Academic & pragmatic ways to gather a wide variety of ideas, then create ways to implement the ideas. They are trying to shift the default mode of problem solving away from people who are senior or tenured within the organization.

2. Orientation
Orientation
What am I
doing here?
What are we
doing here?
What am I
doing here?
What are we
doing here?
Resolved
oPurpose
Resolved
oPurpose
oTeam Identity
oMembership
oTeam Identity
oMembership
Unresolved
oDisorientation
oUncertainty
Unresolved
oDisorientation
oUncertainty
oFear
oFear

3. WWhhaatt aarree tthhee oobbjjeeccttiivveess??
Introduction to a theoretical model
used for making sense of the workplace
Learn & apply a pragmatic tool to
create learning & gather diverse ideas to
solve problems

5. http://www.gapingvoidart.com/

6. Many problems can
be solved by
changing – widening
our perception.

7. Image http://www.flickr.com/photos/speednutdave/2839923659/

8. Cynefin Framework – David Snowden http://cognitive-edge.com/

9. http://cognitive-edge.com/blog/entry/6149/great-is-the-power-of-steady-
misrepresentation/

11. Psychological Inertia
AKA Mental / Organizational Stuckness

12. PSYCHOLOGICAL IINNEERRTTIIAA..
TThhee ppssyycchhoollooggiiccaall mmeeaanniinngg ooff tthhee wwoorrdd
""iinneerrttiiaa"" iimmpplliieess aann iinnddiissppoossiittiioonn ttoo
cchhaannggee –– aa cceerrttaaiinn ""ssttuucckknneessss"" dduuee ttoo
hhuummaann pprrooggrraammmmiinngg.. IItt rreepprreesseennttss tthhee
iinneevviittaabbiilliittyy ooff bbeehhaavviinngg iinn aa cceerrttaaiinn wwaayy
–– tthhee wwaayy tthhaatt hhaass bbeeeenn iinnddeelliibbllyy
iinnssccrriibbeedd ssoommeewwhheerree iinn tthhee bbrraaiinn.. IItt
aallssoo rreepprreesseennttss tthhee iimmppoossssiibbiilliittyy –– aass
lloonngg aass aa ppeerrssoonn iiss gguuiiddeedd bbyy hhiiss hhaabbiittss
–– ooff eevveerr bbeehhaavviinngg iinn aa bbeetttteerr wwaayy..
–– KKoowwaalliicckk

14. Routine causes of psychological inertia;
Having a fixed vision (or model) of the solution or
root cause.
False assumptions (trusting the data).
Language that is a strong carrier of psychological
inertia. Specific terminology carries psychological
inertia.
Experience, expertise and reliance upon previous
results.
Limited knowledge, hidden resources or
mechanisms.
Inflexibility (model worship; trying to prove a
specific theory, stubbornness).
Using the same strategy. Keep thinking the same
way and you will continue to get the same result.
Rushing to a solution – incomplete thinking.
- Trizics. Gordan Cameron

15. A tool to
gather & use
diverse
solutions

17. 1. write the problem /
current system for
solutions in the center
of a 3 x 3 matrix

18. Past Present Future
Super-System
System Ladder slipped and
employee was
injured in fall
Sub-System
Example: Plan for safety improvement

19. Next, explore the problem at each of the
three levels:
oSuper-system: External environment and
components that the problem or system
interacts or may interact with.
oSystem: The problem or system that was
created.
oSub-system: A component or parts of the
problem or system.

20. Example: Plan for safety improvement
Past Present Future
Super-System Corporation were
message that safety
is a priority has not
gotten through
System Ladder slipped and
employee was
injured in fall
Sub-System Workers remember
the incidents, in spite
of management’s
assertion that safety
is paramount.

21. Once you have explored the problem and
the system in the present, move on to the
past and the future.
Time line - you can choose the time line you want,
selecting a specific date or leaving the dates open
in the past and future.

22. Example: Plan for safety improvement
Past Present Future
Super-System Corporation where
safety not a priority
Corporation were
message that safety
is a priority has not
gotten through
Corporation where safety is a
priority
System Employees take
occasional risks to get
the job done
Ladder slipped and
employee was
injured in fall
Injury rate will be
unacceptable
Sub-System Management has
criticized workers who
stop production in the
face of danger.
Workers remember
the incidents, in spite
of management’s
assertion that safety
is paramount.
Management has provided
positive recognition for
stopping production in the
face of danger.

23. Explore all nine windows by asking:
oCan we do something at the sub-system in advance to fix or avoid the problem or improve
the system?
oCan we do something at the system in advance to fix or avoid the problem or improve the
system?
oCan we do something at the super-system level in advance to fix or avoid the problem or
improve the system?
oCan we do something at the sub-system level in the future to fix or avoid the problem or
improve the system?
oCan we do something at the system level in the future to fix or avoid the problem or
improve the system?
oCan we do something at the super-system level in the future to fix or avoid the problem or
improve the system?
oCan we do something at the sub-system level in the present to fix or avoid the problem or
improve the system?
oCan we do something at the system level in the present to fix or avoid the problem or
improve the system?
oCan we do something at the super-system level in the present to fix or avoid the problem
or improve the system?

24. From the discussion & interaction develop a
‘Solutions Matrix’
Solution Doable.
1-10
10=Very
1=A little
Impactful.
1-10
10=Very
1=A little
Helpful.
1-10
10=Very
1=A little
Potential
Barriers
Potential
Successes

25. Plan for an increase in customer satisfaction based upon meeting with client support.
Past Present Future
Super-System Smaller company, Less
need for product, Only
phones No Internet, Sold-
Directly to Customer
Organization, Phone
System, Internet,
Transportation, Buyers,
Wholesalers, Suppliers
Larger organization, More
product offerings, More
staff, More customers,
Outsourcing much of
sales, Global Market
System Customer phoned or
physically came to the
location.
Meetings are scheduled
according to incoming
phone calls, emails, on-line
contacts for support.
Meeting happen
“virtually”, more product
sold = more incoming calls
and contact for support,
increased dependence
upon “magnet & virtual”
staff and locations.
Sub-System phones, typewriters + file
cabinets (physical tangible
records), Only spoke
English, Only US currency
Phones, Each persons
computer, Personal
Relationships, Multiple
Languages, Locations
Increased storage of
records on computers,
People who speak
multiple languages,
Translators, Done on
computers

27. Past Present Future
Super-System
System
Sub-System

28. WWhhaatt ddiidd yyoouu hheeaarr tthhaatt
iinnssppiirreedd aa cchhaannggee??
HHooww ddoo yyoouu sseeee yyoouurrsseellff
uussiinngg tthheessee iiddeeaass??
WWhhaatt wwiillll ootthheerrss sseeee yyoouu
ddooiinngg wwhheenn tthheessee ttoooollss
aarree eeffffeeccttiivvee??

29. Michael Cardus
Making Teams & Leaders Better
Organization Development
Team Building
Leadership
Innovation
mike@create-learning.com
www.create-learning.com
1.716.629.3678