a failing project by implementing these strategies, which ultimately led to success.
Mike Burrows: Up and down the Deliberately Adaptive Organisation – business a...Lviv Startup Club
Mike Burrows: Up and down the Deliberately Adaptive Organisation – business agility at every scale
Global Online PMDay
Website - https://opmday.org
Youtube - https://www.youtube.com/startuplviv
FB - https://www.facebook.com/edunomicaone
Building products that are cheap,fast and good by Anand Murthy RajAgile ME
Lean Product Development developed by Toyota had some wonderful hidden secrets that have not been understood by the masses. In this talk, I would like to share you the wonderful principles that govern the concept of product development which results in building products that are cheap, fast and good (cost effective, Quick and good quality).
1) The document discusses change initiatives and why many fail, noting that 70% fail according to some sources.
2) It advocates for an incremental, evolutionary approach to change exemplified by Lean Kanban principles like starting with the current process and pursuing small, collaborative improvements over time.
3) The key messages are that change is about people, not processes; it is a never-ending journey without a clear destination; and an approach like Kanban focuses on gradual transformation through experimentation and feedback rather than disruptive, "big bang" change.
Launching a Viable Innovation Lab–A panel proposal for SXSW 2016Zachary Paradis
It seems like every corporation or agency of note has recently invested in an “innovation lab”. While many tech-inspired companies like Edison’s General Electric have had R&D facilities for a century or more, this latest incarnation is different. While still leveraging technology, today’s labs are often more focused on experience and business models than material science or raw capability development. This shift has made them appeal to a wider range of companies including retail, healthcare and financial services. This panel brings together leaders shaping and working in innovation labs within major companies and agencies to discuss their intent, best practices, and potential futures.
AO, the future of agile organisations the sap case #3Pierre E. NEIS
The document discusses agile practices for organizations, beginning with an overview of an agile tour in London. It then focuses on values that organizations should prioritize, such as agile methods, organizations, or SAP case studies. The remainder of the document provides ideas and examples for how organizations can transition to being more agile through practices related to processes, tools, infrastructure, and mindset changes.
An Introduction to the Systematic Inventive Thinking (SIT) MethodTathagat Varma
This document provides an introduction to Systematic Inventive Thinking (SIT), an innovation method that uses five thinking patterns - subtraction, division, multiplication, task unification, and attribute dependency - to generate creative ideas. These patterns help overcome cognitive biases like functional fixedness that stifle creativity. SIT adheres to principles like the path of most resistance, closed world, and function follows form. It involves defining an existing situation and then applying SIT tools to mentally manipulate the situation and visualize virtual products with novel functions.
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci ANZ
The Prosci ADKAR® Model describes the five building blocks of successful change at the individual level. In times of change - whether at home, in the community or at work - individuals need Awareness, Desire, Knowledge, Ability and Reinforcement to successfully make a change. This webinar presents the Prosci ADKAR Model and six applications of the model for change management professionals.
This is the Introduction To Lean Startup that has been presented at the Lean Startup Conference since 2012. It presents the key concepts of Lean Startup in a succinct and memorable way, with a few graphs and charts.
The document discusses how to plan and run a successful business hackathon to drive innovation, collaboration, and performance improvements within an organization, providing an agenda and activities for ideating, designing, and selecting solutions to address business problems, and examples of hackathon successes in generating ideas and funded projects.
Debunking the Change Management Buzz: ACMP 2016Tim Creasey
Debunking 5 buzzes of change management that create self-imposed traps and boundaries that limit our ability to create and lead positive change. Overview of ACMP 2016 talk by Tim Creasey, Prosci Chief Innovation Officer. Monday, May 16, 2016.
Every business should innovate - and innovation does not require coming up with earth-shattering new ideas. Innovation in business can be subtle and measured. Innovation should also be inclusive, meaning that all employees in a company should be able to give ideas on how to improve the business. Restricting innovation to a particular level of management or department is wasting potential resources that you already have - the creativity that lies hidden within your work force.
So get everyone involved and start innovating. If you don't you may just be left behind.
For more, see the full article at http://smallbusinessspot.com/how-important-is-innovation-in-business/
The document discusses the agile transformation of a contact center using four techniques: 1) A systems thinking approach to understand customer demand and sources of failure. 2) Implementing agile practices like daily stand-ups, sprint walls, and retrospectives to promote collaboration and transparency. 3) Applying lean principles like rapid experimentation, removing barriers for customers, and focusing on metrics that matter to customers. 4) Cultivating brave leadership with a servant mindset to help people improve, a coaching mindset to develop other leaders, and a vulnerability mindset to admit what is not known. The results included improved customer satisfaction, a reduction in failure demand, and increased employee engagement.
The document discusses how change ultimately happens one person at a time through their individual transitions. It argues that change management is needed to support these individual transitions in order to successfully deliver organizational results and achieve expected project outcomes and benefits. Change management involves understanding and supporting change at the granular, individual level through structured efforts rather than leaving change to chance or forcing it upon people.
Intuit faced declining customer satisfaction and hired a design director to implement a "Design for Delight" initiative. The director created a team of "innovation catalysts" to teach design thinking practices. They helped teams run experiments like observing customers and prototyping solutions. This led to successes that improved the culture and Intuit was transformed into a design-driven company, climbing out of its difficulties.
A Strategic Approach to Open Innovation - Jeffrey Phillips★ Tony Karrer
In this session, Jeffrey Phillips examines the critical questions you should ask as you establish an open innovation framework: which technologies or ideas? Which partners and how many? Which methods? By taking a strategic approach to open innovation, you’ll find the right ideas or partners more effectively, and you’ll accelerate new products to market more quickly.
Project Management vs Innovation: Friends or Foes?Tathagat Varma
My talk at IBM's ShareNet session on Project Management vs. Innovation. I explored how classical project management is ill-suited for managing innovative projects, especially Kaikaku or the Disruptive Innovation, and discussed how Lean Startup offers one such approach.
Feedback welcome...
Hundreds of protesters took to the streets in major cities to voice their opposition to high unemployment and economic instability. While some demonstrations turned unruly, most protesters peacefully expressed dissatisfaction with the government's handling of the recession through slogans and signs. Despite the unrest, officials remain committed to implementing an economic recovery package aimed at creating jobs and reviving growth.
Video is Hot. Your Site is Cold. Let's Fix That.dolanpro
The document contains Jeff Dolan's video bio plan template. The template includes sections for explaining one's "why", story, style, and checklist for creating a video biography. Key details include describing one's goals and obstacles, a universal story, descriptive words, fun facts, preferred environments and colors, a relatable movie scene, clothing, music, fonts, favorite quote, and elements needed for production and distribution of the video bio such as logo, metadata, equipment, director's plan, release forms, and sharing on websites and social media channels.
PREPARATION OF BRIQUETTE IN AN INNOVATIVE AND COST EFFECTIVE WAY AND ITS TEST...BIBHUTI BHUSAN SAMANTARAY
This research was conducted for a cleaner
densified biomass solid fuel to reduce the dependency on
woodland which is increasingly becoming critical due to
rural cooking. In this paper study was conducted to
determine the optimum mixing ratio of coal dust (CD) to
saw dust (SD) to produce a solid fuel-CSB (Coal Saw
Briquette). Mixing inefficiency shows starch and water are
also required for adequate strength of CSB. Objective of
the study was to investigate PHU, emission analysis and
cost factor. From research, it was concluded that CD to SD
of ratio 70:30 is suitable for production and usability.
Absence of critical particulate emission (like carbon
monoxide) and higher calorific value promotes it as an
alternative sustainable fuel in rural society. CSB not only
reduce the use of wood energy but also decreases the
statistic for premature death due to indoor air pollution
caused from cooking with biomass.
WS 1C-3 - Planning Open Streets from within City Govt. - San JoseTheOpenStreetsProject
Viva CalleSJ is a free program that closes streets in San Jose to cars and turns them into pedestrian and bike-friendly spaces. It aims to engage over 150,000 residents through multiple large-scale events. The first event in 2017 was a success due to strong community partnerships with over 60 local organizations. Organizers will continue developing the program, securing sponsors, and engaging the public to make future events even more impactful.
Marketing Consultant & Events Managerfairouzmg
The document describes the services provided by a marketing consultant and events manager. As a marketing consultant, services include creating corporate identities through developing branding and image strategies, developing new products by studying the market and recommending products, and copywriting and editing promotional materials. As an events manager, services include planning all aspects of corporate events such as award ceremonies, meetings, and product launches including choosing venues, arranging decorations, and coordinating related marketing activities like obtaining sponsors.
Increased mobile phone and internet access in Botswana has positively impacted many citizens' lives but also presents challenges. Mobile internet now exceeds fixed access due to network limitations. Batswana use mobile internet for social networking, banking, education and more. However, privacy concerns exist due to security risks when personal data is online. Local IT providers can create new services and applications to capitalize on growing mobile internet usage, which benefits many sectors if affordability and coverage barriers are addressed.
Este documento describe la evolución de los videojuegos y algunas consolas importantes. Comienza explicando cómo los juegos han sido tradicionalmente una forma de entretenimiento y educación para los niños. Luego describe cómo los videojuegos modernos incorporan nuevas tecnologías que permiten una interacción más compleja a través de programas. Menciona algunas consolas clave como Sega, Game Boy y sus versiones posteriores, y Game Boy Advance.
El experimento de Rutherford de 1911, también conocido como el experimento de la lámina de oro, mejoró el modelo atómico de Thomson al demostrar la existencia de un núcleo denso y positivo en el centro del átomo. Rutherford dirigió un experimento en el que Geiger y Marsden dispararon partículas alfa contra una delgada lámina de oro y observaron que una pequeña proporción de las partículas eran desviadas a grandes ángulos, lo que indicaba la presencia de un núcleo atómico minúsc
The document provides information for parents about Ms. Porritt's Grade 6/7 classroom including supply lists, classroom expectations, use of technology, homework policies, reading requirements, and ways parents can support their children's learning. It outlines the classroom handbook, communication methods, grading procedures, and emphasizes cooperation between teachers, students, and parents to ensure student success.
This document summarizes two proposed solutions for secure internet banking authentication - one based on short-time passwords and the other on certificates. It begins by outlining the objectives, describing common attacks on authentication like offline credential stealing and online channel breaking. It then details how each solution works, providing security against such attacks through symmetric cryptography and hardware security modules for short-time passwords and SSL/TLS sessions and browser certificates for the certificate-based approach. The document concludes that while both solutions offer high security now, certificate-based e-IDs may become a more attractive long-term solution.
Alex Clewlow is a mature undergraduate student seeking new opportunities. He has work experience at Thomas Cook Group where he developed analytical and budgeting skills. Alex is highly motivated and has experience managing ambitious goals and projects like his online business and earning an employability award. He communicates well from working on diverse teams and is proficient in German. Alex is graduating from Nottingham Trent University with a First Class Honours degree in Business Economics.
Este documento resume 10 artículos de prensa publicados el 10/11/2016 en 2 periódicos de la provincia de Gerona (Diari de Girona y El Punt Avui edición de Gerona). Los artículos tratan sobre noticias locales de las ciudades de Gerona y Figueras y fueron publicados en las secciones de local y sociedad. Cada artículo incluye información sobre la página, sección, valor publicitario, área y número de lectores.
El poema describe cómo la Tierra ha sido contaminada y destruida por la acción humana, talando árboles, envenenando aguas, incendiando bosques y emitiendo gases contaminantes sin cesar. A pesar de soportar estos malos tratos, la Tierra sigue resistiendo, aunque se pide respeto para ella y su vida, y que se tomen medidas para protegerla, de lo contrario podría sufrir convulsiones con consecuencias para la humanidad.
Reconocer, diferenciar y evaluar las clases y fuentes de riesgos que pueden encontrarse en los ambientes laborales.
Proporcionar al estudiante las herramientas e instrumentos necesarios para el análisis de los riesgos laborales. Propiciar el análisis de las medidas de intervención para el control de los riesgos ocupacionales.
Competencias:
1) O documento fornece instruções sobre o uso de um produto para o tratamento de síndromes femininas.
2) Recomenda-se usar o produto de 3 a 4 vezes por semana e aumentar a dosagem se os sintomas não desaparecerem.
3) Existem versões diferentes do produto e é importante verificar a validade e não usar versões falsificadas ou vencidas.
Este documento discute los tres tipos principales de autoestima: alta, media y baja. La autoestima alta se basa en sentimientos de capacidad y valor propios, lo que lleva a enfrentar los desafíos de manera positiva. La autoestima media depende de la opinión de los demás y puede fluctuar. La baja autoestima se caracteriza por sentimientos de inseguridad e incapacidad que conducen a evitar el éxito y concentrarse en los fracasos.
The document discusses strategic decision making and the collaborative design process. It notes that strategic decisions usually involve conversations among experts, decision makers, and stakeholders. Good strategic decision making requires knowledge of framing issues, tools, and mutual learning. Framing questions properly is important to avoid making decisions based on the wrong assumptions.
Talk given at the Dynamo 21: ‘Tech Leads the Way in a Challenging World’ event on 17 June 2021: https://www.dynamonortheast.co.uk/events/dynamo-21-tech-leads-the-way-in-a-challenging-world/
Intersection18: From a "Simple" App Challenge for Astronauts to an Enterprise...Intersection Conference
How a “simple” app implementation for a client in the Space Industry, helped our team to identify, isolate and rethink the whole procedures and communications our client had. Sometimes we focus on the tree, in this case a space rocket, and we miss the forest... in our case the galaxy. We will go through the tools used for building the app and how they unveiled pain-points and challenges within the organization itself. Sometimes we need to build a tool to explain what major changes should be faced within an enterprise.
Lead User Innovation - Club de la Innovación Costa RicaInnovare
Un surfeador creó la cámara GoPro para tomar “selfies” desde las olas. Dos emprendedores alquilaron su sala para ayudarse con la renta y así nació Airbnb. Casos como estos nos inspiraron a aprender sobre Lead User Innovation, el método del profesor del MIT Eric von Hippel.
Facilitating Ideation with External Open Collaborative CommunitiesKarla Phlypo
This presentation provides an overview of the different types of external communities. The presentation describes the role of crowdsourcing, crowdsourcing 2.0, open collaborative communities, open innovation and peer to peer communities. This content was derived from a study conducted in 2013 on Bridging enterprises and their use and facilitation of open communities of practice. You will learn about the community types, the persona most prevalent in each type of community, and tips for facilitating open collaborative communities.
Facilitating Ideation with External Open Collaborative Communities_SIKM May 2...Karla Phlypo
This presentation provides an overview of the different types of external communities. The presentation describes the role of crowdsourcing, crowdsourcing 2.0, open collaborative communities, open innovation and peer to peer communities. This content was derived from a study conducted in 2013 on Bridging enterprises and their use and facilitation of open communities of practice. You will learn about the community types, the persona most prevalent in each type of community, and tips for facilitating open collaborative communities.
Business transformation workshop feb 2014Iayn Clark
This document provides an overview of Iayn G Clark's experience in international strategic management, including a list of current and past clients from various industries such as software, plastics, food and beverage, banking, and automotive. It also lists some key concepts and models in leadership, teamwork, and strategy, including Stephen Covey's 7 Habits of Highly Effective People, John Kotter's 8 Step Change Model, Patrick Lencioni's Five Dysfunctions of a Team, and concepts around alignment, SWOT analysis, and transformational leadership. Contact information is provided at the end for International Strategic Management Limited.
The document discusses design thinking and lean innovation as approaches for problem solving and innovation. It defines design thinking as a process with stages like define, research, ideate, prototype, and implement. Lean innovation focuses on preparing by gathering customer feedback, innovating through continuous improvement, optimizing solutions, and testing concepts rapidly. Both approaches allow for identifying opportunities, quickly developing solutions with fewer resources, and applying lean processes to reduce waste and improve products incrementally. The document provides examples of how to use these approaches in a workshop setting to address problems like employee health in IT organizations.
The document summarizes the ReBoot team and The Core System developed by McCarthy Tech. The Core System consists of 11 commitments and 11 protocols that teams can follow to improve performance. It has been used to successfully improve team performance at various companies. The Core System is taught through BootCamp workshops conducted by certified trainers. Participants report significant personal and professional benefits from attending BootCamp.
The document discusses principles for solving difficult problems without reducing scope or goals. It outlines 7 principles: 1) use divergent thinking, 2) generate new perspectives by distinguishing facts from assumptions, 3) agree on clear success criteria, 4) commit to a passionately held goal, 5) separate creative from analytical thinking, 6) involve all stakeholders, and 7) use consensus-based decision making. The principles are meant to help groups overcome obstacles and achieve goals through breakthrough solutions rather than descoping projects. Case studies and examples from NASA and medical organizations are provided.
IAF Presentation Handout - Tim Dixon for SU applicationTim Dixon
This document discusses using metaphors and multimedia simulations to enhance organizational collaboration. It provides examples of two simulations - Team Everest and Shifting Sands - that address leadership, decision-making, and change management. It also outlines processes like Fist of Five and Four Directions that can support collaboration. The document recommends resources like SAGE and NASAGA for those interested in learning more about using simulations for learning.
Change Management - Stop Talking About What You Do And Start Talking About Wh...Tim Creasey
Prosci change management webinar - "stop talking about what you do and start talking about what you deliver." Delivering live twice this week - Sept 3 at 11AM EDT and Sept 4 at 4PM EDT. Register to join us: http://www.change-management.com/webinars.htm
http://www.linkedin.com/in/timcreasey/
@timcreasey
The document discusses various models and aspects of decision making, including rational and bounded rationality models. It describes steps in the decision making process like defining the problem, generating alternatives, and evaluating options. Additionally, it covers types of decisions, group decision making techniques, and factors that influence decision making effectiveness.
Building Great Innovation Challenges - 1st Edition v3GreenData.IO
What is a great innovation challenge?
Building Great Innovation Challenges answers this question along with:
- What makes innovation programs fail?
- Who is mission critical to innovation challenge program success?
- What are the steps to delivering a challenge and engaging the crowd?
- How can innovation challenges create value for my organization?
- Where can I go to participate in an innovation challenge and try this out?
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.
The document discusses different approaches to creativity, including imagination, improvement, investment, and incubation. It explains that each approach has different characteristics in terms of the speed and magnitude of ideas. The document also discusses conceptual blocks that can inhibit creative problem solving and provides techniques for overcoming these blocks to enhance creativity.
How can we help business improve their environmental performance from probl...Geovation
The document summarizes a GeoVation camp where 10 teams participated to develop ideas for helping businesses improve their environmental performance. Before the camp, a problem identification session identified 43 insights. At the camp, teams refined their ideas through activities focused on problems, solutions, and execution. Teams received support in areas like prototyping, pitching, and using Ordnance Survey data. Four teams won funding: Carbon Prophet, GeoCraft, Element Green Recycling, and Streetkleen Bio Project. Overall, participants found the camp an intense but valuable experience to develop their ideas.
Accelerated Learning Through Experimentation at Intuit | Masters of ConversionVWO
Learning about human behavior is a vital aspect of the experimentation process. You build an idea around what could be the improved digital experience that will influence the buyers to buy your service or products. And then buyers tell you what they think about your idea.
At Intuit TurboTax, the pace of learning through experiments has increased in the past few years. This acceleration in learning is attributed to 3 factors:
access to self-serve data
design principles for rapid decisions
technology for rapid prototyping
These factors are guided by well-defined innovation frameworks used at Intuit:
Customer-Driven Innovation (CDI)
Design For Delight (D4D)
Rhys Mohun and Ted Chiasson are here to talk about learning at speed at Intuit.
Similar to Reliably Solving Intractable Problems (20)
This document discusses duty cycle concepts in reliability engineering. It begins with definitions of time-based and stress-condition-based duty cycles. Time-based duty cycle is the proportion of time a system is active, while stress-condition-based duty cycle considers the level of stress applied. The document then discusses how duty cycle manifests differently across various industries and how it is used to calculate reliability, with duty cycle affecting mission time, failure mechanisms, and characteristic life. Examples are provided for hard disk drives to illustrate the effects of duty cycle on acceleration factors and mean time to failure.
The document discusses potential issues with using MTBF/MTTF as the primary reliability metric for the defense and aerospace industries. It argues that MTBF/MTTF provides an incomplete view of reliability across the entire product lifecycle and can result in overly optimistic assessments. The document proposes using an alternative metric called Bx/Lx, which specifies the life point where no more than a certain percentage (like 10%) of failures have occurred. This provides a more comprehensive view of reliability focused on early failures. Overall, the document advocates updating reliability metrics and practices to better reflect physical failure mechanisms.
This document provides an overview of a talk on thermodynamic reliability given by Dr. Alec Feinberg. The talk covers using thermodynamics and non-equilibrium thermodynamics to assess damage in systems and components. It discusses how the second law of thermodynamics can be applied to describe aging damage. Examples are provided to show calculating entropy damage and aging ratios for simple resistor aging and complex systems. The talk also discusses measuring entropy damage over time and modeling degradation paths. Overall, the document introduces the concept of using thermodynamics to assess reliability and aging in engineered systems.
This document outlines key elements for establishing a sustainable root cause analysis program. It discusses the importance of having an involved sponsor, a clear resourcing plan with defined roles and responsibilities, formal triggers for when analyses should be conducted, protocols for collecting and preserving evidence, standardized reporting, and a system for tracking action items to completion. It also emphasizes tracking the financial value of the program and conducting audits to ensure the program's sustainability over the long term (minimum of 3 years). The overall message is that root cause analysis requires a formal, long-term commitment and cultural change, not just a one-time effort, to truly solve problems and prevent their recurrence.
Dynamic vs. Traditional Probabilistic Risk Assessment Methodologies - by Huai...ASQ Reliability Division
The document compares dynamic and traditional probabilistic risk assessment methodologies. Traditional methodologies like fault trees, event sequence diagrams, and FMECA require analysts to assess possible system failures. Dynamic methodologies like Monte Carlo simulation use executable models to simulate system behavior probabilistically over time and automatically generate event sequences. Dynamic methods can address limitations of traditional approaches that rely heavily on analyst judgment.
This document discusses efficient reliability demonstration tests that can reduce sample sizes and test times compared to conventional methods. It presents principles for test time reduction using degradation measurements during testing. Methods are provided for calculating optimal test plans that minimize costs while meeting reliability requirements and risk constraints. Decision rules are given for terminating tests early based on degradation measurements and risk estimates. An example application demonstrates how the approach can significantly reduce testing costs.
This document discusses using degradation data to model reliability and predict failure times. It begins by explaining how failures can be caused by degradation over time in mechanical components and integrated circuits. Examples of degradation mechanisms like creep, fatigue, and corrosion are provided. The document then discusses using non-destructive and destructive inspection of degradation parameters to build models and predict reliability. Accelerated degradation testing is also covered as a way to quickly generate degradation data under elevated stress conditions. Overall, the document provides an overview of modeling reliability using degradation data and predicting failure times based on degradation paths.
Objectives
To provide an introduction to the statistical analysis of
failure time data
To discuss the impact of data censoring on data analysis
To demonstrate software tools for reliability data analysis
Organization
Reliability definition
Characteristics of reliability data
Statistical analysis of censored reliability data
Objectives
To understand Weibull distribution
To be able to use Weibull plot for failure time analysis and
diagnosis
To be able to use software to do data analysis
Organization
Distribution model
Parameter estimation
Regression analysis
With the increase in global competition, more and more costumers consider reliability as one of their primary deciding factors, when purchasing new products. Several companies have invested in developing their own Design for Reliability (DFR) processes and roadmaps in order to be able to meet those requirements and compete in today’s market. This presentation will describe the DFR roadmap and how to effectively use it to ensure the success of the reliability program by focusing on the following DFR elements.
Improved QFN Reliability Process by John Ganjei. John will talk about the improvements in the reliability process in this webinar.
It is free to attend - see www.reliabilitycalendar.org/webinars/ to register for upcoming events.
Data Acquisition: A Key Challenge for Quality and Reliability ImprovementASQ Reliability Division
The document discusses challenges with data acquisition for quality and reliability analysis. It presents a 5-step process called DEUPM for targeted data acquisition: 1) Define the problem, 2) Evaluate existing data, 3) Understand data acquisition opportunities and limitations, 4) Plan data acquisition and analysis, 5) Monitor, clean data, analyze and validate. An example of using this process to validate the reliability of a new washing machine design within 6 months is provided to illustrate the steps. The process aims to ensure data acquisition is disciplined and sufficient to answer reliability questions.
The document discusses applying Failure Mode and Effects Criticality Analysis (FMECA) to software engineering. It describes FMECA as a structured method to anticipate failures and their causes. The document outlines how FMECA was originally used in industries like aerospace and nuclear engineering but has expanded to other domains. It then discusses applying FMECA at different levels of a software project, from requirements to architecture to design to code. The document advocates an "enlightened approach" to using FMECA across all representations and abstractions of software.
Astr2013 tutorial by mike silverman of ops a la carte 40 years of halt, wha...ASQ Reliability Division
This document summarizes a presentation titled "40 Years of HALT: What Have We Learned?" by Mike Silverman. The presentation discusses the evolution of Highly Accelerated Life Testing (HALT) over the past 40 years, including what HALT is and is not, basic HALT methodology, links between HALT and design for reliability, new advances in HALT, current adoption rates of HALT, and the future of HALT. The presentation aims to share lessons learned from thousands of engineers who have used HALT techniques over the past 40 years to improve product design and reliability.
Comparing Individual Reliability to Population Reliability for Aging SystemsASQ Reliability Division
This document discusses the differences between individual reliability (IndRel) and population reliability (PopRel) for aging systems. IndRel provides the reliability of a single system at a given age, while PopRel provides the probability that a randomly selected system from a population will work at a given time, taking into account the age distribution of systems in the population. The document outlines methods to estimate both IndRel and PopRel, including using Weibull and probit models on failure data. Examples are provided to demonstrate estimating IndRel and PopRel for projects using different statistical models and failure data.
This document summarizes a webinar on cost-optimized reliability test planning and decision-making through Bayesian methods. The webinar covered:
1. A brief review of Bayesian statistics and how it allows incorporating prior knowledge to optimize test planning.
2. Examples of how Bayesian methods can reduce required sample sizes for reliability testing compared to classical methods.
3. How Bayesian analysis allows improved comparative reliability decision-making between systems by properly accounting for relative failure rates.
The webinar provided specific examples of applying Bayesian priors and posteriors to reliability testing problems to reduce testing time and costs while maintaining or improving reliability assessment.
This document discusses planning effective reliability demonstration tests. It introduces stress-strength inference (SSI) as a concept that can help design reliability tests that are more efficient. SSI considers the relationship between stress applied during testing versus actual use conditions. It can help shorten test duration and reduce sample size needed while still demonstrating the required reliability. The document provides examples of how accelerated life testing, composite overload success runs, and fatigue testing can incorporate SSI to make reliability testing more practical and informative.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
2. Webinar Series
• Next Sessions
English series
Thursday, May 8, 2014
TOPIC: Root Cause Analysis – Apollo Method
BY: Kevin Stewart
Thursday, June 12, 2014
TOPIC: Thermodynamic Reliability
BY: Dr. Alec Feinberg
Chinese Series
TBD
Spanish Series
TBD
4. 2014 Workshop on Accelerated Stress Testing & Reliability
CALL FOR PAPERS
SUBMIT YOUR ABSTRACT TODAY!
Submit online at ieee-astr.org
DEADLINE 30 APRIL 2014!
“Delivering assured product reliability in today's economy”
September 10-12, 2014 (St. Paul, MN)
$500 Best Paper Award Offered!
We invite presentations on the following topics:
* Reliability in Design
* Accelerated testing for design improvement
* Integration of design modeling, analysis and accelerated testing
* Accelerated testing within a lean culture
* Accelerated testing of complex, safety-critical systems
* Accelerated testing for aging systems* Highly Accelerated Life Testing / Highly Accelerated Limit Testing (HALT)
Please provide abstracts of no more than 300 words, describing your work, its value, context and relevance
to the ASTR theme and topics.
5. Announcements
We are looking volunteers to support the following programs:
Webinars
Social Media activists
The Reliability Calendar
Websites
And other programs
Discussion groups (ASQ forums & Linkedin)
We invite you to join our ranks as a member
visit www.ASQ.ORG/membership
Questions, comments, suggestions, or desire to volunteer
or presenter, please contact: chair@asqrd.org
7. Today’s Speakers
IVAN M. ROSENBERG, the President and CEO of Frontier
Associates, Inc., has over 30 years experience as a
management consultant and change agent. He supports
leaders who are committed to achieving breakthrough results
in organizational performance, such as sales, efficiency, and
profitability results far beyond what might be predictable by
past performance (300% improvements are not
uncommon). His engagements have included breakthrough
problem solving, strategic planning, conflict resolution,
executive coaching, and helping to create organization
cultures that support change initiatives and mergers.
8. (c) 2014 Frontier Associates, Inc. 8
Reliably Solving Intractable
Problems
Ivan M. Rosenberg
Frontier Associates, Inc.
Valley Village, California
April 10, 2014
9. (c) 2014 Frontier Associates, Inc. 9
The world that we have
made as a result of the
level of thinking we have
done thus far creates
problems that we cannot
solve at the same level
at which we created
them.
- Albert Einstein
10. (c) 2014 Frontier Associates, Inc. 10
Problems – What are they?
What makes something a “problem”?
Something that is not going according to
plan…
An interruption…
An obstacle…
They are all interpretations
Something doesn’t match the picture
in my head about the way it “should”
be – and therefore, there is
something wrong…with me, them, or
“it”
11. Change of Terms
“Problems” => “Obstacles”
Solving Intractable Problems =>
Producing Breakthroughs
(c) 2014 Frontier Associates, Inc. 11
12. (c) 2008 Frontier Associates, Inc. 12
Past Results
After 38% budget cut, in 17 hours
produced Starlight Mission design
that was better than the original.
In 6 months reduced hospital six
month deficit from projected $13M
to $2.3M
In 5 months reduced medical claims
processing time from max of 35 days
to max of 10 days
13. (c) 2014 Frontier Associates, Inc. 13
Reliably Producing
Breakthroughs
Eight Principles for
Producing Breakthroughs
Outline of the Conversation
Resources and Next Steps
14. (c) 2014 Frontier Associates, Inc. 14
Reliably Producing
Breakthroughs
Eight Principles for
Producing Breakthroughs
Outline of the Conversation
Resources and Next Steps
15. (c) 2014 Frontier Associates, Inc. 15
Two Phases to Resolving an
Obstacle
1. Figure Out How to Resolve
Obstacle: Develop one or more
feasible solution methods and select
one or more.
2. Resolve the Obstacle:
Execute selected solution methods
until the solution is realized.
This is the issue
for breakthroughs
16. (c) 2014 Frontier Associates, Inc. 16
Convergent vs. Divergent
Obstacles
Convergent Obstacles: as
you study them they get
simpler to resolve.
Divergent Obstacles: as you
study them they get more
complex and more difficult
to resolve.
17. (c) 2014 Frontier Associates, Inc. 17
Convergent vs. Divergent
Obstacles
We have been taught to approach ALL
problems as if they were convergent, and
thus we always study every problem first.
For divergent problems, studying and
analysis only makes the problem worse.
Divergent problems, i.e., those that
require a breakthrough, require a
different process.
18. (c) 2014 Frontier Associates, Inc. 18
Convergent Obstacles
Paradigms
(The Box)
X
Solution
19. (c) 2014 Frontier Associates, Inc. 19
Divergent Obstacles
Paradigms
(The Box)
X
Solution
20. (c) 2014 Frontier Associates, Inc. 20
First Principle
Apply the method appropriate to the
type of obstacle you are facing.
Don’t apply convergent methods to
divergent obstacles.
21. (c) 2014 Frontier Associates, Inc. 21
Process for
Producing Breakthroughs
The Truth
(A Paradigm)
Occurs as Fact
a truth
(An Assumption)
Other Assumptions
A Solution
(A Breakthrough)
22. (c) 2014 Frontier Associates, Inc. 22
Second Principle
Generate a paradigm shift by
distinguishing facts from assumptions
(interpretations, opinions).
23. Typical Approach to Solving
Problems (From Present)
(c) 2014 Frontier Associates, Inc. 23
Obstacle
Solutions
Revised
Goal
Original
Goal
24. Proposed Approach to Resolving
Obstacles (From Future)
24(c) 2014 Frontier Associates, Inc.
GoalObstacle
25. (c) 2014 Frontier Associates, Inc. 25
Third Principle
All participants agree on Success
Criteria (the real Goal) expressed in
objective, measurable terms.
26. Proposed Approach to Resolving
Obstacles (From Future)
26(c) 2014 Frontier Associates, Inc.
Commitment
GoalObstacle
27. (c) 2014 Frontier Associates, Inc. 27
Actions, Goals, and
Commitments
An action is a movement, something
that is happening
A goal is a condition that someone
intends to be true by a specific time
in the future
A commitment is a state of being
emotionally impelled
28. (c) 2014 Frontier Associates, Inc. 28
Fourth Principle
Start with a Commitment for which the
group has an unquenchable passion.
29. (c) 2014 Frontier Associates, Inc. 29
The Fundamental Human
Commitment
To survive
Physically
After death, to leave a legacy
“To make a difference with my life.”
30. (c) 2014 Frontier Associates, Inc. 30
The Purpose of Organizations
The one and only purpose
of an organization is to
give people the opportunity
to experience making a
bigger difference than
they could as individuals.
The difference an
organization was created
to make is called its vision.
31. (c) 2014 Frontier Associates, Inc. 31
Organizational Visions
A world in which all children have a
safe, loving and permanent family.
A world of good health and nutrition
for all.
Building a world where young people
reject tobacco, and anyone can quit.
A safe and clean environment for all
generations.
A world in which space enhances the
human experience for all.
32. (c) 2014 Frontier Associates, Inc. 32
Example Commitments for the
Breakthrough Process
Forward the search for life
elsewhere.
Everyone who works here
experiences being fully appreciated.
Produce a breakthrough in cost and
schedule for the company’s projects.
It’s the right thing to do.
34. Proposed Approach to Resolving
Obstacles (From Future)
34(c) 2014 Frontier Associates, Inc.
Commitment
GoalObstacle
Breakthrough
35. (c) 2014 Frontier Associates, Inc. 35
Fifth Principle
Separate creative thinking from
feasibility analysis.
Work from the future (the Goal)
backwards
Ask “How did we do it?”
Any answer is OK. Does not have to be
feasible (it’s good if some are clearly not).
36. (c) 2014 Frontier Associates, Inc. 36
Participants
Typically, managers
meet to solve
problems.
Even if they produce a breakthrough
idea, it lacks buy-in and ownership by
those who typically have to implement
the idea.
37. (c) 2014 Frontier Associates, Inc. 37
Sixth Principle
Involve all stakeholders in the obstacle
resolution process.
38. (c) 2014 Frontier Associates, Inc. 38
Group Decision-Making
Methods groups typically use for
making decisions:
Majority vote
Last man standing
Autocratic
Compromise
Other
39. (c) 2014 Frontier Associates, Inc. 39
Seventh Principle for
Producing Breakthroughs
Use consensus for group decision-
making.
40. (c) 2014 Frontier Associates, Inc. 40
Requirements to Use Consensus
Participants prefer a solution to the
status-quo
Owner trusts the group to come up
with a better solution
Group gains experience with
consensus
Skilled, neutral facilitator
41. (c) 2014 Frontier Associates, Inc. 41
Eighth Principle
Anticipate what could go wrong.
In advance: What might prevent
people from keeping their promises?
Follow-up: How to know if promise
was kept or not, and what to do as a
result?
42. (c) 2014 Frontier Associates, Inc. 42
Eight Principles for
Producing Breakthroughs
1. Use divergent problem-solving methods
2. Generate paradigm shifts by distinguishing
facts from assumptions
3. Agree on the real Success Criteria
4. Start with a Commitment for which the group
has an unquenchable passion
5. Separate creative thinking from analysis -
work backwards from the future
6. Involve all stakeholders
7. Use consensus for decision-making
8. Anticipate what could go wrong.
43. (c) 2014 Frontier Associates, Inc. 43
Conversation for
Resolving Obstacles
Eight Principles for
Producing Breakthroughs
Outline of the Conversation
Resources and Next Steps
44. (c) 2014 Frontier Associates, Inc. 44
Characteristics of the
Conversation
13 specific clear steps.
Typical Total Meeting Times: 30 min
(easy) to 20 hours (tough).
No special attributes needed to
facilitate, but does require training.
Highly reliable (>95% success).
Makes intuitive sense to most people.
Participants do not have to understand
the process.
45. (c) 2014 Frontier Associates, Inc. 45
The Process
Phase 1: Establish Foundation for
the Process
Phase 2: Get into the Future
Phase 3: Establish a Solution from
the Future
Phase 4: Support the Solution
46. (c) 2014 Frontier Associates, Inc. 46
Phase 1: Establish Foundation
1. Briefly Specify the Situation
2. Validate there is an Obstacle
3. Establish Process Guidelines
4. Establish Success Criteria for the
Process
47. (c) 2014 Frontier Associates, Inc. 47
Phase 2: Get into the Future
5. List Interpretations
6. List Facts
7. Create a Commitment
48. (c) 2014 Frontier Associates, Inc. 48
Phase 3: Establish a Solution
8. Create Possible Solutions
9. Analyze Feasibility
10.Establish Promises for Actions and
Accountability
49. (c) 2014 Frontier Associates, Inc. 49
Phase 4: Support the Solution
11. Resolve Potential Obstacles to
Promises
12. Establish Follow-Up Mechanism
• If Promises Kept
• If Promises Not Kept
13. Acknowledge and Appreciate
50. (c) 2014 Frontier Associates, Inc. 50
The Process
Phase 1: Establish Foundation for
the Process
Phase 2: Get into the Future
Phase 3: Establish a Solution from
the Future
Phase 4: Support the Solution
51. (c) 2014 Frontier Associates, Inc. 51
Very Briefly (1 or 2 sentences)
Avoid adding “assumptions” or
speaking in a controversial manner
Tips:
1. Briefly Specify Situation
52. (c) 2014 Frontier Associates, Inc. 52
No observers – all participants must
have an interest in the obstacle
being resolved (problem being
solved).
Insure that all participants don’t
want the predictable future and/or
the future to be like the present.
Tips:
2. Validate There Is An Obstacle
53. (c) 2014 Frontier Associates, Inc. 53
Very briefly, not a big deal.
Use consensus for decision-making
End: When is consensus on
guidelines.
Tips:
3. Establish Process Guidelines
54. (c) 2014 Frontier Associates, Inc. 54
“If this problem were successfully
resolved, what would be the
characteristics of the solution?”
Specific, objective, measurable and
in time.
These criteria are used during the
Analysis of Feasibility step.
End: When there is consensus on a
set of criteria.
Tips:
4. Establish Success Criteria
55. (c) 2014 Frontier Associates, Inc. 55
The Process
Phase 1: Establish Foundation for
the Process
Phase 2: Get into the Future
Phase 3: Establish a Solution from
the Future
Phase 4: Support the Solution
56. (c) 2014 Frontier Associates, Inc. 56
Attitudes, beliefs, feelings,
opinions.
Anything anyone says is OK.
No discussion.
In headline form (5-10 words).
End: When there is nothing more to
be added.
Tips:
5. List Interpretations
57. (c) 2014 Frontier Associates, Inc. 57
Criteria to be a Fact:
Is “video-tape’able” AND
Everyone in conversation agrees is true
Otherwise is interpretation.
Be very rigorous (This is a crucial step).
Put Facts and Interpretations on separate
sheets.
End: When participants see their own
interpretations as interpretations and not
facts (can see outside the box).
Tips:
6. List Facts
58. (c) 2014 Frontier Associates, Inc. 58
The “why” behind the Goal.
Is not a new promise or goal.
“Outsiders” are not a consideration.
Process: gather suggestions, narrow
down to one that everyone agrees on,
the one with the most “power”.
End: When the group has selected a
single commitment.
Tips:
7. Create A Commitment
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The Process
Phase 1: Establish Foundation for
the Process
Phase 2: Get into the Future
Phase 3: Establish a Solution from
the Future
Phase 4: Support the Solution
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“What are all the possible ways we
could have used to fulfill the success
criteria?”
Typically use brainstorming process.
Anything anyone says is OK; speak in
headline form; no discussion.
End: When the “popcorn” stops
popping.
Tips:
8. Create Possible Solutions
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Select some possibilities and analyze their
feasibility and desirability using the
Success Criteria.
Lots of different methods available, e.g.,
affinity grouping, ranking.
May involve “off-line” analysis by
subgroups.
End: When the group has reached
consensus and is ready to move into
action.
Tips:
9. Analyze Feasibility
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Select one or more solutions.
Establish promises to get into action.
A promise = who, what, by when
End: When are sufficient promises
to implement the solution, i.e.,
“Does everyone agree that the
proposed Action Plan will inevitably
produce the Success Criteria and is
feasible?”
Tips: 10. Establish Promises for
Action and Accountability
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The Process
Phase 1: Establish Foundation for
the Process
Phase 2: Get into the Future
Phase 3: Establish a Solution from
the Future
Phase 4: Support the Solution
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For each promise, ask: “What could
happen that might keep you from
keeping your promise?”
End: When all obstacles resolved and
promisers are confident of their
ability to keep their promises.
Tips: 11. Resolve Potential
Obstacles to Promises
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For each promise:
How will the group know if the
promise was kept or not?
What will be done when the promise
is kept (how will next steps be
determined)?
What will be done if the promise is
not kept?
Tips:
12. Establish Follow-up Mechanism
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Acknowledge:
Explicitly get agreement that the
obstacle has been resolved.
Recognize contributions that people
have made.
Recognize what has been learned.
Appreciate: thank people for their
courage, commitment, etc.
Tips:
13. Acknowledge and Appreciate
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Conversation for
Resolving Obstacles
Eight Principles for
Producing Breakthroughs
Outline of the Conversation
Resources and Next Steps
68. Available Literature
Copies of the webinar slides.
“Reliably Producing Breakthroughs”
“Producing Results #12: Problems with
Problem-Solving”
“Producing Results #13: Seven Principles
for Producing Breakthroughs”
“Producing Results #14: Process for
Producing Breakthroughs”
(c) 2014 Frontier Associates, Inc. 68
69. Available Literature
“Effective Meetings #7: Consensus -
Creativity and Win-Win”
“Effective Meetings #8: Effectively Using
Consensus”
For copies and/or access to the Frontier
Associates’ On-Line Library contact:
irosenberg@frontier-assoc.com
(c) 2014 Frontier Associates, Inc. 69
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Get Experience
Practice with 5 or less people with a
common issue (versus holding different
positions).
Be coaches for each other in real time.
Available through Frontier Associates:
Watch an experienced facilitator resolve
a real problem.
Get formal training.
71. (c) 2014 Frontier Associates, Inc. 71
Reliably Solving Intractable
Problems
Ivan M. Rosenberg
Frontier Associates, Inc.
4804 Laurel Canyon Blvd., Suite 804
Valley Village, CA 91607
818-505-9915
irosenberg@frontier-assoc.com
www.frontier-assoc.com