Reliably Solving Intractable Problems

ASQ RD Webinar Series:
Reliably Solving Intractable Problems
by Ivan M. Rosenberg
ASQ Reliability Division
English Language Webinar Series
©2014 ASQ & Presentation ©2014 Ivan M. Rosenberg,

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Thursday, May 8, 2014
TOPIC: Root Cause Analysis – Apollo Method
BY: Kevin Stewart
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2014 Workshop on Accelerated Stress Testing & Reliability
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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.

(c) 2014 Frontier Associates, Inc. 8
Reliably Solving Intractable
Problems
Ivan M. Rosenberg
Frontier Associates, Inc.
Valley Village, California
April 10, 2014

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

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”

Change of Terms
“Problems” => “Obstacles”
Solving Intractable Problems =>
Producing Breakthroughs

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

Reliably Producing
Breakthroughs
Eight Principles for
Outline of the Conversation
Resources and Next Steps

Reliably Producing
Breakthroughs

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

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.

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.

Convergent Obstacles
Paradigms
(The Box)
X
Solution

Divergent Obstacles
Paradigms
(The Box)
X
Solution

First Principle
Apply the method appropriate to the
type of obstacle you are facing.
 Don’t apply convergent methods to
divergent obstacles.

Process for
The Truth
(A Paradigm)
Occurs as Fact
a truth
(An Assumption)
Other Assumptions
A Solution
(A Breakthrough)

Second Principle
Generate a paradigm shift by
distinguishing facts from assumptions
(interpretations, opinions).

Typical Approach to Solving
Problems (From Present)
Obstacle
Solutions
Revised
Goal
Original
Goal

Proposed Approach to Resolving
Obstacles (From Future)
24(c) 2014 Frontier Associates, Inc.
GoalObstacle

Third Principle
All participants agree on Success
Criteria (the real Goal) expressed in
objective, measurable terms.

Commitment
GoalObstacle

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

Fourth Principle
Start with a Commitment for which the
group has an unquenchable passion.

The Fundamental Human
Commitment
To survive
 Physically
 After death, to leave a legacy
“To make a difference with my life.”

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.

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.

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.

It’s Only a Flesh Wound

Commitment
GoalObstacle
Breakthrough

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).

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.

Sixth Principle
Involve all stakeholders in the obstacle
resolution process.

Group Decision-Making
Methods groups typically use for
making decisions:
 Majority vote
 Last man standing
 Autocratic
 Compromise
 Other

Seventh Principle for
Use consensus for group decision-
making.

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

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?

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.

Conversation for
Resolving Obstacles

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.

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

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

5. List Interpretations
6. List Facts
7. Create a Commitment

Phase 3: Establish a Solution
8. Create Possible Solutions
9. Analyze Feasibility
10.Establish Promises for Actions and
Accountability

11. Resolve Potential Obstacles to
Promises
12. Establish Follow-Up Mechanism
• If Promises Kept
• If Promises Not Kept
13. Acknowledge and Appreciate

The Process
the Process
the Future

Very Briefly (1 or 2 sentences)
Avoid adding “assumptions” or
speaking in a controversial manner
Tips:
1. Briefly Specify Situation

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

Very briefly, not a big deal.
Use consensus for decision-making
End: When is consensus on
guidelines.
Tips:
3. Establish Process Guidelines

“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

The Process
the Process
the Future

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

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

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

The Process
the Process
the Future

“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

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

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

The Process
the Process
the Future

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

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

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

Conversation for
Resolving Obstacles

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”

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

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.

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

Reliably Solving Intractable Problems

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