Boost Fertility New Invention Ups Success Rates.pdf
Ivan.rosenberg
1. Solving Difficult Problems
Without Descoping
Ivan M. Rosenberg
Frontier Associates, Inc.
Valley Village, California
NASA Project Management Challenge
2008
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2. We can't solve problems by using the
same kind of thinking we used when we
created them.
-- Albert Einstein
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3. Solving Difficult Problems
Without Descoping
Introduction
Seven Principles
Outline of the Process
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4. Solving Difficult Problems
Without Descoping
Introduction
Seven Principles
Outline of the Process
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5. Solving Problems With No Need
to Descope
X
Solution
Paradigms
(The Box)
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6. Solving Difficult Problems
Where Need a Breakthrough
X
Solution
Paradigms
(The Box)
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7. Some of the Projects Who have
Used the Process
Starlight (DS/3)
Champolion
Deep Impact
Kepler
CloudSat
Genesis
Neptune
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8. Starlight (DS/3) Mission
Interferometer Subsystem
38% Budget Cut
(3 to 2 spacecraft)
Variable Delay Line
Problem (straight
line to parabola
formation)
Nulling Stability Lab
conflict
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9. Other Applications
Reduced hospital 6 month deficit
from projected $13M to $2.3M
Reduced medical claims processing
time from max of 35 days to max of
10 days
Resolved numerous conflicts between
organizations
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10. Solving Difficult Problems
Without Descoping
Introduction
Seven Principles
Outline of the Process
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11. Two Phases to Resolving a
Problem This is the issue
for breakthroughs
1. Figure Out How to Solve the
Problem: Develop one or more
feasible solution methods and select
one or more.
2. Solve the Problem:
Execute selected solution methods
until the solution is realized.
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12. Convergent vs. Divergent
Problems
Convergent Problems: as you
study them they get simpler
to resolve.
Divergent Problems: as you
study them they get more
complex and more difficult to
resolve (need breakthrough).
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13. Convergent vs. Divergent
Problems
We have been taught to approach ALL
problems as if they were convergent,
and thus we always study every problem
first.
For divergent problems, studying and
analysis only makes the problem worse.
Divergent problems, i.e., those that
require a breakthrough, require a
different process.
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14. Seven Principles for Producing
Breakthroughs
1. Apply the solution method appropriate to
the type of problem you are facing.
Don’t apply convergent methods to
divergent problems
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15. Process for
Producing Breakthroughs
The Truth a truth
(A Paradigm) (An Assumption)
Occurs as Fact
Other Assumptions
A Solution
(A Breakthrough)
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16. Process for Seeing Paradigms as
Assumptions (Paradigm Shift)
Paradigms: Assumptions that occur as
the obvious truth, often unconsciously.
Process: Distinguish facts from
assumptions (interpretations, opinions)
Result: People will see their own
statements (which they thought to be
facts) as assumptions. This opens the
possibility of seeing new solutions.
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17. Seven Principles for
Producing Breakthroughs
1. Use appropriate problem-solving methods
2. Generate paradigm shifts by
distinguishing facts from assumptions
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18. Typical Approach to Solving
Problems (From Present)
Solutions
Descoped Original
Obstacle Goal Goal
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19. Proposed Approach to Solving
Problems (From Future)
Obstacle Goal
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20. Seven Principles for
Producing Breakthroughs
1. Use divergent problem-solving methods
2. Generate paradigm shifts by
distinguishing facts from assumptions
3. All participants agree on Success Criteria
(the real Goal) expressed in objective,
measurable terms.
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21. Proposed Approach to Solving
Problems (From Future)
Goal
Obstacle (Success Criteria) Commitment
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22. Seven Principles for
Producing Breakthroughs
1. Use divergent problem-solving methods
2. Generate paradigm shifts by
distinguishing facts from assumptions
3. Agree on the real Success Criteria
4. Start with a Commitment for which the
group has an unquenchable passion
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23. The Fundamental Human
Commitment
To survive
Physically
After death, to leave a legacy
“To make a difference with my life.”
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25. It’s Only a Flesh Wound
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26. Seven Principles for
Producing Breakthroughs
1. Use divergent problem-solving methods
2. Generate paradigm shifts by
distinguishing facts from assumptions
3. Agree on the real Success Criteria
4. Start with a Commitment for which the
group has an unquenchable passion
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27. Proposed Approach to Resolving
Problems (From Future)
Breakthrough
Obstacle Goal
Commitment
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28. Seven Principles for
Producing Breakthroughs
1. Use divergent problem-solving methods
2. Generate paradigm shifts by
distinguishing facts from assumptions
3. Agree on the real Success Criteria
4. Start with a Commitment for which the
group has an unquenchable passion
5. Separate creative thinking from analysis
- work backwards from the future
Work from the future (the Goal) backwards
Ask “How did we do it?”
Any answer is OK. Does not have to be
feasible (it’s good if some are clearly not).
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29. Participants
Typically, senior
managers meet to
solve big problems.
Even if they produce a breakthrough
idea, it lacks buy-in and ownership by
those who typically have to implement
the idea.
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30. Seven Principles for
Producing Breakthroughs
1. Use divergent problem-solving methods
2. Generate paradigm shifts by distinguishing facts
from assumptions
3. Agree on the real Success Criteria
4. Start with a Commitment for which the group
has an unquenchable passion
5. Separate creative thinking from analysis - work
backwards from the future
6. Involve all stakeholders in the process
Use “influencers” where are too many stakeholders.
30-35 participants is typically a comfortable upper
limit (has worked well with as many as 70 people).
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31. Group Decision-Making
Methods groups typically use for
making decisions:
Majority vote
Last man standing
Autocratic
Compromise
Other
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32. Group Decision-Making
Consensus:
There is a solution if, and only if,
everyone agrees that the same solution is
best.
Everyone has veto power.
No one compromises.
Result
Everyone “wins” and owns the solution
Promotes creativity
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33. Seven Principles for
Producing Breakthroughs
1. Use divergent problem-solving methods
2. Generate paradigm shifts by
distinguishing facts from assumptions
3. Agree on the real Success Criteria
4. Start with a Commitment for which the
group has an unquenchable passion
5. Separate creative thinking from analysis
- work backwards from the future
6. Involve all stakeholders
7. Use consensus for decision-making
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34. Requirements to Use Consensus
Participants prefer a solution to the
status-quo
Owner trusts the group to come up
with a better solution
Group gains experience with
consensus
Skilled, neutral facilitator
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35. Seven Principles for
Producing Breakthroughs
1. Use divergent problem-solving methods
2. Generate paradigm shifts by
distinguishing facts from assumptions
3. Agree on the real Success Criteria
4. Start with a Commitment for which the
group has an unquenchable passion
5. Separate creative thinking from analysis
- work backwards from the future
6. Involve all stakeholders
7. Use consensus for decision-making
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36. Solving Difficult Problems
Without Descoping
Introduction
Seven Principles
Outline of the Process
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37. Characteristics of the Process
Thirteen specific clear steps
Highly reliable in producing
breakthroughs (>95% success rate)
Typical Total Meeting Times: 30 min
(easy) to 20 hours (tough)
Makes intuitive sense to most people
Participants do not have to understand
the process
Anyone can be trained to facilitate it
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38. The Process
Phase 1: Establish Foundation for
the Process
Phase 2: Get into the Future
Phase 3: Establish a Solution from
the Future
Phase 4: Support the Solution
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39. Phase 1: Establish Foundation
1. Briefly Specify the Situation
2. Validate there is an Obstacle
3. Establish Process Guidelines
4. Establish Success Criteria for the
Process
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40. Phase 2: Get into the Future
5. List Interpretations
6. List Facts
7. Create a Commitment
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41. Phase 3: Establish a Solution
8. Create Possible Solutions
9. Analyze Feasibility
10. Establish Promises for Actions and
Accountability
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42. Phase 4: Support the Solution
11. Resolve Potential Obstacles to
Promises
12. Establish Follow-Up Mechanism
• If Promises Kept
• If Promises Not Kept
13. Acknowledge and Appreciate
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43. Solving Difficult Problems
Without Descoping
Ivan M. Rosenberg
Frontier Associates, Inc.
4804 Laurel Canyon Blvd., Suite 804
Valley Village, CA 91607
818-505-9915
irosenberg@frontier-assoc.com
www.frontier-assoc.com
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