CEL was
invited to provide a Innovative Thinking & Problem Solving Workshop on 27
April 2017. I was one of participants and would like to summarize some insights
from the workshop. Mr. Raymond Ng (Consultant,
Communications Engineering Limited) was our trainer. Firstly, he led us to do exercise like
catwalk and then explained that every people had different style.
Mr. Ng
introduced the four steps for problem solving included “Assess a Situation”, “Identify
Causes”, “Generate Solution Options” and “Decide Best Course of Action”. In this workshop, we focused on Lateral
thinking in the step “Generate Solution Options”.
Then we
played the Trojan House game and each participant has different role in their
team. After the game, we understood why
we did not think out of box because of “Assumption”, “History”, “Supposed to be”,
etc. Mr. Ng taught us to formulate a
problem statement included “Ideal”, “Reality” and “Consequences”; but it should
not have “Causes” and “Solutions”.
My trial
problem statement was done as follows:
ISO 9001
certification value is not obvious to top management (Reality), so the
certificate may be stopped (implying QS team may be disbanded)
(Consequence/Impact). We need to find a
way to let top management understand the value (Ideal).
After
the break, we discussed the mind mapping with the following rules:
-
Put central idea or question at centre
-
Radiate related ideas outwards
-
Connect ideas and show their relationship using arrows, lines, curves,
etc.
-
Do not pause
-
Leave plenty of space between information
Trainer
gave us a question “What are the roadblocks/barriers in your job?” Then we
tried to build the mind map through different possibility items.
One
interested learning skill was “Reverse Brainstorming”. Once we identified the problem, we need the reversed
the problem to be Bad Idea, wrote down its Impact and then Reversed Impact to
generate the Good Idea.
Another
very interested tool named “Simple Random Word”. Mr. Ng asked us to select any object in the
room randomly and identify their features.
And then linked features into our problem to create new ideas.
Our team selected a coffee cup and drawn the diagram. Then we generated different ideas based on identified features and using Post-it note to stick on the diagram.
I
consolidated our ideas into the following table.
After
that we used Quadrant Diagram to select the best option.
Finally,
I presented our results based on “Simple Random Word” method.
The last
two methods were “Starbursting” and “Selling an idea Upwards”. For Starbursting, brainstorm questions about
the idea on “Who?”, “What?”, “Why?”, “Where?”, “When?” and “How?”. Don’t try to answer the questions as you go
along!
For “Selling an idea Upwards”, you needed to research before presenting the idea to your boss and some hints were pointed out in the following diagram.
At the
end, Mr. Ng briefed the 6 Thinking Hats which was a system designed by Edward
de Bono in 1985. Edward de Bono suggested the first two Hats should be Blue Hat
and then Red Hat, after that the no specific sequence until the last two used
Red Hat and the last one was Blue Hat. Mr.
Ng emphasized that team of people should take the same color hat at the same
time for discussion.
The
explanation was shown as follows:
1.
Blue Hat (Agenda Setting) (Character: Process Control, Mechanism)
2.
Red Hat (Character: Feeling, Intuition & Emotion)
3.
White Hat (Character: Data, Fact or Information)
4.
Black Hat (Character: Negatives, Pitfalls, Disadvantage)
5.
Yellow Hat (Character: Positive side, Advantage)
6.
Green Hat (Character: Creative, Opportunity, Possibility)
7.
Red Hat
8.
Blue Hat (Character: Decision & Action Planning)
Reference:
20150203:
Innovative Thinking Workshop – Thinkertoys - http://qualityalchemist.blogspot.hk/2015/02/hkstp-innovative-thinking-workshop.html
20150714:
Team Synergy and Creative Problem Solving Workshop - https://qualityalchemist.blogspot.hk/2015/07/team-synergy-and-creative-problem.html
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