From Design Thinking to Doing - Interaction Associates

From Design Thinking to Doing A Toolkit for Collaborative Leaders

© 2010 Interaction Associates, Inc. From Design Thinking to Doing: A Toolkit for Collaborative Leaders TOTAL ACCESS COLLECTION #2730

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Problem Space Tools Select from the tools for each space to surface and organize the information about the situation you will change.

Perception

• Legitimize • How Does It Feel? • Open-Ended Questions • Best/Worst/Most Probable • Whose Problem?

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Definition

• State the Problem as a "How To" • Problem as Given/Problem as Understood (PAG/PAU) • Lasso • Is/Is Not • Diagram • The Problem Statement

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Analysis

• Basic Questions • Break it Down • Force Field Analysis • Ask the Expert • Cause and Effect Diagram • The 5 Why's

[TAC-2730] • Copyright, Interaction Associates, Inc., 2010, used with permission. • Page 1

Solution Space Tools Select from the Solution Space tools for each phase to identify, evaluate and select optimal solutions.

Alternative Generation

• Brainstorming • Checkerboard • Cut Up and Move Around • What Others Have Done • What If...

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Evaluation

• Criteria Checkerboard • Spend a Dollar • Live with a Decision • Advantages/Disadvantages • What I Like About It

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Decision Making

• Both/And • Build Up/Eliminate • Straw Poll • Negative Poll • Focus on Agreements • Back Off


Stakeholder Analysis A stakeholder is any person (or group of people) who is responsible for the final decision, is likely to be affected by the outcome, or is in a position to prevent a decision from being implemented. Stakeholder involvement is best managed proactively beginning with a thorough stakeholder analysis. This process enables early identification of issues and clarification of perceptions regarding the people who need to be included in the change effort.

Stakeholder Analysis .

A stakeholder analysis is done by: • identifying the stakeholders and developing hypotheses about their current issues, mindset and wins; • validating hypotheses through interviews; questionnaires or other means; and • completing the analysis with sound data. .

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Why It's Important

All efforts to make change in organizations involve politics at some point. Stakeholder analysis allows an understanding of key issues at the outset and sets the foundation for dealing with people's concerns and tapping their expertise in a proactive way that builds agreement. Without a Stakeholder analysis, any business case is in jeopardy of being rejected by individuals whose needs have not been addressed.

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How to Identify Stakeholders

People who: • are final decision makers. • must ratify or who can veto the decision. • must be consulted prior to the decision being made. • have expertise crucial to realizing the desired outcomes. • will be affected by the outcome. • must implement the changes. • will need to be informed of the changes.


Stakeholder Analysis Matrix INSTRUCTIONS Column A: Key Stakeholders List all the key stakeholders (name and title) to the change. Column B: Importance Rate each stakeholder according to her or his importance in helping (or hindering) the change effort: 3 = Critical 2 = Very Important 1 = Somewhat Important The assumption is that all key stakeholders are important. Column C: Current Level of Support Assess each stakeholder’s current (or anticipated) level of support: – = Opposed (may work actively against the change) 0 = Neutral (will neither support nor oppose the change) + = Favorable (will actively support the change) ? = Unknown Column D: Source of Resistance If opposed, note the source of resistance. (T) = Is the resistance technical in nature? (P) = Is the resistance political? (C) = Is there cultural resistance? Column E: Issues, Wins and Mindset Identify issues that are important to each stakeholder. What would a “win” be for her or him? What would influence her or him to support the change? What does she or he need? What benefit might she or he derive? Any other notes about his or her current mindset?

Column F: Stakeholder Strategy Particularly for critical stakeholders, consider: • How will you validate your hypotheses? (Interviews? Meetings?) • Who could help to influence this stakeholder? • What approach might work? • How might you proceed if you don’t win her or his support?

POSSIBLE STAKEHOLDER STRATEGIES • Enroll the stakeholder on the change team. • Have the stakeholder help identify team members. • Involve the stakeholder at critical phases of the project.


KEY STAKEHOLDERS

IMPORTANCE

CURRENT LEVEL OF SUPPORT

IF OPPOSED, WHAT IS THE SOURCE OF RESISTANCE?

3 = Critical 2 = Very important 1 = Somewhat important

(-) = Opposed (0) = Neutral (+) = Favorable (?) = Unknown

(T) = Technical (P) = Political (C) = Cultural

ISSUES, WINS AND MINDSET

INFLUENCE STRATEGY AND COMMENTS


Exercise: Designing a Pathway to Action An exercise to become familiar with the Pathway to Action tool.

Purpose

Become familiar with the Pathway to Action tool and how to design a pathway for a project of your own.

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Task

With a partner, design a Pathway to Action for the work situation you identified in "Exercise: Describing the Big Picture."

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Instructions

1. You will work with a partner for this exercise. One of you will use your own situation to work on. The other person will assist you in developing your pathway. 2. Refer to your completed "Exercise: Describing the Big Picture" for use in completing this form. 3. With your partner, review your completed "Exercise: Describing the Big Picture." 4. Identify two pathway options to complete question 1. To complete question 2 identify the advantages and disadvantages of each. 5. Complete question 3 by selecting the most appropriate pathway and explain your rationale, then list what you hope to accomplish in each space (e.g., agreements, products), and identify when key stakeholders need to be involved.

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Tips

• While doing this work, you are in the Pathway Design Space, not the Solution Space. • Use the example from "Example Radiology Lab: Designing A Pathway to Action" to help you sort through your pathway options.

1. Identify two pathway options to consider.

A.

B.

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Name of Pathway:


2. List the advantages/disadvantages of each pathway.

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A. + / Δ

B. + / Δ

3. Select the most appropriate pathway option and explain your rationale.

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Name of Pathway:

4. List the agreements you will build in each space and which stakeholders will participate in making those agreements.

SPACE

AGREEMENTS

STAKEHOLDER INVOLVEMENT

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Exercise: Describing the Big Picture An application exercise to determine the Big Picture.

1. Define:

A. The Work Situation: .

B. The Definition of Success:

2. Explore the context in which this issue is being tackled.

• Why is this work issue important? • What else is going on in the organization that could impact the work effort?


3. Complete a Stakeholder Analysis.

STAKEHOLDER/JOB TITLE

WIN

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• Who are the Key Stakeholders (individuals or groups who can substantially support, influence or block the effort)? • What would be success or "the win" for each?


Example Radiology Lab: Designing a Pathway to Action An example of a completed Pathway to Action worksheet.

Pathway options to consider .

A. Problem-Solving Pathway

B. Problem/Vision Pathway

Advantages/Disadvantages of Options .

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A. Problem-Solving Pathway

• Provides early opportunity to ven on key problems • Shortest time to solutions • Senior management will see that

• Could generate solutions based perspective. • Stakeholders may have ideas th resulting in missed opportunities

taken. .

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B. Problem/Vision Pathway

• Opportunity for team leader to es

• Process man take more time.

• Enables all stakeholders to vent

• Possible disenchantment if solut

key problems.

intention of a shared vision.

• Opportunity to make immediate f causes, and provide framework f improvement effort. • Builds ownership


Most Appropriate Pathway Option .

Problem/Vision Pathway

It has the most likelihood of creating meaning and buy-in for st foundation for long-term improvements.

List the agreements you will build in each space and which stakeholders will participate in making those agreements.

SPACE

AGREEMENTS

STAKEHOLDER INVOLVEME

Pathway Design

1. Agreement on the planning pathwa

Linda, Lab Staff, Timothy (sub-team

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people will participate. .

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Problem

2. Agreement on the key problems w

Lab Staff, Timothy, Linda, Casey, Ma

and their root causes. .

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Vision

3. Agreement on a vision of a highly

Lab Staff, Timothy, Linda

process - from intake through fulfillm .

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Solution

4. Agreement on the strategies or so

Lab Staff, Timothy, Linda, Bob, Case

eliminate root causes of long-standin move us toward our vision of succes .

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Implementation

5. Agreement on an action plan.

Lab Staff, Timothy, Linda


The 64 Heuristics Source: How to Make Collaboration Work, David Straus, 2002

Metaheuristics Change Vary Cycle Repeat

Strategies for Information Retrieval Memorize/Recall Record/Retrieve Search/Select

Master Heuristics Build Up/Eliminate Work Forward/Work Backward Strategies for Set Manipulation Associate/Classify Generalize/Exemplify Compare/Relate Strategies for Involvement Commit/Defer Leap In/Hold Back Focus/Release Force/Relax Dream/Imagine Purge/Incubate

Strategies for Dealing with the Future Plan/Predict Assume/Question Hypothesize/Guess Define/Symbolize Simulate/Test Strategies for Physical Manipulation Play/Manipulate Copy/Interpret Transform/Translate Expand/Reduce Exaggerate/Understate Adapt/Substitute Combine/Separate

Strategies for Manipulating Information Display/Organize List/Check Diagram/Chart Verbalize/Visualize
