Creativity in Teams – Searching for Solutions E Hirst IBM Global Business Services
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IBM Global Business Services Creativity in Teams – Searching for Solutions E Hirst IBM Global Business Services © Copyright IBM Corporation 2007 IBM Global Business Services Summary Generate Solutions - Learn various idea-generating tools/techniques to identify candidate solutions Define objectives for solutions in terms of customer/user requirements or the elimination or reduction of the root causes of problems Evaluate and Select Solutions - - Define the criteria to be used to evaluate candidate improvement solutions Prioritize and evaluate the candidate solutions against the solution evaluation criteria Conduct a feasibility assessment for the highest value solutions © Copyright IBM Corporation 2007 IBM Global Business Services Starting Point We are trying to solve a problem We believe we understand the problem - we have collected data we understand root causes we understand what customers want (VoC) Idea Idea Root Cause Idea Address Root Cause Resolve Problem Statement Root Cause © Copyright IBM Corporation 2007 IBM Global Business Services Gather Information Convergent Thinking Ga the ge ring ne inf rat orm ing a ide tion as & Clarification Issue/Problem Issue/Problem Statement Statement Divergent Thinking The General Approach to Creative Problem Solving es b the h g tin roac c e l Se app Organize the Information Decision Decision t Agree on the Outcome All Allproblem problemsolving solvingmeetings meetingsare areaaseries seriesof ofdiscussions discussions that thatfollow followthis thissame samegeneral generalpattern pattern © Copyright IBM Corporation 2007 IBM Global Business Services Sources of Solutions The source of solutions can be from within or outside of your team Inside the Team Project Goals Performance Targets Root Causes “Discoveries” Innovative Solutions Outside the Team Other Projects Best Practices Benchmarks Market Research © Copyright IBM Corporation 2007 IBM Global Business Services Section 1 – Generating Ideas Generating Ideas – the divergent phase © Copyright IBM Corporation 2007 IBM Global Business Services Tips: As You Begin To Generate Ideas, Remember Capture your ideas as you go along Review your team’s ideas and use to develop further ideas - one idea leads to another Look for new themes for streams of ideas Ensure that your team avoids “idea assassins.” - “Idea assassins” are the familiar phrases that many people use to express objection, negative thinking, and hostility to ideas and/or resistance to change - Many good ideas are thrown away before they have time to develop because of negative thinking - Promote the use of “and”; avoid the use of “but” © Copyright IBM Corporation 2007 IBM Global Business Services Some Idea Generation Tools & Techniques Brainstorming Brainwriting Challenge Assumptions Solution Mapping Mind-Mapping Six Thinking Hats Technique Lateral Thinking Random Word Idea Box © Copyright IBM Corporation 2007 IBM Global Business Services Idea Generation: Brainstorming & Brainwriting We all know “Brainstorming” “Brainwriting” is a variant; we start as individuals writing our ideas and then sharing In general, there are the three steps: 1. Generate 2. Clarify 3. Organize/categorize © Copyright IBM Corporation 2007 IBM Global Business Services SYNERGY! The Power Of Brainstorming One team member comes up with an idea that is vague or initially perceived as unworkable The idea triggers a thought in another team member’s mind and the original idea is then modified Another team member picks-up on the trend and builds on the idea even further The team ends up with an innovative idea that no one person could have devised alone This phenomenon is also called "idea hitch-hiking" © Copyright IBM Corporation 2007 IBM Global Business Services Preparing for a Brainstorming Session • Invite the right people (max 12) • Find the right facilitator • Establish Ground Rules. • Capture Every Idea. • Establish a Time Limit. • Work Through Lulls. • Organise and Categorize. © Copyright IBM Corporation 2007 IBM Global Business Services Invite the Right People The team should be knowledgeable about the whole subject area Look for variety; mix of knowledge and experience Positive attitudes Try to avoid large range of seniority Avoid too many people from the same area © Copyright IBM Corporation 2007 IBM Global Business Services A Good Facilitator Can make a great difference Should understand the subject Should encourage but should not ‘lead’ the answers Should make sure everyone gets a chance to contribute Should encourage ‘risk – taking’ Should manage difficult and negative contributions © Copyright IBM Corporation 2007 IBM Global Business Services Rules Of Effective Brainstorming Do: - - - Understand the exact issue or topic being considered Allow individuals to complete their thoughts Build on existing ideas Encourage Think “out of the box” Be brief when stating an idea Strive for quantity Organise, categorize, and evaluate only after the session is completed Don’t: - - - Criticize Use idea assassins Make judgments, verbal or visual, as ideas are being offered Paraphrase an individual’s idea when scribing Constrain the outrageous Dominate the session © Copyright IBM Corporation 2007 IBM Global Business Services Hints To Help Your Team Work Through The Inevitable Lulls Save an idea or two for the occasion. Read back ideas from the existing list. Turn the problem upside-down — define it from a different perspective. Take a five-minute break. Determine how many ideas you want to generate during the session. © Copyright IBM Corporation 2007 IBM Global Business Services EXERCISE EXERCISE: OBJECTIVE - To practice generating a list of ideas and candidate solutions to a problem . TIME: 30 min INSTRUCTIONS 1. 2. 3. 4. 5. Select the problem for your team to work on. Use the brainstorming method to generate solution ideas. Capture the ideas on flipcharts. Begin the exercise by choosing a facilitator and agreeing ‘ground rules’. Prepare to report out to the group on your generated potential solutions and your experiences as a team in generating these solutions. © Copyright IBM Corporation 2007 IBM Global Business Services Other Idea Generation Tools - Alternatives to Brainstorming Brainstorming in any form is useful when a team wishes to generate many ideas Sometime, using other idea generation tools can assist a team to get more ideas or to find a fresh way of approaching a problem or issue. The techniques may seem strange and unfamiliar, be adventurous and see what ideas can be generated with them. Judge the situation and take some risks. © Copyright IBM Corporation 2007 IBM Global Business Services Challenging Assumptions Everyone brings assumptions to the problem-solving table. These assumptions reflect what we know, or at least what we think we know. The assumptions limit our thinking of what is feasible and possible. Assumption: Assumption: The Thesupplier supplierwill willnot notchange changetheir theirprocess. process. Challenge: Askthe thesupplier supplierto toparticipate participatein inthe theproject. project. Challenge: Ask © Copyright IBM Corporation 2007 IBM Global Business Services How Does A Team Begin To Challenge Assumptions? 1. Write your problem and post it where all participants can see it. 2. Solicit and write down as many existing assumptions about the problem as the participants can think of. 3. Reverse the assumptions. 4. Modify the assumptions by capturing responses to: - 5. “Wouldn’t it be nice if …” “Wouldn’t it be awful if …” Vary your perspective by putting yourself in different shoes…how would different people see this problem? © Copyright IBM Corporation 2007 IBM Global Business Services Hints for Challenging Assumptions If your team identifies many existing assumptions about your problem, select the three to five that are most significant and focus on them If a challenge to an existing assumption is successful, the team might decide to conduct a formal brainstorming session based on the new perspective Capture all assumptions the team identifies © Copyright IBM Corporation 2007 IBM Global Business Services Idea Generation - Solution Mapping The Solution Mapping technique combines traditional systematic, focused analytical thinking with spontaneous, unconstrained thinking Solution maps start with a core premise that can be stated as either an objective or a challenge In the example shown next, the map started with a goal of reducing processing time by 50 percent The Theobjective objectiveof ofSolution SolutionMapping Mappingis isto tocreate createmore moreand andbetter betterideas ideas © Copyright IBM Corporation 2007 IBM Global Business Services Example of Solution Mapping Supervisor approval for routines Eliminate Dept. Head approval Increase no. of daily pick-ups New sorting equipment Streamline New sorting procedures Dept. Head approval for exceptions only Dept. Head approval for high priority items Reduce Processing Time by 50% Reduce input errors Improve internal mail distribution Put workstations on line Automate input Edit input Train operators Buy new machines Label mail: high, medium, low priority No higher approval (above operator) for routines Make easier to use Eliminate Revise input form Simplify Survey users for needs Prove guidelines to users Eliminate non-value added items Establish pre-processing sort Establish processing priorities Create new acceptance criteria © Copyright IBM Corporation 2007 IBM Global Business Services Process for Creating a Solution Map 1. Start with a core premise, validated root cause, or the problem statement. 2. Begin brainstorming forming clusters of related potential solutions around the core premise. 3. Using the principles of brainstorming, one person offers an idea and other team members try to expand it, give it a new twist, or turn it into another idea. 4. Build your solution map as you go so the team can see its ideas begin to take shape. © Copyright IBM Corporation 2007 IBM Global Business Services Idea Generation - Mind Mapping Encourages team members to use both right and left brain thinking to raise their levels of creativity. Involves visually mapping ideas and their relationships to other ideas unlike the sequential organization of Solution Mapping. Creates a “mental picture” as the team Brainstorms. - Aids in following the thinking track of the team. Relationships can be understood based on the different branching and proximity of ideas. © Copyright IBM Corporation 2007 IBM Global Business Services Sample Mind Map – How to Increase Employee Satisfaction Not Challenging Perceived Unfair Treatment Lack of Management Training Left LeftBrain Brain Analytical Analytical Lists Lists Words Words Formulas Formulas Serial Serial Su pe rv Career Ceiling iso rs W k or e Its lf Not Using Best Skills Right RightBrain Brain Creative Creative Symbols Symbols Pictures Pictures Ideas Ideas Random Random Employee Satisfaction G Risk Taking Punished No Room for Creativity re tu l Cu oa lB ar rie Lack of Room rs Inflexible Bottom Line Mentality Cumbersome Processes Lack of Tools © Copyright IBM Corporation 2007 IBM Global Business Services Sample Mind Map on ‘Mind Mapping’! © Copyright IBM Corporation 2007 IBM Global Business Services Benefits of Using Mind Maps Positions the main idea in the center forcing clarification and definition from the start. Indicates the relative importance of each idea by its proximity to the center of the mind map. - More important ideas are near the center and less important ones are farther away. Links between and among ideas are clearly recognizable. Speeds recollection and review of steps due to the pictorial representation and visual image. Adding more information is easy and does not look messy. Each map looks different, therefore stimulates recall. The open-ended nature of the map allows the brain to make innovative connections. Enhances team understanding and creative thinking. © Copyright IBM Corporation 2007 IBM Global Business Services de Bono’s Six Thinking Hats A form of role playing White Red Black The White Hat considers only the data and information at hand The Red Hat presents their feelings or intuition about the subject without explanation or need for justification The Black Hat calls for caution and critical judgment Blue Green Yellow The Blue Hat controls the brainstorming process The Green Hat makes time and space available for creative thinking The Yellow Hat has optimism and a positive view of things © Copyright IBM Corporation 2007 IBM Global Business Services Using Six Thinking Hats The hats involve participants in a type of mental role play The following are some ways to apply this technique during idea generation: - A thinker puts on or takes off one of the hats A facilitator asks a thinker to put on or take off one of the hats All thinkers put on one hat for a period of time Each thinker is assigned a different hat to wear for a period of time All thinkers wear hats they do not “normally” wear White Red Black Blue Green Yellow © Copyright IBM Corporation 2007 IBM Global Business Services Lateral Thinking Lateral thinking is concerned with possibilities and focuses on different points of view - For example, if you walk around a building and take pictures from various places and at different angles, all of the pictures would be of the same building and would vary only in terms of the point of view Is not linear, sequential, or logical. It is seeking to solve problems by unorthodox or apparently illogical methods Is not the same as divergent thinking in which the approach is to create multiple possibilities. In this sense divergent thinking is one aspect of lateral thinking You Youcannot cannotdig digaahole holein inaadifferent differentplace placeby bydigging diggingthe thehole holedeeper. deeper. Dr Edward de Bono Dr Edward de Bono © Copyright IBM Corporation 2007 IBM Global Business Services Lateral Thinking Takes An Issue And Makes Parallels To An Unrelated Situation Or Entity Your Team’s Problem or Issue Being Addressed Similarities? Similarities? Unrelated Situation or Entity © Copyright IBM Corporation 2007 IBM Global Business Services Random Word This lateral thinking technique allows teams to approach problems from different perspectives rather than through patterned ways of thinking By relating seemingly unrelated words and concepts, team members challenge themselves to see the world anew The technique is easy to use and helps teams “shift” to right brain thinking For variation, generate new random word tables based on “people” – how would a fireman, banker, baker, courier, etc. see this problem or what impact would “location” – Alaska, Key West, Africa, LA, Chicago, etc. have on this problem © Copyright IBM Corporation 2007 IBM Global Business Services Choosing a “RANDOM WORD” Accounts Receivable (First Word–Satellite) 1 2 3 4 1 2 3 4 5 Skeleton Valley Maze Tunnel Amoeba Room Fruit Water Altar Anvil Treadmill Oven Library Purse Air Earth Diamond Army Bait Balloon 6 7 8 9 10 Algebra Menu Pepper Rainbow Ice Alphabet Prison Pill Rudder Index Key Child Monster Satellite Safe Ladder 5 Filter Molecule Money Computer Bible Lamp Leg Muscle Nest Pod Ring Sauce Saloon Landslide Lever Ask team members to choose two numbers at random without looking at the chart. Note: Brainstorming your own list of random words can also work if the team is unaware of how they will be asked to use the words. © Copyright IBM Corporation 2007 IBM Global Business Services Using the Random Word Technique Imagine a team trying to design an improved system for handling accounts receivable in a small business Have the team select two numbers, one between 1&10, the other between 1&5 – Use those numbers to determine the cross-point in the random word table below - In this case, 8&3 were chosen The team selected the word “satellite” from the table They then brainstorm words or phrases that describe how the accounts receivable process is like the word “satellite” An example of an outcome might be accounts receivable process… satellite… allow customers to pay remotely? © Copyright IBM Corporation 2007 IBM Global Business Services IDEA BOX The Idea Box is a more structured idea generation tool - liked by analytical thinkers How to create an Idea Box: - - - Example of Brainstorming a Child’s Clothes Hamper Across the top of the matrix, put various types of characteristics of the item you are wanting to brainstorm Shape Size Location Material Round Small Bathroom Plastic Then vary the specification down the rows in the matrix Square Medium Closet Cloth Oblong Large Bedroom Net Using one characteristic from each column, brainstorm ideas © Copyright IBM Corporation 2007 IBM Global Business Services There are many ways of getting teams to generate ideas. Try them; take risks; keep trying! TOOL Brainstorming Challenge Assumptions Solution Mapping DESCRIPTION USE TO... Method to generate many ideas either individually or as team Encourage thinking out of the box Look at assumption from different perspective Turn obstacles into opportunities Create clusters around core Create more and better ideas ideas to generate more ideas Mind Mapping Brainstorm the connections between multiple issues Stimulate creative thinking and create a mental picture Six Thinking Hats Role-play to facilitate looking at different perspectives Avoid negativity and group arguments Lateral Thinking Non-linear thinking Generate innovative solutions Random Word Facilitates lateral thinking Apply different perceptions and points of view © Copyright IBM Corporation 2007 IBM Global Business Services DOT EXERCISE © Copyright IBM Corporation 2007 IBM Global Business Services Section 2 – Evaluating Ideas & Selecting Solutions Evaluating and selecting ideas – the convergent phase © Copyright IBM Corporation 2007 IBM Global Business Services EVALUATE AND SELECT SOLUTIONS Objectives - Categorize and organize a large number of candidate improvement ideas. Narrow the list of potential solution ideas. Develop and refine the potential solutions. Choose the best solution Key Topics - Developing and refining solutions Impact assessment Consensus building tools © Copyright IBM Corporation 2007 IBM Global Business Services Convergent Thinking Issue/Problem Issue/Problem Statement Statement Clarification Divergent Thinking Clarification Right Brain: Creativity • challenge assumptions • brainstorming • nominal group technique • random word • visualization Decision Decision •• consensus consensus •• groupthink groupthink Identify Optimal Solution Incubation Clarify Meanings & Eliminate Duplications • affinity diagramming • CDAM Left Brain: Decision-Making • prioritization (n/3) • multi-voting • pairwise ranking • negative polling © Copyright IBM Corporation 2007 IBM Global Business Services Avoiding ‘Groupthink’ Groupthink is defined as apparent agreement rather than real consensus. It happens when: Symptoms: - - - - People outside the team are reluctant to upset the apparent agreement Team does not want to upset the relationships they have developed A person of higher authority is pushing a viewpoint - - An illusion of invulnerability and infallibility “Rationalizing away” data that contradicts assumptions and beliefs An unquestioned belief in the group’s inherent “morality” Stereotyping competitors or opposition as “weak, evil, stupid” Pressure on deviants to conform Self-censorship of members An illusion of unanimity Self-appointed “mind-guards” “I don’t agree, but I don’t want to hold everyone back” © Copyright IBM Corporation 2007 IBM Global Business Services Preventing Groupthink Encourage openness and expression of doubt Encourage constructive criticism of self, team, methodology and solutions Superiors should delay expression of opinion to avoid excessive influence Periodically form subgroups (encourage confrontation) Seek reactions and opinions from outsiders Invite trusted outsiders to join team discussions Assign someone the role of “devil’s advocate” Develop scenarios of rival’s possible actions Use anonymous polling techniques © Copyright IBM Corporation 2007 IBM Global Business Services Working With A Huge List Of Generated Ideas Use of Affinity Diagrams and the CDAM technique When a team finishes brainstorming, it can be overwhelmed with the volume of ideas it has to work with. Two methods to categorize and organize ideas are: - Affinity Diagrams - Provides an effective and efficient tool to create groupings of “like” ideas. Combine, Delete, Add, Modify (CDAM) - Provides a structured approach where each idea is evaluated both individually and in relation to the other ideas. Both approaches help the project team to start working toward consensus on ideas and potential solutions. © Copyright IBM Corporation 2007 IBM Global Business Services Developing An Affinity Diagram 1. Write the issue under discussion in a full sentence for clarification 2. Sort through all of the ideas generated during Brainstorming 3. Look for patterns, characteristics or trends 4. Sort ideas simultaneously with the target of having five to ten related groupings 5. For each grouping, develop summary group headings © Copyright IBM Corporation 2007 IBM Global Business Services Example: Affinity Diagram Our business planning approach must be improved The group could function more effectively Plan not integrated Planning approach not standardized No strong commitment to the group Communication issues within the group Reconciliation with corporate resource allocation Poor definition of prioritization for market introduction Functional groups not trusting each other Insufficient team approach to new product development and introduction Ownership of plan doesn’t cross functional lines Fighting daily problems (alligators/swamp) Group members not making individual commitment to the success of the plan Them/us perception Means not clearly defined Unrealistic goals create blue sky attitude Rewards do not compensate team playing Communication between functional groups difficult Group is not focal point for conflict resolution Plan is not linked to unit financial goals ISSUES SURROUNDING THE IMPLEMENTATION OF THE BUSINESS PLAN © Copyright IBM Corporation 2007 IBM Global Business Services The CDAM Technique Another technique to help consolidate and screen a long list of ideas is referred to as CDAM (Combine, Delete, Add and Modify). It is important for the team to collect all potential ideas and solutions. This includes: - Output from the idea generating exercises Benchmarking Best practices Ideas discovered during earlier analysis and captured in team documentation. © Copyright IBM Corporation 2007 IBM Global Business Services Using the CDAM Technique Identify the root cause that was the subject for the idea generation. Review each idea on the list and clarify any questions. Combine – Ideas that basically say the same thing. Modify – Ideas to provide more clarity or that can be combined. Add – Any new ideas that may come up as the team reviews and discusses the list of potential solutions. Delete – Last, eliminate those ideas that have no merit on their own and cannot be modified or combined with other ideas. © Copyright IBM Corporation 2007 IBM Global Business Services Convergent Thinking Issue/Problem Issue/Problem Statement Statement Clarification Divergent Thinking Selecting Solutions Right Brain: Creativity • challenge assumptions • brainstorming • nominal group technique • random word • visualization Decision Decision •• consensus consensus •• groupthink groupthink Identify Optimal Solution Incubation Clarify Meanings & Eliminate Duplications • affinity diagramming • CDAM Left Brain: Decision-Making • prioritization (n/3) • multi-voting • pairwise ranking • negative polling © Copyright IBM Corporation 2007 IBM Global Business Services Evaluating Solutions Affinity Diagrams and CDAM provide methods to make an initial assessment of a large number of potential solutions. Each method has its benefits and project teams will need to decide which method makes more sense for them. The objective at this point is to narrow the list of alternative solutions so as to arrive at a manageable number for evaluation. A couple additional “screens” or “hurdles” are recommended prior to moving on to additional, more thorough evaluation. - Show Stoppers - Organisational Fit © Copyright IBM Corporation 2007 IBM Global Business Services Show Stoppers Remove solutions with obvious problems which would prohibit implementation Examples of misfit solutions include those that: - Address a defect but result in a large adverse impact on customers Directly conflict with the organization’s strategy Violate a law or company policy Are beyond the scope of the charter Potential Solutions - Show Stoppers Examples of show stoppers might include: - - A project charter requirement that states that any improvement can not impact information systems or exceed capital improvement cost of $100,000. A solution which involves the use of a software package that requires additional hardware. A solution that requires eleven different locations to invest $20,000 in new bar coding equipment. © Copyright IBM Corporation 2007 IBM Global Business Services Poor Organisational Fit The solutions that remain are capable of being implemented (e.g., not Show Stoppers) and may achieve the desired goals. However, just because a solution may work, does not necessarily mean that it is appropriate or achievable within the organization. - Management commitment Strategic factors and organizational values Operating and management systems The organization’s culture Environment Potential Solutions Here are some issues to consider as you explore your ideas: Organization Fit Show Stoppers © Copyright IBM Corporation 2007 IBM Global Business Services Quick Wins Then review the remaining list of ideas to determine if any meet the “Quick Win” criteria. - Easy to Implement Fast to Implement Cheap to Implement - Within the Team’s Control - Reversible - © Copyright IBM Corporation 2007 IBM Global Business Services Making Choices The further a team gets into narrowing the list of potential solutions, the more complex and time-consuming the process. Staying objective is important - a bias or uninformed preference may cause the team to overlook excellent, costbeneficial solutions. Solutions previously set aside may be revisited. Remember, nothing gets thrown away. In order to arrive at a manageable number (4-7) of potential solutions, Consensus Building Tools may help to narrow the list. - Force Field Analysis Pairwise Ranking Multi-Voting Team Polling Solution Selection Matrix © Copyright IBM Corporation 2007 IBM Global Business Services What is Consensus? A consensus is one where each group member has had adequate and fair input into the discussion to influence the decision of the group. The decision may not be viewed by an individual member as their “preferred” decision, but they can live with the decision and have ownership of the decision such that they can advocate and implement it. An optimal solution is reached based on discussing and understanding the needs of: - All parties involved The organization The solution itself Every effort should be made to reach a consensus decision on primary issues such as: - The team’s mission The team’s primary goals Major project milestones © Copyright IBM Corporation 2007 IBM Global Business Services Consensus Seeking: Asking The Right Kinds Of Questions. Actively solicit and explore all minority ideas and positions. Take the time to make sure language and wording is clear. Within reason, acquire and thoroughly analyze all relevant data. Listen to the ideas of others with an open mind. Help others to clarify and develop their own viewpoints. Work to make the alternative viewpoint as strong as possible. Let others in the group help you develop your ideas; let the ideas belong to the group rather than being “yours.” Offer criticism only after a viewpoint has been well developed. Objectively consider which decision will best serve in accomplishing the team’s mission. Freely express any reservations you still have about an idea or approach the team is about to adopt. © Copyright IBM Corporation 2007 IBM Global Business Services Force Field Analysis Example: Suppose a potential solution Force Field Analysis is used to suggests invoices be paid within 14 days maximize the strengths of potential solutions or minimize their weaknesses. of receipt to reduce administrative and late payment costs and improve customer satisfaction. However, while completing the Force Field Analysis it was determined that a small percentage of the invoices involve Force high-cost items and paying for them early ForceField FieldAnalysis Analysis helped may create a conflict with the helpedto toimprove improvethe the organization’s cash flow policies. idea ideaand andgive giveititaabetter better chance Force Field Analysis helped to identify chanceof ofacceptance. acceptance. the exception, which resulted in a modified solution to include an exception for high-dollar invoices. © Copyright IBM Corporation 2007 IBM Global Business Services Example: Force Field Analysis Solution: Pay Invoices Within 14 Days of Receipt Driving Forces Restraining Forces Reduce handling costs Requires job combination Improve customer service Reduce “float benefit” Reduce late fees Requires new tracking report Reduce database requirements Increases Working Capital Gain competitive distinction This Thissolution solutionmay maybe bemodified modifiedto topay payinvoices invoicesof of less lessthan than$10,000 $10,000within within14 14days daysof ofreceipt. receipt. © Copyright IBM Corporation 2007 IBM Global Business Services Multivoting Multivoting is a variation of counting the number of raised hands for a given idea or solution. 1. Identify precisely the question/issue to be answered. 2. Give each team member a number of votes equal to approximately half the number of items on the list (for example, 10 votes for a 20-item list). This can also be done with stick-on dots representing votes. 3. Each person assigns only one vote to a given item (their top ten). 4. After one round of voting, drop items with few or no votes from the list. 5. If it is not clear what the top 4-6 items are at this point, do another round of voting, assigning fewer votes per person. (Example: 5 votes per person if the list now has 10 items.) © Copyright IBM Corporation 2007 IBM Global Business Services Pairwise Ranking Use this tool to choose by comparison; when scoring or informal decision processes produce unclear outcomes. Useful for broad qualitative criteria There are many different variations of this technique, but all of them force you to compare items and to rank them against each other. The combined results of these paired rankings help to clarify what the priorities of your team should be. © Copyright IBM Corporation 2007 IBM Global Business Services Example: Pairwise Ranking A Vote Points 8-0 3 7-1 2 6-2 2 5-3 1 4-4 B B A3 C A2 B1 D A1 D1 D1 E A2 B1 0 D1 A B C D E 8 2 0 3 0 C D E © Copyright IBM Corporation 2007 IBM Global Business Services Team Polling Gauges team confidence with individual or multiple ideas/solutions. Lets team members know how their perceptions align with the rest of the team. Provides “degrees” or “levels” of performance versus a straight up or down vote. Often used to confirm a decision or selection. Helps to refocus or sharpen a discussion on specific points. Can be used to mark the end of a discussion. © Copyright IBM Corporation 2007 IBM Global Business Services Team Polling Process Frame the question or issue “To what extent (degree) …” “How important (confident) is …” Polling Scale Low 1 High 2 3 4 5 Post the polling scale. Review the question and scale to ensure understanding. Have each participant mark a piece of paper with their choice(s). Collect, sort and record responses. © Copyright IBM Corporation 2007 IBM Global Business Services Solution Selection Matrix When there are multiple considerations and criteria, and the trade-offs are not obvious, teams can have difficulty selecting the best solution using the tools presented - even with a limited number of options The difficulty stems from several aspects of the problem: - What are the criteria? Does everybody have the same definition and understanding of these criteria? What is the relative importance (weight) of each of the criteria? Does everyone attach the same importance to each of the criteria? Does everyone use the same scoring system (scale, definition of the scale points, …) ? In most cases, we should be using at least following criteria: - Quality impact Time impact Cost / benefit It may be necessary to look at other considerations as well © Copyright IBM Corporation 2007 IBM Global Business Services Solution Selection Matrix - 2 The selection matrix helps overcome these difficulties by replacing opinions and assumptions with data and facts. The matrix gives visibility to all of the components used to make the selection decision. Each solution is evaluated against the criteria (Sigma impact, time, cost-benefit and other impacts). To conduct the evaluation a scale is developed for all factors. The scale contains the same range (usually 1 to 10) for each factor to enable cross category comparisons. The importance of each factor is defined by “weighting” the factors. Weighting is a process of assigning a multiplier to a factor to increase its overall importance relative to other factors. © Copyright IBM Corporation 2007 IBM Global Business Services Solution Selection Matrix: Criteria & Weighting Ideally, the evaluation criteria and their relative weight should be determined by management at the start of the project (Define stage) If not, you can use brainstorming, CDAM, affinity diagramming and multi-voting to determine a limited set of weighted criteria For each of the criteria, the point scale should be clearly defined Solution Sigm a Im pact Tim e Im pact 3 3 CostBenefit Im pact 3 O ther Im pacts Total Rank 1 © Copyright IBM Corporation 2007 IBM Global Business Services Example: Solution Selection Matrix For each factor, determine the score for each solution Work out the individual score for each solution by: - multiplying the score for each factor with the weight for that factor - add up the weighted factor scores of the solution to obtain its total score Rank the solutions according to their total scores Solution Sigma Impact Time Impact Other Impacts 3 CostBenefit Impact 3 Total Rank 3 A 8 / 24 4 / 12 6 / 18 2/2 56 3 B 5 / 15 8 / 24 9 / 27 3/3 69 1 C 3/9 10 / 30 4 / 12 6/6 57 2 D 6 / 18 2/6 7 / 21 9/9 53 4 1 © Copyright IBM Corporation 2007 IBM Global Business Services Impact on Project Goals For solutions to be considered, they must contribute to the goals of the project Solutions that cannot produce the desired results must either be modified to meet the goals or removed from consideration. There are two solution types: - Independent Solutions Coupled Solutions © Copyright IBM Corporation 2007 IBM Global Business Services Combined Solutions Independent Solutions Solutions that are capable of satisfying the project goals by themselves or due to their uniqueness cannot be combined with other solutions. - These are solutions that in isolation are not capable of satisfying the project goals, but are capable of being combined with other solutions. 6 5 Project s Goal 4 3 2 X Y Z Solution SolutionXXisisremoved removedfrom from consideration because it cannot consideration because it cannot independently independentlymeet meetthe theproject project team’s sigma goal. team’s sigma goal. Sigma Level Sigma Level - Coupled Solutions 6 C Project s Goal 5 B B A A A A A+B A+B+C 4 3 2 Solutions © Copyright IBM Corporation 2007 IBM Global Business Services Solution Impact Evaluate each potential solution on its ability to resolve the problems and targets set. Make objective, realistic assessments of the extent to which each solution will impact each problem or target. Use data and feedback from others if available. Validate with pilots. When determining if a solution satisfies the goals consider: - Does it meet or exceed the targets? - Will the solution reduce or eliminate root causes of problems? © Copyright IBM Corporation 2007 IBM Global Business Services Quantifying the value of solutions Once a list of potential solutions has been identified, the team must determine which solution(s), singularly or in combination, will achieve the project objectives. Tools that can assist the team to accomplish this include: - Simulation Models Benchmarking Financial Analysis © Copyright IBM Corporation 2007
