BSBINN801 Lead Innovative Thinking and Practice

Design options can generate much discussion during the evaluation process. This needs to be controlled if we are to make good use of our time. It is easy to take sides, to defend our own ideas and to attack what we may see as opposing ideas. This may not be constructive.

An approach that helps to avoid confrontation and which channels our critical analysis is the ‘Six Thinking Hats’ approach (Dr Edward de Bono). Using this technique, a group can evaluate an idea and can argue both the pros and cons whilst remaining as objective as possible.

A chairperson should formally facilitate the process. An individual may ‘wear’ a hat to produce a comment without any possible attached stigma - ‘wearing the black hat for a moment I don’t think that this will work…’. The person who is always critical without being constructive has to become constructive (or lose face) when asked by the chair - ‘now let us wear the yellow hat and see what good things may result from this idea’.

Caution!!! The process does need to be facilitated. Like any of these methods, it may not be useful and may even be counter-productive unless managed correctly.

The hats…

1. White hat - neutral - (think of white paper) Information - What do we know? What information do we want? What do we need?

2. Red hat - fire, warmth Feelings, emotion, intuition, hunches

3. Black hat - caution Legality, judgement, morality

4. Yellow hat - sunshine Positive, optimism, benefits

5. Green hat - growth New ideas, new slants, options, opportunities

6. Blue hat - sky Overview, control of the process, agenda, next step, action plans, conclusions

Business process re-engineering: 20 questions

This process works well as a design tool (and also as a problem analysis tool – see the IRM paper: Problem Analysis Techniques). The last question of each group (…should…?) makes us consider the broader design options. The last group of questions (How…?) encourages us to focus on the method. It’s important that the What group of questions is asked first, and the How group of questions is asked last.

1. What?

What is being done? (what is being achieved)

• Why is it necessary?

• What else could be done?

• What else should be done?

2. Where?

Where is it being done?

• Why there?

• Where else could it be done?

• Where else should it be done?

3. When?

When is it done?

• Why then?

• When else could it be done?

• When else should it be done?

4. Who?

Who does it?

• Why this person/group?

• Who else could do it?

• Who else should do it?

5. How?

How is it done?

• Why this way?

• How else could it be done?

• How else should it be done?

Use the ideas generated from the brainstorming sessions, apply the BPR 20 questions technique and re-visit the most promising.

Validation

Prior to commencing detailed specification, the analyst should appraise the outline design using the following checklist:

· have the objectives been met?

· have the problems been solved?

· what new problems have been introduced? (there are always some)

· is the design vulnerable to change in the working environment?

· will the design cater for reasonable growth?

Characteristics of good ideas..

· solve, or partially solve, more than one identified problem

· can be implemented quickly. Your client will often be attracted to a partial solution that relieves the problem, while you continue to work on the complete solution

· can be implemented independently. In IT we often put forward complex solutions that depend upon the successful implementation of other systems. When a problem occurs with one system there is often a domino effect of delays

· mesh well with overall business strategies. These will always find favour with management.

· can be implemented step-by-step, incremental implementation. Implement a basic solution, then implement more sophistication. In this way you offer a faster solution delivery - albeit not a complete solution – at first. Management may well be willing to wait for the full solution, especially if the business concepts are new