Core skills of
Organizational
Transformation
Shree Phadnis
Chairman TRIZ Association of Asia
Team leader Innovation ADGAS
Slide 2
QFD
Design for
Manf/Assy
Theory Of
Constraints
Taguchi
Axiomatic
Design
Death By a Million Tools?
Function
Analysis
DeBono
6
Shainin NLP
Value
Engineering Kepner-
Tregoe
Pugh
CPS
spc
Simplex
Lean
WOIS
Osborn
VSM
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Slide 3
Features of difficult problems
• Summary of several years research: several hundreds people of various occupations, ages, cultures and nationalities around the World.
• Important: the features DO NOT DEPEND ON the problem nature: engineering, management, art, social, politics, economy etc .
Slide 4 4
…The problems that exist in the world today
cannot be solved
by the level of thinking
that created them...
attributed to Albert Einstein
Conclusion:
in the world of rapid changes we
have to handle effectively Non-
Typical problematic situations, i.e.
we must increase our thinking
capabilities and change the basic
attitude all the time.
“Making knowledge
workers productive
requires changes in basic
attitude ”
Peter Drucker
Management Challenges
for the 21-st century
1999.
Slide 5 5
Complex problems
• Consider the situation given below.
– Government decides to acquire fertile agricultural land to set up an international airport
– The farmers protest on account of low compensation
– Police use batons and water cannon to brow beat the protestors
– Other political parties jump into the fray and launch a wider stir
– Violence erupts and several people (men, women, children) die and get hurt
– Government enforce a law to prohibit political activity in the zone
– Government goes ahead with the forcible displacement of the farmers
– The international airport is constructed within projected timeframe
– The area becomes a regional commercial hub over time
Slide 6
“Some problems are so
complex that you
have to be highly
intelligent and well
informed
just to be undecided about
them.”
--Laurence J. Peter
Slide 7
7
Categories of Mess Kurtz, CF and Snowden, DJ (IBM Systems Journal 43, 3 Mar 2003)
Category Qualities
I Solution knowledge exists in your domain
II Solution knowledge in another domain
III No solution exists. Complex, but responds consistently to same stimuli
IV (Wicked) No solution exist. Chaotic and adaptive
Slide 8 8
Characteristics of problem “wickedness”
• cannot be easily defined so that all stakeholders agree on the problem to solve;
• require complex judgments about the level of abstraction at which to define the problem;
• have no clear stopping rules;
• have better or worse solutions, not right and wrong ones;
• have no objective measure of success;
• require iteration-every trial counts;
• have no given alternative solutions-these must be discovered;
• often have strong moral, political or professional dimensions.
• No certain way of knowing whether you have reached the best solution
• They have an infinite number of possible solutions
• Each problem is essentially unique
• It is usually imperative that the correct solution is found at the first attempt
• Many ways of looking at the problem (ill-defined)
Simple, well defined & tame problems are easy to deal with
Slide 9 9
Work is planned as a linear process …
Time
Gather the data about the problem
Analyze the data
Formulate a solution
Implement it
Slide 10 10
… but cognition is non-linear.
Time
Guindon, R. (1990) “Designing the Design
Process: Exploiting Opportunistic
Thoughts”, Human-Computer Interaction,
Vol. 5, pp. 305-344.
“Opportunity Driven” Problem Solving
Slide 11 11
Key Characteristic of
“Wicked” Problems
• Every proposed solution
… reveals aspects of the problem …
Conklin, J. (2006) “Wicked Problems and
Social Complexity”, white paper, Chapter
1 of Dialogue Mapping book
Problem wickedness trumps linear process
that cause revision of the solution
Slide 12 12
Some consequences of not distinguishing
wicked problems
• Less clarity and agreement about the problem space
• More linear problem solving process
• More of Less productive communication
• More fragmented and polarized stakeholders
• Less trust, more blame and second-guessing
• More power and politics dominate the process
• Deeper issues go unaddressed (avoidance, denial)
Slide 13
Which Mind is better? well filled in…. or
Well organized?
• Modern education system produces professionals with the mind well filled in
with typical solutions form the past.
• The current situation demands quick innovation which cannot be provided by
previous typical solutions. Cross disciplinary problem solving instruments are
needed to produce new typical solutions quicker and more effectively than
Trials and Errors Method that was used in the past.
• well Dynamic and well--organized mind is challenge a new challenge for
education, industry and research.
• This mind should able to handle difficult non--typical problems.
• These problems are often complex and cross--disciplinary.
• Collaborative negotiation between different professionals is necessary.
• This also requires efficient organization of the mind..
13
Can there be a Model of eradicating waste in our thinking processes
Slide 14
Superior Sustainable Value
Key Organizational Skills
Next
Reflection
Perspective thinking
Dialectical Thinking
Envisioning Ideal
solutions
Resource Thinking
Abstraction Thinking
Systems Thinking
Slide 16
What makes Problems difficult?:
Perspective Thinking
Root-Cause of
many
Disagreements
Everybody describe their perception about something from
their own standing point.
Back
Slide 17
What is your opinion?: Dialectical
Thinking
What is his
color ?
Black- White
Slide 18
What is your opinion?: Dialectical Thinking
18
It is
Flat It is
round
Slide 19
Western Roll
Fosbury Flop
Talking about it, Fosbury said “Intuitively I liked the
contradiction: a flop that could be a success,” he told
me. “It was descriptive, it was alliterative, and it fit.”
But still nobody took him seriously. “Everybody just
thought, ‘It’s pretty funny and everything, but he’ll
never do anything,’” he recalled.
Back
Slide 20
The Knowledge Pyramid
Knowledge within Company
Knowledge within Industry
Knowledge throughout Society
All that is Knowable Level 5
Level 4
Level 3
Level 2
Level 1 Personal
Knowledge
KM
KM - Knowledge
Management
Slide 21
Tapping our Knowledge
Knowledge within Company
Knowledge within Industry
Knowledge throughout Society
All that is Knowable Level 5
Level 4
Level 3
Level 2
Level 1 Personal
Knowledge
Envision Ideal solution
TRIZ
beam
With an Ideal
in mind, the
volume of
informational
search grows
only slightly
with an
increasing
level of
innovation
"Imagination is more
important than
knowledge. For
knowledge is limited,
whereas imagination
embraces the entire
world, stimulating
progress, giving birth to
evolution."
Albert Einstein
Back
Psychological Inertia
• There is a patient that has an inoperable stomach tumor. There are
certain rays that can destroy this tumor if their intensity is great
enough. At this intensity unfortunately the rays will also destroy the
healthy tissue that surrounds the tumor ( e.g. Stomach walls, the
abdominal muscles etc).How can the tumor be destroyed without
damaging the healthy tissue through which the rays must travel on
their way.
Tissue
Tumor
Psychological Inertia: Analogy
• There was general who hoped to capture a fortress. He
needed a large force of soldiers for this, but all of the
roads leading to the fortress were planted with mines
.Small groups of soldiers could travel the roads safely,
but the mines would be detonated by a larger group.
How therefore should the general move the all the
soldiers he needed towards the fortress? By dividing his
armies into small groups and send them via different
routes. When he gave the signal all the groups would
get together and then attack the fortress.
Back
Slide 24
Resource Thinking
• How to ensure that iodine is
delivered to women in rural
areas if making them
remember to take pills is
difficult
Back
Slide 25 25
Back
Definition of System:
Group of elements
that are interconnected
and interact to form an
integrated whole
possessing properties
not inherent to the
elements taken
separately and
assigned to perform a
function
Slide 26
• Insanity: Doing the same thing over and over again and expecting different results.
Albert Einstein
Slide 27
Reflection
Back
QUESTIONS?
www.trizasia.com
“TRIZ is a theory for thinking
but not instead of thinking”.
G. Altshuller
Sincerely thank all my Mentors, However any errors belong to me