13
Sandy Pullinger [email protected] BUSINESS SOLUTIONS Francois Bedeker [email protected] .za Escape Analysis Paralysis Critical Thinking in Action
Sandy [email protected]
BUSINESS SOLUTIONS
Francois [email protected]
o.za
Escape Analysis Paralysis
Critical Thinking in Action
2007 KGI
Critical Thinking in Action
BUSINESS SOLUTIONS
Tap into your Organisation’s Potential
I wish we knew at HP what we know at HP.
Lew Platt, former CEO, Hewlett-Packard
Fritolay saved $600m from creativity training.4
Creativity training helped IBM save 25% of meeting time with
the same quality of output.4
“85% of the (consulting) project fee is spent
accumulating knowledge we already possess.” 1
Texas Instruments, 3M, Eastman-Kodak, Shell, NASA, ABN-AMRO and DuPont have
run specific creative problem solving training.4
Critical Thinking
Novartis’ policies include an incident evaluation procedure using root cause analysis and
facilitating best practice sharing.5
“Top-down interventions can provide excellent
results in the short term, but the response soon
drops off.” 3
“Many of today’s supply chain ‘pain points’ were identified as early as 1993…, and several
companies are still struggling to efficiently eliminate – or even reduce – those problems.” 2
1. T. Kawase, Human Centred Problem-Solving, 20012. 2003 GMA Logistics Study (Grocery Manufacturers of America)3. P. Nel in Risk Management, 20014. D. O’Dell, Creative Problem-Solving, 20015. sachamber.org, shell.ca, otis.com, utc.com, novartis.com
Toyota, Otis Elevator and Shell apply root cause
analysis for quality control.5
2007 KGI
Critical Thinking in Action
BUSINESS SOLUTIONS
Types of Problems
Desired(Expectation/
Standard)
Current
Deviation
End State
Design
Repair
Improve
2007 KGI
Critical Thinking in Action
BUSINESS SOLUTIONS
The Need for Critical Thinking
Experiencing:
Unresolved issues
Focus on symptoms
Flawed brainstorming
Inconsistent follow-through
Functional silos
Untapped input
Costly workshops
Limited vertical communication
Able to:
Focus on root causes
Resolve issues quickly
Provide clarity
Deal with controversial issues
Understand implications
Gain buy-in & participation
Improve communication
Plan strategies & campaigns
Conduct meaningful surveys
Structured Approach
Participation/Collaboration
Show Flow of Ideas
2007 KGI
Critical Thinking in Action
BUSINESS SOLUTIONS
Factors that Influence Problem Solving/Decision Making
Environment
Style
Outcome
Process
Techniques
Luck favours the prepared mind.
Louis Pasteur
2007 KGI
Critical Thinking in Action
BUSINESS SOLUTIONS
‘Principles’ of EffectiveProblem Solving/Decision Making
Understand and clearly formulate the issue/problem/objective
Solve the root cause, not the symptoms
Avoid pre-conceived solutions/outcomes
Involve those affected by the solution/decision in the process
Collect only necessary information to make the decision
2007 KGI
Critical Thinking in Action
BUSINESS SOLUTIONS
Critical Thinking Methodology
Develop Alternative Solutions
Assess Implications
Compile Action Plan
Find Root Cause(s)
Select Problem
Identify Issues
2007 KGI
Critical Thinking in Action
BUSINESS SOLUTIONS
Critical Thinking Methodology
Develop Alternative Solutions
Assess Implications
Compile Action Plan
Find Root Cause(s)
Select Problem
Identify Issues Define
Purpose
2007 KGI
Critical Thinking in Action
BUSINESS SOLUTIONS
Critical Thinking Methodology
Develop Alternative Solutions
Assess Implications
Compile Action Plan
Find Root Cause(s)
Select Problem
Identify Issues Define
Purpose
State Position/ Claim
Assess Reasons/ Objections
2007 KGI
Critical Thinking in Action
BUSINESS SOLUTIONS
Software Tools
Develop Alternative Solutions
Assess Implications
Compile Action Plan
Find Root Cause(s)
Select Problem
Identify Issues Define
Purpose
State Position/ Claim
Assess Reasons/ Objections
2007 KGI
Critical Thinking in Action
BUSINESS SOLUTIONS
Demo Example
2007 KGI
Critical Thinking in Action
BUSINESS SOLUTIONS
Key Requirements:
The ability to identify and solve problems
An understanding of cause-effect relationships
A balanced view of the perspectives of different people with diverse experience
Active participation across the organisation in the problem solving/decision making process
Summary
Critical Thinking in Action:
Focus on finding the true causes of problems and thereby avoid dealing with symptoms
Gain a deeper understanding of how related issues influence each other
Actively participate in the problem solving process
Generate open-minded, creative ideas
Benefits:
The development of critical thinking skills
Interactive group participation
Anonymous contributions in the brain storming process
Input from across organisational levels and functions in solving problems and debating issues in the business
More than ever, an education that emphasises general problem solving skills will be important.
Bill Gates
Sandy [email protected]
BUSINESS SOLUTIONS
Francois [email protected]
o.za
Escape Analysis Paralysis
Critical Thinking in Action
2 day Seminar 28-29 May
