Problem-Solving Skills Start Here!

iStockphoto/PerlAlexander Problems are only opportunities in work clothes. Henry Kaiser American ind!strialist" Problem solving is a key skill# and it$s one that can make a h!ge di%%erence to yo!r career& At 'ork# problems are at the center o% 'hat many people do every day& (o!$re either solving a problem %or a client internal or external"# s!pporting those 'ho are solving problems# or discovering ne' problems to solve& )he problems yo! %ace can be large or small# simple or complex# and easy or di%%ic!lt to solve& *egardless o% the nat!re o% the problems# a %!ndamental part o% every manager$s role is %inding 'ays to solve them& So# being a con%ident problem solver is really important to yo!r s!ccess& +!ch o% that con%idence comes %rom having a good process to !se 'hen approaching a problem& ,ith one# yo! can solve problems -!ickly and e%%ectively& ,itho!t one# yo!r sol!tions may be ine%%ective# or yo!$ll get st!ck and do nothing# 'ith sometimes pain%!l conse-!ences& )here are %o!r basic steps in problem solving. /& 1& 3& 5& 0e%ining the problem& 2enerating alternatives& 4val!ating and selecting alternatives& 6mplementing sol!tions& Steps 1 to 5 o% this process are covered in depth in other areas o% +ind )ools& 7or these# see o!r sections on 8reativity %or step 1 generating alternatives"9 0ecision +aking %or step 3 eval!ating and selecting alternatives"9 and Pro:ect +anagement %or step 5 implementing sol!tions"& )he articles in this ;Problem Solving; section o% +ind )ools there%ore %oc!s on helping yo! make a s!ccess o% the %irst o% these steps de%ining the problem& A very signi%icant part o% this involves making sense o% the complex sit!ation in 'hich the problem occ!rs# so that yo! can pinpoint exactly 'hat the problem is& +any o% the

tools in this section help yo! do :!st that& ,e look at these# and then revie' some !se%!l# 'ell-established problem-solving %rame'orks& 0e%ining the Problem )he key to a good problem de%inition is ens!ring that yo! deal 'ith the real problem not its symptoms& 7or example# i% per%ormance in yo!r department is s!bstandard# yo! might think the problem is 'ith the individ!als s!bmitting 'ork& Ho'ever# i% yo! look a bit deeper# the real problem might be a lack o% training# or an !nreasonable 'orkload& )ools like < ,hys # Appreciation and *oot 8a!se Analysis help yo! ask the right -!estions# and 'ork thro!gh the layers o% a problem to !ncover 'hat$s really going on& At this stage# it$s also important to ens!re that yo! look at the iss!e %rom a variety o% perspectives& 6% yo! commit yo!rsel% too early# yo! can end !p 'ith a problem statement that$s really a sol!tion instead& 7or example# consider this problem statement. ;,e have to %ind a 'ay o% disciplining o% people 'ho do s!bstandard 'ork&; )his doesn$t allo' yo! the opport!nity o% discovering the real reasons %or !nder-per%ormance& )he 8A),=4 checklist provides a po'er%!l reminder to look at many elements that may contrib!te to the problem# and to expand yo!r thinking aro!nd it& >nderstanding 8omplexity ,hen yo!r problem is simple# the sol!tion is !s!ally obvio!s# and yo! don$t need to %ollo' the %o!r steps 'e o!tlined earlier& So it %ollo's that 'hen yo!$re taking this more %ormal approach# yo!r problem is likely to be complex and di%%ic!lt to !nderstand# beca!se there$s a 'eb o% interrelated iss!es& )he good ne's is that there are n!mero!s tools yo! can !se to make sense o% this tangled mess! +any o% these help yo! create a clear vis!al representation o% the sit!ation# so that yo! can better !nderstand 'hat$s going on& A%%inity 0iagrams are great %or organi?ing many di%%erent pieces o% in%ormation into common themes# and %or discovering relationships bet'een these& Another pop!lar tool is the 8a!se-and-4%%ect 0iagram & )o generate viable sol!tions# yo! m!st have a solid !nderstanding o% 'hat$s ca!sing the problem& >sing o!r example o% s!bstandard 'ork# 8a!se-and-4%%ect diagrams 'o!ld highlight that a lack o% training co!ld contrib!te to the problem# and they co!ld also highlight possible ca!ses s!ch as 'ork overload and problems 'ith technology& ,hen yo!r problem occ!rs 'ithin a b!siness process# creating a 7lo' 8hart # S'im @ane 0iagram or a Systems 0iagram 'ill help yo! see ho' vario!s activities and inp!ts %it together& )his 'ill o%ten help yo! identi%y a missing element or bottleneck that$s ca!sing yo!r problem& A!ite o%ten# 'hat may seem to be a single problem t!rns o!t to be a 'hole series o% problems& 2oing back to o!r example# s!bstandard 'ork co!ld be ca!sed by ins!%%icient skills# b!t excessive 'orkloads co!ld also be contrib!ting# as co!ld excessively short lead times and poor motivation& )he 0rill 0o'n techni-!e 'ill help yo! split yo!r problem into smaller parts# each o% 'hich can then be solved appropriately&

Problem-Solving Processes )he %o!r-step approach to problem solving that 'e mentioned at the beginning o% this article 'ill serve yo! 'ell in many sit!ations& Ho'ever# %or a more comprehensive process# yo! can !se Simplex# Appreciative 6n-!iry or So%t Systems +ethodology SS+"& )hese provide detailed steps that yo! can !se to solve a problem e%%ectively& Simplex involves an eight-stage process. problem %inding# %act %inding# de%ining the problem# idea %inding# selecting and eval!ating# planning# selling the idea# and acting& )hese steps b!ild !pon the basic process described earlier# and they create a cycle o% problem %inding and solving that 'ill contin!ally improve yo!r organi?ation& Appreciative 6n-!iry takes a !ni-!ely positive approach by helping yo! solve problems by examining 'hat$s 'orking 'ell in the areas s!rro!nding them& So%t Systems +ethodology is designed to help yo! !nderstand complex problems so that yo! can start the process o% problem solving& 6t !ses %o!r stages to help yo! !ncover more details abo!t 'hat$s creating the problem# and then de%ine actions that 'ill improve the sit!ation& >sing these tools and others on o!r Problem Solving men! 'ill help yo! improve yo!r approach to solving the problems that yo!r team and yo!r organi?ation %ace& (o!$ll be more s!ccess%!l at solving problems and# beca!se o% this# more s!ccess%!l at 'hat yo! do& ,hat$s more# yo!$ll begin to b!ild a rep!tation as someone 'ho can handle to!gh sit!ations# in a 'ise and positive 'ay& 4n:oy these articles# and 'elcome to en:oyable problem solving! 8lick Bext Article belo' to start navigating thro!gh these tools& )his site teaches yo! the skills yo! need %or a happy and s!ccess%!l career9 and this is :!st one o% many tools and reso!rces that yo!$ll %ind here at +ind )ools& 8lick here %or more# s!bscribe to o!r %ree ne'sletter# or become a member %or :!st C/& Add this article to +y @earning Plan - See more at: http://www.mindtools.com/pages/article/newTMC_00.htm#sthash.ur1 FgFn0.dpuf Ho' 2ood is (o!r Problem SolvingD

>se a systematic approach& iStockphoto/*E7ried

2ood problem solving skills are %!ndamentally important i% yo!$re going to be s!ccess%!l in yo!r career& E!t problems are something that 'e don$t partic!larly like& )hey$re time-cons!ming& )hey m!scle their 'ay into already packed sched!les& )hey %orce !s to think abo!t an !ncertain %!t!re& And they never seem to go a'ay! )hat$s 'hy# 'hen %aced 'ith problems# most o% !s try to eliminate them as -!ickly as possible& E!t have yo! ever chosen the easiest or most obvio!s sol!tion and then reali?ed that yo! have entirely missed a m!ch better sol!tionD =r have yo! %o!nd yo!rsel% %ixing :!st the symptoms o% a problem# only %or the sit!ation to get m!ch 'orseD )o be an e%%ective problem-solver# yo! need to be systematic and logical in yo!r approach& )his -!i? helps yo! assess yo!r c!rrent approach to problem solving& Ey improving this# yo!$ll make better overall decisions& And as yo! increase yo!r con%idence 'ith solving problems# yo!$ll be less likely to r!sh to the %irst sol!tion 'hich may not necessarily be the best one& =nce yo!$ve completed the -!i?# 'e$ll direct yo! to tools and reso!rces that can help yo! make the most o% yo!r problem-solving skills& Ho' 2ood Are (o! at Solving ProblemsD 6nstr!ctions. 7or each statement# click the b!tton in the col!mn that best describes yo!& Please ans'er -!estions as yo! act!ally are rather than ho' yo! think yo! sho!ld be"# and don$t 'orry i% some -!estions seem to score in the $'rong direction$& ,hen yo! are %inished# please click the $8alc!late +y )otal$ b!tton at the bottom o% the test& Bot Some Gery *arely =%ten at All times =%ten

/F Statements to Ans'er

/ =nce 6 choose a sol!tion# 6 develop an implementation plan 'ith the se-!ence o% events necessary %or completion& 1 A%ter a sol!tion has been implemented# 6 immediately look %or 'ays to improve the idea and avoid %!t!re problems&

/F Statements to Ans'er 3 )o avoid asking the 'rong -!estion# 6 take care to de%ine each problem care%!lly be%ore trying to solve it& 5 6 strive to look at problems %rom di%%erent perspectives and generate m!ltiple sol!tions& < 6 try to address the political iss!es and other conse-!ences o% the change 6Hm proposing so that others 'ill !nderstand and s!pport my sol!tion& F 6 eval!ate potential sol!tions care%!lly and thoro!ghly against a prede%ined standard& I 6 systematically search %or iss!es that may become problems in the %!t!re& J ,hen 6 decide on a sol!tion# 6 make it happen no matter 'hat opposition 6 may %ace& K 6 %ind that small problems o%ten become m!ch bigger in scope# and th!s very di%%ic!lt to solve& /L 6 ask mysel% lots o% di%%erent -!estions abo!t the nat!re o% the problem& // A%ter my sol!tion is implemented# 6 relax and %oc!s again on my reg!lar d!ties&

Bot Some Gery *arely =%ten at All times =%ten

/F Statements to Ans'er /1 6 %oc!s on keeping c!rrent operations r!nning smoothly and hope that problems donHt appear& /3 6 eval!ate potential sol!tions as 6 think o% them& /5 ,hen 6 need to %ind a sol!tion to a problem# 6 !s!ally have all o% the in%ormation 6 need to solve it& /< ,hen eval!ating sol!tions# 6 take time to think abo!t ho' 6 sho!ld choose bet'een options& /F +aking a decision is the end o% my problem-solving process&

Bot Some Gery *arely =%ten at All times =%ten

)otal M L Score 6nterpretation Score 8omment (o! probably tend to vie' problems as negatives# instead o% seeing them as opport!nities to make exciting and necessary change& (o!r approach to problem solving is more int!itive than systematic# and this may have led to some poor experiences in the past& ,ith more practice# and by %ollo'ing a more str!ct!red approach# yo!$ll be able to develop this important skill and start solving problems more /F-3F e%%ectively right a'ay& *ead belo' to start&" (o!r approach to problem solving is a little ;hit-and-miss&; Sometimes yo!r sol!tions 'ork really 'ell# and other times they don$t& (o! !nderstand 'hat yo! sho!ld do# and yo! 3I-<J recogni?e that having a str!ct!red problem-solving process

Score 8omment is important& Ho'ever# yo! don$t al'ays %ollo' that process& Ey 'orking on yo!r consistency and committing to the process# yo!$ll see signi%icant improvements& *ead belo' to start&" (o! are a con%ident problem solver& (o! take time to !nderstand the problem# !nderstand the criteria %or a good decision# and generate some good options& Eeca!se yo! approach problems systematically# yo! cover the essentials each time and yo!r decisions are 'ell tho!gh o!t# 'ell planned# and 'ell exec!ted& (o! can contin!e to per%ect yo!r problem-solving skills and !se them %or contin!o!s improvement initiatives 'ithin yo!r organi?ation& Skim thro!gh the sections 'here yo! lost points belo'# and <K-JL sharpen yo!r skills still %!rther! *ead belo' to start&" Ans'ering these -!estions sho!ld have helped yo! recogni?e the key steps associated 'ith e%%ective problem solving& )his -!i? is based on +in Easad!r$s Simplex problem-solving model& )his eightstep process %ollo's the circ!lar pattern sho'n belo'# 'ithin 'hich c!rrent problems are solved and ne' problems are identi%ied on an ongoing basis& 7ig!re / )he Simplex Process

Eelo'# 'e o!tline the tools and strategies yo! can !se %or each stage o% the problemsolving process& 4n:oy exploring these stages!

Step /. 7ind the Problem A!estions I# /1" Some problems are very obvio!s# ho'ever others are not so easily identi%ied& As part o% an e%%ective problem-solving process# yo! need to look actively %or problems even 'hen things seem to be r!nning %ine& Proactive problem solving helps yo! avoid emergencies and allo's yo! to be calm and in control 'hen iss!es arise& )hese techni-!es can help yo! do this.

P4S) Analysis helps yo! pick !p changes to yo!r environment that yo! sho!ld be paying attention to& +ake s!re too that yo!$re 'atching changes in c!stomer needs and market dynamics# and that yo!$re monitoring trends that are relevant to yo!r ind!stry& *isk Analysis helps yo! identi%y signi%icant b!siness risks& 7ail!re +odes and 4%%ects Analysis helps yo! identi%y possible points o% %ail!re in yo!r b!siness process# so that yo! can %ix these be%ore problems arise& A%ter Action *evie's help yo! scan recent per%ormance to identi%y things that can be done better in the %!t!re& ,here yo! have several problems to solve# o!r articles on Prioriti?ation and Pareto Analysis help yo! think abo!t 'hich ones yo! sho!ld %oc!s on %irst& Step 1. 7ind the 7acts A!estions /L# /5" A%ter identi%ying a potential problem# yo! need in%ormation& ,hat %actors contrib!te to the problemD ,ho is involved 'ith itD ,hat sol!tions have been tried be%oreD ,hat do others think abo!t the problemD 6% yo! move %or'ard to %ind a sol!tion too -!ickly# yo! risk relying on imper%ect in%ormation that$s based on ass!mptions and limited perspectives# so make s!re that yo! research the problem thoro!ghly& Step 3. 0e%ine the Problem A!estions 3# K" Bo' that yo! !nderstand the problem# de%ine it clearly and completely& ,riting a clear problem de%inition %orces yo! to establish speci%ic bo!ndaries %or the problem& )his keeps the scope %rom gro'ing too large# and it helps yo! stay %oc!sed on the main iss!es& A great tool to !se at this stage is 8A),=4 & ,ith this process# yo! analy?e potential problems by looking at them %rom six perspectives# those o% its 8!stomers9 Actors people 'ithin the organi?ation"9 the )rans%ormation# or b!siness process9 the ,orld-vie'# or top-do'n vie' o% 'hat$s going on9 the ='ner9 and the 'ider organi?ational 4nvironment& Ey looking at a sit!ation %rom these perspectives# yo!

can open yo!r mind and come to a m!ch sharper and more comprehensive de%inition o% the problem& 8a!se and 4%%ect Analysis is another good tool to !se here# as it helps yo! think abo!t the many di%%erent %actors that can contrib!te to a problem& )his helps yo! separate the symptoms o% a problem %rom its %!ndamental ca!ses& Step 5. 7ind 6deas A!estions 5# /3" ,ith a clear problem de%inition# start generating ideas %or a sol!tion& )he key here is to be %lexible in the 'ay yo! approach a problem& (o! 'ant to be able to see it %rom as many perspectives as possible& @ooking %or patterns or common elements in di%%erent parts o% the problem can sometimes help& (o! can also !se metaphors and analogies to help analy?e the problem# discover similarities to other iss!es# and think o% sol!tions based on those similarities& )raditional brainstorming and reverse brainstorming are very !se%!l here& Ey taking the time to generate a range o% creative sol!tions to the problem# yo!$ll signi%icantly increase the likelihood that yo!$ll %ind the best possible sol!tion# not :!st a semi-ade-!ate one& ,here appropriate# involve people 'ith di%%erent vie'points to expand the vol!me o% ideas generated& )ip. 0on$t eval!ate yo!r ideas !ntil step <& 6% yo! do# this 'ill limit yo!r creativity at too early a stage& Step <. Select and 4val!ate A!estions F# /<" A%ter %inding ideas# yo!$ll have many options that m!st be eval!ated& 6t$s tempting at this stage to charge in and start discarding ideas immediately& Ho'ever# i% yo! do this 'itho!t %irst determining the criteria %or a good sol!tion# yo! risk re:ecting an alternative that has real potential& 0ecide 'hat elements are needed %or a realistic and practical sol!tion# and think abo!t the criteria yo!$ll !se to choose bet'een potential sol!tions& Paired 8omparison Analysis # 2rid Analysis and *isk Analysis are !se%!l techni-!es here# as are many o% the specialist reso!rces available 'ithin o!r 0ecision-+aking section& 4n:oy exploring these! Step F. Plan A!estions /# /F" (o! might think that choosing a sol!tion is the end o% a problem-solving process& 6n %act# it$s simply the start o% the next phase in problem solving. implementation& )his involves lots o% planning and preparation& 6% yo! haven$t already developed a %!ll *isk Analysis in the eval!ation phase# do so no'& 6t$s important to kno' 'hat to be prepared %or as yo! begin to roll o!t yo!r proposed sol!tion&

)he type o% planning that yo! need to do depends on the si?e o% the implementation pro:ect that yo! need to set !p& 7or small pro:ects# all yo!$ll o%ten need are Action Plans that o!tline 'ho 'ill do 'hat# 'hen# and ho'& @arger pro:ects need more sophisticated approaches yo!$ll %ind o!t more abo!t these in the +ind )ools Pro:ect +anagement section& And %or pro:ects that a%%ect many other people# yo!$ll need to think abo!t 8hange +anagement as 'ell& Here# it can be !se%!l to cond!ct an 6mpact Analysis to help yo! identi%y potential resistance as 'ell as alert yo! to problems yo! may not have anticipated& 7orce 7ield Analysis 'ill also help yo! !ncover the vario!s press!res %or and against yo!r proposed sol!tion& =nce yo!$ve done the detailed planning# it can also be !se%!l at this stage to make a %inal 2o/Bo-2o 0ecision # making s!re that it$s act!ally 'orth going ahead 'ith the selected option& Step I. Sell the 6dea A!estions <# J" As part o% the planning process# yo! m!st convince other stakeholders that yo!r sol!tion is the best one& (o!$ll likely meet 'ith resistance# so be%ore yo! try to NsellO yo!r idea# make s!re yo!$ve considered all the conse-!ences& As yo! begin comm!nicating yo!r plan# listen to 'hat people say# and make changes as necessary& )he better the overall sol!tion meets everyone$s needs# the greater its positive impact 'ill be! 7or more tips on selling yo!r idea# read o!r article on 8reating a Gal!e Proposition and !se o!r Sell (o!r 6dea Eite-Si?ed )raining session& Step J. Act A!estions 1# //" 7inally# once yo!$ve convinced yo!r key stakeholders that yo!r proposed sol!tion is 'orth r!nning 'ith# yo! can move on to the implementation stage& )his is the exciting and re'arding part o% problem solving# 'hich makes the 'hole process seem 'orth'hile& )his action stage is an end# b!t it$s also a beginning. once yo!$ve completed yo!r implementation# it$s time to move into the next cycle o% problem solving by ret!rning to the scanning stage& Ey doing this# yo!$ll contin!e improving yo!r organi?ation as yo! move into the %!t!re& Key Points Problem solving is an exceptionally important 'orkplace skill& Eeing a competent and con%ident problem solver 'ill create many opport!nities %or yo!& Ey !sing a 'ell-developed model like Simplex %or solving problems# yo! can approach the process systematically# and be com%ortable that the decisions yo! make are solid&

2iven the !npredictable nat!re o% problems# it$s very reass!ring to kno' that# by %ollo'ing a str!ct!red plan# yo!$ve done everything yo! can to resolve the problem to the best o% yo!r ability& )his site teaches yo! the skills yo! need %or a happy and s!ccess%!l career9 and this is :!st one o% many tools and reso!rces that yo!$ll %ind here at +ind )ools& 8lick here %or more# s!bscribe to o!r %ree ne'sletter# or become a member %or :!st C/& Add this article to +y @earning Plan See more at: http://www.mindtools.com/pages/article/newTMC_!".htm#sthash.ol# Mcpf$.dpuf

8onstr!ctive 8ontroversy 6mproving Sol!tions by Arg!ing 7or and Against (o!r =ptions

Seek o!t di%%erent perspectives& iStockphoto/4miSta "What do you think about this as a way ahead?" "Can I get your feedback on this?" "Do you think this will work?" 6n general# 'e like to cons!lt others 'hen there$s a problem to solve or a decision to make& ,e do this beca!se 'e kno' that# as individ!als# 'e have limited perspectives9 and 'hat may at %irst appear to be the best sol!tion %rom one vantage point may no longer seem so a%ter 'e$ve seen a %!ller pict!re& 6nvolving other people 'ho inevitably have di%%erent perspectives and vie's helps !s ens!re that 'e$ve considered sol!tions %rom all possible sides& 6t %orces !s to consider the options# and make s!re that 'e make decisions %or the best reasons& So# 'hat$s the best 'ay to dra' on other people$s experience so that the sol!tion 'e %inally choose is indeed the bestD 8onstr!ctive 8ontroversy is a po'er%!l techni-!e %or doing this& 6ts ob:ective is to test a proposed sol!tion by s!b:ecting it to the ;clash o% ideas;# sho'ing it to be 'rong# proving it# or improving it& As s!ch# by !sing 8onstr!ctive 8ontroversy# yo!r con%idence in the sol!tion chosen improves as yo! reach a better !nderstanding o% all the %actors involved&

,hat is 8onstr!ctive 8ontroversyD )his problem-solving approach 'as introd!ced by 0avid Pohnson and *oger Pohnson in /KIK& 6t has been researched and validated# and it$s recogni?ed as a leading model %or developing rob!st and creative sol!tions to problems& )he techni-!e dra's on %ive key ass!mptions. /& 1& 3& 5& <& ,e adopt an initial perspective to'ards a problem based on o!r personal experiences and perceptions& )he process o% pers!ading others to agree 'ith !s strengthens o!r belie% that 'e are right& ,hen con%ronted 'ith competing vie'points# 'e begin to do!bt o!r rationale& )his do!bt ca!ses !s to seek more in%ormation and b!ild a better perspective# beca!se 'e 'ant to be con%ident 'ith o!r choice& )his search %or a %!ller perspective leads to better overall decision making& )he res!lting process is sho'n in 7ig!re / belo'.

)he more times yo! go thro!gh the cycle# the closer yo! come to the ;tr!th; or the ;right; sol!tion& >sing 8onstr!ctive 8ontroversy tends to prod!ce better sol!tions# compared 'ith solving problems !sing consens!s# debate# or individ!al e%%ort& )his happens beca!se the 8onstr!ctive 8ontroversy process %orces yo! to %ace yo!r ass!mptions and avoid dra'ing concl!sions too -!ickly& At the same time# it p!shes yo! to !se clear reasoning to de%end or arg!e against a position# and it helps to protect yo! %rom logical %allacies and blind spots # beca!se yo!$re %orced to explain and de%end yo!r rationale& 8reating 8onstr!ctive 8ontroversy 8onstr!ctive 8ontroversy is not abo!t simply arg!ing and creating con%lict %or its o'n sake it %ollo's a %ormal proced!re to manage controversy in a positive 'ay.

Step /. Erainstorm Possible Sol!tions to the Problem 8lick here %or tips on ho' to do this most e%%ectively& Step 1. 7orm Advocacy )eams 4ach team is given an alternative# researches it# and presents a best-case scenario s!pporting 'hy that alternative sho!ld be chosen& Step 3. 4ngage in 8onstr!ctive 8ontroversy >se the %ollo'ing steps.

4ach team presents its case to the 'ider gro!p& )he ob:ective is to help the gro!p !nderstand the partic!lar choice# and convince people o% its validity& )he other teams then have the opport!nity to arg!e against the position& )his is an open disc!ssion the presenting team listens to the co!nter-arg!ments# tries to disprove them# and de%ends its original position as best it can& )he emphasis is on logic and critical thinking& *emind the teams that the overall ob:ective is to gain a better !nderstanding o% all options in order to make the best decision possible& 4nco!rage them to ask %or solid data# and p!sh the team to de%end its concl!sions& Here# Starb!rsting is a !se%!l techni-!e %or thinking abo!t ho' yo! sho!ld challenge a proposal# and the < ,hys techni-!e is a great tool to !se %or exploring someone$s position& )he next team presents its case# and disc!ssion %ollo's& )his contin!es !ntil all teams have presented their positions& )eams then reverse their positions and arg!e %or one o% the options they originally tried to arg!e against& Eeca!se people$s perspectives are changed so dramatically# this is 'here yo! gain m!ch o% the ne' !nderstanding& Bote. (o! can repeat this step so that everyone has an opport!nity to arg!e %or each alternative& 6% time is limited# ho'ever# yo! may 'ant to narro' the choices do'n to t'o possible options be%ore yo! start this step# so that there are only t'o advocacy teams& Step 5. 0ecide Bo'$s the time to drop the advocacy roles# and bring the gro!p together to make a %inal decision& )ake the time to explore 'hat people have learned %rom the 8onstr!ctive 8ontroversy process# and then bring together ideas to create a %inal proposal& )ip. +ake s!re that yo! eval!ate this proposal to ens!re that the o!tcome is better than the stat!s -!o& A%ter all# yo! don$t 'ant to spend a lot o% money and hard 'ork# :!st to make the sit!ation 'orse& =!r article on 2o/Bo-2o 0ecisions 'ill help yo! do this& (o! may choose to incl!de a post-decision eval!ation session as 'ell& )his helps yo! %ind 'ays o% improving the next 8onstr!ctive 8ontroversy session that yo! decide to r!n& )he ;*!les; o% 8onstr!ctive 8ontroversy

Ee%ore trying to !se 8onstr!ctive 8ontroversy# it$s important to lay do'n gro!nd r!les %or it& A%ter all# yo! need people to 'ork together positively and co-operatively# 'ith a vie' to arriving at a best possible sol!tion& Ey contrast# i% people compete 'ith one another# then they 'ill probably 'ant to ;'in; at all costs# and yo!$re more likely to create problems bet'een advocacy teams than improve their collective !nderstanding& As s!ch# ens!re that participants do the %ollo'ing.

0emonstrate m!t!al respect at all times& 8ritici?e ideas# not people& *emember that they# as people# are not being critici?ed# :!st the ideas they$re p!tting %or'ards at the time& 7oc!s on good decision-making# not 'inning& @isten actively# and ask %or clari%ication 'hen necessary& 8ommit to !nderstanding all sides o% an iss!e& Are 'illing to change positions 'hen the evidence s!ggests it$s necessary& >se rational arg!ments# incl!ding ind!ctive and ded!ctive logic# and dra' concl!sions based on evidence and 'ell-str!ct!red reasoning& Key Points 8onstr!ctive 8ontroversy is an e%%ective tool %or developing 'ell-ro!nded sol!tions to problems# especially 'hen yo! !se it in the right setting and ens!re that participants have the skills to manage this type o% str!ct!red con%lict& )he key is to adopt di%%erent perspectives to gain a better !nderstanding o% the problem as a 'hole meaning that the sol!tion arrived at is likely to be improved signi%icantly& 8onstr!ctive 8ontroversy is a time-cons!ming# highly str!ct!red process& Ho'ever# 'hen !sed to tackle signi%icant problems# the bene%its o% !sing s!ch a thoro!gh techni-!e can be enormo!s& Apply )his to (o!r @i%e (o! can practice 8onstr!ctive 8ontroversy on a smaller scale 'hen time and circ!mstances don$t allo' %or a %!lly str!ct!red event& 0o this 'hen the impact o% the sol!tion is %ar-reaching eno!gh to :!sti%y more investigation# or 'hen yo! have to make a decision on yo!r o'n and yo! 'ant to check its validity be%ore implementing it& Ask one or more colleag!es to help yo! by proposing an alternative# 'hether or not they may tr!ly believe it$s a better option& Proceed 'ith a small-scale 8onstr!ctive 8ontroversy process# 'here yo! present and de%end yo!r choice# and they do the same %or their choices& Alternatively# ask a colleag!e to play ;devil$s advocate; to arg!e against yo!r choice as yo! present it& Ey !sing elements o% 8onstr!ctive 8ontroversy# yo! ackno'ledge that adopting a 'ider perspective can improve yo!r overall creative problem solving& )his reali?ation alone 'ill help yo! solve problems more e%%ectively&

)his site teaches yo! the skills yo! need %or a happy and s!ccess%!l career9 and this is :!st one o% many tools and reso!rces that yo!$ll %ind here at +ind )ools& 8lick here %or more# s!bscribe to o!r %ree ne'sletter# or become a member %or :!st C/& Add this article to +y @earning Plan - See more at: http://www.mindtools.com/pages/article/newTMC_!1.htm#sthash.%&i' ()T*.dpuf 6nd!ctive *easoning 0ra'ing 2ood# 2enerali?ed 8oncl!sions

iStockphoto/marek!lias? 6nd!ctive reasoning involves making !se%!l generali?ations abo!t the environment as a 'hole# based on a necessarily limited n!mber o% observations& As s!ch# it is an important tool that people !se to b!ild the models o% reality they need to %!nction e%%ectively& ,hile concl!sions can be 'rong i% observations are %a!lty or are dra'n %rom an !nrepresentative sample# i% properly !sed# ind!ctive reasoning can be incredibly po'er%!l& 6ndeed# it lies at the root o% the scienti%ic method that has done so m!ch to advance h!manity in the last <LL years& Properly-applied scienti%ic method is ind!ctive reasoning in its p!rest %orm& At the core o% ind!ctive reasoning is the ability to look at o!tcomes# events# ideas and observations# and dra' these together to reach a !ni%ied concl!sion& 8onsidering this# an experienced b!siness person can !se his or her o'n experiences to dra' concl!sions abo!t c!rrent sit!ations and solve problems based on 'hat he or she has kno'n to 'ork in the past in similar sit!ations& Ey accepting concl!sions derived %rom ind!ctive reasoning as ;tr!e; in a practical sense"# good managers can b!ild on these concl!sions and move %or'ard e%%ectively and s!ccess%!lly& Ho' to >se the )ool +!ch ind!ctive reasoning happens int!itively and a!tomatically& ,itho!t it 'e :!st co!ldn$t %!nction. 4verything 'e did 'o!ld have to be s!b:ect to so m!ch analysis and consideration that 'e$d ;grind to a halt;&

At the other extreme %rom this int!itive ind!ctive reasoning# 'e have the %ormal scienti%ic method 'e$re ta!ght at school. ... for the complete article: - See more at: http://www.mindtools.com/pages/article/newTMC_+,.htm#sthash.i-p .d/ca.dpuf @ogical 7allacies ,hat )hey Are# and Ho' to Avoid )hem

+ake s!re yo! don$t try to compare apples and oranges! iStockphoto/pixeldigets "I read an article yesterday about a study by a famous academic designed to test the effect of pleasant imagery on employee moti ation. !mployees were shown images of baby animals and beautiful nature scenes during their first fi e minutes at work. "ma#ingly$ the company where the study was conducted had a %&' (ump in profits that )uarter and o er the year they posted their highest earnings yet. *o showing employees pleasant images is a great way to increase their moti ation and impro e producti ity." ,hat do yo! think abo!t the arg!ment yo! :!st readD 0o yo! believe the concl!sionD 6n %act# the arg!ment presented above contains a n!mber o% logical %allacies according to the +erriam-,ebster 0ictionary# a %allacy is ;an o%ten pla!sible arg!ment !sing %alse or illogical reasoning;&" 0on$t 'orry i% yo! believed the concl!sion. )he passage contains some very common and e%%ective tactics %or circ!mventing reason and logic& (o!$ll learn 'hat these are a little later! Eeing able to discern a valid arg!ment %rom a %alse one is an important skill& )here are lots o% people o!t there hoping to get yo! to believe 'hat they are saying# despite having no proo% %or their message& And there are also many people 'hose motivation is less s!spect# b!t 'ho nevertheless present illogical reasoning# beca!se they %ail to !nderstand the implications o% the %acts at hand& 4ither 'ay# i% yo! are a'are o% 'hat to look %or to determine i% an arg!ment is so!nd or not# yo! can avoid %alling victim to invalid arg!ments& )he Easis o% an Arg!ment

)o !nderstand ho' to spot logical %allacies# yo! sho!ld have a basic !nderstanding o% the mechanics o% an arg!ment& An arg!ment in logic is a set o% statements 'here one statement is in%erred %rom the other or others& )here are t'o types o% statements. ... for the complete article: +ind )ools 8l!b members# click here& - See more at: http://www.mindtools.com/pages/article/newTMC_*1.htm#sthash.*0" 1Mr2m.dpuf 7ail!re +ode and 4%%ects Analysis 7+4A" Spotting Problems Ee%ore a Sol!tion is 6mplemented

iStockphoto ,hen things go badly 'rong# it$s easy to say 'ith hindsight# ;,e sho!ld have kno'n that 'o!ld happen;& And 'ith a little %oresight# perhaps# problems could have been avoided i% only someone had asked ;,hat 8o!ld 2o ,rongD; Ey looking at all the things that co!ld possibly go 'rong at design stage# yo! can cheaply solve problems that 'o!ld other'ise take vast e%%ort and expense to correct# i% le%t !ntil the sol!tion has been deployed in the %ield& 7ail!re +odes and 4%%ects Analysis 7+4A" helps yo! do this& +ore than this# 7+4A provides a !se%!l approach %or revie'ing existing processes or systems# so that problems 'ith these can be identi%ied and eliminated& >nderstanding 7+4A 7+4A 'as originally kno'n as 7ail!re +ode# 4%%ects# and 8riticality Analysis 7+48A"# and 'as %irst p!blished in /K5K by the >&S& 0epartment o% 0e%ense& 7+4A gre' o!t o% systems engineering# and is a 'idely-!sed tool %or -!ality control& 6t b!ilds on tools like *isk Analysis and 8a!se and 4%%ect Analysis to try to predict %ail!res be%ore they happen& =riginally !sed in prod!ct development# it is also e%%ective in improving the design o% b!siness processes and systems& ,hen !sing 7+4A# yo! start by looking in detail at the proposed sol!tion see the tip box belo'" and then yo! identi%y systematically all o% the points 'here it co!ld %ail& =nce these potential %ail!res have been identi%ied# yo! rate the potential conse-!ences o% each according to. ... for the complete article:

See more at: http://www.mindtools.com/pages/article/newTMC_*".htm#sthash.'h 345617.dpuf

He!ristic +ethods >sing *!les o% )h!mb 7ine in the right circ!mstances& iStockphoto +ost o% !s !se ;r!les o% th!mb; in all sorts o% areas o% o!r daily lives& ;,hen the needle on the %!el level indicator gets to the red# 6 kno' it$ll last at least another 1L miles;# %or example# or ;So%t'are 'ith a !ser inter%ace that$s anything other than grey or bl!e hardly ever gets thro!gh the !ser acceptance testing&; )hese ro!gh r!les# based on experience# are inval!able beca!se they help !s to make decisions 'itho!t %!rther detailed %act-%inding. 0rivers kno' they don$t need to divert immediately to %ind a %!el station# and the so%t'are designer can save him or hersel% re'ork later by making the inter%ace bl!e or grey in the %irst place& E!t no one expects these r!les to be /LLQ acc!rate. 6% the car ran o!t o% %!el in /J miles# the driver 'o!ldn$t be partic!larly s!rprised# and i% testing sho'ed that !sers act!ally liked an application that had a taste%!l green inter%ace# the developer might raise an eyebro'# b!t that 'o!ld be all& )his is beca!se r!les o% th!mb are only !sed in sit!ations 'here the risks associated 'ith !sing a ;good eno!gh; approximation are acceptable& Bo one 'o!ld !se a r!le o% th!mb s!ch as this %!el !sage one %or a 7/ racing car. )hey$d do a detailed analysis o% the exact amo!nt re-!ired to cover the race distance& )he %ormal term %or these r!les o% th!mb is ;he!ristics;& He!ristics are a topic o% interest in vario!s %ields %rom comp!ter science to psychology and philosophy# b!t the principle is the same in all o% these& ,hen to >se the )ool Eeca!se a he!ristic is a model 'hich o%%ers only a limited representation o% reality# it sho!ld only be !sed 'hen&&& ... for the complete article: +ind )ools 8l!b members# click here& - See more at: http://www.mindtools.com/pages/article/newTMC_!+.htm#sthash.(s M*"5wu.dpuf

+eans-4nd Analysis 6denti%ying the Steps Beeded to Solve a Problem

Ereak yo!r problem do'n into smaller actions& iStockphoto/*inelle +eans-4nd Analysis is a simple tool that helps yo! identi%y the practical steps needed to solve a problem or reach a desired state& 6n this article 'e$ll explore +eans-4nd Analysis# and 'e$ll look at ho' yo! can apply it& Abo!t the )ool +eans-4nd Analysis is essentially an early %orm o% 2ap Analysis & 6t 'as created by researchers Allen Be'ell and Herbert Simon in the late /K<Ls# and it 'as then p!blished their /KI1 book# ;H!man Problem Solving&; Be'ell and Simon 'ere creating an e%%ective problem-solving program %or early comp!ters# and +eans-4nd Analysis 'as a direct res!lt o% this research& )hey named the tool ;+eans-4nd; beca!se it helps yo! de%ine the means needed to reach a desired end& +eans-4nd Analysis might seem -!ite simplistic at %irst glance& Ho'ever# 'hen yo! begin !sing it# yo!$ll %ind that it$s a practical and !se%!l method %or solving simple problems& Ho' to >se the )ool Step /. 0e%ine (o!r 6nitial State Problem" Start by de%ining the problem yo!$re trying to solve& 6t might help to 'rite the problem do'n on a piece o% paper# or even dra' o!t a diagram& 6t$s important to yo! make s!re yo!$re trying to solve the right problem# and not :!st ... for the complete article: +ind )ools 8l!b members# click here& - See more at: http://www.mindtools.com/pages/article/means end anal8sis.htm#sthash.l4w/o&$9.dpuf +eans-4nd Analysis 6denti%ying the Steps Beeded to Solve a Problem

Ereak yo!r problem do'n into smaller actions& iStockphoto/*inelle +eans-4nd Analysis is a simple tool that helps yo! identi%y the practical steps needed to solve a problem or reach a desired state& 6n this article 'e$ll explore +eans-4nd Analysis# and 'e$ll look at ho' yo! can apply it& Abo!t the )ool +eans-4nd Analysis is essentially an early %orm o% 2ap Analysis & 6t 'as created by researchers Allen Be'ell and Herbert Simon in the late /K<Ls# and it 'as then p!blished their /KI1 book# ;H!man Problem Solving&; Be'ell and Simon 'ere creating an e%%ective problem-solving program %or early comp!ters# and +eans-4nd Analysis 'as a direct res!lt o% this research& )hey named the tool ;+eans-4nd; beca!se it helps yo! de%ine the means needed to reach a desired end& +eans-4nd Analysis might seem -!ite simplistic at %irst glance& Ho'ever# 'hen yo! begin !sing it# yo!$ll %ind that it$s a practical and !se%!l method %or solving simple problems& Ho' to >se the )ool Step /. 0e%ine (o!r 6nitial State Problem" Start by de%ining the problem yo!$re trying to solve& 6t might help to 'rite the problem do'n on a piece o% paper# or even dra' o!t a diagram& 6t$s important to yo! make s!re yo!$re trying to solve the right problem# and not :!st ... for the complete article: - See more at: http://www.mindtools.com/pages/article/means end anal8sis.htm#sthash.#:gw0h0,.dpuf )he Problem-0e%inition Process 0eveloping the *ight Sol!tion

7o!r steps to !nderstanding yo!r problem& iStockphoto/blnd ,hen 'e try to solve b!siness problems# 'e can o%ten press!ri?e o!rselves to %ind sol!tions -!ickly& )he problem 'ith this is that 'e can end !p only partially solving the problem# or 'e can solve the 'rong problem altogether# 'ith all o% the delay# expense# and lost b!siness opport!nity that goes 'ith this& )he Problem-0e%inition Process helps yo! avoid this& 6n this article# 'e$ll look at this process and 'e$ll see ho' to apply it& =vervie' 0'ayne Spradline p!blished the Problem-0e%inition Process in September 1L/1$s Harvard E!siness *evie'& Spradline is the President and 84= o% 6nnocentive# an organi?ation that connects organi?ations 'ith %reelance problem solvers& He developed the process over /L years# 'hile 'orking 'ith a comm!nity o% more than 1<#LLL ;problem solvers; s!ch as engineers# scientists# and ind!stry experts& )he process gives yo! %o!r steps that help yo! better !nderstand complex problems& )hese steps are. ... for the complete article: - See more at: http://www.mindtools.com/pages/article/pro'lem definition process.htm#sthash.6;&*;$hc.dpuf Plan-0o-8heck-Act P08A" 6mplementing Be' 6deas in a 8ontrolled ,ay Also kno'n as the P08A 8ycle# or 0eming 8ycle

8reate a model be%ore yo! b!ild the %inal sol!tion& iStockphoto/s!pr!n Something needs to change. Something$s 'rong# and needs to be %ixed# and yo!$ve 'orked hard to create a credible vision o% 'here yo! 'ant it to be in %!t!re& E!t are yo! /LLQ s!re that yo!$re rightD And are yo! absol!tely certain that yo!r sol!tion 'ill 'ork per%ectly# in every 'ayD ,here the conse-!ences o% getting things 'rong are signi%icant# it o%ten makes sense to r!n a 'ell-cra%ted pilot pro:ect& )hat 'ay i% the pilot doesn$t deliver the res!lts yo! expected# yo! get the chance to %ix and improve things be%ore yo! %!lly commit yo!r rep!tation and reso!rces& So ho' do yo! make s!re that yo! get this right# not :!st this time b!t every timeD )he sol!tion is to have a process that yo! %ollo' 'hen yo! need to make a change or solve a problem9 A process that 'ill ens!re yo! plan# test and incorporate %eedback be%ore yo! commit to implementation& A pop!lar tool %or doing :!st this is the Plan-0o-8heck-Act 8ycle& )his is o%ten re%erred to as the 0eming 8ycle or the 0eming ,heel a%ter its proponent# , 4d'ards 0eming& 6t is also sometimes called the She'hart 8ycle& 0eming is best kno'n as a pioneer o% the -!ality management approach and %or introd!cing statistical process control techni-!es %or man!%act!ring to the Papanese# 'ho !sed them 'ith great s!ccess& He believed that a key so!rce o% prod!ction -!ality lay in having clearly de%ined# repeatable processes& And so the P08A 8ycle as an approach to change and problem solving is very m!ch at the heart o% 0eming$s -!ality-driven philosophy& )he %o!r phases in the Plan-0o-8heck-Act 8ycle involve.

Plan. 6denti%ying and analy?ing the problem& 0o. 0eveloping and testing a potential sol!tion& 8heck. +eas!ring ho' e%%ective the test sol!tion 'as# and analy?ing 'hether it co!ld be improved in any 'ay& Act. 6mplementing the improved sol!tion %!lly& )hese are sho'n in 7ig!re / belo'&

)here can be any n!mber o% iterations o% the ;0o; and ;8heck; phases# as the sol!tion is re%ined# retested# re-re%ined and retested again& Ho' to >se the )ool )he P08A 8ycle enco!rages yo! to be methodical in yo!r approach to problem solving and implementing sol!tions& 7ollo' the steps belo' every time to ens!re yo! get the highest -!ality sol!tion possible& Step /. Plan 7irst# identi%y exactly 'hat yo!r problem is& (o! may %ind it !se%!l to !se tools like 0rill 0o'n # 8a!se and 4%%ect 0iagrams # and the < ,hys to help yo! really get to the root o% it& =nce yo!$ve done this# it may be appropriate %or yo! to map the process that is at the root o% the problem& Bext# dra' together any other in%ormation yo! need that 'ill help yo! start sketching o!t sol!tions& Step 1. 0o )his phase involves several activities.

2enerate possible sol!tions& Select the best o% these sol!tions# perhaps !sing techni-!es like 6mpact Analysis to scr!tini?e them& 6mplement a pilot pro:ect on a small scale basis# 'ith a small gro!p# or in a limited geographical area# or !sing some other trial design appropriate to the nat!re o% yo!r problem# prod!ct or initiative& =!r section on Practical 8reativity incl!des several tools that can help yo! generate ideas and sol!tions& =!r section on 0ecision +aking incl!des a n!mber o% tools that 'ill help yo! to choose in a scienti%ic and dispassionate 'ay bet'een the vario!s potential sol!tions yo! generate& Bote. )he phrase ;Plan 0o 8heck Act; or P08A is easy to remember# b!t it$s important yo! are -!ite clear exactly 'hat ;0o; means& ;;0o; means ;)ry; or ;)est;& 6t does not mean ;6mplement %!lly&; 7!ll implementation happens in the ;Act; phase&

Step 3. 8heck 6n this phase# yo! meas!re ho' e%%ective the pilot sol!tion has been# and gather together any learnings %rom it that co!ld make it even better& 0epending on the s!ccess o% the pilot# the n!mber o% areas %or improvement yo! have identi%ied# and the scope o% the 'hole initiative# yo! may decide to repeat the ;0o; and ;8heck; phases# incorporating yo!r additional improvements& =nce yo! are %inally satis%ied that the costs 'o!ld o!t'eigh the bene%its o% repeating the 0o-8heck s!b-cycle any more# yo! can move on to the %inal phase& Step 5. Act Bo' yo! implement yo!r sol!tion %!lly& Ho'ever# yo!r !se o% the P08A 8ycle doesn$t necessarily stop there& 6% yo! are !sing the P08A or 0eming ,heel as part o% a contin!o!s improvement initiative# yo! need to loop back to the Plan Phase Step /"# and seek o!t %!rther areas %or improvement& ,hen to >se the 0eming 8ycle )he 0eming 8ycle provides a !se%!l# controlled problem solving process& 6t is partic!larly e%%ective %or.

Helping implement Kai?en or 8ontin!o!s 6mprovement approaches# 'hen the cycle is repeated again and again as ne' areas %or improvement are so!ght and solved& 6denti%ying ne' sol!tions and improvement to processes that are repeated %re-!ently& 6n this sit!ation# yo! 'ill bene%it %rom extra improvements b!ilt in to the process many times over once it is implemented& 4xploring a range o% possible ne' sol!tions to problems# and trying them o!t and improving them in a controlled 'ay be%ore selecting one %or %!ll implementation& Avoiding the large scale 'astage o% reso!rces that comes 'ith %!ll scale implementation o% a mediocre or poor sol!tion& 8learly# !se o% a 0eming 8ycle approach is slo'er and more meas!red than a straight%or'ard ;g!ng ho; implementation& 6n tr!e emergency sit!ations# this means that it may not be appropriate ho'ever# it$s easy %or people to think that sit!ations are more o% an emergency than# in reality# they really are&&&" Bote. P08A is closely related to the Spiral 0evelopment Approach 'hich is pop!lar in certain areas o% so%t'are development# especially 'here the overall system develops incrementally& Spiral 0evelopment repeats loops o% the P08A cycle# as developers identi%y %!nctionality needed# develop it# test it# implement it# and then go back to identi%y another s!b-system o% %!nctionality& Key Points )he Plan-0o-8heck-Act P08A" 8ycle provides a simple b!t e%%ective approach %or problem solving and managing change# ens!ring that ideas are appropriately tested be%ore committing to %!ll implementation& 6t can be !sed in all sorts o% environments %rom ne' prod!ct development thro!gh to marketing# or even politics&

6t begins 'ith a Planning phase in 'hich the problem is clearly identi%ied and !nderstood& Potential sol!tions are then generated and tested on a small scale in the ;0o; phase# and the o!tcome o% this testing is eval!ated d!ring the 8heck phase& ;0o; and ;8heck; phases can be iterated as many times as is necessary be%ore the %!ll# polished sol!tion is implemented in the ;Act; phase& )his site teaches yo! the skills yo! need %or a happy and s!ccess%!l career9 and this is :!st one o% many tools and reso!rces that yo!$ll %ind here at +ind )ools& 8lick here %or more# s!bscribe to o!r %ree ne'sletter# or become a member %or :!st C/& - See more at: http://www.mindtools.com/pages/article/new((M_*+.htm#sthash.C+t C5u<'.dpuf So%t Systems +ethodology SS+" >nderstanding Gery 8omplex 6ss!es

4xplore di%%erent ;'orldvie's;& iStockphoto/Kronick )he real 'orld is !s!ally complex and messy& +any di%%erent %actors may contrib!te to an iss!e# and there may be many di%%erent perspectives to consider 'hile resolving it& )his means that it$s o%ten di%%ic!lt to !nderstand the real problem or %ind the root ca!se& ,ith so m!ch con%!sion o%ten s!rro!nding problems# determining an appropriate sol!tion can sometimes seem almost impossible& )o deal 'ith iss!es like these# yo! need a problem-solving approach that %irst lets yo! clearly see 'hat$s happening and then helps yo! think abo!t ho' the sit!ation co!ld be improved& So%t Systems +ethodology SS+" is :!st s!ch an approach& Ho' SS+ ,as 0eveloped So%t Systems +ethodology gre' o!t o% general systems theory# 'hich vie's everything in the 'orld as part o% an open# dynamic# and interconnected system&

)he vario!s parts o% this system interact 'ith one another# o%ten in a nonlinear 'ay# to prod!ce a res!lt& According to general systems theory# organi?ations consist o% complex# dynamic# goal-oriented processes and all o% these 'ork together# in a coordinated 'ay# to prod!ce a partic!lar res!lt& 7or example# i% a company$s strategy is to maximi?e pro%its by bringing ne' prod!cts to market -!ickly# then the systems 'ithin the company m!st all 'ork together to achieve this goal& ,hen something goes 'rong 'ithin the system# or any o% its s!bsystems# yo! m!st analy?e the individ!al parts to discover a sol!tion& 6n hard sciences# yo! can do this in a very controlled# analytical 'ay& Ho'ever# 'hen yo! add h!man or ;so%t; elements like social interaction# corporate politics# and individ!al perspectives it$s a m!ch more di%%ic!lt process& )hat$s 'hy Peter 8heckland# a management scientist and systems pro%essor# applied the science o% systems to the process o% solving messy and con%!sing management problems& )he res!lt 'as So%t Systems +ethodology a 'ay to explore complex sit!ations 'ith di%%erent stakeholders9 n!mero!s goals9 di%%erent vie'points and ass!mptions9 and complicated interactions and relationships& SS+ helps yo! compare&&& See more at: http://www.mindtools.com/pages/article/newTMC_!;.htm#sthash.o=t!p1g.dpuf

J0 Problem-Solving Process Solving +a:or Problems in a 0isciplined ,ay Also kno'n as 2lobal J0 Problem-Solving"

4ight disciplines o% problem solving& iStockphoto/3dsg!r! ,hen yo!r company r!ns into a ma:or problem# yo! need to address it -!ickly& Ho'ever# yo! also need to deal 'ith it thoro!ghly and ens!re that it doesn$t rec!r and this can take a lot o% e%%ort and elapsed time& )he J0 Problem-Solving Process helps yo! do both o% these seemingly-contradictory things# in a pro%essional and controlled 'ay&

6n this article# 'e$ll look at the J0 Problem-Solving Process# and 'e$ll disc!ss ho' yo! can !se it to help yo!r team solve ma:or problems& =rigins o% the )ool )he 7ord +otor 8ompany developed the J0 J 0isciplines" Problem-Solving Process# and p!blished it in their /KJI man!al# ;)eam =riented Problem Solving )=PS"&; 6n the mid-KLs# 7ord added an additional discipline# 0L. Plan& )he process is no' 7ord$s global standard# and is called 2lobal J0& 7ord created the J0 Process to help teams deal 'ith -!ality control and sa%ety iss!es9 develop c!stomi?ed# permanent sol!tions to problems9 and prevent problems %rom rec!rring& Altho!gh the J0 Process 'as initially applied in the man!%act!ring# engineering# and aerospace ind!stries# it$s !se%!l and relevant in any ind!stry& )he eight disciplines are sho'n in %ig!re /# belo'. 7ig!re /. )he J0 Problem-Solving Process

)he J0 Process 'orks best in teams tasked 'ith solving a complex problem 'ith identi%iable symptoms& Ho'ever# yo! can also !se this process on an individ!al level# as 'ell& Applying the )ool )o !se the J0 Process# address each o% the disciplines listed belo'# in order& )ake care not to skip steps# even 'hen time is limited9 the process is only e%%ective 'hen yo! %ollo' every step&

0iscipline L. Plan Ee%ore yo! begin to assemble a team to address the problem# yo! need to plan yo!r approach& )his means thinking abo!t 'ho 'ill be on the team# 'hat yo!r time %rame is# and 'hat reso!rces yo!$ll need to address the problem at hand& 0iscipline /. E!ild the )eam (o! sho!ld aim to p!t together a team that has the skills needed to solve the problem# and that has time and energy to commit to the problem-solving process& Keep in mind that a diverse team is more likely to %ind a creative sol!tion than a team o% people 'ith the same o!tlook altho!gh i% o!tlooks are too diverse# people can spend so m!ch time disagreeing that nothing gets done&" 8reate a team charter that o!tlines the team$s goal and identi%ies each person$s role& )hen# do 'hat yo! can to b!ild tr!st and get everyone involved in the process that$s abo!t to happen& 6% yo!r team is made !p o% pro%essionals 'ho haven$t 'orked together be%ore# consider beginning 'ith team-b!ilding activities to ens!re that everyone is com%ortable 'orking 'ith one another& 0iscipline 1. 0escribe the Problem =nce yo!r team has settled in# describe the problem in detail& Speci%y the 'ho# 'hat# 'hen# 'here# 'hy# ho'# and ho' many9 and !se techni-!es like 8A),=4 and the Problem-0e%inition Process to ens!re that yo!$re %oc!sing on the right problem& Start by doing a *isk Analysis i% the problem is ca!sing serio!s risks# %or example# to people$s health or li%e# then yo! need to take appropriate action& )his may incl!de stopping people !sing a prod!ct or process !ntil the problem is resolved&" 6% the problem is 'ith a process# !se a 7lo' 8hart # S'im @ane 0iagram # or Storyboard to map each step o!t9 these tools 'ill help yo!r team members !nderstand ho' the process 'orks# and# later on# think abo!t ho' they can best %ix it& 0iscovering the root ca!se o% the problem comes later in the process# so don$t spend time on this here& *ight no'# yo!r goal is to look at 'hat$s going 'rong# and to make s!re that yo!r team !nderstands the %!ll extent o% the problem& 0iscipline 3. 6mplement a )emporary 7ix =nce yo!r team !nderstands the problem# come !p 'ith a temporary %ix& )his is partic!larly important i% the problem is a%%ecting c!stomers# red!cing prod!ct -!ality# or slo'ing do'n 'ork processes& Harness the kno'ledge o% everyone on the team& )o ens!re that each person$s ideas are heard# consider !sing brainstorming techni-!es s!ch as *o!nd *obin Erainstorming or 8ra'%ord$s Slip ,riting +ethod # alongside more traditional team problem-solving disc!ssions& =nce the gro!p has identi%ied possible temporary %ixes# address iss!es s!ch as cost# implementation time# and relevancy& )he short-term sol!tion sho!ld be -!ick# easy to implement# and 'orth the e%%ort&

0iscipline 5. 6denti%y and 4liminate the *oot 8a!se =nce yo!r temporary %ix is in place# it$s time to discover the root ca!se o% the problem& 8ond!ct a 8a!se and 4%%ect Analysis to identi%y the likely ca!ses o% the problem& )his tool is !se%!l beca!se it helps yo! !ncover many possible ca!ses# and it can highlight other problems that yo! might not have been a'are o%& Bext# apply *oot 8a!se Analysis to %ind the root ca!ses o% the problems yo!$ve identi%ied& =nce yo! identi%y the so!rce o% the problem# develop several permanent sol!tions to it& 6% yo!r team members are having tro!ble coming !p 'ith viable permanent sol!tions# !se the Stra' +an 8oncept to generate prototype sol!tions that yo! can then disc!ss# tear apart# and reb!ild into stronger sol!tions& 0iscipline <. Geri%y the Sol!tion =nce yo!r team agrees on a permanent sol!tion# make s!re that yo! test it thoro!ghly be%ore yo! %!lly implement it# in the next step& 8onsider.

8ond!cting a 7ail!re +ode and 4%%ects Analysis 7+4A" to spot any potential problems& >sing 6mpact Analysis to make s!re that there 'ill be no !nexpected %!t!re conse-!ences& >sing Six )hinking Hats to examine the %ix %rom several di%%erent emotional perspectives& @ast# cond!ct a Elind Spot Analysis to con%irm that yo! and yo!r team haven$t overlooked a key %actor# or made an incorrect ass!mption abo!t this sol!tion& 0iscipline F. 6mplement a Permanent Sol!tion =nce yo!r team reaches consens!s on the sol!tion# roll yo!r %ix o!t& +onitor this ne' sol!tion closely %or an appropriate period o% time to make s!re that it$s 'orking correctly# and ens!re that there are no !nexpected side e%%ects& 0iscipline I. Prevent the Problem 7rom *ec!rring ,hen yo!$re s!re that the permanent sol!tion has solved the problem# gather yo!r team together again to identi%y ho' yo!$ll prevent the problem %rom rec!rring in the %!t!re& (o! might need to !pdate yo!r organi?ation$s standards# policies# proced!res# or training man!al to re%lect the ne' %ix& (o!$ll likely also need to train others on the ne' process or standard& 7inally# yo!$ll need to consider 'hether to change yo!r management practices or proced!res to prevent rec!rrence& 0iscipline J. 8elebrate )eam S!ccess )he last step in the process is to celebrate and re'ard yo!r team$s s!ccess & Say ;thank yo!; to everyone involved# and be speci%ic abo!t ho' each person$s hard 'ork has made a di%%erence& 6% appropriate# plan a party or celebration to comm!nicate yo!r appreciation&

Ee%ore the team disbands# cond!ct a Post-6mplementation *evie' to analy?e 'hether yo!r sol!tion is 'orking as yo! tho!ght# and to improve the 'ay that yo! solve problems in the %!t!re& Key Points 6n the late /KJLs# 7ord +otor 8ompany developed the J0 J 0isciplines" ProblemSolving Process to help man!%act!ring and engineering teams diagnose# treat# and eliminate -!ality problems& Ho'ever# teams in any ind!stry can !se this problemsolving process& )he eight disciplines are. /& 1& 3& 5& <& F& I& J& K& Plan& E!ild the )eam& 0escribe the Problem& 6mplement a )emporary 7ix& 6denti%y and 4liminate the *oot 8a!se& Geri%y the Sol!tion& 6mplement a Permanent Sol!tion& Prevent the Problem 7rom *ec!rring& 8elebrate )eam S!ccess& )he J0 Problem-Solving Process is best !sed 'ith a team solving complex problems9 ho'ever# individ!als can also !se it to solve problems on their o'n& )his site teaches yo! the skills yo! need %or a happy and s!ccess%!l career9 and this is :!st one o% many tools and reso!rces that yo!$ll %ind here at +ind )ools& 8lick here %or more# s!bscribe to o!r %ree ne'sletter# or become a member %or :!st C/& Add this article to +y @earning Plan - See more at: http://www.mindtools.com/pages/article/*d pro'lem sol)ing.htm#sthash.>?r:@,t1.dpuf Appreciative 6n-!iry Solving Problems by @ooking at ,hat$s 2oing *ight

iStockphoto/(!riRAcc!rs 6magine that yo!r organi?ation$s order book is %!ll# and yo!$re desperate to expand yo!r b!siness b!t yo! :!st can$t %ind the sta%% yo! need& ,hat$s 'orse# cash is tight# yo!r recr!itment b!dget is stretched to breaking point# and yo! strongly s!spect that some o% the approaches yo!$re !sing :!st aren$t 'orking&

=ne approach here is to %oc!s on the things that aren$t 'orking# and think abo!t ho' yo! can %ix them& )his is the conventional approach to problem-solving& 6n many cases it$s the right one to !se& Ho'ever in others# all it does is bring yo! !p to the same bland level as everyone else& Another approach is to shi%t to a positive perspective# look at the things that are 'orking# and b!ild on them& 6n some sit!ations this can be very po'er%!l beca!se# by %oc!sing on positives# yo! can b!ild the !ni-!e strengths 'hich bring real s!ccess& )his is the premise behind ;Appreciative 6n-!iry;# a method o% problem solving that 'as pioneered by 0avid 8ooperrider o% 8ase ,estern *eserve >niversity in the mid /KJLs& )o !nderstand the basis o% Appreciative 6n-!iry it is !se%!l to look at the meaning o% the t'o 'ords in context&

"ppreciation means to recogni?e and val!e the contrib!tions or attrib!tes o% things and people aro!nd !s& In)uiry means to explore and discover# in the spirit o% seeking to better !nderstand# and being open to ne' possibilities& ,hen combined# this means that by appreciating 'hat is good and val!able in the present sit!ation# 'e can discover and learn abo!t 'ays to e%%ect positive change %or the %!t!re& >sing Appreciative 6n-!iry. )he <0 Approach )o apply Appreciative 6n-!iry to a problem solving sit!ation# it$s important to %oc!s on positives& A positive energy approach helps yo! b!ild on yo!r strengths# :!st as conventional problem-solving can help yo! manage or eliminate yo!r 'eaknesses& )he %irst step o% the process is to identi%y and describe the problem yo!$re trying to solve& 7rom there yo! go on to look at the iss!e in %o!r phases. 0iscovery# 0ream# 0esign and 0eliver& )his approach is described in the < steps belo'& )ip /. Appreciative 6n-!iry is o%ten explained !sing %o!r 0s. ;0iscovery;# ;0ream;# ;0esign; and ;0eliver;/;0estiny;& ,e like to p!t a %i%th 0 ;0e%ine;" in as the %irst step& Step /& ;0e%ine; the Problem Ee%ore yo! can analy?e a sit!ation# yo! need to de%ine 'hat it is yo! are looking at& And# :!st as yo!r decision to look at the positives 'ill move yo! in a positive direction# de%ining yo!r topic positively 'ill help yo! look at its positive aspects& So# rather than seeking ;,ays to 7ix *ecr!itment Problems;# %or example# yo!$ll choose ;,ays to Accelerate *ecr!itment&; )his s!btle change in 'ording can have h!ge implications %or 'hat yo! %oc!s on& Also# make s!re that yo!r topic does not !nd!ly constrain yo!. (o! 'ant to explore many possibilities and aven!es %or change so keep yo!r topic broad&

Step 1& ;0iscovery; Phase Here yo! need to look %or the best o% 'hat has happened in the past# and 'hat is c!rrently 'orking 'ell& 6nvolve as many people as sensibly possible# and design yo!r -!estions to get people talking and telling stories abo!t 'hat they %ind is most val!able or appreciated"# and 'hat 'orks partic!larly 'ell& >sing the example %rom the %irst stage# a good 'ay to do this 'o!ld be to get ne' recr!its to intervie' one another# %oc!sing on getting to the core o% 'hat they liked abo!t the :ob be%ore they :oined# and 'hat they$ve en:oyed abo!t the organi?ation since :oining& 6n this sit!ation# the %ollo'ing might be good discovery -!estions.

,hen yo! think back to 'hen yo! decided to :oin the company# 'hat 'as the thing that most attracted yo!D )ell me a story abo!t a time 'hen yo! 'ere very enth!siastic abo!t yo!r 'ork& ,hat do yo! think is most important %or s!ccess at the companyD )ell me abo!t the time yo! %elt pro!dest abo!t the company& Another approach to solving this problem co!ld be to look at the di%%erent approaches yo! !se to recr!it people# and identi%y the ones that bring the greatest vol!me o% good recr!its& ,hen yo!$ve gathered eno!gh ra' in%ormation# yo! need to analy?e the data and identi%y the %actors that most contrib!ted to the team or organi?ation$s past s!ccesses& ,hat is most val!edD ,hat did people %ind most motivating or %!nD ,hat instills the greatest prideD And so on& Step 3& ;0ream; Phase 6n this phase# yo! and yo!r team dream o% ;'hat might be;& )hink abo!t ho' yo! can take the positives yo! identi%ied in the 0iscovery phase# and rein%orce them to b!ild real strengths& )he 'ay %or'ard may be obvio!s %rom the res!lts o% the 0iscovery Phase& 6% it$s not# a !se%!l approach is to bring a diverse gro!p o% stakeholders together and brainstorm creative and innovative ideas o% 'hat the organi?ation and team co!ld accomplish& 6n o!r example# yo! might choose to enhance and b!ild the good points that everyone likes abo!t the organi?ation# and !se this as a strong message to attract potential candidates d!ring the recr!itment process& (o! may also stop doing the things that aren$t 'orking# and !se the money saved to rein%orce the things that are& =nce yo! have agreed !pon yo!r dream or vision# yo! can take it to the 0esign phase& Step 5& ;0esign; Phase E!ilding on the 0ream# this phase looks at the practicalities needed to s!pport the vision& Here yo! start to drill do'n the types o% systems# processes# and strategies that 'ill enable the dream to be reali?ed&

Step <& ;0eliver; Phase Sometimes called the 0estiny phase# the last o% the 0s is the implementation phase and it re-!ires a great deal o% planning and preparation& )he key to s!ccess%!l delivery is ens!ring that the 0ream vision" is the %ocal point& ,hile the vario!s parts o% the team 'ill typically have their o'n processes to complete# the overall res!lt is a ra%t o% changes that occ!r sim!ltaneo!sly thro!gho!t the organi?ation# that all serve to s!pport and s!stain the dream& )ip 1. )he real strength o% this techni-!e comes %rom steps / and 1& Steps 3 to < are :!st standard implementation steps& 6% yo! have yo!r o'n pre%erred approach %or implementation# !se this& )ip 3. 6n this article# 'e$re looking at Appreciative 6n-!iry as a problem-solving techni-!e& (o! can also !se it po'er%!lly either as an organi?ational strategy tool or %or personal development& 6n these contexts# yo! can simply %oc!s on 'hat yo! do 'ell# and divert yo!r e%%orts to'ards this# and a'ay %rom the things yo!$re not good at& Key Points ,hen %aced 'ith yo!r next challenge or problem# take a step back and look at i% %rom the standpoint o% 'hat is good and is c!rrently 'orking 'ell& )his positive perspective brings abo!t a 'hole ne' set o% positive sol!tions yo! and yo!r team may not have previo!sly discovered& >se this process to get yo!r organi?ation looking at itsel% in !ni-!e and positive 'ays& )he 0eliver phase o% the cycle is not so m!ch an end b!t a place to start to reeval!ate and contin!e the process o% Appreciative 6n-!iry to contin!o!sly improve& =nce yo! embrace the idea o% positive change yo! can apply the cycle over and over again to vario!s aspects o% yo!r team or organi?ation# and en:oy the positive o!tcomes that positive thinking brings& )his site teaches yo! the skills yo! need %or a happy and s!ccess%!l career9 and this is :!st one o% many tools and reso!rces that yo!$ll %ind here at +ind )ools& 8lick here %or more# s!bscribe to o!r %ree ne'sletter# or become a member %or :!st C/& - See more at: http://www.mindtools.com/pages/article/newTMC_*A.htm#sthash.2p SAC2rB.dpuf e Simplex Process A *ob!st 8reative Problem-Solving Process

,ork thro!gh the cycle& iStockphoto/centyr ,hen yo!$re solving b!siness problems# it$s all-too-easy easy to skip over important steps in the problem-solving process# meaning that yo! can miss good sol!tions# or# 'orse still# %ail to identi%y the problem correctly in the %irst place& =ne 'ay to prevent this happening is by !sing the Simplex Process& )his po'er%!l step-by-step tool helps yo! identi%y and solve problems creatively and e%%ectively& 6t g!ides yo! thro!gh each stage o% the problem-solving process# %rom %inding the problem to implementing a sol!tion& )his helps yo! ens!re that yo!r sol!tions are creative# rob!st and 'ell considered& 6n this article# 'e$ll look at each step o% the Simplex Process& ,e$ll also revie' some o% the tools and reso!rces that 'ill help at each stage& Abo!t the )ool )he Simplex Process 'as created by +in Easad!r# and 'as pop!lari?ed in his book# ;)he Po'er o% 6nnovation&; 6t is s!itable %or problems and pro:ects o% any scale& 6t !ses the eight stages sho'n in 7ig!re /# belo'.

7ig!re /. )he Simplex Process

*ather than seeing problem-solving as a single straight-line process# Simplex is represented as a contin!o!s cycle& )his means that problem-solving sho!ld not stop once a sol!tion has been implemented& *ather# completion and implementation o% one cycle o% improvement sho!ld lead straight into the next& ,e$ll no' look at each step in more detail& /& Problem 7inding =%ten# %inding the right problem to solve is the most di%%ic!lt part o% the creative process& So# the %irst step in !sing Simplex is to start doing this& ,hen problems exist# yo! have opport!nities %or change and improvement& )his makes problem %inding a val!able skill! Problems may be obvio!s& 6% they$re not# they can o%ten be identi%ied !sing trigger -!estions like the ones belo'.

,hat 'o!ld o!r c!stomers 'ant !s to improveD ,hat are they complaining abo!tD ,hat co!ld they be doing better i% 'e co!ld help themD ,ho else co!ld 'e help by !sing o!r core competences D ,hat small problems do 'e have 'hich co!ld gro' into bigger onesD And 'here co!ld %ail!res arise in o!r b!siness processD ,hat slo's o!r 'ork or makes it more di%%ic!ltD ,hat do 'e o%ten %ail to achieveD ,here do 'e have bottlenecks D Ho' can 'e improve -!alityD

,hat are o!r competitors doing that 'e co!ld doD ,hat is %r!strating and irritating to o!r teamD )hese -!estions deal 'ith problems that exist no'& 6t$s also !se%!l to try to look into the %!t!re& )hink abo!t ho' yo! expect markets and c!stomers to change over the next %e' years9 the problems yo! may experience as yo!r organi?ation expands9 and social# political and legal changes that may a%%ect it& )ools s!ch as P4S) Analysis 'ill help yo! to do this&" 6t$s also 'orth exploring possible problems %rom the perspective o% the di%%erent ;actors; in the sit!ation this is 'here techni-!es s!ch as 8A),=4 can be !se%!l& At this stage yo! may not have eno!gh in%ormation to de%ine yo!r problem precisely& 0on$t 'orry abo!t this !ntil yo! reach step 3! 1& 7act 7inding )he next stage is to research the problem as %!lly as possible& )his is 'here yo!.

>nderstand %!lly ho' di%%erent people perceive the sit!ation& Analy?e data to see i% the problem really exists& 4xplore the best ideas that yo!r competitors have had& >nderstand c!stomers$ needs in more detail& Kno' 'hat has already been tried& >nderstand %!lly any processes# components# services# or technologies that yo! may 'ant to !se& 4ns!re that the bene%its o% solving the problem 'ill be 'orth the e%%ort that yo!$ll p!t into solving it& ,ith e%%ective %act-%inding# yo! can con%irm yo!r vie' o% the sit!ation# and ens!re that all %!t!re problem-solving is based on an acc!rate vie' o% reality& 3& Problem 0e%inition Ey the time yo! reach this stage# yo! sho!ld kno' ro!ghly 'hat the problem is# and yo! sho!ld have a good !nderstanding o% the %acts relating to it& 7rom here yo! need to identi%y the exact problem or problems that yo! 'ant to solve& 6t$s important to solve a problem at the right level& 6% yo! ask -!estions that are too broad# then yo!$ll never have eno!gh reso!rces to ans'er them e%%ectively& 6% yo! ask -!estions that are too narro'# yo! may end !p %ixing the symptoms o% a problem# rather than the problem itsel%& +in Easad!r# 'ho created the Simplex process# s!ggests saying ;,hyD; to broaden a -!estion# and ;,hat$s stopping yo!D; to narro' a -!estion& 7or example# i% yo!r problem is one o% trees dying# ask ;,hy do 6 'ant to keep trees healthyD; )his might broaden the -!estion to ;Ho' can 6 maintain the -!ality o% o!r environmentD; A ;,hat$s stopping yo!D; -!estion here co!ld give the ans'er ;6 don$t kno' ho' to control the disease that is killing the tree&;

Eig problems are normally made !p o% many smaller ones& )his is the stage at 'hich yo! can !se a techni-!e like 0rill 0o'n to break the problem do'n to its component parts& (o! can also !se the < ,hys )echni-!e # 8a!se and 4%%ect Analysis and *oot 8a!se Analysis to help get to the root o% a problem& )ip. A common di%%ic!lty d!ring this stage is negative thinking yo! or yo!r team might start !sing phrases s!ch as ;,e can$t&&&; or ;,e don$t#; or ;)his costs too m!ch&; )o overcome this# address ob:ections 'ith the phrase ;Ho' might 'e&&&D; )his shi%ts the %oc!s to creating a sol!tion& 5& 6dea 7inding )he next stage is to generate as many problem-solving ideas as possible& ,ays o% doing this range %rom asking other people %or their opinions# thro!gh programmed creativity tools and lateral thinking techni-!es# to Erainstorming & (o! sho!ld also try to look at the problem %rom other perspectives& A techni-!e like )he *e%raming +atrix can help 'ith this& 0on$t eval!ate or critici?e ideas d!ring this stage& 6nstead# :!st concentrate on generating ideas & *emember# impractical ideas can o%ten trigger good ones! (o! can also !se the *andom 6np!t techni-!e to help yo! think o% some ne' ideas& <& Selection and 4val!ation =nce yo! have a n!mber o% possible sol!tions to yo!r problem# it$s time to select the best one& )he best sol!tion may be obvio!s& 6% it$s not# then it$s important to think thro!gh the criteria that yo!$ll !se to select the best idea& =!r 0ecision +aking )echni-!es section lays o!t a n!mber o% good methods %or this& Partic!larly !se%!l techni-!es incl!de 0ecision )ree Analysis # Paired 8omparison Analysis # and 2rid Analysis & =nce yo!$ve selected an idea# develop it as %ar as possible& 6t$s then essential to eval!ate it to see i% it$s good eno!gh to be considered 'orth !sing& Here# it$s important not to let yo!r ego get in the 'ay o% yo!r common sense& 6% yo!r idea doesn$t o%%er a big eno!gh bene%it# then either see i% yo! can generate more ideas# or restart the 'hole process& (o! can 'aste years o% yo!r li%e developing creative ideas that no-one 'ants!" )echni-!es to help yo! to do this incl!de.

*isk Analysis # 'hich helps yo! explore 'here things co!ld go 'rong& 6mpact Analysis # 'hich gives yo! a %rame'ork %or exploring the %!ll conse-!ences o% yo!r decision& 7orce 7ield Analysis # 'hich helps yo! explore the press!res %or and against change& Six )hinking Hats # 'hich helps yo! explore yo!r decision !sing a range o% valid decision-making styles& >se o% BPGs and 6**s # 'hich help yo! ens!re that yo!r pro:ect is 'orth r!nning %rom a %inancial perspective&

F& Planning =nce yo!$ve selected an idea# and are con%ident that yo!r idea is 'orth'hile# then it$s time to plan its implementation& Action Plans help yo! manage simple pro:ects these lay o!t the 'ho# 'hat# 'hen# 'here# 'hy and ho' o% delivering the 'ork& 7or larger pro:ects# it$s 'orth !sing %ormal pro:ect management techni-!es& Ey !sing these# yo!$ll be able to deliver yo!r implementation pro:ect e%%iciently# s!ccess%!lly# and 'ithin a sensible time %rame& ,here yo!r implementation has an impact on several people or gro!ps o% people# it$s also 'orth thinking abo!t change management & Having an appreciation o% this 'ill help yo! ass!re that people s!pport yo!r pro:ect# rather than opposing it or cancelling it& I& Sell 6dea >p to this stage yo! may have done all this 'ork on yo!r o'n or 'ith a small team& Bo' yo!$ll have to sell the idea to the people 'ho m!st s!pport it& )hese may incl!de yo!r boss# investors# or other stakeholders involved 'ith the pro:ect& 6n selling the pro:ect yo!$ll have to address not only its practicalities# b!t also things s!ch internal politics# hidden %ear o% change# and so on& )ip. (o! can learn more abo!t ho' to get s!pport %or yo!r ideas 'ith o!r Eite-Si?ed )raining Session# Sell (o!r 6dea& J& Action 7inally# a%ter all the creativity and preparation comes action! )his is 'here all the care%!l 'ork and planning pays o%%& Again# i% yo!$re implementing a large-scale change or pro:ect# yo! might 'ant to br!sh !p on yo!r change management skills to help ens!re that the process is implemented smoothly& =nce the action is %irmly !nder 'ay# ret!rn to stage /# Problem 7inding# to contin!e improving yo!r idea& (o! can also !se the principles o% Kai?en to 'ork on contin!o!s improvement& Key Points Simplex is a po'er%!l approach to creative problem-solving& 6t is s!itable %or pro:ects and organi?ations o% almost any scale& )he process %ollo's an eight-stage cycle& >pon completion o% the eight stages yo! start it again to %ind and solve another problem& )his helps to ens!re contin!o!s improvement& Stages in the process are.

Problem %inding& 7act %inding& Problem de%inition& 6dea %inding& Selection and eval!ation& Planning&

Selling o% the idea& Action& Ey moving thro!gh these stages yo! ens!re that yo! solve the most signi%icant problems 'ith the best sol!tions available to yo!& As s!ch# this process can help yo! to be intensely creative& )his site teaches yo! the skills yo! need %or a happy and s!ccess%!l career9 and this is :!st one o% many tools and reso!rces that yo!$ll %ind here at +ind )ools& 8lick here %or more# s!bscribe to o!r %ree ne'sletter# or become a member - See more at: http://www.mindtools.com/pages/article/newCT_10.htm#sthash.3sfo soMC.dpuf )he Stra' +an 8oncept E!ild it >p# Knock it 0o'n# and 8reate a Solid 7inal Sol!tion

A stra' man is a ro!gh prototype& iStockphoto/Pesky+onke 6% yo! b!ild something o!t o% stra' 'hat do yo! expect to happen to it in the long r!nD (o! expect it to collapse or be blo'n a'ay! A stra' man proposal similarly lacks solid %o!ndation# and it too may be blo'n a'ay !nder scr!tiny& So is a stra' man proposal to be avoidedD Bot necessarily& A ;stra' man; can be very !se%!l# as long as people kno' that 'hat stands be%ore them is indeed a stra' man& ,hen yo! begin a pro:ect or start looking into a problem# yo! o%ten have incomplete in%ormation to 'ork 'ith& So yo! can spend time gathering %acts and data !ntil yo! are ready to b!ild a really strong arg!ment or plan# or# yo! can get going straight a'ay and :!mp in 'ith a not-socomplete sol!tion# 'ith the intention o% %inding a m!ch better one# as yo! learn more and more& )hat$s the premise behind b!ilding a stra' man creating a %irst dra%t %or criticism and testing# and then !sing the %eedback yo! receive to develop a %inal o!tcome that is rock solid&

S!ppose yo!r reven!e is %alling and yo! have to come !p 'ith a better sales strategy& >sing the stra' man idea yo! might do the %ollo'ing.

8reate a dra%t proposal to expand to ne' markets& 6n yo!r proposal# o!tline the markets that might o%%er good prospects# based on yo!r initial :!dgment and experience& Present yo!r dra%t proposal to the team and tell them that it is a stra' man )his is critical beca!se everyone m!st clearly !nderstand that yo!r idea is the starting point and 'as created %or the p!rpose o% being criti-!ed&" Analy?e the proposal# %ind the 'eak points# clari%y ass!mptions and decisionmaking criteria# and 'ork on a re%ined proposal& 0ra%t a ne' proposal and repeat the process !ntil a %inal decision is made& )hese s!bse-!ent proposals can be given names too. s!ch as 'ood man# tin man and iron man& 6n a c!lt!re that val!es being right# the notion o% constr!cting a stra' man is di%%ic!lt to embrace& ,hy spend time dra%ting something that# !ltimately# isn$t going to be !sedD 6% yo! can get past this perception yo! 'ill be s!rprised at ho' !se%!l the techni-!e can be& =ne o% its main advantages is that it %orces yo! to do something& )aking too long to deliberate the merits o% an idea or hypothesis can be costly# as yo! risk never making a decision at all& ,ith a stra' man# yo! %orce an early# i% incomplete# decision& )his ens!res that a %inal decision 'ill be reached beca!se doing nothing means accepting a poor plan by de%a!lt& )ip. Ee very care%!l 'hen yo!$re !sing a Stra' +an approach that people !nderstand 'hat yo!$re doing. )he last thing yo! 'ant is to develop a rep!tation %or ;coming !p 'ith hal%-baked ideas&; +ake s!re that yo!r doc!ment is clearly labeled as s!ch# and that the people receive it !nderstand 'hat it is& 7or this reason# yo! may only 'ant to !se this approach 'hen yo! can control the paper$s circ!lation and manage the 'ay it is received& A stra' man is also !se%!l in ens!ring that everyone involved has a tangible concept to 'ork %rom& =ther'ise# there is a risk that people are 'orking 'ith di%%erent pieces o% the 'hole# di%%erent perceptions# and di%%erent# !nstated ass!mptions# as they contin!e to research and disc!ss aspects o% the idea or sol!tion& )he risk o% !sing a stra' man proposal is that# by de%inition# yo! are :!mping to concl!sions& Providing yo! are a'are o% this risk# yo!$ll challenge# test# and retest the real sol!tion and so !se ;:!mping to a concl!sion; as a vehicle to %ind a better concl!sion& A good techni-!e %or checking yo!r sol!tion and ass!mptions is the @adder o% 6n%erence & >se it to make s!re that yo!r %inal ass!mptions are valid# rather than ;stra' man; ass!mptions that 'on$t stand !p to the reality o% yo!r 'orking sol!tion& 6mpact Analysis is another great approach %or determining 'here the stra' man %ails to deliver& Ey looking at the conse-!ences o% the proposed action# yo! are able to see the 'eak points and create a better plan&

Key Points A stra' man is a prototype sol!tion to a problem# b!ilt on incomplete in%ormation and on ideas that have not been %!lly tho!ght thro!gh& 4ven in this ro!gh state# tho!gh# it helps ens!re everyone involved has a common !nderstanding o% the initial concept& )he point o% b!ilding the stra' man is to knock it do'n and reb!ild something m!ch better& Ho' yo! do that 'ill depend on circ!mstances# and on the reso!rces available to yo!& 6t is a good place to start# and it is o%ten the p!sh yo! need to get past decision-making paralysis# 'hich plag!es many pro:ects# problems and decisions& Ey p!tting together a stra' man# yo! take action and gain moment!m to get moving to'ards a 'inning sol!tion& )he next time yo! are %aced 'ith solving a problem or making a decision# consider b!ilding a stra' man %irst& 0on$t be a%raid to thro' yo!r ideas o!t there& 0o be prepared# ho'ever# to !se 'ell developed problem solving and decision making skills and techni-!es to %ine-t!ne yo!r man made o% stra' into a strong and resilient creat!re# capable o% 'ithstanding the many press!re that real li%e 'ill s!b:ect him to& )his site teaches yo! the skills yo! need %or a happy and s!ccess%!l career9 and this See more at: http://www.mindtools.com/pages/article/newTMC_*;.htm#sthash.8r$ m-0)d.dpuf

H!rson$s Prod!ctive )hinking +odel Solving Problems 8reatively

Ee creative at every stage o% the problem-solving process& iStockphoto/)omm@ 8reativity is incredibly important in problem-solving i% yo!$re not creative# yo!$ll str!ggle to !nderstand the iss!es s!rro!nding a problem# and yo!$re !nlikely to identi%y the best sol!tions& 4ven 'orse# yo! may %ail to solve the problem altogether! So# ho' can yo! be more creative in yo!r problem-solving# and thereby come !p 'ith the best ideas to move %or'ard 'ithD

H!rson$s Prod!ctive )hinking +odel helps yo! do this& )his %rame'ork enco!rages yo! to !se creativity and critical thinking at each stage o% the problem-solving process& )his means that yo! get a better !nderstanding o% the problems yo! %ace# and yo! come !p 'ith better ideas and sol!tions& Abo!t the +odel )he Prod!ctive )hinking +odel 'as developed by a!thor and creativity theorist# )im H!rson# and 'as p!blished in his 1LLI book# ;)hink Eetter&; )he model presents a str!ct!red %rame'ork %or solving problems creatively& (o! can !se it on yo!r o'n or in a gro!p& )he model consists o% six steps# as %ollo's. /& 1& 3& 5& <& F& Ask ;,hat is going onD; Ask ;,hat is s!ccessD; Ask ;,hat is the -!estionD; 2enerate ans'ers& 7orge the sol!tion& Align reso!rces& 7rom ;)hink Eetter. An 6nnovator$s 2!ide to Prod!ctive )hinking; by )im H!rson& 1LLJ& *eprod!ced 'ith permission %rom )he +c2ra'-Hill 8ompanies# 6nc& )he advantage o% this model over other problem-solving approaches like Simplex or Plan-0o-8heck-Act " is that it enco!rages yo! to !se creative and critical thinking skills at each stage o% the problem-solving process& )his means that yo! can take a 'ell-ro!nded look at a problem# and yo! can come !p 'ith better potential sol!tions& @et$s look at each step in %!rther detail# and explore ho' yo! can apply the model& Step /. Ask ;,hat is 2oing =nD; 7irst# yo! need to get a good !nderstanding o% the problem that yo! 'ant to deal 'ith& )his is o%ten the most involved part o% the process& )o do this# explore the %ollo'ing %o!r -!estions. a& ,hat is the ProblemD 7irst# brainstorm all o% the problems and iss!es that yo! have a tool s!ch as 8A),=4 'ill help here& As yo! do this# think abo!t the %ollo'ing -!estions. ,hat is b!gging yo!D And 'hat annoys yo!r c!stomersD ,hat is o!t o% balanceD ,hat co!ld 'ork betterD ,hat co!ld yo! improveD ,hat are yo!r c!stomers or !sers complaining abo!tD ,hat challenges do yo! haveD ,hat is making yo! take actionD @ist as many iss!es as possible# even i% yo! already have a good idea o% 'hat yo!r main problem is& )hese don$t have to be 'ell-de%ined or even :!sti%ied. all that yo!$re doing is generating a good list o% possibilities# so don$t 'orry abo!t being right or 'rong&

)hen# !se an A%%inity 0iagram to organi?e the iss!es that yo!$ve identi%ied into common themes# and identi%y the most important problem or gro!p o% problems to deal 'ith& 6% this isn$t obvio!s# !se techni-!es like Pareto Analysis or Paired 8omparison Analysis to decide& b& ,hat is the 6mpactD Bext# brainstorm ho' the problem impacts yo! and yo!r organi?ation# and ho' it a%%ects other stakeholders s!ch as c!stomers# s!ppliers# and competitors& +ake a list o% all o% yo!r stakeholders# and identi%y the positive and negative impact that the problem has on each o% them& )o help 'ith this# ask -!estions s!ch as.

,ho does this problem a%%ect directly and indirectlyD ,hy is this problem important to themD ,hat concerns do yo! have abo!t itD ,ho 'ill bene%it i% yo! don$t deal 'ith the problemD And 'ho 'ill bene%it 'hen yo! solve itD *olestorming is also !se%!l here# as it helps yo! look at problems %rom other people$s perspectives& c& ,hat is the 6n%ormationD Bo'# gather in%ormation abo!t the problem& ,hat do yo! kno' abo!t itD ,hat don$t yo! kno'D Has someone else tried to %ix this or a similar problem be%oreD 6% so# 'hat happened# and 'hat can yo! learn %rom thisD +ake s!re that yo! have evidence that the problem really does exist& )his is 'here it helps to !se tools s!ch as 8a!se and 4%%ect Analysis # *oot 8a!se Analysis # and 6nterrelationship 0iagrams to identi%y the act!al ca!ses o% yo!r problem yo!$ll need to deal 'ith these root ca!ses to solve the problem %!lly& d& ,hat is the GisionD 7inally in this step# identi%y yo!r vision %or the %!t!re once yo!$ve solved the problem H!rson calls this the ;)arget 7!t!re&; Eegin by 'riting do'n as many )arget 7!t!res as possible# and then narro' these do'n to something that is achievable and that is important to yo!& 6% yo!$re %inding this di%%ic!lt# !se starter phrases s!ch as ;6 'ish&&&#; ;6% only 'e co!ld&&&#; or ;6t 'o!ld be great i%&&&&; 7or example# yo! might say ;6 'ish that the ma:ority o% o!r c!stomers 'ere happy 'ith ho' 'e process ret!rns#; or ;6t 'o!ld be great i% 'e co!ld c!t 'aste by 1L percent&; Step 1. Ask ;,hat is S!ccessD; 6n this step# yo!$re going to develop yo!r )arget 7!t!re by de%ining 'hat s!ccess is once yo!$ve implemented a sol!tion to yo!r problem& A good 'ay to do this is to !se the ;0*6G4; acronym& )his stands %or.

0o ,hat do yo! 'ant the sol!tion to doD *estrictions ,hat m!st the sol!tion not doD 6nvestment ,hat reso!rces are availableD ,hat are yo! able to invest in a sol!tionD Ho' m!ch time do yo! haveD

Gal!es ,hat val!es m!st this sol!tion respectD 4ssential o!tcomes ,hat de%ines s!ccessD Ho' 'ill yo! meas!re thisD Step 3. Ask ;,hat is the A!estionD; )he aim in this step is to generate a list o% -!estions that# i% ans'ered 'ell# 'ill solve yo!r problem& )o do this# look at all o% the in%ormation that yo! gathered in the %irst t'o steps& )hen brainstorm the -!estions that yo! 'ill need to ans'er to achieve yo!r )arget 7!t!re& >se phrases s!ch as ;Ho' can 6SD; and ;Ho' 'ill 'eSD; to begin& 7or instance# imagine that yo!r )arget 7!t!re is to have a bigger departmental b!dget& =ne -!estion might be ;Ho' can 6 get a bigger b!dgetD; )hen yo! co!ld brainstorm related -!estions# s!ch as ;Ho' can 'e spend less on ro!tine 'ork# so that 'e can do more 'ith o!r existing b!dgetD; or ;Ho' 'o!ld 'e operate i% 'e had no b!dgetD; 6% yo! generate a long list o% -!estions# narro' these do'n to the -!estions that are most relevant %or solving yo!r problem& Step 5. 2enerate Ans'ers 6n this step# yo! generate sol!tions to yo!r problem by coming !p 'ith ans'ers to the -!estions that yo! developed in the previo!s step& Again# brainstorm as many possible sol!tions as possible# and don$t critici?e :!st concentrate on coming !p 'ith lots o% ideas& 6% yo!$re str!ggling to come !p 'ith sol!tions# techni-!es like *everse Erainstorming # *andom 6np!t # and Provocation 'ill help :!mp-start yo!r creativity& Step <. 7orge the Sol!tion (o!$re no' going to develop yo!r ideas into a %!lly %ormed sol!tion& 7irst# eval!ate the most promising ideas by comparing them 'ith the s!ccess criteria that yo! identi%ied in step 1& Pick the sol!tion that best meets those criteria& 2rid Analysis is help%!l here&" )hen develop yo!r best idea %!rther& ,hat else co!ld make this idea betterD Ho' co!ld yo! re%ine the sol!tion to %it yo!r s!ccess criteria betterD 6% yo!$re 'orking on a complex problem or pro:ect# don$t !nderestimate the e%%ort needed to develop and re%ine yo!r sol!tion& Step F. Align *eso!rces 6n this last step# yo! identi%y the people and other reso!rces that yo! need in order to implement yo!r sol!tion& 7or small pro:ects# Action Plans are !se%!l %or this& Ho'ever# i% yo!$re implementing a large-scale pro:ect# yo!$ll need to !se a more %ormal pro:ect management approach & )ip. At this point# yo! may still decide not to move ahead 'ith yo!r sol!tion& See o!r article on 2o/Bo-2o 0ecision-+aking %or more on this& Key Points

)im H!rson developed the Prod!ctive )hinking +odel and p!blished it in his 1LLI book ;)hink Eetter&; )he model provides a str!ct!red approach %or solving problems creatively& (o! can !se it on yo!r o'n and in a gro!p& )here are six steps in the model. /& 1& 3& 5& <& F& Ask ;,hat is going onD; Ask ;,hat is s!ccessD; Ask ;,hat is the -!estionD; 2enerate ans'ers& 7orge the sol!tion& Align reso!rces& )he advantage o% the model is that it enco!rages yo! to !se creative and critical thinking skills at each step o% the problem-solving process& )his means that yo! can take a 'ell-ro!nded look at a problem# and yo! can come !p 'ith better See more at: http://www.mindtools.com/pages/article/producti)e thin7ing model.htm#sthash.6rg;FM-t.dpuf

)he 7o!r-Step 6nnovation Process 2enerating 6nnovative Sol!tions to 8omplex Problems

>se the 7o!r-Step 6nnovation Process to generate sol!tions& iStockphoto/3dbrained 6magine that yo! need to solve a complex problem& (o! ask everyone on yo!r team to come !p 'ith sol!tions# and they provide a n!mber o% ideas& )he problem is that the sol!tions don$t have the impact yo!$d hoped %or they$re 'ild ideas or -!ick# obvio!s %ixes# and they 'on$t add m!ch val!e to 'hat yo! do& )o solve problems e%%ectively# it$s essential that yo! and yo!r team think in a creative and innovative 'ay& (o! also need to ens!re that yo!r sol!tions address de%ined b!siness needs# other'ise yo!r ideas 'on$t add m!ch val!e& ,eiss and @egrand$s 7o!r-Step 6nnovation Process helps yo! come !p 'ith innovative and creative sol!tions to complex problems# 'hich are sec!rely gro!nded in a thoro!gh !nderstanding o% the b!siness context&

6n this article# 'e$ll look at the bene%its o% !sing this process# and 'e$ll disc!ss ho' yo! can apply it to %ind innovative sol!tions to the problems yo! %ace& Abo!t the +odel 0avid ,eiss and 8la!de @egrand developed the 7o!r-Step 6nnovation Process# and p!blished it in their 1L// book# ;6nnovative 6ntelligence. )he Art and Practice o% @eading S!stainable 6nnovation in (o!r =rgani?ation&; )he %o!r steps are. See more at: http://www.mindtools.com/pages/article/four step inno)ation.htm#sthash.fC7:M)(@.dpuf

*oot 8a!se Analysis )racing a Problem to its =rigins

A po'er%!l %ive-step problem-solving process& iStockphoto 6n medicine# it$s easy to !nderstand the di%%erence bet'een treating symptoms and c!ring a medical condition& S!re# 'hen yo!$re in pain beca!se yo!$ve broken yo!r 'rist# yo! ,AB) to have yo!r symptoms treated no'! Ho'ever# taking painkillers 'on$t heal yo!r 'rist# and tr!e healing is needed be%ore the symptoms can disappear %or good& E!t 'hen yo! have a problem at 'ork# ho' do yo! approach itD 0o yo! :!mp in and start treating the symptomsD =r do yo! stop to consider 'hether there$s act!ally a deeper problem that needs yo!r attentionD 6% yo! only %ix the symptoms 'hat yo! see on the s!r%ace the problem 'ill almost certainly happen again&&& 'hich 'ill lead yo! to %ix it# again# and again# and again& 6%# instead# yo! look deeper to %ig!re o!t 'hy the problem is occ!rring# yo! can %ix the !nderlying systems and processes that ca!se the problem& *oot 8a!se Analysis *8A" is a pop!lar and o%ten-!sed techni-!e that helps people ans'er the -!estion o% 'hy the problem occ!rred in the %irst place& *oot 8a!se Analysis seeks to identi%y the origin o% a problem& 6t !ses a speci%ic set o% steps# 'ith associated tools# to %ind the primary ca!se o% the problem# so that yo! can. /& 0etermine 'hat happened&

1& 3&

0etermine 'hy it happened& 7ig!re o!t 'hat to do to red!ce the likelihood that it 'ill happen again& *8A ass!mes that systems and events are interrelated& An action in one area triggers an action in another# and another# and so on& Ey tracing back these actions# yo! can discover 'here the problem started and ho' it gre' into the symptom yo!$re no' %acing& (o!$ll !s!ally %ind three basic types o% ca!ses.

/&

Physical ca!ses )angible# material items %ailed in some 'ay %or example# a car$s brakes stopped 'orking"& 1& H!man ca!ses People did something 'rong# or did not do something that 'as needed& H!man ca!ses typically lead to physical ca!ses %or example# no one %illed the brake %l!id# 'hich led to the brakes %ailing"& 3. =rgani?ational ca!ses A system# process# or policy that people !se to make decisions or do their 'ork is %a!lty %or example# no one person 'as responsible %or vehicle maintenance# and everyone ass!med someone else had %illed the brake %l!id"& *oot 8a!se Analysis looks at all three types o% ca!ses& 6t involves investigating the patterns o% negative e%%ects# %inding hidden %la's in the system# and discovering speci%ic actions that contrib!ted to the problem& )his o%ten means that *8A reveals more than one root ca!se& (o! can apply *oot 8a!se Analysis to almost any sit!ation& 0etermining ho' %ar to go in yo!r investigation re-!ires good :!dgment and common sense& )heoretically# yo! co!ld contin!e to trace root ca!ses back to the Stone Age# b!t the e%%ort 'o!ld serve no !se%!l p!rpose& Ee care%!l to !nderstand 'hen yo!$ve %o!nd a signi%icant ca!se that can# in %act# be changed& )he *oot 8a!se Analysis Process *oot 8a!se Analysis has %ive identi%iable steps&

Step =ne. 0e%ine the Problem ,hat do yo! see happeningD ,hat are the speci%ic symptomsD Step )'o. 8ollect 0ata ,hat proo% do yo! have that the problem existsD Ho' long has the problem existedD ,hat is the impact o% the problemD (o! need to analy?e a sit!ation %!lly be%ore yo! can move on to look at %actors that contrib!ted to the problem& )o maximi?e the e%%ectiveness o% yo!r *oot 8a!se Analysis# get together everyone experts and %ront line sta%% 'ho !nderstands the sit!ation& People 'ho are most %amiliar 'ith the problem can help lead yo! to a better !nderstanding o% the iss!es& A help%!l tool at this stage is 8A),=4 & ,ith this process# yo! look at the same sit!ation %rom di%%erent perspectives. the 8!stomers# the people Actors" 'ho implement the sol!tions# the )rans%ormation process that$s a%%ected# the ,orld vie'# the process ='ner# and 4nvironmental constraints&

Step )hree. 6denti%y Possible 8a!sal 7actors ,hat se-!ence o% events leads to the problemD ,hat conditions allo' the problem to occ!rD ,hat other problems s!rro!nd the occ!rrence o% the central problemD 0!ring this stage# identi%y as many ca!sal %actors as possible& )oo o%ten# people identi%y one or t'o %actors and then stop# b!t that$s not s!%%icient& ,ith *8A# yo! don$t 'ant to simply treat the most obvio!s ca!ses yo! 'ant to dig deeper& >se these tools to help identi%y ca!sal %actors. Appreciation >se the %acts and ask ;So 'hatD; to determine all the possible conse-!ences o% a %act& < ,hys Ask ;,hyD; !ntil yo! get to the root o% the problem& 0rill 0o'n Ereak do'n a problem into small# detailed parts to better !nderstand the big pict!re& 8a!se and 4%%ect 0iagrams 8reate a chart o% all o% the possible ca!sal %actors# to see 'here the tro!ble may have beg!n& Step 7o!r. 6denti%y the *oot 8a!se s" ,hy does the ca!sal %actor existD ,hat is the real reason the problem occ!rredD >se the same tools yo! !sed to identi%y the ca!sal %actors in Step )hree" to look at the roots o% each %actor& )hese tools are designed to enco!rage yo! to dig deeper at each level o% ca!se and e%%ect& Step 7ive. *ecommend and 6mplement Sol!tions ,hat can yo! do to prevent the problem %rom happening againD Ho' 'ill the sol!tion be implementedD ,ho 'ill be responsible %or itD ,hat are the risks o% implementing the sol!tionD Analy?e yo!r ca!se-and-e%%ect process# and identi%y the changes needed %or vario!s systems& 6t$s also important that yo! plan ahead to predict the e%%ects o% yo!r sol!tion& )his 'ay# yo! can spot potential %ail!res be%ore they happen& =ne 'ay o% doing this is to !se 7ail!re +ode and 4%%ects Analysis 7+4A"& )his tool b!ilds on the idea o% risk analysis to identi%y points 'here a sol!tion co!ld %ail& 7+4A is also a great system to implement across yo!r organi?ation9 the more systems and processes that !se 7+4A at the start# the less likely yo! are to have problems that need *oot 8a!se Analysis in the %!t!re& 6mpact Analysis is another !se%!l tool here& )his helps yo! explore possible positive and negative conse-!ences o% a change on di%%erent parts o% a system or organi?ation& Another great strategy to adopt is Kai?en # or contin!o!s improvement& )his is the idea that contin!al small changes create better systems overall& Kai?en also emphasi?es that the people closest to a process sho!ld identi%y places %or improvement& Again# 'ith Kai?en alive and 'ell in yo!r company# the root ca!ses o% problems can be identi%ied and resolved -!ickly and e%%ectively& Key Points *oot 8a!se Analysis is a !se%!l process %or !nderstanding and solving a problem&

7ig!re o!t 'hat negative events are occ!rring& )hen# look at the complex systems aro!nd those problems# and identi%y key points o% %ail!re& 7inally# determine sol!tions to address those key points# or root ca!ses& (o! can !se many tools to s!pport yo!r *oot 8a!se Analysis process& 8a!se and 4%%ect 0iagrams and < ,hys are integral to the process itsel%# 'hile 7+4A and Kai?en help minimi?e the need %or *oot 8a!se Analysis in the %!t!re& As an analytical tool# *oot 8a!se Analysis is an essential 'ay to per%orm a comprehensive# system-'ide revie' o% signi%icant problems as 'ell as the events and %actors leading to them& 8lick on the b!tton belo' to do'nload a template that 'ill help yo! log problems# likely root ca!ses and potential sol!tions& )hanks to 8l!b member 'ee?e %or providing the basis %or this& 0o'nload ,orksheet - See more at: http://www.mindtools.com/pages/article/newTMC_*0.htm#sthash.*m D0fAwF.dpuf 8A),=4 >nderstanding the 0i%%erent 4lements )hat 8ontrib!te to a Problem

4xamine yo!r problem %rom all perspectives& iStockphoto/sdominick ,hat do yo! do 'hen yo!$re %aced 'ith a really big b!siness problemD +aybe yo!r employee retention is lo'# and yo! are looking %or the reasons 'hy&" Perhaps yo!r %irst step is to brainstorm the possible reasons# and maybe then yo! apply a range o% di%%erent problem-solving skills& E!t 'hat i% yo!$ve %oc!sed on the 'rong problem# or yo!$re :!st looking at a symptom o% a larger problemD Ey %oc!sing on one speci%ic problem# yo! tend to stop looking %or other problems& And that$s 'hen yo! risk missing something that$s potentially more %!ndamental than the problem yo! %irst decided to investigate& )his is 'here 8A),=4 can help yo! avoid making a serio!s mistake&

>nderstanding 8A),=4 6n the /KFLs Peter 8heckland# a systems engineering pro%essor# developed a problem-solving methodology called So%t Systems +ethodology SS+"# 'hich so!ght to apply systems principles to b!siness and other ;so%t; problems& SS+ concept!ali?es the activities or b!siness being examined as a system# the essence o% 'hich is encaps!lated in a ;*oot 0e%inition&; ... for the complete article: - See more at: http://www.mindtools.com/pages/article/newTMC_*4.htm#sthash.+un ."CMm.dpuf < ,hys A!ickly 2etting to the *oot o% a Problem Ho' to !se the < ,hys techni-!e# 'ith Pames +anktelo' T Amy 8arlson& )he < ,hys is a simple problem-solving techni-!e that helps yo! to get to the root o% a problem -!ickly& +ade pop!lar in the /KILs by the )oyota Prod!ction System# the < ,hys strategy involves looking at any problem and asking. ;,hyD; and ;,hat ca!sed this problemD; Gery o%ten# the ans'er to the %irst ;'hy; 'ill prompt another ;'hy; and the ans'er to the second ;'hy; 'ill prompt another and so on9 hence the name the < ,hys strategy& Eene%its o% the < ,hys incl!de.

6t helps yo! to -!ickly determine the root ca!se o% a problem& 6t$s simple# and easy to learn and apply& Ho' to >se the )ool ,hen yo!$re looking to solve a problem# start at the end res!lt and 'ork back'ard to'ard the root ca!se"# contin!ally asking. ;,hyD; (o!$ll need to repeat this over and over !ntil the root ca!se o% the problem becomes apparent& Bote. )he < ,hys techni-!e is a simple techni-!e that can help yo! -!ickly get to the root o% a problem& E!t that is all it is# and the more complex things get# the more likely it is to lead yo! do'n a %alse trail& 6% it doesn$t -!ickly give yo! an ans'er that$s obvio!sly right# then yo! may need to !se a more sophisticated problem solving techni-!e s!ch as*oot 8a!se Analysis or 8a!se and 4%%ect Analysis & 4xample 6n this example# the problem is that yo!r client# Hinson 8orp&# is !nhappy& >sing the < ,hys# yo! go thro!gh the %ollo'ing steps to get to the ca!se o% the problem.

/&

,hy is o!r client# Hinson 8orp&# !nhappyD Eeca!se 'e didn$t deliver o!r services 'hen 'e said 'e 'o!ld& 1& ,hy 'ere 'e !nable to meet the agreed-!pon timeline or sched!le %or deliveryD )he :ob took m!ch longer than 'e tho!ght it 'o!ld&

3&

,hy did it take so m!ch longerD Eeca!se 'e !nderestimated the complexity o% the :ob& 5& ,hy did 'e !nderestimate the complexity o% the :obD Eeca!se 'e made a -!ick estimate o% the time needed to complete it# and didn$t list the individ!al stages needed to complete the pro:ect& <& ,hy didn$t 'e do thisD Eeca!se 'e 'ere r!nning behind on other pro:ects& ,e clearly need to revie' o!r time estimation and speci%ication proced!res& Key Points )he < ,hys strategy is an easy and o%ten-e%%ective tool %or !ncovering the root o% a problem& Eeca!se it$s simple# yo! can adapt it -!ickly and apply it to almost any problem& Eear in mind# ho'ever# that i% it doesn$t prompt an int!itive ans'er# yo! may need to apply other problem-solving techni-!es - See more at: http://www.mindtools.com/pages/article/newTMC_A2.htm#sthash.F= E73lBg.dpuf 0rill 0o'n Ereaking Problems 0o'n 6nto +anageable Parts

iStockphoto/l!rii 0rill 0o'n is a simple techni-!e %or breaking complex problems do'n into progressively smaller parts& )o !se the techni-!e# start by 'riting the problem do'n on the le%t-hand side o% a large sheet o% paper& Bext# 'rite do'n the points that make !p the next level o% detail on the problem a little to the right o% this& )hese may be %actors contrib!ting to the problem# in%ormation relating to it# or -!estions raised by it& )his process o% breaking the problem do'n into its component part is called $drilling do'n$& 7or each o% these points# repeat the process& Keep on drilling do'n into points !ntil yo! %!lly !nderstand the %actors contrib!ting to the problem& 6% yo! cannot break them do'n !sing the kno'ledge yo! have# then carry o!t 'hatever research is necessary to !nderstand the point& 0rilling into a -!estion helps yo!&&& ... for the complete article:

See more at: http://www.mindtools.com/pages/article/newTMC_0".htm#sthash.(,f )rw79.dpuf

8a!se and 4%%ect Analysis 6denti%ying the @ikely 8a!ses o% Problems Also kno'n as 8a!se and 4%%ect 0iagrams# 7ishbone 0iagrams# 6shika'a 0iagrams# Herringbone 0iagrams# and 7ishika'a 0iagrams&"

7ind all possible problems& iStockphoto/ragsac ,hen yo! have a serio!s problem# it$s important to explore all o% the things that co!ld ca!se it# be%ore yo! start to think abo!t a sol!tion& )hat 'ay yo! can solve the problem completely# %irst time ro!nd# rather than :!st addressing part o% it and having the problem r!n on and on& 8a!se and 4%%ect Analysis gives yo! a !se%!l 'ay o% doing this& )his diagram-based techni-!e# 'hich combines Erainstorming 'ith a type o% +ind +ap # p!shes yo! to consider all possible ca!ses o% a problem# rather than :!st the ones that are most obvio!s& ,e$ll look at 8a!se and 4%%ect Analysis in this article& Abo!t the )ool 8a!se and 4%%ect Analysis 'as devised by pro%essor Kaor! 6shika'a# a pioneer o% -!ality management# in the /KFLs& )he techni-!e 'as then p!blished in his /KKL book# ;6ntrod!ction to A!ality 8ontrol&; )he diagrams that yo! create 'ith 8a!se and 4%%ect Analysis are kno'n as 6shika'a 0iagrams or 7ishbone 0iagrams beca!se a completed diagram can look like the skeleton o% a %ish"& 8a!se and 4%%ect Analysis 'as originally developed as a -!ality control tool# b!t yo! can !se the techni-!e :!st as 'ell in other 'ays& 7or instance# yo! can !se it to.

0iscover the root ca!se o% a problem& >ncover bottlenecks in yo!r processes& 6denti%y 'here and 'hy a process isn$t 'orking& Ho' to >se the )ool 7ollo' these steps to solve a problem 'ith 8a!se and 4%%ect Analysis.

Step /. 6denti%y the Problem 7irst# 'rite do'n the exact problem yo! %ace& ,here appropriate# identi%y 'ho is involved# 'hat the problem is# and 'hen and 'here it occ!rs& )hen# 'rite the problem in a box on the le%t-hand side o% a large sheet o% paper# and dra' a line across the paper hori?ontally %rom the box& )his arrangement# looking like the head and spine o% a %ish# gives yo! space to develop ideas& 4xample. 6n this simple example# a manager is having problems 'ith an !ncooperative branch o%%ice& 7ig!re / 8a!se and 4%%ect Analysis 4xample Step / 8lick image to vie' %!ll si?e&" See more at: http://www.mindtools.com/pages/article/newTMC_04.htm#sthash.T4: 3i.B6.dpuf

8a!se and 4%%ect Analysis 6denti%ying the @ikely 8a!ses o% Problems Also kno'n as 8a!se and 4%%ect 0iagrams# 7ishbone 0iagrams# 6shika'a 0iagrams# Herringbone 0iagrams# and 7ishika'a 0iagrams&"

7ind all possible problems& iStockphoto/ragsac ,hen yo! have a serio!s problem# it$s important to explore all o% the things that co!ld ca!se it# be%ore yo! start to think abo!t a sol!tion& )hat 'ay yo! can solve the problem completely# %irst time ro!nd# rather than :!st addressing part o% it and having the problem r!n on and on& 8a!se and 4%%ect Analysis gives yo! a !se%!l 'ay o% doing this& )his diagram-based techni-!e# 'hich combines Erainstorming 'ith a type o% +ind +ap # p!shes yo! to consider all possible ca!ses o% a problem# rather than :!st the ones that are most obvio!s& ,e$ll look at 8a!se and 4%%ect Analysis in this article& Abo!t the )ool

8a!se and 4%%ect Analysis 'as devised by pro%essor Kaor! 6shika'a# a pioneer o% -!ality management# in the /KFLs& )he techni-!e 'as then p!blished in his /KKL book# ;6ntrod!ction to A!ality 8ontrol&; )he diagrams that yo! create 'ith 8a!se and 4%%ect Analysis are kno'n as 6shika'a 0iagrams or 7ishbone 0iagrams beca!se a completed diagram can look like the skeleton o% a %ish"& 8a!se and 4%%ect Analysis 'as originally developed as a -!ality control tool# b!t yo! can !se the techni-!e :!st as 'ell in other 'ays& 7or instance# yo! can !se it to.

0iscover the root ca!se o% a problem& >ncover bottlenecks in yo!r processes& 6denti%y 'here and 'hy a process isn$t 'orking& Ho' to >se the )ool 7ollo' these steps to solve a problem 'ith 8a!se and 4%%ect Analysis. Step /. 6denti%y the Problem 7irst# 'rite do'n the exact problem yo! %ace& ,here appropriate# identi%y 'ho is involved# 'hat the problem is# and 'hen and 'here it occ!rs& )hen# 'rite the problem in a box on the le%t-hand side o% a large sheet o% paper# and dra' a line across the paper hori?ontally %rom the box& )his arrangement# looking like the head and spine o% a %ish# gives yo! space to develop ideas& 4xample. 6n this simple example# a manager is having problems 'ith an !ncooperative branch o%%ice& 7ig!re / 8a!se and 4%%ect Analysis 4xample Step / 8lick image to vie' %!ll si?e&"

)ip /. Some people pre%er to 'rite the problem on the right-hand side o% the piece o% paper# and develop ideas in the space to the le%t& >se 'hichever approach yo! %eel most com%ortable 'ith& )ip 1. 6t$s important to de%ine yo!r problem correctly& 8A),=4 can help yo! do this this asks yo! to look at the problem %rom the perspective o% 8!stomers# Actors in the process# the )rans%ormation process# the overall ,orld vie'# the process ='ner# and 4nvironmental constraints& Ey considering all o% these# yo! can develop a comprehensive !nderstanding o% the problem& Step 1. ,ork =!t the +a:or 7actors 6nvolved Bext# identi%y the %actors that may be part o% the problem& )hese may be systems# e-!ipment# materials# external %orces# people involved 'ith the problem# and so on&

)ry to dra' o!t as many o% these as possible& As a starting point# yo! can !se models s!ch as the +cKinsey IS 7rame'ork 'hich o%%ers yo! Strategy# Str!ct!re# Systems# Shared val!es# Skills# Style and Sta%% as %actors that yo! can consider" or the 5Ps o% +arketing 'hich o%%ers Prod!ct# Place# Price# and Promotion as possible %actors"& Erainstorm any other %actors that may a%%ect the sit!ation& )hen dra' a line o%% the ;spine; o% the diagram %or each %actor# and label each line& 4xample. )he manager identi%ies the %ollo'ing %actors# and adds these to his diagram.

Site& )ask& People& 4-!ipment& 8ontrol& 7ig!re 1 8a!se and 4%%ect Analysis 4xample Step 1 8lick image to vie' %!ll si?e&"

Step 3. 6denti%y Possible 8a!ses Bo'# %or each o% the %actors yo! considered in step 1# brainstorm possible ca!ses o% the problem that may be related to the %actor& Sho' these possible ca!ses as shorter lines coming o%% the ;bones; o% the diagram& ,here a ca!se is large or complex# then it may be best to break it do'n into s!bca!ses& Sho' these as lines coming o%% each ca!se line& 4xample. 7or each o% the %actors he identi%ied in step 1# the manager brainstorms possible ca!ses o% the problem# and adds these to his diagram# as sho'n in %ig!re 3&

7ig!re 3 8a!se and 4%%ect Analysis 4xample Step 3 8lick image to vie' %!ll si?e&"

Step 5. Analy?e (o!r 0iagram Ey this stage yo! sho!ld have a diagram sho'ing all o% the possible ca!ses o% the problem that yo! can think o%& 0epending on the complexity and importance o% the problem# yo! can no' investigate the most likely ca!ses %!rther& )his may involve setting !p investigations# carrying o!t s!rveys# and so on& )hese 'ill be designed to test 'hich o% these possible ca!ses is act!ally contrib!ting to the problem& 4xample. )he manager has no' %inished his 8a!se and 4%%ect Analysis& 6% he hadn$t looked at the problem this 'ay# he might have dealt 'ith it by ass!ming that people in the branch o%%ice 'ere ;being di%%ic!lt&; 6nstead he thinks that the best approach is to arrange a meeting 'ith the Eranch +anager& )his 'o!ld allo' him to brie% the manager %!lly on the ne' strategy# and talk thro!gh any problems that she may be experiencing& )ip. A !se%!l 'ay to !se 8a!se and 4%%ect Analysis 'ith a team is to 'rite all o% the possible ca!ses o% the problem do'n on sticky notes& (o! can then gro!p similar ones together on the diagram& )his approach is sometimes called 840A8 8a!se and 4%%ect 0iagram 'ith Additional 8ards" and 'as developed by 0r& *y!:i 7!k!da# a Papanese expert on contin!o!s improvement&

Key Points Pro%essor Kaor! 6shika'a created 8a!se T 4%%ect Analysis in the /KFLs& )he techni-!e !ses a diagram-based approach %or thinking thro!gh all o% the possible ca!ses o% a problem& )his helps yo! to carry o!t a thoro!gh analysis o% the sit!ation& )here are %o!r steps to !sing 8a!se and 4%%ect Analysis& /& 1& 3& 5& 6denti%y the problem& ,ork o!t the ma:or %actors involved& 6denti%y possible ca!ses& Analy?e yo!r diagram& )ry !sing 8a!se and 4%%ect Analysis yo!$ll %ind that they are partic!larly !se%!l 'hen yo!$re trying to solve complicated problems& )his site teaches yo! the skills yo! need %or a happy and s!ccess%!l caree See more at: http://www.mindtools.com/pages/article/newTMC_04.htm#sthash.T4: 3i.B6.dpuf

Appreciation Sit!ational" >nderstanding the 7!ll 6mplications o% a 7act

S-!ee?e o!t as m!ch in%ormation as yo! can# by appreciating the sit!ation acc!rately& iStockphoto/onlyR%abri?io A %e' months ago# Posh %o!nd o!t that a competitor 'as opening a ne' o%%ice in the same city as his organi?ation& He 'ent over the implications o% this# b!t even a%ter he$d covered all o% the bases# he still %elt that he 'as missing something important& Bo'# he has discovered that this competitor is headh!nting his best managers& And he doesn$t have a plan in place to do anything abo!t it& 0oes this so!nd %amiliarD Sometimes 'e$re given a piece o% in%ormation that seems straight%or'ard# only to %ind o!t later that more 'as going on than 'e tho!ght& As a res!lt# 'e$re then !nprepared to deal 'ith the conse-!ences&

=ne 'ay to deal 'ith these sit!ations is by !sing Appreciation& )his is a simple b!t po'er%!l techni-!e %or extracting the maxim!m amo!nt o% in%ormation possible %rom a simple %act or statement& Abo!t Appreciation Appreciation helps !s !ncover %actors that 'e might have ordinarily missed# and it can be very !se%!l %or brainstorming sol!tions to problems& 6t 'as originally developed by the military to help commanders gain a comprehensive !nderstanding o% any %act# problem or sit!ation that it 'as %aced 'ith in battle& Ho'ever# yo! can also apply it in the 'orkplace& >sing Appreciation is easy& Starting 'ith a %act# yo! %irst ask the -!estion ;So 'hatD; in other 'ords# 'hat are the implications o% that %actD ,hy is this %act importantD (o! then contin!e asking that -!estion !ntil yo! have dra'n all possible concl!sions %rom it& >ses Appreciation is similar to the < ,hys techni-!e& )he ma:or di%%erence is that it is o%ten !sed to get the most in%ormation o!t o% a simple %act or statement# 'hile the < ,hys is speci%ically designed to drill do'n to the root o% a problem& (o! can also !se Appreciation in con:!nction 'ith *oot 8a!se Analysis or 8a!se and 4%%ect Analysis to help yo! gain a better !nderstanding o% the impact o% possible sol!tions& Bote. Eear in mind that Appreciation can restrict yo! to one line o% thinking& 7or instance# once yo!$ve ans'ered yo!r %irst ;So 'hatD; -!estion# yo! might %ollo' a single line o% in-!iry to its concl!sion& )o avoid this# repeat the Appreciation process several times over to make s!re that yo!$ve covered all bases& Appreciation 4xample (o!$ve :!st %o!nd o!t that yo!r department$s b!dget is going to be c!t by 1< percent next year& )his is a h!ge c!t# and yo! 'ant to make s!re that yo!$ve !ncovered all the implications be%ore yo! start to brainstorm possible sol!tions& So# yo! !se the Appreciation Process# as %ollo's. Statement. =!r department$s b!dget is going to be c!t 1< percent starting Pan!ary /& *o what? So the only 'ay to accommodate that c!t is to red!ce o!r spending dramatically& *o what? So 'e$re probably going to have to c!t sta%%# and 'e$ll de%initely have to c!t spending on s!pplies# research# and sta%% parties& *o what?

So sta%% morale is probably going to drop# especially i% 6 have to lay o%% members o% o!r team& *o what? So 6$ll need to come !p 'ith plenty o% lo'-cost 'ays to boost morale 'itho!t spending money& *o what? So 6$ll need to start thinking abo!t this tomorro'# since the ne' b!dget 'ill go into e%%ect in t'o months# and 6 'ant to be able to manage the conse-!ences 'hen 6 let the team kno'& Key Points Appreciation 'as originally developed by the military to give leaders a better !nderstanding o% a %act# statement or problem that they 'ere %aced 'ith& (o! !se Appreciation by asking ;So 'hatD; repeatedly& )his helps yo! to extract all important in%ormation implied by a %act& 8onsider !sing other problem solving techni-!es 'ith Appreciation# to make s!re that yo!$re not limited to one line o% thinking& )ip. 6% yo!$d like to gain an in-depth !nderstanding o% yo!r c!rrent problem solving skills# take o!r Ho' 2ood 6s (o!r Problem SolvingD -!i?& (o! might also 'ant to go thro!gh o!r Eite-Si?ed )raining Session on Problem Solving& )his site teaches yo! the skills yo! need %or a happy and s!ccess%!l career9 and this is :!st one o% many tools and reso!rces that yo!$ll %ind here at +ind )ools& 8lick here %or more# s!bscribe to o!r %ree ne'sletter# or become a member %or :!st C/& - See more at: http://www.mindtools.com/pages/article/newTMC_01.htm#sthash.C3 E0;M>a.dpuf ,riting a Proced!re +aking S!re )hings are 0one ,itho!t +istakes and =missions

Step by step to s!ccess& iStockphoto Proced!res and their close co!sins# policies can be the c!rse o% o!r existence&

Sometimes they$re too tight and restrictive# and other times they$re non-speci%ic and loose& ,o!ld yo! 'ant to go thro!gh a complicated proced!re :!st to get an extra pen or pad o% paperD =% co!rse not& )hat sho!ld be -!ick and easy& =n the other hand# i% yo!r colleag!e calls in sick# and yo!$re s!ddenly responsible %or getting the payroll o!t on time# 'o!ld yo! 'ant a 'ell-'ritten# detailed proced!re to help g!ide yo!D 6% done right# proced!res can have an important e%%ect on an organi?ation& ,hen 'ritten clearly and properly# they can help systems and people %!nction better& 6% yo!r people kno' 'hat to do# 'hen to do it# ho' to do it# and ho' not to get it 'rong# yo! can red!ce %r!stration and save a tremendo!s amo!nt o% time and e%%ort& )his is 'here proced!res can help& A good proced!re is acc!rate# brie%# and readable& E!t these -!alities aren$t al'ays easy to achieve& Sometimes people do too m!ch# and they end !p 'ith a lengthy proced!re book that others tend to ignore& )he good ne's is that 'ith some kno'ledge and practice# yo! can learn these proced!re-'riting skills# and identi%y great opport!nities to improve the -!ality o% the things yo! do& ,hat is a Proced!reD Proced!res are the 'orkhorses o% a company& ,hile policies g!ide the 'ay people make decisions# proced!res sho' the ;ho' to$s; %or completing a task or process& Proced!res are action oriented& )hey o!tline steps to take# and the order in 'hich they need to be taken& )hey$re o%ten instr!ctional# and they may be !sed in training and orientation& ,ell-'ritten proced!res are typically solid# precise# %act!al# short# and to the point& +any proced!res seem ;black and 'hite#; 'ith clear steps and only one 'ay o% doing things. ;8omplete A# then E# then 8&; E!t sometimes yo! need to be less exact and allo' room %or personal :!dgment& ,hen a proced!re is too tight# it can ca!se con%!sion& Since li%e isn$t al'ays simple and clear-c!t# some proced!res need to allo' s!b:ectivity and individ!al choices& ,hen 0o (o! Beed a Proced!reD Bot everything needs a proced!re# so don$t create proced!res %or basic tasks other'ise they$ll be ignored& )he n!mber-one r!le o% proced!re 'riting is to make s!re there$s a reason to create them. Perhaps people %orget to take certain actions# perhaps they keep on getting things 'rong# or perhaps tasks are so long and complex that people need a checklist i% they$re going to get things right&

A 'ritten proced!re is necessary only i% the iss!e is important or i% there 'ill be a signi%icant bene%it %rom clari%ying a process& Ee%ore yo! begin# ask yo!rsel% i% people really need or 'ant to kno' abo!t something& (o! need a proced!re 'hen a process&

6s lengthy example. year-end inventory"& 6s complex example. bene%its administration"& 6s ro!tine# b!t it$s essential that everyone strictly %ollo's r!les example. payroll"& 0emands consistency example. handling a re%!nd re-!est"& 6nvolves doc!mentation example. disciplining a sta%% member"& 6nvolves signi%icant change example. installing a ne' comp!ter system"& Has serio!s conse-!ences i% done 'rong example. sa%ety g!idelines"& 6n a company# it$s typical %or many things to get done 'itho!t 'ritten proced!res& )here are ;!n'ritten r!les; and in%ormal proced!res& E!t sometimes these !n'ritten r!les need to be set in proced!re& )his may need to happen 'hen& Similar -!estions are asked repeatedly& People seem con%!sed& )here are too many 'ays that people interpret the proced!re& Ho' 0o (o! ,rite a Proced!reD Proced!res sho!ld comm!nicate 'hat readers B440 to kno'# not :!st 'hat they ,AB) to kno'& )hey might need to kno' ho' to do the process correctly# %aster# or 'ith less 'aste& )hey also might like to kno' 'hy they have to do something a certain 'ay# 'here they can go %or help# and 'hat happens i% something goes 'rong& ,here necessary# make s!re yo!r proced!res deal 'ith technical iss!es as 'ell as s!b:ective elements& 6t$s also important that yo!r proced!res have the right level o% detail& Here are some -!estions to consider.

0o !sers have eno!gh in%ormation to complete the actionD 6s there eno!gh in%ormation to g!ide !sers in !sing good pro%essional :!dgmentD 6s the level o% detail appropriate %or the s!b:ectD 6s the level o% detail appropriate %or readersD Ho' com%ortable are readers 'ith the s!b:ectD Step =ne. 2ather 6n%ormation Ee%ore yo! start 'riting# gather detailed in%ormation on the process yo!$re making into a proced!re& )alk 'ith content experts as 'ell as others 'ho hold key in%ormation long-time sta%% members# stakeholders# technical sta%%# and people 'ho 'ill !se the proced!re& )ake lots o% notes# and then sit do'n 'ith the in%ormation and sort it o!t& As the proced!re 'riter# yo! 'ant a clear !nderstanding o% 'hat$s going on in as m!ch detail as possible& 7rom there# c!t do'n the in%ormation to 'hat the end-!ser really needs to best !nderstand the process& A great tool %or organi?ing details is a mind

map & )his can help yo! make s!re yo!$ve incl!ded and connected all the right pieces&" Step )'o. Start ,riting ,hen yo! 'rite the %irst dra%t o% yo!r proced!re# don$t 'orry abo!t exact 'ords and %ormat& )he main p!rpose is to incl!de the in%ormation yo! need& =nce yo!$ve done that# yo! can 'ork on the 'ords and organi?ation& Here are some good r!les to %ollo'.

,rite actions o!t in the order in 'hich they happen& Start 'ith the %irst action# and end 'ith the last action& Avoid too many 'ords& P!st be speci%ic eno!gh to comm!nicate clearly& 4xample. ;Add to the 8ancellations tab on the spreadsheet; rather than ;S!pplement the existing records on the spreadsheet 'ith these ne' ones&; >se the active voice& 4xample. ;Place the %ile in the administrator$s inbox; rather than ;)he %ile sho!ld then be placed in the administrator$s inbox&; >se lists and b!llets& 0on$t be too brie%# or yo! may give !p clarity& 4xplain yo!r ass!mptions# and make s!re yo!r ass!mptions are valid& >se :argon and slang care%!lly& ,rite at an appropriate reading level& Step )hree. Assess 0esign 4lements (o! may %ind that 'ords alone aren$t eno!gh to explain the proced!re& Sometimes other elements can help yo!r presentation& Here are some common %ormats. 7lo'chart )his sho's a process as a diagram& >sing a series o% symbols and arro's to indicate %lo' and action# yo! can o!tline a process and make it easy to %ollo'& Ee s!re yo! don$t complicate yo!r chart 'ith too many !n%amiliar symbols or too m!ch text& 6% yo! need to# break it into a series o% smaller %lo'charts& 8lick here to learn abo!t creating %lo'charts & )ip. ,here completion o% a task needs actions by several people or departments# consider !sing S'im @ane 0iagrams & )hese mark o!t the di%%erent streams o% activity and clearly sho' 'here responsibility %or completion o% activities trans%ers %rom one person to the next& Play script )his looks like a script %or a play 'ith di%%erent characters& 6n this case# tho!gh# yo! list the di%%erent sta%% members 'ith di%%erent responsibilities& Scripts can be especially !se%!l 'hen more than one person is involved in a process& Person responsible Action 2ather in%ormation& ,rite proced!re& ,riter Stakeholders Sho' dra%t to stakeholders& *evie' dra%t&

Person responsible

Action S!bmit corrections and comments&

,riter

8reate %inal dra%t&

0epartment manager Approve %inal version& A!estion and ans'er +atch common proced!ral -!estions 'ith their correct ans'ers& )his is a !se%!l %ormat 'hen proced!res are con%!sing or 'hen there are lots o% variations& 6t also helps address ;'hat i%; iss!es& 4xample. A& ,hat i% the col!mns don$t balanceD A& 7irst# don$t panic& Start 'ith the simplest reasons# and 'ork back'ard& *ecalc!late the col!mns& )hen look %or transcription errors& 6% this doesn$t solve the problem# go back and look at ho' yo! got yo!r %ig!res& 6% yo! 'ere !ns!re o% any points# recheck those %ig!res %irst& )hen systematically recheck each %ig!re !ntil yo! %ind the error&

+atrix )his table connects one variable 'ith another& ,here the variables connect# the cell sho's the appropriate action& +atrix tables are really good %or re%erence p!rposes# beca!se they eliminate the need %or constant searching& (o! can !se them %or many applications# incl!ding kno'ing 'hat tasks to carry o!t and 'hen# helping !sers make decisions# and kno'ing 'hat %orms or reports to !se& E!dgeting Sched!le 6tem E!dget analysis E!dget re-!est 6ncome statement Sales %orecast 8!stomer analysis x x x x A!arter / A!arter 1 A!arter 3 A!arter 5 x x x x x x x x

Sta%%ing analysis x Key Points ,ell-'ritten proced!res help yo! improve the -!ality o% 'ork 'ithin yo!r organi?ation# help yo! red!ce the n!mber o% errors and omissions# and help ne' people per%orm complex tasks -!ickly and e%%ectively& )o get the most o!t o% yo!r proced!res# %ollo' some simple r!les 'hen developing them. +ake s!re the proced!re is necessary& )hen 'rite it in a 'ay that$s easily !nderstood !sing simple# clear 'ords to comm!nicate as brie%ly as possible& ,hen it comes to ho' many proced!res yo! need# sometimes the %e'er the better& So make s!re each proced!re is absol!tely necessary be%ore yo! spendtime creating it See more at:

http://www.mindtools.com/pages/article/newTMC_!*.htm#sthash.0n</p/iA. dpuf 7lo' 8harts >nderstanding and 8omm!nicating Ho' a Process ,orks Ho' to !se %lo' charts 'ith Pames +anktelo' T Amy 8arlson& 7lo' charts are easy-to-!nderstand diagrams sho'ing ho' steps in a process %it together& )his makes them !se%!l tools %or comm!nicating ho' processes 'ork# and %or clearly doc!menting ho' a partic!lar :ob is done& 7!rthermore# the act o% mapping a process o!t in %lo' chart %ormat helps yo! clari%y yo!r !nderstanding o% the process# and helps yo! think abo!t 'here the process can be improved& A %lo' chart can there%ore be !sed to.

0e%ine and analy?e processes& E!ild a step-by-step pict!re o% the process %or analysis# disc!ssion# or comm!nication& 0e%ine# standardi?e or %ind areas %or improvement in a process& Also# by conveying the in%ormation or processes in a step-by-step %lo'# yo! can then concentrate more intently on each individ!al step# 'itho!t %eeling over'helmed by the bigger pict!re& Ho' to >se the )ool +ost %lo' charts are made !p o% three main types o% symbol.

4longated circles# 'hich signi%y the start or end o% a process&

*ectangles# 'hich sho' instr!ctions or actions&

0iamonds# 'hich sho' decisions that m!st be made

,ithin each symbol# 'rite do'n 'hat the symbol represents& )his co!ld be the start or %inish o% the process# the action to be taken# or the decision to be made& Symbols are connected one to the other by arro's# sho'ing the %lo' o% the process& )ip. )here are many other %lo'chart symbols that can also be !sed& Ho'ever# remember that an important !se o% %lo' charts is in comm!nication. 6% yo! !se obsc!re

symbols that only part o% yo!r a!dience !nderstands# there$s a good chance that yo!r comm!nication 'ill %ail& As ever# keep things simple! )o dra' the %lo' chart# brainstorm process tasks# and list them in the order they occ!r& Ask -!estions s!ch as ;,hat really happens next in the processD; and ;0oes a decision need to be made be%ore the next stepD; or ;,hat approvals are re-!ired be%ore moving on to the next taskD; Start the %lo' chart by dra'ing the elongated circle shape# and labeling it ;Start;& )hen move to the %irst action or -!estion# and dra' a rectangle or diamond appropriately& ,rite the action or -!estion do'n# and dra' an arro' %rom the start symbol to this shape& ,ork thro!gh yo!r 'hole process# sho'ing actions and decisions appropriately in the order they occ!r# and linking these together !sing arro's to sho' the %lo' o% the process& ,here a decision needs to be made# dra' arro's leaving the decision diamond %or each possible o!tcome# and label them 'ith the o!tcome& And remember to sho' the end o% the process !sing an elongated circle labeled ;7inish;& 7inally# challenge yo!r %lo' chart& ,ork %rom step to step asking yo!rsel% i% yo! have correctly represented the se-!ence o% actions and decisions involved in the process& And then i% yo!$re looking to improve the process" look at the steps identi%ied and think abo!t 'hether 'ork is d!plicated# 'hether other steps sho!ld be involved# and 'hether the right people are doing the right :obs& )ip. 7lo' charts can -!ickly become so complicated that yo! can$t sho' them on one piece o% paper& )his is 'here yo! can !se ;connectors; sho'n as n!mbered circles" 'here the %lo' moves o%% one page# and 'here it moves onto another& Ey !sing the same n!mber %or the o%%-page connector and the on-page connector# yo! sho' that the %lo' is moving %rom one page to the next& 4xample )he example belo' sho's part o% a simple %lo' chart 'hich helps receptionists ro!te incoming phone calls to the correct department in a company.

Key Points 7lo' charts are simple diagrams that map o!t a process so that it can easily be comm!nicated to other people& )o dra' a %lo'chart# brainstorm the tasks and decisions made d!ring a process# and 'rite them do'n in order& )hen map these o!t in %lo' chart %ormat !sing appropriate symbols %or the start and end o% a process# %or actions to be taken and %or decisions to be made& 7inally# challenge yo!r %lo' chart to make s!re that it$s an acc!rate representation o% the process# and that it represents the most e%%icient 'ay o% doing the :ob& )his site teaches yo! the skills yo! need %or a happy and s!ccess%!l career9 and this is :!st one o% many tools and reso!rces that yo!$ll %ind >sing Aide-+Umoire 8reating +emory Aids and 8hecklists

Aide-+Umoire are simple b!t very e%%ective& iStockphoto/4ver Ee%ore an aircra%t takes o%%# its cre' members m!st carry o!t h!ndreds o% checks to ens!re that it is sa%e to %ly& P!st one missed check co!ld mean the di%%erence bet'een a smooth# s!ccess%!l %light# and a disastro!s one& So# ho' do they ens!re that they don$t %orget an important sa%ety checkD )hey !se an aide-mUmoire# in the %orm o% a pre-%light checklist& An aide-mUmoire is a str!ct!red list o% points that yo! need to consider 'hen solving a partic!lar problem or 'orking thro!gh a complex process& 6n this article# 'e$ll look at ho' yo! can develop and !se aide-mUmoire& Abo!t the )ool )he term ;aide-mUmoire; is 7rench and translates as ;reminder; or ;memory aid&; )he %irst kno'n !se o% the term %or an 4nglish a!dience 'as in /J5F# in 2& @e'is$s book ;Aide-+Umoire to the +ilitary Sciences&; ... for the complete article: - See more at: http://www.mindtools.com/pages/article/newT&M_0+.htm#sthash.?Sw 596r%.dpuf S'im @ane 0iagrams +apping and 6mproving the Processes in (o!r =rgani?ation

iStockphoto/*E7ried

,hen thinking abo!t yo!r organi?ation# have yo! ever said to yo!rsel% that the right hand doesn$t kno' 'hat the le%t hand is doingD 8hances are yo! have. 0espite all the e%%orts people have made to streamline b!siness operations and %latten organi?ation str!ct!res# there are still a great many activities that involve more than one department or team& ,hether yo! organi?e yo!r department or teams by %!nction marketing# acco!nts# operations"# by p!rpose %or example# corporate c!stomer management" or by any other means# the %act is that a department or team needs to 'ork 'ith other departments or teams& )his means connections# comm!nications and hand-o%%s bet'een departments and teams& And these create the risk o% processing gaps# ine%%iciencies and d!plications# 'hich can contrib!te to red!ced per%ormance or higher costs& 4ven 'ell designed processes and interactions are at risk o% ine%%iciency creeping in. 6t$s a %act o% h!man nat!re9 and so# it$s something that needs to be managed& Ey having a %ormal method %or identi%ying and integrating processes bet'een departments and teams# yo! can ens!re the connections# comm!nications and hando%%s are 'ell-designed and 'ell managed& =ne s!ch approach !ses ;S'im @ane 0iagrams#; also kno'n as ;*!mmler-Erache 0iagrams&; S'im @ane 0iagrams 'ere proposed by 2eary *!mmler and Alan Erache in their book 6mproving Processes /KKL"& )his method o% diagramming allo's yo! to -!ickly and easily plot and trace processes and# in partic!lar# the interconnections bet'een processes# departments and teams& @ike other process diagramming techni-!es# 'ith the *!mmler-Erache method# yo! map processes linearly as a series o% tasks across the page& @ines and arro's bet'een tasks represent the %lo' o% in%ormation# goods or 'ork-in-progress# and also represent changes in responsibility& )he identi%ying %eat!re o% *!mmler-Erache is the !se o% ;s'im lanes;# hori?ontal ro's across the diagram page& )hink o% a s'im meet 'here each competitor has his or her o'n lane to s'im. 6n this diagramming method# each ;s'im lane; may belong to an individ!al# a team# a department# or any other organi?ational !nit yo! choose& Process diagrams# in general# are a great tool to help spot processing gaps and ine%%iciencies& )he added advantage o% the *!mmler-Erache or S'im @ane 0iagram approach is that it %oc!ses on the high risk interconnections bet'een departments and teams# and helps yo! spot more clearly iss!es and risks associated 'ith these& 4xample Here is a simple man!%act!ring example. V(W 8orp& makes 2rommels& 2rommels are made o% three pieces o% metal t'o o% 'hich are 'elded together and then :oined 'ith the third&

8lick here %or %ig!re / the c!rrent s'im lane diagram %or V(W 8orporation# sho'ing 'hat the s'im lane diagram %or the man!%act!ring process c!rrently looks like& 6mproving the Process =nce the diagram is complete# it is easy to see 'ho is responsible %or 'hat and it is also easy to start identi%ying potential ine%%iciencies& )he diagram techni-!e helps yo! break do'n yo!r process so yo! can spot the bottlenecks# red!ndancies# and other ca!ses o% ine%%iciency# and so get on 'ith improving yo!r b!siness process& 7or example# 'hen yo! look at the 2rommel man!%act!ring process# there is potential red!ndancy in the ra' material inspection& 6% the *eceiver 'ere to inspect the ra' material be%ore sending it on to ,elder or Poiner# then both o% those g!ys co!ld concentrate on their main activities. 'elding and :oining& 8lick here %or %ig!re 1 the revised s'im lane diagram %or V(W 8orporation# sho'ing this process improvement& 8reating and >sing *!mmler-Erache 0iagrams )he %irst step to spotting ine%%iciencies and making improvements is to break do'n yo!r organi?ation$s processes into manageable pieces& 6% yo! tried to look at everything at once and in detail# yo!$d be over'helmed& So be%ore yo! get started# it$s important to clari%y 'hat yo! are trying to accomplish 'ith the *!mmler Erache method# and so determine the right areas o% %oc!s and level o% detail& 6% yo! are trying to %ind strategic ine%%iciencies# then analy?ing every process in detail is !nnecessary and c!mbersome& Here yo! might assign each main %!nctional area to a s'im lane and look at the interchanges in and bet'een them& )his 'o!ld help yo! spot disconnects bet'een %!nctional areas o% the b!siness& 6% yo! 'ere trying to diagnose ine%%iciencies in yo!r hiring and recr!itment process then yo! 'o!ld look at speci%ic roles# departments and perhaps some key individ!als and assign these to the s'im lanes& 7or a comprehensive approach# yo! may start by analy?ing the processes and organi?ation !sing high level s'im lane diagrams& )hen# once yo! have spotted areas yo! need to %oc!s on# yo! can drill do'n there !sing more detail diagrams&

/& 0etermine 'hat yo! aim to accomplish& ,hat b!siness process do yo! 'ant to analy?eD 6s it operational# strategic# %!nctional# etc&D ,hat organi?ation !nits are involved and 'hat level o% detail do yo! 'ant to analy?e these to spot ine%%icienciesD 1& 8lari%y the processes yo! are %oc!sing on& A process is de%ined %or this p!rpose as a series o% tasks that have a speci%ic end res!lt# s!ch as hiring a sta%% member# prod!cing a prod!ct# ac-!iring a ne' c!stomer& 7or each process yo! are analy?ing# 'hat is the end res!ltD 3& 6denti%y all participants in the processes yo! are analy?ing& )hese incl!de all the organi?ation !nits participating in the processes# and anyone 'ho provides inp!ts or receives o!tp!ts %rom it& 0epending on the level o% detail yo!

have chosen# these may be by departments# teams or individ!al people9 or even a comp!ter system that per%orms certain parts o% the process&

,hich organi?ation !nits participateD ,here do the inp!ts to the process come %romD ,ho receives the o!tp!t o% the processD 5& Bo' it$s time to start creating the diagram& @ist the participants in the %ar le%t col!mn o% the diagram& Assign each o% these participants to a hori?ontal band s'im lane"& 6t is help%!l to assign the s'im lanes in se-!ence# 'ith the %irst col!mn assigned to the participant 'ho provides the %irst inp!t& 7or c!stomer %acing processes# this is o%ten the c!stomer&"

<& @ist the step or activities re-!ired at each stage o% the process. 7ollo' thro!gh the process se-!entially& *emember yo! are mapping ho' the process is c!rrently being done not ho' yo! think it sho!ld be done& )he key to creating a !se%!l diagram is to keep it as simple as possible& )ry not to incl!de too many loop backs !nless yo! are %oc!sing on exceptions" and keep the process mapping moving %or'ard& F& Analy?e the diagram %or potential areas o% improvement& Are there any gaps or steps missingD 6s there d!plicationD Are there overlaps# 'here several people or teams per%orm the same task or activityD Are there activities that add no val!eD =nce yo! have identi%ied potential areas %or improvement# the next step is to decide ho' to address the iss!es and make changes& *!mmel-Erache diagrams can also be !sed at this stage to map o!t the proposed process changes& As 'ith any proposed changes in the organi?ation# the pros and cons need to be analy?ed# and any change that %ollo' m!st be care%!lly planned& 7or example# i% yo! are considering removing d!plicate processes# yo! m!st %irst look at 'hether there is a legitimate need and also 'hat 'o!ld be the impact o% removing the d!plication. A d!plicate process may exist ;legitimately; to provide# %or example# proper %inancial or sa%ety controls& )echni-!es like Erainstorming and 6mpact Analysis can help yo! think thro!gh the conse-!ences o% a change&" Key Points *!mmler-Erache diagrams are !se%!l tool %or identi%ying so!rces o% ine%%iciency 'ithin# and bet'een# processes and organi?ation !nits& Ey !sing str!ct!red pict!res to sho' ho' processes achieve their aims# yo! can see at a glance 'ho is responsible %or 'hat# and 'hether there are potential areas %or improvement in the process& )his is :!st one o% the techni-!es 'ithin +ind )ools that can help yo! think abo!t the 'ays in 'hich things happen 'ithin an organi?ation& 6% yo! en:oyed this article#

yo!$ll also love o!r articles on 7lo' 8harts # Systems 0iagrams and Gal!e 8hain Analysis - See more at: http://www.mindtools.com/pages/article/newTMC_*+.htm#sthash.Ct@ hsu*t.dpuf Storyboarding Planning and 8hecking a Process as a )eam

@ook at the steps in yo!r process& iStockphoto =K# yo!$ve :!st %inished a long planning session %or a ne' initiative& (o!$re on yo!r 'ay home# b!t yo! can$t get rid o% the %eeling that yo!$ve %orgotten something important& 0oes this so!nd %amiliarD )hen it hits yo!. )here$s a critical %la' in the plan# meaning that yo!$ll have to call yo!r team back in tomorro'# and start the process all over again& 6t$s a terrible %eeling# and one that 'e$ve probably all experienced& ,e might have avoided this problem# ho'ever# i% 'e had !sed a simple planning tool that the %ilm ind!stry has relied on %or decades. the storyboard& ,hat Are StoryboardsD 6n the %ilm ind!stry# storyboards are simply a 'ay o% looking at the movie# laid o!t camera-shot-by-camera-shot# 'ith still pict!res be%ore %ilming act!ally begins& 7or example# the storyboard %or Scene =ne opens 'ith an image o% 'hat that %irst shot# or camera angle# 'ill look like& )he next shot# %rom a di%%erent angle# sho's in the next pict!re on the storyboard& ,ith each ne' camera shot or action# a ne' pict!re is added& 6n a b!siness environment# it$s the same idea& E!t instead o% making a movie# yo! might be ... for the com

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>nblocking Eottlenecks 7ixing >nbalanced Processes

,here$s the bottleneck in yo!r areaD iStockphoto 8onsider this scenario. (o! o'n a tr!cking company# and yo!$ve recently had problems in the delivery process %or one o% yo!r clients& )he loading at their %actory goes smoothly# b!t once yo!r tr!cks arrive at the client$s 'areho!se# e%%iciency seems to %all apart& )he tr!cks typically 'ait six to eight ho!rs be%ore 'orkers !nload the cargo& 4very min!te that yo!r tr!cks are parked and 'aiting costs yo!r company reven!e& (o! investigate to %ind o!t 'hy the tr!cks are %orced to 'ait# and yo! discover something s!rprising. )he reason they 'ait is beca!se no one noti%ies the 'areho!se in advance o% their arrival& As a res!lt# 'hen a tr!ck arrives# the %orkli%t that$s needed %or !nloading is o%ten being !sed %or another task& So yo!r tr!ck has to 'ait !ntil the %orkli%t is %ree& Bo' yo! begin to 'onder 'hy the 'areho!se isn$t noti%ied# as it sho!ld be# that tr!cks are on their 'ay& (o! investigate more and learn that the person 'ho !sed to call the 'areho!se le%t the company a %e' months ago# and the task 'asn$t reassigned& So yo! delegate the phone call to another team member# and yo! pers!ade the 'areho!se to p!rchase a second %orkli%t and yo!r problem is solved& )his bottleneck 'as pretty easy to %ix& E!t have yo! ever discovered a bottleneck in yo!r b!siness processesD )hese can be harder to resolve# mostly beca!se they$re harder to identi%y& ,hat is a EottleneckD A bottleneck in a process occ!rs 'hen inp!t comes in %aster than the next step can !se it to create o!tp!t& )he term compares assets in%ormation# materials# prod!cts# man-ho!rs" 'ith 'ater& ,hen 'ater is po!red o!t o% a bottle# it has to pass thro!gh

the bottle$s neck# or opening& )he 'ider the bottle$s neck# the more 'ater inp!t/assets" yo! can po!r o!t& )he smaller# or narro'er# the bottle$s neck# the less yo! can po!r o!t and yo! end !p 'ith a back-!p# or ;bottleneck&; )here are t'o main types o% bottlenecks. 1. Short-term bottlenecks )hese are ca!sed by temporary problems& A good example is 'hen key team members become ill or go on vacation& Bo one else is -!ali%ied to take over their pro:ects# 'hich ca!ses a backlog in their 'ork !ntil they ret!rn& 2. @ong-term bottlenecks )hese occ!r all the time& An example 'o!ld be 'hen a company$s month-end reporting process is delayed every month# beca!se one person has to complete a series o% time-cons!ming tasks and he can$t even start !ntil he has the %inal month-end %ig!res& 6denti%ying and %ixing bottlenecks is highly important& )hey can ca!se a lot o% problems in terms o% lost reven!e# dissatis%ied c!stomers# 'asted time# poor--!ality prod!cts or services# and high stress in team members& Ho' to 6denti%y Eottlenecks 6denti%ying bottlenecks in man!%act!ring is !s!ally pretty easy& =n an assembly line# yo! see 'hen prod!cts pile !p at a certain point& 6n b!siness processes# ho'ever# they can be harder to %ind& Start 'ith yo!rsel%& 6s there a ro!tine or sit!ation that reg!larly ca!ses stress in yo!r dayD )hese %r!strations can act!ally be a signi%icant indicator that a bottleneck exists some'here& 7or example# imagine that yo!$re responsible %or revie'ing a report that another team member creates each 'eek& =nce yo!$re done# yo! give it to another team member# 'ho has to post the report on yo!r company$s intranet& 0!e to yo!r 'orkload# ho'ever# the report o%ten sits on yo!r desk %or ho!rs so the next person do'n the line sometimes has to stay later at the end o% the day to post it on time& )his ca!ses a lot o% stress %or yo! as 'ell as yo!r colleag!e& 6n this scenario# yo!$re the bottleneck& Here are some other signs o% bottlenecks.

@ong 'ait times 7or example# yo!r 'ork is delayed beca!se yo!$re 'aiting %or a prod!ct# a report# or more in%ormation& =r materials spend time 'aiting bet'een steps o% a b!siness or man!%act!ring process& Eacklogged 'ork )here$s too m!ch 'ork piled !p at one end# and not eno!gh at the other end& High stress levels& )'o tools are !se%!l in helping yo! identi%y bottlenecks. /& 7lo' 8harts >se a %lo' chart to help yo! identi%y 'here bottlenecks are occ!rring& 7lo' charts break do'n a system by detailing every step in the process in an easy-to-%ollo' diagrammatic %lo'& =nce yo! map o!t a process# it$s m!ch easier to see 'here there

might be a problem& Sit do'n and identi%y each step that yo!r process needs to %!nction 'ell& 7or example# in the tr!cking scenario 'e mentioned earlier# a %lo' chart might look like this.

Step / 2oods are man!%act!red at the %actory& Step 1 2oods are loaded onto the tr!ck& Step 3 )he 'areho!se is noti%ied abo!t the tr!ck$s arrival time& Step 5 )he 'areho!se sched!les a %orkli%t %or the expected arrival time& Step < )he tr!ck arrives at the 'areho!se# and !nloading starts& 6n this case# the delay occ!rred beca!se Steps 3 and 5 'ere missing# and this led to a long 'ait bet'een Steps 1 and <& 8reating the %lo' chart be%ore investigating the problem 'o!ld have helped yo! -!ickly see 'here yo!r process broke do'n& 1& )he 7ive ,hys )echni-!e )he 7ive ,hys techni-!e can also help yo! identi%y ho' to !nblock yo!r bottleneck& )o start# identi%y the problem yo! 'ant to address& )hen# 'orking back'ard# ask yo!rsel% 'hy this problem is occ!rring& Keep asking yo!rsel% ;,hyD; at each step# !ntil yo! reach the root ca!se& 8onsider o!r tr!cking example again& 2o back to the beginning# and imagine that yo! have no idea 'hy the tr!cks are delayed& )r!cks are %orced to 'ait %or ho!rs at the 'areho!se& ,hyD Eeca!se the %orkli%t isn$t ready to !nload the tr!cks 'hen they arrive& ,hy isn$t the %orkli%t readyD Eeca!se there$s only one %orkli%t# and it$s !sed %or other things& )he 'areho!se doesn$t kno' the tr!cks are arriving# so the %orkli%t isn$t sched!led to !nload cargo& ,hy doesn$t the 'areho!se kno' the tr!cks are comingD Eeca!se no one has called to tell them& ,hy has no one called the 'areho!seD Eeca!se the team member 'hose :ob 'as to call the 'areho!se le%t months ago# and no one else 'as assigned to make the calls& And there$s the sol!tion& (o!$ve identi%ied the root ca!se. a missing team member& )he easy %ix is to delegate the task to someone else& Ey 'orking back'ard and identi%ying the root ca!se# yo! can clearly see 'hat yo! need to change to %ix the problem& Ho' to >nblock Eottlenecks (o! have t'o basic options %or !nblocking yo!r bottleneck.

/& 1&

6ncrease the e%%iciency o% the bottleneck step& 0ecrease inp!t to the bottleneck step&

6n o!r tr!cking example# the clear sol!tion 'as to increase e%%iciency by noti%ying the 'areho!se& Ho' yo! might increase e%%iciency in other sit!ations 'ill depend greatly on the nat!re o% the process concerned# b!t here are some general ideas.

4ns!re that 'hatever is being %ed into the bottleneck is %ree o% de%ects& Ey doing this# yo! ens!re that yo!$re not 'asting the val!able bottleneck reso!rce by !sing it to process material that 'ill later be discarded& *emove activities %rom the bottleneck process that co!ld be done by other people or machinery& Assign the most prod!ctive team members and technology to the bottleneck process& Add capacity in the bottleneck process& 7or more on ho' to increase the e%%iciency o% processes# see o!r article on Kai?en. 2aining the 7!ll Eene%its o% 8ontin!o!s 6mprovement & )he other option# decreasing inp!t# may at %irst so!nd silly& E!t i% one part o% a process has the potential to prod!ce more o!tp!t than yo! !ltimately need or can manage# it$s an appropriate response& (o! may have a sit!ation 'here yo! keep increasing the amo!nt o% 'ork-in-progress inventory immediately a%ter a step that$s 'orking too e%%iciently& 7or example# speed cameras can ;catch; a large n!mber o% drivers 'ho exceed the speed limit& Ho'ever# each speed violation has to be processed# and this inc!rs a cost& )he cameras can catch %ar more drivers than the processing departments can handle& So# many cameras are programmed to identi%y only those drivers 'ho go a certain amo!nt over the speed limit# or to operate only at certain times o% day or certain days o% the 'eek& As a res!lt# the n!mber o% inp!ts to the system is red!ced to the level that it can process& Key Points Eottlenecks can ca!se ma:or problems %or any company# and identi%ying their root ca!ses is critical& @ook %or the typical signs o% bottlenecks s!ch as backlogged 'ork# 'aiting by people# materials# or paper'ork"# and high stress relating to a task or process& )o make s!re yo! identi%y the root ca!se and not :!st one o% the e%%ects"# !se a 7lo' 8hart or the 7ive ,hys techni-!e& )o explore process balancing and resolving bottlenecks in more detail# read ;)he 2oal; by 4liyah! + 2oldratt and Pe%% 8ox& Apply )his to (o!r @i%e Are there bottlenecks in any o% yo!r processes at 'orkD 0o yo! prod!ce things that sit in a colleag!e$s inbox %or ho!rs or days be%ore they$re processedD 0o things sit in yo!r inbox %or days beca!se yo!$re too b!syD 0o yo! o%ten 'ait to receive materials# reports# or pieces o% in%ormation %rom colleag!es# and do these delay tasks that yo! need to completeD =r are yo! al'ays late sending things to yo!r colleag!esD 7or each bottleneck sit!ation# identi%y 'ho or 'hat the bottleneck is& 6s it yo!# or someone else# or even an a!tomatic processD

)hen determine i% the process 'o!ld %lo' better i% inp!ts to the bottleneck step 'ere red!ced# or i% e%%iciency 'ere increased& 6% the problem is e%%iciency# ho' can yo! improveD *ead o!r article on leverage - See more at: http://www.mindtools.com/pages/article/newTMC_!,.htm#sthash.2) >50<$'.dpuf A!e!ing +odels =ptimi?ing Service and *eso!rces

*ed!ced 'ait times increase c!stomer satis%action& iStockphoto/Be!stockimages 6t$s <.3L pm# it seems like everybody has :!st le%t 'ork# and yo!$re st!ck in a long checko!t line at the grocery store& 0o yo! 'onder 'hy store management hasn$t %ig!red o!t ho' many cashiers they need d!ring the evening r!shD 6% yo! do# yo! probably have an int!itive appreciation %or the importance o% -!e!es& ,hether 'orkers 'ait to !se the o%%ice copier# airplanes 'ait to land# or parts 'ait on an assembly line# -!e!es are an inevitable# and o%ten %r!strating# part o% li%e& ,aiting lines a%%ect people every day# 'hich is 'hy a primary goal in many b!sinesses is to provide the best level o% service possible& +inimi?ing those 'aiting lines is a key part o% creating a positive experience %or the c!stomer& Ho' can yo! achieve that in yo!r organi?ationD ,ell# there$s a 'hole body o% mathematical kno'ledge dedicated to st!dying# sim!lating# and analy?ing 'ait times& 6t$s called -!e!ing theory# and it can help minimi?e the cost to yo!r b!siness o% 'aiting lines& 6t does that by helping yo! determine the best 'ay to !se yo!r sta%% and other reso!rces# 'hile red!cing c!stomer 'ait times& A!e!ing models sho' yo! ho' to make s!re yo! have eno!gh sta%% 'orking# at any given time# to provide a good level o% service 'itho!t h!rting pro%itability by having people standing aro!nd doing nothing& A!e!ing models consider the %ollo'ing.

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0ata and 6n%ormation +anagement Protecting an 6mportant =rgani?ational Asset

2ood data management can be important %or yo!r prod!ctivity# and %or yo!r organi?ation$s s!ccess& iStockphoto/+arsEars A client has :!st contacted yo! 'ith a billing -!estion& Altho!gh yo! can vie' her bill# yo! can$t access her order# beca!se it$s held on a sales database that isn$t synced 'ith yo!rs& )o help her# yo! need to speak 'ith someone on the sales team& Ho'ever# he$s o!t in the %ield# and three days pass be%ore yo! have the in%ormation yo! need to resolve the iss!e& Ey this time# the c!stomer is !nderstandably !pset& 0ata and in%ormation management isn$t :!st the responsibility o% yo!r 6) department9 it a%%ects everyone in an organi?ation& 6t can determine ho' 'ell yo! comm!nicate 'ith yo!r c!stomers# ho' sa%e and sec!re yo!r data is# ho' sa%e yo!r c!stomers are# and ho' e%%iciently everyone can meet their goals and achieve per%ormance metrics& 6n this article# 'e$ll look at 'hy data and in%ormation management can be so important# and 'e$ll explore 'ays that yo! can organi?e data more e%%ectively in yo!r organi?ation& Bote. )his is highly important in many b!sinesses %or example# in banking"# b!t is not as relevant in others %or example# in a design agency"& >se yo!r o'n best :!dgment 'hen thinking abo!t data and in%ormation management 'ithin yo!r o'n organi?ation& ,hat is 0ata and 6n%ormation +anagementD

)he 0ata +anagement Association 0A+A" de%ines data and in%ormation management as ;S the development# exec!tion# and s!pervision o% plans# policies# programs# and practices that control# protect# deliver# and enhance the val!e o% data and in%ormation assets&; 0ata management has existed in some %orm since the /K<Ls& 6t emerged in the late /KILs as a distinct discipline 'hen in%ormation began to move %rom paper to tape# and then to disk& =ver the past decade# data management has become important %or organi?ations o% all si?es# in many di%%erent ind!stries& )he 6mportance o% 0ata +anagement 4%%ective data and in%ormation management is a concern %or many organi?ations& )he amo!nt o% digital in%ormation in the 'orld is increasing ten%old every %ive years# and organi?ations are having a di%%ic!lt time managing this data and keeping it sec!re& 6n a st!dy cond!cted by Girginia 8ommon'ealth >niversity# %e'er than /L percent o% organi?ations !se doc!mented processes to manage their data# and %e'er than one in three organi?ations claim con%idence in their o'n data& )he conse-!ences o% poorly managed data can be signi%icant& 8onsider the %ollo'ing examples.

7inancial losses. (o!r organi?ation$s head-!arters are %looded !nexpectedly& (o!r back!p system is o!tdated# and# as a res!lt# yo! lose months o% data# 'orth millions o% dollars to yo!r organi?ation& @itigation risk. Hackers access yo!r c!stomer database# 'hich incl!des addresses and credit card n!mbers& )hese c!stomers are no' at risk o% identity the%t# and they decide to s!e yo! %or violation o% their privacy& 4xcess data storage costs. (o!r organi?ation has no process %or data cleansing replacing or deleting inacc!rate# incomplete# or o!tdated in%ormation& 8onse-!ently# yo!r data storage costs and 6) reso!rce needs do!ble each year& 6ne%%icient 'ork%lo' processes. (o!r team members can$t %ind the in%ormation that they need to do their 'ork# beca!se each department has its o'n database# and none o% these systems comm!nicate 'ith one another& +issed opport!nities. (o!r sales reps str!ggle to access the inventory database# 'hich in%orms them o% prod!ct availability and delivery dates& 8ompetitors 'in sales %rom yo!# beca!se they have immediate access to this in%ormation& Erand/rep!tation loss. 8!stomers are %r!strated# beca!se departments can$t comm!nicate e%%ectively 'ith one another& As a res!lt# yo!r organi?ation$s rep!tation and sales s!%%er& Begative press/p!blicity. =ne o% yo!r team members loses their laptop# 'hich contains in%ormation abo!t a 'ell-kno'n client& As a res!lt# yo!r organi?ation receives negative media coverage and yo! lose a n!mber o% clients& P!t simply# 'hen yo! can$t get yo!r hands on the in%ormation yo! need# or 'hen the in%ormation yo! have isn$t protected appropriately# yo! can miss opport!nities# yo!r per%ormance drops# yo!r pro:ects and c!stomers s!%%er# and yo! lose competitive advantage&

Sec!rity is a key element in data management& )he 1L/3 2lobal State o% 6n%ormation Sec!rity S!rvey reports that altho!gh more than IL percent o% organi?ations s!rveyed are ;veryO or ;some'hatO con%ident in their in%ormation sec!rity strategies# that con%idence has declined steadily since 1LLJ& 0ata the%t and sec!rity iss!es are increasing each year# leading to %inancial losses# intellect!al property the%t# identity %ra!d# and compromised rep!tations& 6mproving (o!r 6n%ormation +anagement 6% e%%ective data and in%ormation management is important 'ithin yo!r ind!stry# then it sho!ld be given serio!s# long-term attention %rom everyone %rom the 84= and 86= do'n to the ne'est employee on the team& Keep in mind that overha!ling an existing system or syncing all o% the databases in an organi?ation can be an enormo!s# costly# and di%%ic!lt pro:ect that can take months or years to implement this may make it impractical# partic!larly i% other pro:ects 'ill deliver a bigger b!siness bene%it& Ho'ever# yo! can take other steps to improve data management %or yo!r team# and %or yo!r organi?ation& /& 6denti%y 7r!strations Start by listing the %r!strations# bottlenecks # and ine%%iciencies that yo! experience reg!larly 'ith in%ormation and data availability& )o do this# it can be help%!l to !se 7lo'charts and S'im @ane 0iagrams to map ho' in%ormation moves thro!gh yo!r department or organi?ation&" Bext# ask yo!r team members to describe their %r!strations regarding data and in%ormation& @ack o% access or ine%%iciencies may be a%%ecting their 'ork in 'ays that yo! are not a'are o%& =nce yo! have a list o% c!rrent iss!es# per%orm a *oot 8a!se Analysis to trace each iss!e to its origin& )his analysis can help yo! determine 'hether these problems# errors# or ine%%iciencies are the res!lt o% technical# maintenance# or h!man iss!es& 1& *evie' Sec!rity )he %r!strations that yo! listed above co!ld be a res!lt o% valid data sec!rity meas!res& 7or example# most organi?ations restrict access to personal in%ormation# s!ch as employee salaries and vacation sched!les# c!stomer credit card data# or sensitive sales and %inancial data clearly# yo! need to think care%!lly abo!t 'ho can access this in%ormation& Start by cond!cting a *isk Analysis to identi%y any data sec!rity iss!es& )alk to other departments 'ithin the organi?ation partic!larly acco!nts# internal a!dit# compliance# and legal to see i% there are any iss!es that yo! need to be a'are o%& Ask yo!r 6) department abo!t in%ormation sec!rity& (o! and yo!r team co!ld be p!tting vital in%ormation at risk !nkno'ingly# especially 'hen yo!$re 'orking o%%site on a laptop# smartphone# or tablet& Ask 'hat yo! can do to keep yo!r organi?ation$s in%ormation sa%e and sec!re# and comm!nicate these best practices to yo!r team&

3& Streamline Processes and Systems )alk to yo!r 6) department abo!t the problems# ine%%iciencies# and sec!rity points that yo! have identi%ied& )hey might be able to %ix some o% these iss!es# or they might be able to s!ggest ne' 'ays to access the data that yo! need& At a minim!m# letting 6) sta%% members kno' abo!t yo!r %r!strations gives them important %eedback that they can consider d!ring system !pgrades and redesigns& (o!r 6) department might have a list o% best practices and g!idelines that yo! can !se to streamline in%ormation# avoid d!plication# protect sensitive data# and !se existing systems more e%%iciently& )alk to yo!r team members abo!t steps that they can take to improve their o'n data and in%ormation management& 0o they have %iles or so%t'are that they are no longer !sing that can be deletedD Are they taking !nnecessary risks 'ith sensitive in%ormationD 0o they keep %iles and %olders organi?ed# 'ell-maintained# and !p-todateD )hink abo!t the steps that yo! can take to improve data ;ho!sekeeping&; *o!tinely going thro!gh yo!r %iles and deleting old# inacc!rate# or incomplete doc!ments and programs can help red!ce data storage costs %or yo!r organi?ation9 it$s also a smart 'ay to manage yo!r electronic %iles & )here may also be a central database that yo! co!ld !pdate# so that others in yo!r organi?ation can access yo!r department$s in%ormation& 5& 8reate E!siness 8ases %or Systems 6mprovements 7or some organi?ations# data and in%ormation management may not be a high priority# and# %or some# it may not seem relevant at all& 6% data management isn$t as high a priority as it sho!ld be 'ithin yo!r organi?ation# yo! might have tro!ble getting b!y-in %or yo!r proposed improvements& Erainstorm the 'ays that improving data and in%ormation management co!ld bene%it yo!r organi?ation& 6% appropriate# 'rite a b!siness case o!tlining these ideas and proposals# and explain ho' yo!r proposed systems improvements 'ill help the organi?ation and eliminate the conse-!ences o% poorly managed data& Key Points 0ata and in%ormation management is the development o% policies and systems that protect and deliver the in%ormation that yo!r organi?ation needs in order to operate& 6n-depth data and in%ormation management is cr!cial to the s!ccess o% some organi?ations# b!t %or others it may not be a priority& ,hen data is inacc!rate# inaccessible# lost# or incomplete# yo!r organi?ation can s!%%er %rom %inancial losses# missed opport!nities# lo' prod!ctivity# and a poor rep!tation& )o help yo!r organi?ation manage its data and in%ormation more e%%ectively# list the %r!strations# bottlenecks# and ine%%iciencies that yo! and yo!r team members experience& )hen# revie' the risks that yo! need to protect against& ,hen yo!$ve identi%ied the changes that yo! 'ant to make# talk to 6) pro%essionals abo!t these iss!es# and %ind o!t 'hat yo! can do to streamline processes and systems

'ithin yo!r organi?ation& 7inally# 'rite a b!siness case to o!tline ho' yo!r proposed improvements 'ill bene%it the organi?ation& )his site teaches yo! the skills yo! need %or a happy and s!ccess%!l career9 a See more at: http://www.mindtools.com/pages/article/data information management.htm#sthash.%@l)o?4r.dpuf

6mproving E!siness Processes Streamlining )asks to 6mprove 4%%iciency

+ap processes care%!lly be%ore making changes& iStockphoto/sR:ohnIK (o! probably !se do?ens o% b!siness processes every day& 7or example# yo! may go thro!gh the same steps each time yo! generate a report# resolve a c!stomer complaint# contact a ne' client# or man!%act!re a ne' prod!ct& (o!$ve likely come across the res!lts o% ine%%icient processes# too& >nhappy c!stomers# stressed colleag!es# missed deadlines# and increased costs these are :!st some o% the problems that dys%!nctional processes can create& )hat$s 'hy it$s so important to improve processes 'hen they are not 'orking 'ell& 6n this article# 'e$ll look at ho' yo! can do this& Abo!t E!siness Processes Processes can be %ormal or in%ormal& 7ormal processes also kno'n as proced!res are doc!mented# and have 'ell-established steps& 7or example# yo! might have proced!res %or receiving and s!bmitting invoices# or %or establishing relationships 'ith ne' clients& 7ormal processes are partic!larly important 'hen there are sa%ety-related# legal or %inancial reasons %or %ollo'ing partic!lar steps& 6n%ormal processes are more likely to be ones that yo! have created yo!rsel%# and yo! may not have 'ritten them do'n& 7or example# yo! might have yo!r o'n set o% steps %or noting meeting actions# carrying o!t market research# or comm!nicating ne' leads& )he 6mportance o% 4%%icient Processes

)hese di%%erent kinds o% processes have one thing in common. they$re all designed to streamline the 'ay that yo! and yo!r team 'ork& ,hen everyone %ollo's a 'ell-tested set o% steps# there are %e'er errors and delays# there is less d!plicated e%%ort# and sta%% and c!stomers %eel more satis%ied& Processes that don$t 'ork can lead to n!mero!s problems& 7or example.

8!stomers may complain abo!t poor prod!ct -!ality or bad service& 8olleag!es get %r!strated& ,ork may be d!plicated# or not done& 8osts increase& *eso!rces are 'asted& Eottlenecks can develop# ca!sing yo! to miss deadlines& Bote. 6n this article# 'e %oc!s on incremental process change# aimed at improving existing processes& 6% yo! need to start again %rom %irst principles# see o!r article on E!siness Process *eengineering & 6mproving (o!r )eam$s Processes ,hen yo! enco!nter some o% the problems mentioned above# it may be time to revie' and !pdate the relevant process& 7ollo' these steps to do this. Step /. +ap the Process =nce yo!$ve decided 'hich process yo! 'ant to improve# doc!ment each step !sing a 7lo'chart or a S'im @ane 0iagram & )hese tools sho' the steps in the process vis!ally& S'im lane diagrams are slightly more complex than %lo'charts# b!t they$re great %or processes that involve several people or gro!ps&" 6t$s important to explore each phase in detail# as some processes may contain s!bsteps that yo!$re not a'are o%& 8ons!lt people 'ho !se the process reg!larly to ens!re that yo! don$t overlook anything important& Step 1. Analy?e the Process >se yo!r %lo' chart or s'im lane diagram to investigate the problems 'ithin the process& 8onsider the %ollo'ing -!estions.

,here do team members or c!stomers get %r!stratedD ,hich o% these steps creates a bottleneck D ,here do costs go !p and/or -!ality go do'nD ,hich o% these steps re-!ires the most time# or ca!ses the most delaysD 7irst !se *oot 8a!se Analysis # 8a!se and 4%%ect Analysis # or )he < ,hys to trace the problem to its origins& A%ter all# i% yo! only %ix the symptoms# the problems 'ill contin!e& Speak to the people 'ho are a%%ected by the process& ,hat do they think is 'rong 'ith itD And 'hat s!ggestions do they have %or improving itD )hen look at other teams in yo!r organi?ation& ,hat tactics have they developed to deal 'ith similar sit!ationsD

Step 3. *edesign the Process (o!$re no' going to redesign the process to eliminate the problems yo! have identi%ied& 6t$s best to 'ork 'ith the people 'ho are directly involved in the process& )heir ideas may reveal ne' approaches# and# also# they$re more likely to b!y into change i% they$ve been involved at an early stage& 7irst# make s!re that everyone !nderstands 'hat the process is meant to do& )hen# explore ho' yo! can address the problems yo! identi%ied in step 1 Erainstorming can help here"& Bote do'n everyone$s ideas %or change# regardless o% the costs involved& )hen# narro' yo!r list o% possible sol!tions by considering ho' yo!r team$s ideas 'o!ld translate to a real-li%e context& Start by cond!cting an 6mpact Analysis to !nderstand the %!ll e%%ects o% yo!r team$s ideas& )hen# carry o!t a *isk Analysis and a 7ail!re +ode and 4%%ects Analysis to spot possible risks and points o% %ail!re 'ithin yo!r redesigned process& 0epending on yo!r organi?ation$s %oc!s# yo! may also 'ant to consider 8!stomer 4xperience +apping at this stage& )hese tests 'ill help yo! to !nderstand the %!ll conse-!ences o% each proposed idea# and allo' yo! to make the right decision %or everyone& =nce yo! and yo!r team agree on a process# create ne' diagrams to doc!ment each step& Step 5. Ac-!ire *eso!rces (o! no' need to sec!re the reso!rces yo! need to implement the ne' process& @ist everything that yo!$ll need to do this& )his co!ld incl!de g!idance %rom senior managers or %rom colleag!es in other departments# s!ch as 6) or H*& 8omm!nicate 'ith each o% these gro!ps# and make s!re that they !nderstand ho' this ne' process 'ill bene%it the organi?ation as a 'hole& (o! may need to prepare a b!siness case to demonstrate this& Step <. 6mplement and 8omm!nicate 8hange 6t$s likely that improving yo!r b!siness process 'ill involve changing existing systems# teams# or processes& 7or example# yo! may need to ac-!ire ne' so%t'are# hire a ne' team member# or organi?e training %or colleag!es& *olling o!t yo!r ne' process co!ld be a pro:ect in itsel%# so plan and manage this care%!lly& Allocate time %or dealing 'ith teething tro!bles# and consider r!nning a pilot %irst# to check %or potential problems& Keep in mind that change is not al'ays easy& People can be resistant to it# especially 'hen it involves a process that they$ve been !sing %or some time& (o! can !se tools s!ch as the 8hange 8!rve and Kotter$s J-Step 8hange +odel to help overcome resistance to change& Step F. *evie' the Process 7e' things 'ork per%ectly# right %rom the start& So# a%ter yo! roll o!t the ne' process# closely monitor ho' things are going in the 'eeks and months that %ollo'#

to ens!re that the process is per%orming to expectations& )his monitoring 'ill also allo' yo! to %ix problems as they occ!r& +ake it a priority to ask the people involved 'ith the ne' process ho' it$s 'orking# and 'hat i% any %r!strations they$re experiencing& Adopt contin!o!s improvement strategies s!ch as Kai?en & Small improvements made reg!larly 'ill ens!re that the process stays relevant and e%%icient& Key Points A b!siness process is a set o% steps or tasks that yo! and yo!r team !se repeatedly to create a prod!ct or service# reach a speci%ic goal# or provide val!e to a c!stomer or s!pplier& ,hen processes 'ork 'ell# they can signi%icantly improve e%%iciency# prod!ctivity# and c!stomer satis%action& Ho'ever# processes that don$t 'ork can ca!se %r!stration# delays# and %inancial loss& )o improve a b!siness process# %ollo' these steps& /& 1& 3& 5& <& F& +ap processes& Analy?e the process& *edesign the process& Ac-!ire reso!rces& 6mplement and comm!nicate change& *evie' the process& Keep in mind that yo!$ll need to improve most processes at some point& Be' goals# ne' technology# and changes in the b!siness environment can all ca!se established processes to become ine%%icient or o!tdated& )his site teaches yo! the skills yo! need %or a happy and s!ccess%!l career9 and this is :!st one o% many tools and reso!rces that yo!$ll %ind here at +ind )ools& 8lick here %or more# s!bscribe to o!r %ree ne'sletter# or become a member %or :!st C/& Add this article to +y @earning Plan - See more at: http://www.mindtools.com/pages/article/impro)ing 'usiness processes.htm#sthash.l)DS.s"f.dpuf 8oncept 7ans ,idening the Search %or Sol!tions

iStockphoto/ryasick

0ianne$s boss has asked her to come !p 'ith some ideas %or lo'ering overhead costs in her o%%ice& 6% she doesn$t come !p 'ith big eno!gh c!ts# she may have to start laying o%% sta%%& 8learly# she doesn$t 'ant to have to do this& Her only option is to %ind more 'ays to red!ce costs& Ho'ever# a%ter brainstorming possible sol!tions# she hasn$t had many credible ideas& 0oes this sit!ation so!nd %amiliarD ,e o%ten have to solve problems that have no easy sol!tion& )his can be %r!strating# especially 'hen 'e$re on a deadline# and 'hen normal problem-solving approaches haven$t 'orked& )his is 'here 8oncept 7ans are !se%!l& )hey help yo! 'iden yo!r search %or sol!tions i% yo! have exha!sted all obvio!s options& ... for the complete article: - See more at: http://www.mindtools.com/pages/article/newCT_0,.htm#sthash.&Fn@M ??+.dpuf A%%inity 0iagrams =rgani?ing 6deas into 8ommon )hemes

2ro!p similar items together&& iStockphoto/m!ra 6s it ever a bad thing to have too many ideasD Probably not# b!t i% yo!$ve ever experienced in%ormation overload or str!ggled to kno' 'here to begin 'ith a 'ealth o% data yo!$ve been given# yo! may have 'ondered ho' yo! can !se all o% these ideas e%%ectively& ,hen there$s lots o% ;st!%%; coming at yo!# it is hard to sort thro!gh everything and organi?e the in%ormation in a 'ay that makes sense and helps yo! make decisions& ,hether yo!$re brainstorming ideas# trying to solve a problem or analy?ing a sit!ation# 'hen yo! are dealing 'ith lots o% in%ormation %rom a variety o% so!rces# yo! can end !p spending a h!ge amo!nt o% time trying to assimilate all the little bits and pieces& *ather than letting the dis:ointed in%ormation get the better o% yo!# yo! can !se an a%%inity diagram to help yo! organi?e it&

Also called the KP method# a%ter its developer Ka'akita Piro a Papanese anthropologist" an a%%inity diagram helps to synthesi?e large amo!nts o% data by %inding relationships bet'een ideas& )he in%ormation is then grad!ally str!ct!red %rom the bottom !p into meaning%!l gro!ps& 7rom there yo! can clearly ;see; 'hat yo! have# and then begin yo!r analysis or come to a decision&

A%%inity diagrams can be !sed to.

0ra' o!t common themes %rom a large amo!nt o% in%ormation& 0iscover previo!sly !nseen connections bet'een vario!s ideas or in%ormation& Erainstorm root ca!ses and sol!tions to a problem& Eeca!se many decision-making exercises begin 'ith brainstorming# this is one o% the most common applications o% a%%inity diagrams& A%ter a brainstorming session there are !s!ally pages o% ideas& )hese 'on$t have been censored or edited in any 'ay# many o% them 'ill be very similar# and many 'ill also be closely related to others in a variety o% 'ays& ,hat an a%%inity diagram does is start to gro!p the ideas into themes& 7rom the chaos o% the randomly generated ideas comes an insight into the common threads that link gro!ps o% them together& 7rom there the sol!tion or best idea o%ten emerges -!ite nat!rally& )his is 'hy a%%inity diagrams are so po'er%!l and 'hy the Papanese >nion o% Scientists and 4ngineers consider them one o% the ;seven management tools&; A%%inity diagrams are not the domain o% brainstorming alone tho!gh& )hey can be !sed in any sit!ation 'here.

)he sol!tion is not readily apparent& (o! 'ant to reach a consens!s or decision and have a lot o% variables to consider# concepts to disc!ss# ideas to connect# or opinions to incorporate& )here is a large vol!me o% in%ormation to sort thro!gh& Here is a step-by-step g!ide to !sing a%%inity diagrams along 'ith a simple example to sho' ho' the process 'orks&

Ho' to >se the )ool /& 0escribe the problem or iss!e

2.

2enerate ideas by brainstorming & ,rite each idea on a separate sticky note and p!t these on a 'all or %lip chart& *emember to. 4mphasi?e vol!me& S!spend :!dgment& Piggyback on other ideas&

3&

Sort ideas into nat!ral themes by asking. ,hat ideas are similarD 6s this idea connected to any o% the othersD 6% yo!$re 'orking in a team. Separate into smaller gro!ps o% 3 to 5 people& Sort the ideas 6B S6@4B84 so that no one is in%l!enced by anyone else$s comments& Keep moving the cards aro!nd !ntil consens!s is reached&

5&

8reate total gro!p consens!s. 0isc!ss the shared meaning o% each o% the sorted gro!ps& 8ontin!e !ntil consens!s is reached& 6% some ideas do not %it into any theme# separate them as ;standalone; ideas& 6% some ideas %it into more than one theme# create a d!plicate card and p!t it in the proper gro!p& )ry to limit the total n!mber o% themes to bet'een %ive and nine& <& 8reate theme cards also called a%%inity cards or header cards". 8reate a short 3-< 'ord description %or the relationship& 6% yo!$re 'orking in a gro!p# do this together# o!t lo!d& ,rite this theme/header on a blank card and place at the top o% the gro!p it describes& 8reate a ;s!per-headers; 'here necessary to gro!p themes& >se a ;s!b-header; card 'here necessary as 'ell&

F&

8ontin!e to gro!p the themes/headers !ntil yo! have reached the broadest# b!t still meaning%!l# categories possible. 0ra' lines connecting the s!per-headers# themes/headers# and s!bheaders& (o!$ll end !p 'ith a hierarchical str!ct!re that sho's# at a glance# 'here the relationships are& )ip. 2ro!ping ideas !nder headings# and then gro!ping headings !nder s!per-headers in an a%%inity diagram is a practical 'ay o% ;ch!nking; in%ormation generated in brainstorming sessions# d!ring process mapping# or even a planning exercise& 8lick here %or more in%ormation on 8h!nking & Key Points A%%inity diagrams are great tools %or assimilating and !nderstanding large amo!nts o% in%ormation& ,hen yo! 'ork thro!gh the process o% creating relationships and 'orking back'ard %rom detailed in%ormation to broad themes# yo! get an insight yo! 'o!ld not other'ise %ind& )he next time yo! are con%ronting a large amo!nt o% in%ormation or n!mber o% ideas and yo! %eel over'helmed at %irst glance# !se the a%%inity diagram approach to discover all the hidden linkages& ,hen yo! cannot see the %orest %or the trees# an a%%inity diagram may be exactly See more at: http://www.mindtools.com/pages/article/newTMC_*,.htm#sthash.wM 7=7dD5.dpuf

Also called the KP method# a%ter its developer Ka'akita Piro a Papanese anthropologist" an a%%inity diagram helps to synthesi?e large amo!nts o% data by %inding relationships bet'een ideas& )he in%ormation is then grad!ally str!ct!red %rom the bottom !p into meaning%!l gro!ps& 7rom there yo! can clearly ;see; 'hat yo! have# and then begin yo!r analysis or come to a decision&

A%%inity diagrams can be !sed to.

0ra' o!t common themes %rom a large amo!nt o% in%ormation& 0iscover previo!sly !nseen connections bet'een vario!s ideas or in%ormation& Erainstorm root ca!ses and sol!tions to a problem& Eeca!se many decision-making exercises begin 'ith brainstorming# this is one o% the most common applications o% a%%inity diagrams& A%ter a brainstorming session there are !s!ally pages o% ideas& )hese 'on$t have been censored or edited in any 'ay# many o% them 'ill be very similar# and many 'ill also be closely related to others in a variety o% 'ays& ,hat an a%%inity diagram does is start to gro!p the ideas into themes& 7rom the chaos o% the randomly generated ideas comes an insight into the common threads that link gro!ps o% them together& 7rom there the sol!tion or best idea o%ten emerges -!ite nat!rally& )his is 'hy a%%inity diagrams are so po'er%!l and 'hy the Papanese >nion o% Scientists and 4ngineers consider them one o% the ;seven management tools&; A%%inity diagrams are not the domain o% brainstorming alone tho!gh& )hey can be !sed in any sit!ation 'here.

)he sol!tion is not readily apparent& (o! 'ant to reach a consens!s or decision and have a lot o% variables to consider# concepts to disc!ss# ideas to connect# or opinions to incorporate& )here is a large vol!me o% in%ormation to sort thro!gh& Here is a step-by-step g!ide to !sing a%%inity diagrams along 'ith a simple example to sho' ho' the process 'orks&

Ho' to >se the )ool /& 0escribe the problem or iss!e

1.

2enerate ideas by brainstorming & ,rite each idea on a separate sticky note and p!t these on a 'all or %lip chart& *emember to. 4mphasi?e vol!me& S!spend :!dgment& Piggyback on other ideas&

/&

Sort ideas into nat!ral themes by asking. ,hat ideas are similarD 6s this idea connected to any o% the othersD 6% yo!$re 'orking in a team. Separate into smaller gro!ps o% 3 to 5 people& Sort the ideas 6B S6@4B84 so that no one is in%l!enced by anyone else$s comments& Keep moving the cards aro!nd !ntil consens!s is reached&

/&

8reate total gro!p consens!s. 0isc!ss the shared meaning o% each o% the sorted gro!ps& 8ontin!e !ntil consens!s is reached& 6% some ideas do not %it into any theme# separate them as ;standalone; ideas& 6% some ideas %it into more than one theme# create a d!plicate card and p!t it in the proper gro!p& )ry to limit the total n!mber o% themes to bet'een %ive and nine& 1& 8reate theme cards also called a%%inity cards or header cards". 8reate a short 3-< 'ord description %or the relationship& 6% yo!$re 'orking in a gro!p# do this together# o!t lo!d& ,rite this theme/header on a blank card and place at the top o% the gro!p it describes& 8reate a ;s!per-headers; 'here necessary to gro!p themes& >se a ;s!b-header; card 'here necessary as 'ell&

/&

8ontin!e to gro!p the themes/headers !ntil yo! have reached the broadest# b!t still meaning%!l# categories possible. 0ra' lines connecting the s!per-headers# themes/headers# and s!bheaders& (o!$ll end !p 'ith a hierarchical str!ct!re that sho's# at a glance# 'here the relationships are& )ip. 2ro!ping ideas !nder headings# and then gro!ping headings !nder s!per-headers in an a%%inity diagram is a practical 'ay o% ;ch!nking; in%ormation generated in brainstorming sessions# d!ring process mapping# or even a planning exercise& 8lick here %or more in%ormation on 8h!nking & Key Points A%%inity diagrams are great tools %or assimilating and !nderstanding large amo!nts o% in%ormation& ,hen yo! 'ork thro!gh the process o% creating relationships and 'orking back'ard %rom detailed in%ormation to broad themes# yo! get an insight yo! 'o!ld not other'ise %ind& )he next time yo! are con%ronting a large amo!nt o% in%ormation or n!mber o% ideas and yo! %eel over'helmed at %irst glance# !se the a%%inity diagram approach to discover all the hidden linkages& ,hen yo! cannot see the %orest %or the trees# an a%%inity diagram may be exactly 'hat yo! need to get back in %oc!s& )his site teaches yo! the skills yo! need %or a happy and s!ccess%!l career9 and this is :!st one o% many tools and reso!rces that yo!$ll %ind here at +ind )ools& 8lick here %or more# s!bscribe to o!r %ree ne'sletter# or become a member %or :!st C/&

Add this article to +y @earning Plan See more at: http://www.mindtools.com/pages/article/newTMC_*,.htm#sthash.wM 7=7dD5.dpuf

38 15 23 19 Systems 0iagrams >nderstanding Ho' 7actors A%%ect =ne Another

iStockphoto/mevans System diagrams are po'er%!l tools that help yo! to !nderstand ho' complex systems 'ork& Systems analy?ed may be anything %rom b!sinesses# thro!gh biological pop!lation models# to the impact o% social policy# etc& System diagrams are partic!larly help%!l in sho'ing yo! ho' a change in one %actor may impact else'here& )hey are excellent tools %or %l!shing o!t the long term impacts o% a change& 6mportantly# a good system diagram 'ill sho' ho' changing a %actor may %eed back to a%%ect itsel%! 0ra'ing a system diagram is a good 'ay o% starting to b!ild a comp!ter model& )he techni-!e helps yo! to map o!t the str!ct!re o% the system to be modeled& 6t sho's the %actors and relationships that are important# and helps yo! to start -!anti%ying the linkages bet'een %actors& Ho' to >se the )ool *elationships Eet'een 7actors At the heart o% the !se o% system diagrams is the idea o% linking %actors to sho' a relationship bet'een them& 7or example a company may link the %actors o% prod!ct -!ality and c!stomer satis%action& 6t believes that as the -!ality o% its goods change# so 'ill c!stomers$ happiness 'ith them& ,e sho' this as an arro' linking the t'o %actors.

)he S sho's that the %actors move in the Same 'ay as -!ality improves# so 'ill the happiness o% c!stomers& )he arro' sho's the direction o% the relationship. raising c!stomer happiness does not necessarily raise the -!ality o% the goods! )hese relationships can also 'ork the other 'ay& )he company may link price 'ith the c!stomers$ perceptions o% the $good val!e$ o% its goods& )his is sho'n belo'.

)he = sho's that the relationship 'orks in the opposite 'ay. in this case as yo! raise price# c!stomers$ perceptions o% good val!e red!ce& 7eedback @oops 7eedback is an important concept in the !se o% system diagrams in very many cases changing one %actor 'ill impact on another %actor# 'hich 'ill then a%%ect the %irst& 7eedback 'ill either red!ce the impact o% the change# or 'ill ampli%y it& Ealancing @oops ,here %eedback red!ces the impact o% a change# 'e call this a Ealancing @oop& )he example belo' sho's an example o% a balancing loop# 'here an !nder-reso!rced service company is trying to raise -!ality.

6n this sit!ation# improving the -!ality o% service leads to improved c!stomer satis%action# 'hich leads to an increase in demand %or the company$s service& 6n trying to meet this demand# the company has less time to devote to individ!al c!stomers# 'hich red!ces its ability to improve -!ality %!rther& Bote the small circ!lar arro' in the middle o% the loop& )his sho's 'hich 'ay ro!nd the loop is r!nning& 6n complex diagrams 'ith many loops# this arro' 'ill be labeled and 'ill identi%y loops& )he graph belo' sho's ho' -!ality o% service might vary 'ith time in the example above.

*ein%orcing @oops ,here %eedback increases the impact o% a change# 'e call this a *ein%orcing @oop& )he example belo' sho's an example o% a theatre trying to improve its pro%itability by investing more in prod!ctions&

As more investment is p!t into a prod!ction# the theatre is able to p!t on more lavish plays 'ith more %amo!s actors& Eetter plays sho!ld bring better revie's# and there%ore higher ticket sales& )his sho!ld lead to higher pro%itability# and there%ore more money available to invest in %!t!re prod!ctions& A graph sho'ing ho' ticket sales might vary against time is sho'n belo'.

Bote that this ass!mes that investment is increasing as time goes on& 6t also ignores some important %acts. %irstly that there are only a certain n!mber o% seats in the theatre# and secondly that external %actors s!ch as competition and market sat!ration 'ill event!ally limit gro'th& =n a system diagram sho'ing the 'ay that the theatre operates# these %actors 'o!ld be sho'n as balancing loops impacting on this rein%orcing loop&

4xternal 7actors )he system diagrams 'e have looked at so %ar completely ignore the impact o% these external %actors on them& 6n o!r balancing loop example above 'e ass!med that demand 'as raised only as c!stomers became more satis%ied& 6n reality demand is :!st as likely to be a%%ected by the state o% the economy& )his is sho'n in the modi%ied diagram belo'.

,e sho' an external %actor as a labeled relationship arro' pointing to the appropriate part o% the system diagram& 2aps 6n o!r rein%orcing loop example above 'e related sales o% theatre seats to investment in prod!ctions& ,hat 'e 'ere not able to b!ild into the model 'as the %act that there is a limited n!mber o% seats in the theatre& 6nevitably this 'ill cap the gro'th o% ticket sales as the theatre 'ill serio!sly !pset c!stomers i% it sells more tickets than it has seats available! ,e b!ild this into o!r model 'ith the idea o% a gap& )here is a gap bet'een the n!mber o% seats available an external %actor 'e have not yet b!ilt into o!r model"# and the n!mber o% seats !sed tickets sold"& As the theatre sells more tickets# the si?e o% this gap red!ces& At a partic!lar point it cannot sell any more tickets& 6ncreases in investment beyond this point may not yield any more pro%it&

,e sho' this by modi%ying o!r diagram to both sho' both the external %actor o% the limit o% the n!mber o% seats# and to sho' the gap.

,hen all seats are sold# i&e& 'hen seats available seats bo!ght M L# then pro%it 'ill not rise any higher !nless other %actors are bro!ght into the system& Bote that it is very important to get the gap de%inition correct %or yo!r model& 0elay )he impact o% delay is the %inal area 'e need to consider in o!r system diagrams& 6deally 'hen 'e make a change to a system it sho!ld ad:!st immediately to its ne' state& 6n reality there is almost al'ays a delay be%ore other %actors ad:!st& )his delay may occ!r in a mechanical system simply as a res!lt o% inertia and %riction& 6n a h!man system it 'ill occ!r as people take time to comm!nicate# get !sed to ne' ideas# and implement change& ,e can sho' this delay in a simple model !sing antelopes and cheetahs& As the n!mber o% antelopes rises# more %ood is available %or the cheetahs& +ore cheetahs 'ill there%ore s!rvive# and 'ill be able to breed& =ne part o% the delay 'ithin this system is given by the length o% time it takes %or a cheetah to be born and gro' to mat!rity& )he other part occ!rs as starving cheetahs take time to die& 7eedback occ!rs as cheetahs kill antelopes& )he higher the n!mber o% cheetahs# the greater 'ill be their impact on the antelope pop!lation& )he system belo' sho's this.

Bote the do!ble slash on the line sho'ing the relationship bet'een the antelope and cheetah pop!lations& )his sho's that some %orm o% delay is slo'ing the change o% the related %actor& 6% there 'as no delay 'ithin the system# 'e might expect to see a graph sho'ing the n!mber o% cheetahs over time like the one belo'.

Here ad:!stment 'o!ld be immediate& Any change in the antelope pop!lation 'o!ld be instantly matched by an increase in the cheetah pop!lation& )hese additional cheetahs 'o!ld eat the additional antelopes# and then die immediately& )he delay in the system ca!ses it to behave in a di%%erent 'ay.

7irstly the cheetah pop!lation 'ill take time to increase Bext# the large pop!lation o% cheetahs 'ill contin!e to breed as %ood starts to become scarce& )his n!mber o% cheetahs 'ill ca!se a big red!ction in the n!mber o% antelopes& )his 'ill then lead to a crash in cheetah pop!lation as animals starve&

)he antelope pop!lation 'ill then recover as there 'ill be %e'er cheetahs to restrict their n!mbers& 6% nothing else has any impact on this system# then cheetah n!mbers may oscillate as sho'n belo'.

)his occ!rs as the cheetah pop!lation contin!ally over-ad:!sts# %irst in gro'th# and then in decline& 6n this system# the longer it takes %or a cheetah to breed and starve i&e& the greater the delay the greater 'ill be the variations in cheetah pop!lations& 6mproving the Systems +odel )he models 'e have looked at so %ar have been simple they have ignored many possible impacts on each system& 7or example# in o!r model o% antelopes and cheetahs# 'e have ignored the impact o% disease# dro!ght# h!man activity# etc& ,e improve the model by b!ilding in as many o% these external %actors as 'e can think o%& ,e can then simpli%y it by eliminating those %actors that have a negligible impact& 4xternal %actors might be. Bat!ral 'eather# nat!ral reso!rces# disease# environmental change# etc& )echnological ne' technologies# changes in technology# etc& H!man psychological# emotional# ambitions# expectations# etc& Political ideology# corr!ption# e%%ectiveness# interest# etc& Social val!es# social inertia# traditions# philosophies# etc& 7inancial state o% the economy# capital available# etc& >ltimately yo! may end !p 'ith a model made !p o% a n!mber o% rein%orcing loops# balancing loops and external %actors& )he example belo' sho's a more sophisticated diagram o% the antelopes and cheetahs system.

Bote. )his diagram is an example only and does not necessarily re%lect ho' antelope and cheetah pop!lations operate in real li%e& Systems 0iagrams as the Easis o% 8omp!ter +odels =nce yo! have established the relationships bet'een %actors on yo!r diagram# yo! can look to see i% yo! can p!t n!mbers to the relationships& 6n the example above yo! may %ind that i% dro!ght halves the amo!nt o% grass available to antelopes# that the antelope pop!lation red!ces by one third& (o! can b!ild this relationship into a comp!ter model& A !se%!l 'ay o% starting this 'ith simple and moderately complex models is to b!ild the model on a spreadsheet& (o! can !se this model to make predictions by changing %actors 'ithin it& )his 'o!ld allo' yo! to assess the likely impact on yo!r system o% external changes# and investigate the e%%ect o% changes yo! might make 'ithin the system& Key Points Systems diagrams allo' yo! to model the 'ay in 'hich complex systems 'ork& )hey help yo! to think thro!gh the 'ay in 'hich the %actors 'ithin a system interact and %eed back !pon themselves& (o! sho!ld no' be able to analy?e. Ho' %actors are related# and ho' one %actor 'ill change 'hen another changes& Ho' %actors may %eed back in either balancing loops or rein%orcing loops& Ho' external %actors impact on the system& Ho' gaps operate& Ho' delay a%%ects the system& All the complexities o% a system&

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