Title: THE INTEGRATION AND USE OF TRIZ WITH KAI, MYERS BRIGGS, SIX HATS
1INNOVATION-TRIZ,INC.
- THE INTEGRATION AND USE OF TRIZ WITH KAI, MYERS
BRIGGS, SIX HATS - ETRIA TRIZ CONFERENCE
- Bath, England
- July 21, 2002
- Jack Hipple, Principal
- Innovation-TRIZ, Inc.
- Tampa, FL, USA
- www.innovation-triz.com
2OR..
- How can we more effectively integrate TRIZ into
the organizational problem-solving structure into
which it is being placed?
3OBJECTIVE
- Review a psychological assessment tool (KAI)
which has shown value in improving TRIZ problem
solving sessions - Share views on how to couple TRIZ with DeBonos
processes - Discuss integration with Myers Briggs
- Share experiences with others who may have used
other tools
4HOW TRIZ PROBLEM SOLVING SESSIONS ARE NORMALLY
RUN
- Problem definition ahead of time, frequently
using a pre-defined form - Ideality, contradictions, resources identified
- Su-Field or software models constructed
- Contradiction tables, standard solutions, or
software examples/operators are used to stimulate
ideas
5WHAT WE FREQUENTLY FIND...
- There is an established process or assessment
tool in place with which TRIZ must collaborate - Myers Briggs
- Lateral Thinking and Six Hats
- Kirton KAI
- DFSS/Six Sigma
- QFD
- Brainstorming
Lateral Thinking and Six Hats are registered
trademarks of APTT and Edward DeBono org.
6IF WE DONT CONSIDER THEEXISTINGTOOLS AND
ENVIRONMENT..
- TRIZ implementation may be delayed
- Implementation may be resisted by the
organization - Not used to its full effectiveness
7THE PROBLEM SOLVINGENVIRNMENT CAN ALSO VARY
- We dont often recognize that people solve
problems very differently - People behave differently in problem solving
environments and in different social environments - Unless these differences are recognized, these
issues can interfere with optimum TRIZ
problem-solving
8OBSERVATIONS
- Some sessions are very energetic, others are dull
and lack vigorous idea flow (70/30) - Some participants want to focus on short term
actions and ideas, others want to focus on longer
range concepts - Frequent disagreements
- When the psychology of the group is known,
sessions can be improved
9ASSESSMENT TOOLS
- Myers Briggs
- Measures peoples style of interacting socially
with each other - Extroverted/introverted, sensing/intuitive,
feeling/thinking, judging/perceiving (I.e. INTP) - Most organizations are familiar with and use this
tool - Most people know their profile
10ASSESSMENT TOOLS
- Kirton KAI
- Measures an individuals PROBLEM SOLVING STYLE
(adaptive to innovative) - Not as well known, but more relevant to TRIZ
problem solving, as it relates to problem solving
style and not social style
11MYERS-BRIGGS USE
- Assesses social style of interaction
- Extroverted/introverted (E/I)
- Sensing/intuitive (S/N)
- Thinking/feeling (T/F)
- Judging/perceiving (J/P)
- Example ESTJ/INTP
12POTENTIAL IMPACT
- Extroverted/introverted
- Participation in the process
- Sensing/intuition
- Fact vs. gut feel
- Thinking/feeling
- Degree of subjectivity in idea/concept evaluation
- Judging/perceiving
- Degree of closure desired
13HOW TO USE.
- Make sure everyone is involved
- Level of problem definition and solution with
software diagrams - Idea implementation
- Long term vs. short term
14FOCUS ON PROBLEM SOLVING STYLE
- Observation
- Some people come up with ideas from nowhere
- Others seem to need stimulus
- Some people need structure in their lives, other
prefer not to have any - Some people want to know what the rules are,
others could care less
15THE KIRTTON KAI INSTRUMENTMEASURES THESE FACTORS
- A 32 question instrument which can be completed
in 15 minutes - Measures, very accurately, ones problem solving
STYLE, NOT CAPACITY - Also measures ones interest in rule/group
conformity and whether ones pattern of problem
solving is visible to others - Network of users
- www.kaicentre.com
16CREATIVE STYLES
- Measurement
- Kirton Adaption-Innovation Inventory (KAI)
17EXAMPLES OF QUESTIONS
- How easy or difficult is it for you to present
yourself, long term, consistently, as someone
who - Conforms?
- Enjoys detailed work?
- Is stimulating?
- Is predictable?
18OUTPUT FROM KAI
- A score ranging from 32-160, with the norm
around 90 and 2 sigma deviation from 70-120 - Sub-scores indicating particular characteristics
in originality, rule/group conformity, and
efficiency - There can be wide variation in some of these
sub-scores
19Creative Styles
Pioneer
Adaptive(Kirton)
Innovative(Kirton)
20AN EXTREME ADAPTOR
Why, theyre lighting their arrows...Can they
do that?
21AN EXTREME INNOVATOR
Wait! Wait! Listen to me!We dont just have to
be sheep!
22RELATIONSHIP BETWEENKAI AND TRIZ
- TRIZ provides assistance to both ends of the KAI
spectrum - KAI provides a way to segregate and optimize the
output from TRIZ problem solving
23HOW DOES TRIZ HELP?
- Provides stimulus (from concepts of ideality,
resources, contradictions) to adaptive/low score
KAI people who have difficulty generating
original ideas on their own - Provides structure (via diagrams, models) to
innovative/high score KAI people who have
difficulty in organizing, structuring, and
prioritizing ideas
24HOW CAN KAI BE USED IN A TRIZ SESSION?
- Prior to disclosure of KAI feedback, use to
separate group into more adaptive and more
innovative people - Use in selecting and evaluation of ideas and
output from software products - Mutual sharing of views of problem(s) vs. style
25AN EXAMPLE.
- Specialty chemical company, 2B sales, 12
participants - Strong segmentation in KAI profiles
- Large group in the 80-85 range (highly adaptive)
- Large group in the 110-125 range (highly
innovative)
26PROCESS
- Group divided into adaptive and innovative
groups, prior to awareness of individual scores - Asked to diagram the same problem with the IWB
software Problem Formulator - Presented to each other
IWB and Problem Formulator are trademarks of
Ideation International
27ADAPTOR DIAGRAM
Function 7
Function 8
Function 5
Function 2
Function 4
Function 1
Function 3
Function 6
28INNOVATOR DIAGRAM
Function 5
Function 8
Function 3
Function 7
Function 2
Function 4
Function 1
Function 6
29DISCUSSION WHICH OCCURRED
- Why do you view the problem that way?
- Why did you choose these particular ideas to
pursue? - How can you make any sense out of your diagram?
- Separation of ideas by interest
30THE SIX HATS PROCESS
- Problem solving process is divided into segments
where everyone must do the same type of
thinking at the same time - Each person wears the same hat at the same time
to minimize negative aspects of arguments, etc. - One of the most widely used innovation processes
in the world--easy to learn and effective for
simple to moderately complicated problems
31THE SIX HATS
- Blue---meeting process, thinking process
- White---information that is needed
- Green---propose ideas, free thinking
- Black---what is wrong with this idea?
- Yellow---what is good about this idea?
- Red---emotional, gut feel about idea
32DEFICIENCY IN THEPROCESS
- Stimulus for ideation is still limited by the
expertise and knowledge in the room - Weak, informal problem definition step
- Selected random words used for stimulation
(Lateral Thinking)
Lateral Thinking is a registered trademark of
APTT and Edward DeBono
33WHEN AND HOW TO COMBINETRIZ WITH THIS PROCESS
- White/information hats
- Have we identified all the contradictions?
- A problem definition diagram, such as the Problem
Formulator - Green/ideation hat
- Use of contradiction table, software examples
- Black/problem hat
- Use of reverse TRIZ technique to proactively
identify potential failure routes - Yellow/good hat
- Use ideality thinking and lines of evolution to
improve ideas - Blue hat
- Use ISQ and Problem Formulator to scope the
process
ISQ and Problem Formulator are registered
trademarks of Ideation International
34IN CONCLUSION.
- All tools have value
- Combining these tools and knowledge of individual
styles can greatly enhance the TRIZ problem
solving process, especially if TRIZ is the
latecomer to the organization - Adding elements of TRIZ to any of these existing
processes can improve their value and productivity