001 Wholebrain Problem Solving Slides

Welcome to Welcome to Whole-brain problem-Whole-brain problem-

solvingsolving

Alan BarkerAlan Barker

Kairos Training LimitedKairos Training Limited

Problems cannot be solved by thinking Problems cannot be solved by thinking within the framework in which the within the framework in which the problems were created.problems were created.

Albert EinsteinAlbert Einstein

Whole-brain problem-Whole-brain problem-solvingsolving

This presentation summarizes the first This presentation summarizes the first part of a training course. part of a training course.

Further modules in the course are Further modules in the course are indicated at the end of this indicated at the end of this presentation.presentation.

What is a problem?What is a problem?

Answer this question on flipchart Answer this question on flipchart paper, in as many ways as possible – paper, in as many ways as possible – without using wordswithout using words

You know you’ve got a You know you’ve got a problem when:problem when:

you want to do something, but you you want to do something, but you don’t know what to dodon’t know what to do

Problem-solving: two Problem-solving: two approachesapproaches

TraditionalTraditional

Problem: something Problem: something is notis not

as it as it should beshould be

Solution: a ‘fix’ that Solution: a ‘fix’ that staysstays

fixed fixed

Whole-brainWhole-brain

Problem: we are stuckProblem: we are stuck

Solution: moving; Solution: moving; becomingbecoming

‘ ‘unstuck’;unstuck’; a course of a course of

actionaction

Problem-solving: two Problem-solving: two approachesapproaches

TraditionalTraditionalWhat’s the problem?What’s the problem?What’s the cause?What’s the cause?Why? (five times)Why? (five times)What’s in the way?What’s in the way?How do we put it right?How do we put it right?What can we measure?What can we measure?How do we break the How do we break the

problem into problem into manageable parts?manageable parts?

Whole-brainWhole-brain

What do I want to What do I want to achieve?achieve?

What if…?What if…?What if the problem What if the problem

were a solution?were a solution?Why not?Why not?What else could we do?What else could we do?What rules can we What rules can we

break?break?What is the problem What is the problem

like?like?

Who owns the problem?Who owns the problem? Problems without owners tend to become Problems without owners tend to become

unmade decisions.unmade decisions. Somebody has to be responsible for tackling the Somebody has to be responsible for tackling the

problem. problem. The problem owner:

defines the problem at the outset;decides how to think about it;chooses the course of action to tackle it; andcommits to dealing with it.

Is it your problem?Is it your problem?

Everybody’s responsibility has Everybody’s responsibility has boundaries.boundaries.

It’s counter-productive to try taking It’s counter-productive to try taking

responsibility for problems that we responsibility for problems that we have no authority to manage.have no authority to manage.

Where is the problem?Where is the problem?

Circleof

Influence

Two stages of thinkingTwo stages of thinkingrealit

y

1Perception

sensation; intuition

Representation: language, models, images

2 Judgement

reasonevaluation

Action

Two stages of thinkingTwo stages of thinking

We do first-stage thinking to work out We do first-stage thinking to work out

what we are thinking aboutwhat we are thinking about..

We do second-stage thinking to work We do second-stage thinking to work out out

what to do about itwhat to do about it..


Perception determines what we know.Perception determines what we know.

Judgement determines what we know Judgement determines what we know about what we know.about what we know.

First-stage thinkingFirst-stage thinking

First-stage thinking uses perception: First-stage thinking uses perception: the five senses, and intuition (our the five senses, and intuition (our sixth sense, or perception using the sixth sense, or perception using the unconscious).unconscious).

RepresentationRepresentation

The output of first-stage thinking is The output of first-stage thinking is language.language.

= dog

Second-stage thinkingSecond-stage thinking

Second-stage thinking uses Second-stage thinking uses judgement: reason and evaluation.judgement: reason and evaluation.

Second-stage thinking manipulates Second-stage thinking manipulates language to reach its conclusions.language to reach its conclusions.

The dog is healthy. The dog is alert.The dog is looking at its owner.(etc.)


We tend to be better at second-stage We tend to be better at second-stage thinking than first-stage thinking.thinking than first-stage thinking.

We can even build machines to do it.We can even build machines to do it.

Computers are second-stage thinking Computers are second-stage thinking devices.devices.


We tend to be much less good at first-We tend to be much less good at first-stage thinking.stage thinking.

We have very few technologies to help We have very few technologies to help us do it.us do it.

(Can you think of any?)(Can you think of any?)


In fact, we may not regard first-stage In fact, we may not regard first-stage thinking as thinking at all.thinking as thinking at all.


But the quality of our second-stage But the quality of our second-stage thinking thinking depends depends on the quality of on the quality of our first-stage thinking.our first-stage thinking.

No amount of excellent second-stage No amount of excellent second-stage thinking will make up for poor first-thinking will make up for poor first-stage thinking.stage thinking.

Leaping to judgement: Leaping to judgement: the dangers of ignoring first-stage the dangers of ignoring first-stage

thinkingthinking

Product developmentProduct developmentEngineering the product rather than seeking to satisfy the Engineering the product rather than seeking to satisfy the

customer’s needscustomer’s needs

Contractual negotiationsContractual negotiationsAddressing perceived ‘issues’ rather than questioning Addressing perceived ‘issues’ rather than questioning

assumptions about what the issues areassumptions about what the issues are

Corporate strategyCorporate strategyRe-engineering structures rather than asking ‘What business Re-engineering structures rather than asking ‘What business

are we in?’are we in?’

To improve your problem-To improve your problem-solving skills:solving skills:

Improve your first-stage thinkingImprove your first-stage thinking

First-stage thinking:First-stage thinking:two questionstwo questions

How is the problem How is the problem structuredstructured??

Is the problem Is the problem

presentedpresented to us to us

oror

constructedconstructed by us? by us?

Structuring a problemStructuring a problem

Initial conditions Initial conditions [Where am I?][Where am I?]

Goal conditions Goal conditions [Where do I want to be?][Where do I want to be?]

Operators Operators [How do I get from where [How do I get from where I am to where I want to I am to where I want to

be?]be?]

Constraints Constraints [What limits my action?][What limits my action?]

Structuring a problemStructuring a problem

Assess:Assess: initial conditions; initial conditions; goal conditions; goal conditions; operators; operators; constraints.constraints.

If all four are clear, If all four are clear, the problem is well structured. the problem is well structured. [WSP][WSP]

If any or all are unclear, If any or all are unclear, the problem is ill-structured. the problem is ill-structured. [ISP][ISP]

Two types of problemTwo types of problem

presentedpresented constructedconstructed

Presented problemsPresented problems

Express as a statement of what is Express as a statement of what is wrongwrong

Happen to usHappen to us Not our fault but we are responsible for Not our fault but we are responsible for

solving themsolving them Obstacle in our pathObstacle in our path Perceived gap: what is/what should bePerceived gap: what is/what should be Cause stressCause stress Solution: fight or flightSolution: fight or flight

Presented problems: Presented problems: examplesexamples

The photocopier breaking downThe photocopier breaking down

A new product invading our marketA new product invading our market

Being stuck in a traffic jamBeing stuck in a traffic jam

Delays in a production processDelays in a production process

Constructed problemsConstructed problems

Express as a phrase beginning ‘how Express as a phrase beginning ‘how to…’to…’

Made by usMade by us We are responsible for creating themWe are responsible for creating them The reason for taking the journeyThe reason for taking the journey Perceived gap: what is/what could bePerceived gap: what is/what could be Cause creative tensionCause creative tension Solution: dispel tension by releasing Solution: dispel tension by releasing

energyenergy

Constructed problems: Constructed problems: examplesexamples

Gaining a qualificationGaining a qualification

Improving qualityImproving quality

Innovating a new product or serviceInnovating a new product or service

Increasing market shareIncreasing market share

Four types of problemFour types of problem

11

puzzlepuzzle33

planplan

22

headacheheadache44

dreamdream

presented

constructed

Well structured (WSP)

Ill structure

d (ISP)

11Puzzles (presented; WSP)Puzzles (presented; WSP)

A deviation from the norm. A deviation from the norm. One right answer.One right answer.

11Puzzles (presented; WSP)Puzzles (presented; WSP)

Archetypal examples are technical: a Archetypal examples are technical: a fault in a machine, an interruption in the fault in a machine, an interruption in the power supply, a piece of equipment that power supply, a piece of equipment that won’t work properly.won’t work properly.

The classic problem-solving process – The classic problem-solving process – diagnose the cause of the problem, diagnose the cause of the problem, remove the cause, solve the problem – remove the cause, solve the problem – will work only for this type of problem.will work only for this type of problem.

11Puzzles (presented; WSP): Puzzles (presented; WSP):

techniquestechniques Ishikawa AnalysisIshikawa Analysis Asking ‘Why?’ (five times)Asking ‘Why?’ (five times) Tree diagrams (why/why)Tree diagrams (why/why) Apollo Root-cause AnalysisApollo Root-cause Analysis Control chartsControl charts

Ishikawa AnalysisIshikawa Analysis Use for Type 1 problems (puzzles).Use for Type 1 problems (puzzles).

Many formsTo complete

Forms not Complete

Inability to access supplier website

Supplier loses the file Supplier has varying

processing times depending on circumstances

Friendly supplier on leave

Executiveunderpromises the delivery date

Executive not realisticin estimating time

Not in officein training

Procedures People

Equipment

Approving Authority

Inability to estimateaccurately processing

time

MissingData

New change in policy Hard to establish

strong working relationshipwith supplier

Apollo Root Cause Apollo Root Cause AnalysisAnalysis

Use for Type 1 problems (puzzles).Use for Type 1 problems (puzzles).

Primary effect

Action cause

Conditional cause

evidence

evidence

http://www.apollorca.com/

22Headaches (presented; ISP)Headaches (presented; ISP)

A deviation from the norm. A deviation from the norm.

No single or obvious right answer. No single or obvious right answer. The problem may have no The problem may have no identifiable cause, or have many identifiable cause, or have many causes.causes.

22Headaches (presented; ISP)Headaches (presented; ISP)

Much traditional problem-solving Much traditional problem-solving spends a lot of time and effort trying spends a lot of time and effort trying to turn Type 2 problems into Type 1 to turn Type 2 problems into Type 1 problems. problems.

Unfortunately, Type 2 problems often Unfortunately, Type 2 problems often have a habit of reverting to type.have a habit of reverting to type.

22Headaches (presented; Headaches (presented;

ISP): techniquesISP): techniques

Live with it: suppress the painLive with it: suppress the pain Use a sticking plaster (hide the Use a sticking plaster (hide the

problem)problem) Transform the problem into another Transform the problem into another

type of problem (move the problem type of problem (move the problem into another quadrant) into another quadrant)

Walk awayWalk away

AspirinAspirin

Use for Type 2 problems (headaches).Use sparingly.

33Planning problems Planning problems (constructed; WSP)(constructed; WSP)

A challenge to be achieved.A challenge to be achieved.

One clear goal. One clear goal.

33Planning problems Planning problems (constructed; WSP)(constructed; WSP)

Mapped out in terms of Mapped out in terms of objectives, targets, objectives, targets, milestonesmilestones and and measures of successmeasures of success. .

Examples include working out objectives Examples include working out objectives after an appraisal, setting a budget, giving after an appraisal, setting a budget, giving the team a sales or quality target, or the team a sales or quality target, or organizing a project.organizing a project.

33Planning problems Planning problems

(constructed; WSP):(constructed; WSP):techniquestechniques

Action plansAction plans Gantt chartsGantt charts Force Field AnalysisForce Field Analysis Solution Effect AnalysisSolution Effect Analysis Tree diagrams (how/how)Tree diagrams (how/how)

Gantt chartGantt chart

Use for Type 3 problems (plans).Use for Type 3 problems (plans).

Force Field AnalysisForce Field AnalysisUse for Type 3 problems (plans).

With thanks to Fred Nickols, whose work on problem solving is inspirational.

His discussion of Force Field Analysis is at:

http://home.att.net/~nickols/changing.htm

44Dreams (constructed; ISP)Dreams (constructed; ISP)

Objective: to find something new: a Objective: to find something new: a product or service, a new process, a product or service, a new process, a new territory, a new set of goals.new territory, a new set of goals.

No obvious answer.No obvious answer.

44Dreams (constructed; ISP)Dreams (constructed; ISP)

Demands creative or lateral Demands creative or lateral thinking.thinking.

Cannot be tackled operationally.Cannot be tackled operationally.

Examples: creating new products or Examples: creating new products or sources of customer satisfaction.sources of customer satisfaction.

44Dreams (constructed; ISP): Dreams (constructed; ISP):

techniquestechniques

BrainstormingBrainstorming ‘‘How to’How to’ Metaphorical analysisMetaphorical analysis ReversalReversal SynecticsSynectics

OracleOracle

Use for Type 4 problems (dreams).Use for Type 4 problems (dreams).

Using the problem gridUsing the problem grid

Take a problem that you currently face at work.Take a problem that you currently face at work.

Where would you currently place the problem in Where would you currently place the problem in the grid? (Type 1, 2, 3 or 4)? Why?the grid? (Type 1, 2, 3 or 4)? Why?

Where would you Where would you likelike the problem to be in the the problem to be in the grid? Why?grid? Why?

How could you transform the way you look at the How could you transform the way you look at the problem to put it in that quadrant?problem to put it in that quadrant?

What can you do What can you do right nowright now??

To continue the journey:To continue the journey:

Look at these presentations atLook at these presentations at

http://www.slideshare.net/alanbarkerhttp://www.slideshare.net/alanbarker

Operational thinking and innovative Operational thinking and innovative thinkingthinking

How toHow to Thinking creativelyThinking creatively

Kairos Training LimitedKairos Training Limited

www.kairostraining.co.ukwww.kairostraining.co.uk

Technology

001 Wholebrain Problem Solving Slides