TRIZ

What is TRIZ and When Should You Use It?

TRIZ represents a methodology focused on innovative process or product improvement. Use it when you need innovative thinking that extends beyond common process flow diagrams and requirements gathering. Look at further variations such as ARIZ, I-TRIZ, P-TRIZ, 40 Inventive Principles (with Applications in Service Operations Management), Reverse Fishbone, TRIZICS, USIT, SIT, and/or ASIT. “TRIZ” is a…

How to Facilitate Root Cause Analysis

How to Facilitate KPIs or Root Cause Analysis — an Ishikawa Diagram

You can facilitate KPI (Key Performance Indicators) during meetings by using root cause analysis. Also referred to as Ishikawa or “fishbone” diagrams, the method generates a visual mind map listing possible causes. Named after Professor Kaoru Ishakawa (University of Tokyo), he developed the root cause analysis method in 1945 to resolve steel production problems. Also known as “Fishbone”…

Facilitation Reference Guide

Facilitation Reference Guide Supporting an IT Project Workshop

This Facilitation Reference Guide supports an IT project workshop. It begins with management perspective and understanding what needs to be delivered to be called a success. Some call this, “knowing what DONE looks like.” Facilitation Reference Guide — Preparation Phase First and foremost, articulate and codify the deliverables. Next understand the organizational holarchy and the…

Continuous Improvement Pays for Itself

Methodological Awareness About Deming’s 14 Points of Continuous Improvement

Every minute somewhere, someone refers to Deming’s term SMART (ie, Specific, Measurable, Achievable, Relevant, Time-Based). Lesser known, however frequently copied, you will find his philosophy of continuous improvement. Therefore, true to his words, enjoy the phrasing of Deming’s 14 points of continuous improvement. You will discover an excellent discussion of them in Chapter 2 of Out…

Balanced Scorecard

Balanced Scorecard Demands Strategy-Focused Facilitation

Five principles of successful organizations emerged from Kaplan and Norton’s research on successful Balanced Scorecard adaptors. Hence, the five principles describe the key elements of building an organization that can focus on strategy while delivering breakthrough results. Additionally, high performance groups depend heavily on effective facilitation and participant ownership. The nineties are arguably the most…

Meeting Introduction, Why Individual Decisions are Made

Neuroeconomics and Neurofacilitation: Rational Decisions Maximize Utility

World scientists are striving to map activity in the human brain. Presumably, a map of neural activity will shed light on how the brain works and how choices are made. Concurrently, there has been an upsurge in related fields seeking to understand human nature and behavior change: neuroaccounting, neuroeconomics, neurotics, neurofinance, neuroleadership, neurolinguisics, neuromanagement, neuromarketing,…

Design Thinker

A Facilitator’s Profile is Much Like an Innovator’s Profile (Design Thinker)

“Contrary to popular opinion, you don’t need weird shoes or a black turtleneck to be a design thinker . . .” so goes the article from Harvard Business Review June 2008 (pg 87). The author suggests five characteristics found in design thinkers (ie, innovators) that relate uncannily to core competencies required for effective facilitation.  Included…