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for the problem s occurrence. List the biggest factors contributing to the problem. Pareto 90 02 Business Strategy 11/3/05 12:16 PM Page 91 MAKING STRATEGIC DECISIONS analysis is most useful when few factors are involved. Develop a solution targeting each factor individually. This approach has the potential to eliminate the biggest causes of a problem, which often prevents it recurring or, at the very least, mitigates its effects. But it is less useful when a large number of factors are more or less equally responsible, as it is difficult and time consuming to anal- yse each one and pointless to prioritise the order in which they should be tackled. Pareto analysis works best when only damage control is pos- sible. For example, all organisations get customer complaints, but the biggest reasons for customer dissatisfaction can be attended to, thus reducing the incidence of complaints. However, the more complicated the problem, the less likely it is that Pareto analysis will help to find a solution. For complex problems, creative problem solving is required. Kepner-Tregoe analysis. Sometimes all that is needed is to determine what is wrong and why it is wrong, and then to fix it. This approach is at the heart of Kepner-Tregoe (kt) analysis and its emphasis on solid, rational analysis makes it suited to hard rather than soft management issues. For example, it is used to explain deviations from the norm, qual- ity or process problems (often in manufacturing), and how to repair machines or systems and to identify potential problems. kt analysis is simple, methodical and powerful. The first stage is to define the problem in detail by asking the following questions: What is the problem or deviation? Where does it occur? When does it (or did it) occur? How does it occur? Specifically, how often does it happen, and how old is the process when it first occurs? How big is the problem (how much is affected in real terms or as a proportion of the whole)? The answers to these questions should allow you to define what the problem is, as well as what it is not. The next stage is to examine the dif- ferences between what should happen and what does happen, prepar- ing a list of possible reasons for each difference and for the problem as a whole. 91 02 Business Strategy 11/3/05 12:16 PM Page 92 BUSINESS STRATEGY Techniques for creative problem solving It is often said that in many organisations, too much attention is paid to norms, rules, procedures and precedents and not enough to creative thinking. However, many of the problems that organisations face today cannot be solved without a creative approach. Some of the most popu- lar and effective approaches are described below. Vertical and lateral thinking. Creativity can be divided into left-brain activities, those that are logical and analytical, and right-brain activities, those that are creative and integrative. A systematic approach to cre- ativity is provided by Edward de Bono, who distinguished between ver- tical thinking, bounded by logic and linear thinking, and lateral thinking, which cuts across normal boundaries and processes. He claims that where traditional techniques are inadequate for solving problems, lat- eral thinking will generate new ideas and approaches that provide the answer. Lateral thinking combines ideas and concepts that have not pre- viously been brought together. It removes assumptions, typically by asking What if? questions. A questioning approach. Questioning is a useful starting point for cre- ative problem solving. Challenging the way that things are can lead to alternatives being generated. Although questioning alone may not pro- vide breakthrough thinking, it is often an essential first step in breaking traditional thinking. In particular, it can help to question established logic, asking Why? as well as Why not? . Questioning the limits of existing processes, systems or technology can also stimulate creativity. Identifying false assumptions is another valuable step. Accepting that good ideas come from anywhere. Ideas are no respecters of status or salary. It may be true that in certain industries senior people have the best ideas, and this is probably a reflection of their experience or confidence. However, excellent ideas can be found in unexpected places: junior members of staff, competitors, other indus- tries or historical legend. Maintaining momentum and avoiding drift. For the process of innova- [ Pobierz całość w formacie PDF ] |
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