© Center For Advantage - 2005 Innovation Planner Strategies and Solutions for Innovators Robert Cantrell Center For Advantage

Innovation PlannerStrategies and Solutions for InnovatorsRobert CantrellCenter For Advantage

Center For Advantage - 2005

ContentsDescriptionComponent Parts of the Innovation PlannerProblem Solving ProcessPlanning How to Resolve Problems Example Planning ProcessConclusion


DescriptionInnovation Planner is a card set of innovation strategies and solutions used for rapid, effective, and efficient problem solving and idea generation. It is based on the Ideation TRIZ innovation methodology that was derived from the analysis of over 3 million patents and 500 standard patterns of technical evolution.


Component Parts of the Innovation Planner


Innovation Planner 170 Card Deck


Operators Resources Resolve ContradictionsConcept Center of Gravity Decision Cycle Organizational ResourcesCard Types


Card Types Operators Solutions for systems that provide the ways to solve problems 85 cards Resources Properties and attributes of systems that provide the means to solve problems 37 cards Center of Gravity Location within the system where a solution is or could be applied 16 cards Concept Idea behind how the problem will be solved 7 cards Decision Cycle Strategic parameters of how the problem will be solved 7 cards Organizational Resources The capacity of the supporting organization to provide the ways and means to solve problems. (These are solution constraints.) 9 cards Resolve Contradictions Methods for which a system can exhibit two or more conflicting properties or attributes 5 cards


Operators DescriptionUniversal Solutions to Universal ProblemsExcludeImprove UsefulnessDecrease HarmInvertSeparateIntegrateCreate StructureIncrease DynamismIncrease Controllability


Operators ObjectiveFaster, More Effective, More Efficient Problem Solving By:Recognizing that over 99% of problems, at their core, are not really unique Using existing solutions to these problems instead of reinventing themCombining Operators into custom solutions for the specific variation on a problem


Operators AnalogySun Tzu There are not more than five musical notes, yet the combinations of these five give rise to more melodies than can ever be heard.


Resources DescriptionMaterial, Energy, Space & TimeFieldsInformationSubstanceSpaceTime


Resources ObjectiveConsider all possible resources available in a system without wasteful loss or importation.


Resources AnalogyFalcon (Highly efficient resource use)Optimally sized birdSharp visionFeathers aerodynamic and insulatingHeld aloft by thermal currentsGravity provides strike momentum


Center of Gravity DescriptionWhere within a system to resolve a problem


Center of Gravity


Center of Gravity ObjectiveConsider all physical and behavioral aspects of a system in order to achieve the desired effect (solved problem) with the minimal use of resources.


Center of Gravity AnalogyThe 36 Strategies Remove the fire from under the pot


Concept DescriptionUnderlying principle for how you will eliminate the problemIdealityOptimizationResolve technical contradictionsResolve physical contradictions


Concept ObjectiveSolve problems without the need to compromise


Concept Analogy 1Tao (Ideality) When nothing is done, nothing is left undone


Concept Analogy 2Orca/Killer Whale (Optimization) The orca emerges from the depths neither more nor less the hunter required for it to have the effect on the sea intended of the Orca


Decision Cycle DescriptionStrategic parameters for how the problem will be solvedProcessesCompetitive anglesIssues of priority


Decision Cycle ObjectiveWin the race of decision cycles whereby your plan can not only work, but work despite active opposition to your success


Decision Cycle AnalogyBugs Bunny, Yosemite Sam, and a stick of dynamite BB Yours. YS Yours. BB Yours. YS Yours. BB Mine. YS Mine. BB Mine. YS Mine. BB Okay . Boom!!!


Organizational Resources DescriptionThe capacity of the supporting organization to provide the ways and means to solve problems.AbundanceScarcity


Organization Resource ObjectiveTo achieve the best possible results with the least resources


Organizational Resource AnalogySun Tzu - Bring war material with you from home, but forageon the enemy. Thus the army will have food enoughfor its needs.


Resolve Contradictions DescriptionMethod for which a system can exhibit two or more conflicting propertiesSeparation PrinciplesTimeSpaceStructureConditionPerception


Resolve Contradictions ObjectiveDivide some aspect of a system so that, for example, it can exhibit two different properties by being one way at one time and one way at another time


Resolve Contradictions AnalogyLook at a frogSpace swims yet hopsTime very slow yet very fastStructure fins yet legsCondition dry yet wetPerceptual ugly yet cute


Problem Solving Process


Problem Solving Process1 Concept Cards Identify what the problems is and how you will seek to resolve it.2 Resolve Contradictions Cards Select how you might separate elements of the problem to resolve otherwise unresolvable issues.


Problem Solving Process3 Organizational Resource Ascertain the organizational resources you will have to resolve the problem.4 Center of Gravity Cards Determine where in the system you will seek to create a resolution.5 Decision Cycle Cards Determine the strategic parameters you will use to solve the problem.


Problem Solving Process6 Resource Cards Determine the resources you can and will use to solve the problem.7 Operator Cards Determine the way the resources used will be used to resolve the problem.


Problem Solving ProcessAlthough the Problem Solving Process is is a linear list, the problem solving process is not linearSince Innovation Planning Cards are unbound cards, they can be rearranged in any way and at any time in the processThis means the cards, like the process, are non-linear in nature


Problem Solving ProcessA basic problem has a cause and an effectHowever this cause and effect does not take place in isolation


Problem Solving ProcessAnother cause yielded your cause and your effect will act as a cause for another effect


Problem Solving ProcessA cause and effect net develops that is limitless in depthRoot Causes Ripple Effects


Problem Solving ProcessYour goal is to create your desired effect as effectively and efficiently as possible anywhere along the cause and effect net that you can


Problem Solving ProcessExample If your goal is to prevent skin injury from the previous slides, you could:Keep the match from lighting the woodRemove the woodDouse the fireCool the waterProtect or cool the skinTake the skin out of the systemEtc.


Problem Solving ProcessSo if your available resource was a single glass of water, your best solution might be to douse the fire, or better yet, douse the match, or better yet, wet the match so it never lights at all, etc. The more extensive your cause and effect net, and the earlier you deal with the problem, the more options you have to solve it.


Problem Solving ProcessReal life example To prevent sand erosion in Northern California you could:A. Build jettiesB. Kill OrcasC. Subsidize fishermen not to fishD. All of the above


Problem Solving ProcessCause and EffectOverfishing causes a decline in fish stocksCauses a decline in the Seal populationCauses Orcas to feed on Sea OttersCauses Sea Otters to declineCauses the Sea Urchin population, the Sea Otters food source, to explodeCauses Kelp, the Sea Urchins food, to declineCauses the natural barrier to waves to go awayCauses beach erosion when waves hit the coast at full force


Problem Solving ProcessReal life example To prevent sand erosion in Northern California you could:A. Build jettiesB. Kill OrcasC. Subsidize fishermen not to fishD. All of the above


Problem Solving ProcessQuestion to ask What are my available resources and what are the implications of the solution I choose?The solution you choose will start its own cause and effects sequence, so you need to project out from the solution to make sure it does not cause greater problems


Planning How to Resolve ProblemsExample Planning Process


Operational PlanningSituationMissionExecutionSupportCommunications


SituationWhat is the present conditionWhat is the desired future conditionWho or what stands in my wayThis is where you want to build your cause and effects net


MissionWho, what, when, where, and why do I plan to go from my present condition to my desired future condition


ExecutionOutline the overall concept for how I will go from the present condition to the future condition (This is where the Problem Solving Process comes in to play)Outline the mission of subordinate parts which will themselves go through their own planning process


SupportOutline what resources are available where, when, and how


CommunicationsDetail the flow and methods of communication as well as checkpoints and other measures of progress


ConclusionThe most valuable properties areideas that come from the mind


Documents

© Center For Advantage - 2005 Innovation Planner Strategies and Solutions for Innovators Robert Cantrell Center For Advantage