THE FUTURE OF ORGANIZATIONAL PROBLEM SOLVING - PowerPoint PPT Presentation

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THE FUTURE OF ORGANIZATIONAL PROBLEM SOLVING

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OLD TOOLS USED. PROACTIVLEY IN NEW WAYS. MBTI/related tools ... Frequently based on a joint commercial approach to solving a unique problem ... – PowerPoint PPT presentation

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Title: THE FUTURE OF ORGANIZATIONAL PROBLEM SOLVING


1
INNOVATION-TRIZ,INC.
  • THE FUTURE OF ORGANIZATIONAL PROBLEM SOLVING
  • World Future Society
  • July 19, 2003
  • Jack Hipple, Principal
  • Innovation-TRIZ, Inc.
  • www.innovation-triz.com

2
OVERVIEW AND TOPICS
  • Brief history of organizational problem solving
  • Whats changed?
  • Whats different?
  • New tools
  • Old tools used in new ways
  • The future and recommendations

3
THE HISTORY OF ORGANIZATIONALPROBLEM SOLVING
TOOLS
  • Thomas Edison (early 1900s)
  • Mass trial and error
  • Osbourne and Parnes (1940s, 50s)
  • Creative problem solving/brainstorming
  • Myers and Briggs (1950s)
  • Styles of approaching problems and people
  • Michael Kirton/KAI (1960s)
  • Styles of problem solving can be measured
  • TRIZ (1950s/Russia, 1990s US and West)
  • Knowledge management/patent mapping

4
RECENT ORGANIZATIONALATTEMPTS AT INNOVATION
  • Early 1980s to 1997
  • Do different things, focused on RD function
  • Joint with acquisitions and ventures
  • Study of these programs published and presented
    in the 2000-2002 time frame
  • 1995-2002
  • The arrival of quality, Six Sigma, statistical
    analysis, minimization of cost
  • 2000-Present
  • Low cost alone is not enough
  • Innovation is important again
  • Have we learned anything?
  • Many of the presentations are like 20 year old
    reruns!

5
WHATS CHANGED?OVERRIDING ISSUES
  • Globalization of businesses and markets
  • Cross cultural teams and enterprises
  • Alliances of many different sorts
  • Acquisitions
  • Mergers
  • Joint ventures
  • Temporary alliances and ventures
  • Temporary employees as well as alliances and
    venturesloyalty is not there anymore

6
WHAT HAVE WE LEARNED? WHATS DIFFERENT?
  • Learned
  • Breakthrough problem solving and innovation is
    not the sole responsibility of the research
    organization
  • Customer input
  • Technology licensing and venturing
  • Different
  • Cultural and business issues just discussed
  • Recognition of the need for knowledge
    managementcost of wheel reinvention is
    exhorbitant
  • In part driven by lack of long term personnel
    commitments

7
OLD TOOLS USED PROACTIVLEY IN NEW WAYS
  • MBTI/related tools
  • Used typically only for personal growth and
    development of individuals
  • Not normally used proactively in the innovation
    and problem solving arenas
  • Some concerns are legitimate
  • Example Different perspectives on the future of
    health care
  • Doctors/nurses/patients/insurers/government/
  • AARP

8
USING MBTI PROACTIVELY
  • Insuring total involvement (E/I)
  • Impact vs. possibilities (S/iN)
  • Data and economics as well as human impact (T/F)
  • Closure and additional thought (J/P)

9
OLD TOOLS USED PROACTIVLEY IN NEW WAYS
  • Kirton KAI/Buffalo BCPI
  • Measures problem solving styles
    (adaptive/innovative)
  • Not normally used proactively in the innovation
    and problem solving arenas
  • Some concerns are legitimate
  • Example breakthrough vs. incremental

Kirton KAI is a registered trademark of M.J.
Kirton, BCPI is a registered trademark of Gerard
Puccio
10
USING PROACTIVLEY
  • Three subscales
  • Originality
  • Long term vs. short term
  • Rule and group conformity
  • Importance of consensus
  • Efficiency
  • Manner of problem solving

11
  • PLANNING, FUTURE FORECASTING, AND PROBLEM SOLVING
    WITHOUT THESE TOOLS IS LESS THAN COMPLETE AND
    NON-OPTIMUM

12
NEW TOOLS
  • TRIZ
  • Patent and knowledge mapping software

13
I HAVE TO REMOVE CORES FROM A MILLION GREEN
PEPPERS.
INNOVATION-TRIZ,INC.
  • How would I do this?

14
PATTERNS OF INVENTION
Processing Sweet Peppers
15
WHAT IS THE INVENTIVE PRINCIPLE (OPERATOR) ?
  • Slowly raise pressure and suddenly reduce it
  • A path to a solution
  • An approach to solving a problem
  • A direction towards an answer

16
PATTERNS OF INVENTION
  • Removing stems from bell peppers
  • Removing shells form sunflower seeds
  • Cleaning filters
  • Unpacking parts wrapped in protective paper
  • Splitting diamonds along micro-cracks
  • (27 years after pepper patent)
  • Producing sugar powder from sugar crystals
  • Explosive depulping

17
  • HOW WOULD THINGS BE DIFFERENT IF INDUSTRIAL
    DIAMOND GRINDING TECHNOLOLGY HAD BEEN AVAILABLE
    27 YEARS EALIER?

18
(No Transcript)
19
  • THE CAVIAR EGGS AND BALL BEARING STORY

20
  • THE CONTACT LENS STORY

21
I not only use all the brains I have, but all I
can borrow
  • Woodrow Wilson

22
LESSONS FOR ORGANIZATIONAL LEARNING
  • Always look in parallel universes
  • Never assume your problem is unique because it
    probably isnt
  • Dont talk to just your customerswho might put
    them out of business?

23
COMMENT ON PARTNERSHIPSAND JOINT VENTURES
  • Frequently based on a joint commercial approach
    to solving a unique problem
  • At recent IRI/PDMA meeting on joint ventures
  • What assessments are done prior to entering a
    working partnership?
  • 4 answers Nothing
  • 1 answer Take my fellow VP to lunch and see if
    we get along
  • Organizational culture can be measured and openly
    discussed

24
KNOWLEDGE MANAGEMENT
  • Large sums of money generating it
  • Low sums of money to collect it in a retrievable
    fashion
  • New software tools from many companies
  • Storage and retrieval
  • Searching and retrieval
  • Some based on the TRIZ generic principles
  • Patent mapping

25
KEYS TO SUCCESS
  • For data to be retrieved, it must be entered
  • Willingness to admit that it might have already
    been done
  • Six months in the lab will save at least an hour
    in the library

26
THE FUTURE.A CHECKLIST
  • Proactive measurement and use of
  • Cultural and individual differences
  • Within organizational teams
  • Within joint ventures and collaborations
  • Knowledge of parallel universes
  • Past knowledge
  • Ability to capture new knowledge
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