problem diagnostics - q & a
DESCRIPTION
Using both Critical and Creative Thinking benefits the Problem Solver. Also includes how to prevent the failures of most decision processes.TRANSCRIPT
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Diagnosing Problems
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Leader
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Good Problem Solvers know
Types of Thinking they need
Breakthrough
Incremental
How much time they have
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2 Types of Thinking Needed
Reproductive Thinking:
Valuable when Consequences of
failure are high (Incremental).
Productive Thinking:
Valuable when Consequences of
failure are low (Breakthrough)
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Creative Thinking (Breakthrough)
is separate from
Critical Thinking (Incremental)
Overarching Principles
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Productive Thinking
Creative Thinking:
Generative
Non – Judgmental
Expansive
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Reproductive Thinking
Critical Thinking:
Analytical
Judgmental
Selective
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LEAN THINKING IS REPRODUCTIVE
Lean Thinking
Perceive a Problem
Pick a Solution
Do Something
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LEAN THINKING IS REPRODUCTIVE
Kaizen has limits:
Incremental improvements produce
learned thoughts
Will achieve predictable results
Viewed from sum of parts
(Breakdown Problem)
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Reproductive Thinking Model
Initial Problem Perception
Clarify the Problem
Locate the Point of Concern
Investigation of Root Cause
Countermeasures
Evaluate
Standardize
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Reproductive Thinking Model
Initial Problem Perception
Clarify the Problem
Locate the Point of Concern
Investigation of Root Cause
Countermeasures
Evaluate
Standardize
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Reproductive Thinking Model
Initial Problem Perception
Clarify the Problem
Locate the Point of Concern
Investigation of Root Cause
Countermeasures
Evaluate
Standardize
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Team: Date:
Title/Theme:
Background/Definition:
Current Conditions:
Target:
Determine Cause/Analysis:
Countermeasures:
Implementation:
Follow-up:
A3 LEAN THINKING
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Based on Scientific
Experimentation
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Productive Thinking
Creative Thinking:
Generative
Non – Judgmental
Expansive
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You need Productive Thinking
Tenkaizen is needed:
Means good revolution
Rather than reproduce old, produces
new
Coping with change and creating
change
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Successful Productive Thinking
Requires you to stay in the Question:
Okay with Ambiguous
Okay with Uncertainty
Okay with not Knowing
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Productive Thinking Model
What’s going on?
What’s success
What’s the question?
Generate Answers
Forge the Solution
Align resources
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Theory: What’s going on?
•Listing
•Clustering
What's the
itch?
•Concern
•Priority
What's the
impact?
•Know
•Wonder
What's the
information?
•Were you & others stand
•Whose most important
Who's
Involved?
• It would be great
• I wish, If only
What's the
vision?
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Theory: What’s success?
• Influence, Importance,
Imagination
Target
Future
•What do you want it to do
•What to avoid
•Resources & Limits
•Measurable Targets &
Nonnegotiable elements
DRIVE
Develop a success criteria
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Theory: What’s the question? •How might I
•How might we
•Need the right ? to get
right answer
Phrase each
problem as a
question
•Advantages
• Impediments
•Maybes
AIM
•Cull (Review, Separate)
•Cluster
•Combine
•Clarify
•Choose
C5 -
Converging to
get Question
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Theory: Generate Answers
•How else might I
•How else might we
List a long
list of
answers
Think from other
perspectives
•Cull (Review, Separate)
•Cluster
•Combine
•Clarify
•Choose
Use the C5
method
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Theory: Forge the Solution
Evaluate
Comparison
Refine
•Evaluate each idea against
•+ - not numbers
Use success
Criteria
•Don't Fossilize
•Revaluate criteria Problems
•Positives & Objections
•What else
•Enhancements & Remedies
POWER up
solution
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Theory: Align resources
•List Action Steps
• Identify missing steps
• Identify People
•Assign steps to people
Put in order
Identify and record outcomes
•Kanban board
•Calendar Great Wall of Time
•Energy
•Funds
•Expertise
•Conditions
EFFECT
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Productive Thinking Model
What’s going on?
What’s success
What’s the question?
Generate Answers
Forge the Solution
Align resources
“All models are wrong. Some are useful!” - George Box
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What’s the Death of a Decision?
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Poorly Managed Time….
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Productive Thinking Model
What’s going on?
What’s success
What’s the question?
Generate Answers
Forge the Solution
Align resources
No matter where you are or how much time you have!
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Productive Thinking Model
What’s going on?
What’s success
What’s the question?
Generate Answers
Forge the Solution
Align resources
50%
30%
20%
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Reproductive Thinking Model
Initial Problem Perception
Clarify the Problem
Locate the Point of Concern
Investigation of Root Cause
Countermeasures
Evaluate
Standardize
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Reproductive Thinking Model
Initial Problem Perception
Clarify the Problem
Locate the Point of Concern
Investigation of Root Cause
Countermeasures
Evaluate
Standardize
50%
30%
20%
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Manage Time, Manage Decisions
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References
Think Better by Tim Hurson
The A3 Workbook by Dan Matthews
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