3-1 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Managerial Problem Solving Frameworks, Tools, Techniques Robert Wood Julie Cogin Jens Beckmann

3-2 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Chapter 3 Solution Generation

3-3 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Brainstorming Definition Simple tool for rapidly generating ideas Divergent thinking Emphasis is on quantity not on quality of ideas

3-4 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Brainstorming When to Use When divergence of ideas is required Problem identification “What is the problem?” 5Ws can provide focus for brainstorming Solution generation Useful to break out of ruts in thinking and to encourage silent members of the team

3-5 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Brainstorming Simple Rule Non-critical and non-evaluative atmosphere

3-6 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Brainstorming Simple Steps Step 1: Set up State the problem clearly State the time limit Step 2: Establish rules No judgments, no evaluations, no criticism Encourage “piggybacking” Step 3: Record ideas Whiteboard or flip chart Step 4: Review After a short break Use for clarification of ideas, no evaluation

3-7 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Brainstorming Limitations Establishing a “brainstorming mind set” requires set up time Access to introverts’ ideas could be limited Alternative: Brainwriting

3-8 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Brainwriting Definition Variation of brainstorming Less dependent on member’s extraversion Allows members to work on their own and “piggybacking”

3-9 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Brainwriting When to Use See brainstorming Brainstorming for the shy When there is a conflict in the team To compensate for imbalance of dominance within teams Reduces effects of “groupthink”

3-10 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Brainwriting Simple Rules See brainstorming Be strict on silent time and individual work prior to group discussion

3-11 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Brainwriting Variations Variation 1: Brainwriting pool Each team member writes ideas on post-its and sticks them to the wall for everyone to use as inspiration for further ideas Piggyback ideas will be written on the same post-it Variation 2: Brainwriting people write 3 ideas in 5 minutes Results in 108 ideas in a little bit more than 30 minutes Variation 3: Idea card game Ideas written on cards are passed on to the neighbour When used for inspiration, cards are passed on Variation 4: Brainwriting game First, game about who devises the most implausible solution Then, the most viable solution will be identified from the pool of generated ideas through group consensus

3-12 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Brainwriting Limitations See brainstorming Can be time consuming

3-13 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Fishbone Diagram Definition Also known as ishikawa or cause-and-effect diagram Tool to display possible solutions or causes of a specific problem Allows systematical identification of effects of a problem, their causes and contributors Helps to appreciate the complexity of problems and to avoid partial or premature solutions

3-14 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Fishbone Diagram When to Use Problem identification Exploration of all the potential or real causes Identification of relationships and hierarchies of events Identification of root causes Solution generation Structuring the output of brainstorming sessions

3-15 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Fishbone Diagram Simple Rules Allow for multiple sessions Seek for consensus Be succinct Pursue each line of causality back to its root cause Graft sparsely populated branches onto others / split up overcrowded branches

3-16 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Fishbone Diagram Simple Steps Step 1: Draw a fishbone Step 2: Problem identification State the problem in the form of a question (use “How” or “Why”) Team needs to agree on the way the problem is stated

Fishbone Diagram Simple Steps 3-17 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Step 3: Develop categories Use these as rough guidelines flexibly:

3-18 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Fishbone Diagram Simple Steps Step 4: Brainstorm Identify the factors within each category that may affect the problem Repeat this procedure with each factor under the category to produce sub-factors Drill down using “Why is this happening?” Step 5: Consensus and priority order Establish consensus regarding the adequacy of the level of detail accumulated Identify items that appear in more than one category  most likely causes Reach consensus on listing those items in priority order

3-19 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Fishbone Diagram Limitations Heuristic tool that helps to organise information and to structure the problem-solving process These tools do not provide solutions to problems Fishbone diagrams do not rank causes according to their importance (see Pareto Analysis)

3-20 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Fishbone Diagram Example

3-21 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann De Bono’s Six Thinking Hats Definition Method for incorporating lateral thinking into problem solving Six modes of thinking (represented by different coloured hats) Helps seeing different sides of a problem

3-22 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann De Bono’s Six Thinking Hats When to Use Useful in a group setting as it allows everyone to contribute to the exploration of ideas Allows members to contribute in many different (even contradictory) ways

3-23 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann De Bono’s Six Thinking Hats Meaning of the Hats Red – emotion, intuition and feelings Put forward ideas based on intuition, gut reaction, without need for justification Also to be used to prospect how other people will react emotionally to a problem or proposed solution White – information Focus is on facts, figures, information needs and gaps in knowledge

3-24 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann De Bono’s Six Thinking Hats Meaning of the Hats Black – caution Use logical judgment to point out weak points of a proposal Helps to make plans tougher and more resilient before embarking on a course of action Green – creativity Freewheeling way of thinking, without criticism

3-25 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann De Bono’s Six Thinking Hats Meaning of the Hats Blue – process Bird’s eye on the process of thinking (meta-cognition) Yellow – optimism Use logical judgment to point out the benefits of a proposal and why it will work Can help to address persistent “devil’s advocates”

3-26 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann De Bono’s Six Thinking Hats Other Points The hats are not a tool for categorising individuals When used in group settings, everyone needs to “wear the same hat” at one time No moving back and forth between hats Exhaust potential contributions of each hat before moving to the next No fixed order of hats Not all hats have to be used

3-27 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann De Bono’s Six Thinking Hats When to Use Main purpose To broaden thinking beyond tired old ideas, to promote new ideas Solution generation Encourages more effort in the evaluation of new ideas Green hat Solution evaluation Black hat Solution implementation Blue hat

3-28 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann De Bono’s Six Thinking Hats Limitations Red hat thinking (emotions) could be a challenge to some The role of experience is underrepresented

3-29 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Mind Mapping Definition Tool for generating and organising ideas Accommodates the associative nature of the mind Diagram that represents links between words, ideas and concepts Can help to map knowledge and supports understanding and recall

3-30 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Mind Mapping When to Use Solution generation The graphical, non-linear way ideas are represented in mind maps encourages divergent thinking Also useful as sub-tool in brainstorming sessions Implementation Useful in structuring ideas as to how to manage resistance to change, contingency planning, communications etc. Information management Summarising information Consolidating information from different sources Presenting information (big picture perspective)

3-31 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Mind Mapping Simple Rules Space – use A3 sheet of paper in landscape format Focus on relationships – use different lines, colours, arrows, branches to differentiate between different kind of links Allow time – work on mind maps in multiple sessions Draw initial map fairly quickly, it encourages divergent thinking

3-32 Copyright  2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann Mind Mapping Simple Steps Step 1 Use large sheet of paper in landscape format Write the main topic in the centre Step 2 Uncover additional level of information associated with the main topic Step 3 Work outwards and in all directions Draw lines to signify links and label links with subheadings Step 4 Add details