Innovation and problem solving

Thinking Consultant! This course is normally preceded by a questionnaire for participants to complete to provide an insight ino their preferred thinking styles. At the start of the course we consider the individual profiles of participants to gain an understanding of how these thinking patterns impact perception and decision making. We also examine the influence of intuition and emotion as part of a broader practical study of how our brains actually work.

The core of the course consists of tools and techniques for generating and evaluating options and moving from commitment through to action. There are obstacles at each stage of this process and we consider how these can be avoided and overcome. Decision making does not take place in isolation.

Following consideration of effective problem solving and decision making in a group context, the final session will focus on implementation – turning decisions into action.

Introduction and individual assessment: as in many aspects of life, self-awareness is the foundation of success. We all have individual thinking preferences and in this first session we explore, through the use of a questionnaire, the thinking styles of individual participants. These preferences are not strengths or weaknesses – they are preferred approaches and by understanding their preferences, participants will be able to recognise how they can impact their consulting approach generally and their problem-solving problems and decision-making in particular.
Defining the problem: how we defing a problem has a big impact on how we solve it. This section will focus on:

evidence – collection and interpretation
context – is it actually a problem (link to strategic consideration later)
perspective – how bias can creep in
quantification

An integrated approach - causal mapping: causal Mapping or visible thinking is an integrated approach that helps to:

bring issues to the surface
clarify goals
identify cause-and-effect relationships
reveal dependencies
expose issues and assumptions
focus on risk
create action-oriented solutions
It can also be a highly participative approach that draws on the combined expertise and creativity of a team – and engenders commitment to chosen actions through involvement

Generating options: problems requires creativity and this session examines a number of the most useful approaches, including:

6 hats thinking
lotus blossom
Da Vinci
reversal
metaphor
mindmapping

Evaluation: How do we select between the options that we have generated – through the use of techniques such as:

weighted matrix
probability and decision-trees
forcefield
PMI
Utility Trees
examples of common management matrices
- SWOT
- BCG
- GE Matrix
- Ansoff Matrix

The role of intuition: the value and dangers of intuitive thinking have been explored by Malcolm Gladwell in Blink! Many decisions seem to emerge without rational thought. Sometimes we have a gut reaction – an instinctual feeling that something is right or wrong. Should we trust these feelings? This session considers how the structure of our brains and psychology impact the way that we think.
Systems thinking: problems are often complex and can involve a number of issues, activities, groups and individuals that interact as a system. It is important to consider the system as a whole if we are to avoid unintended consequences.
Working in groups: A consultant who can facilitate group problem solving and decision making can leverage the combined intellect of several individuals to produce optimum decisions and committed team members; alternatively teams can be immobilised by conflict or constrained by group think. This session provides participants with the skills that they require in order to facilitate effectively:
- meeting roles and processes
- encouraging participation
- keeping focused
- channeling energy
- gaining commitment
Converting decisions into actions: in most cases decisions are about action. It is essential that managers have the ability to move from the congitive stage to the doing phase.