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

shreephadnis@gmail.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