Are You Solving the Right Problems?

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Are You Solving the Right Problems? by Mind Map: Are You Solving the Right  Problems?

1. Problem Framing

1.1. Solution

1.1.1. Solution space

2. Seven Practices for Effective Reframing

2.1. 1. Establish legitimacy

2.1.1. Establish the method’s legitimacy and creating the conversational space necessary to employ reframing.

2.2. 2. Bring outsiders into the discussion.

2.2.1. Focused on improving employee engagement by giving people more autonomy, introducing flexible working hours, and switching to a more participatory.

2.3. 3. Get people’s definitions in writing.

2.3.1. Write the problems, after analyze the statements, pushing the participants to take more ownership of the challenges

2.4. 4. Ask what’s missing.

2.4.1. Ask explicitly what has not been captured or mentioned to put attention to the description or more important details

2.5. 5. Consider multiple categories.

2.5.1. Transform the people’s perception of a problem. invite to identify specifically what category of problem is for facing it.

2.6. 6. Analyze positive exceptions.

2.6.1. Search to instances when the problem did not occur and uncover hidden factors whose influence was not consider.

2.7. 7. Question the objective.

2.7.1. Another way to reframe a problem is paying explicit attention to the objectives of the parties involved, first clarifying and then challenging them. Shift in the objective

3. The Problem Definition Process

3.1. 1. The need for a solution

3.1.1. Basic need?

3.1.1.1. The essential problem, stated clearly and concisely. Focus on the need that’s at the heart of the problem instead of jumping to a solution

3.1.2. Desired outcome?

3.1.2.1. Require understand the perspectives of customers and other beneficiaries. Avoid the temptation to favor a particular solution or approach.

3.1.3. Who stand the benefits and why?

3.1.3.1. Identify all potential customers and beneficiaries.

3.2. 2. Justify the need

3.2.1. Aligned with our strategy?

3.2.1.1. For fit the organization’s mission, the solution should generate economic development and opportunities for local businesses.

3.2.2. What are the desired benefits for the company and how measure them?

3.2.2.1. The desired benefit could be to reach a revenue target, attain a certain market share, or achieve specific cycle-time improvements

3.2.3. Ensure that a solution is implemented?

3.2.3.1. Be responsible for carrying it out. In this stage is important to initiate a high-level conversation in the organization about the resources a solution might require.

3.3. 3. Contextualize

3.3.1. What approaches try?

3.3.1.1. Find solutions that might already exist and identify those that it has disproved. Avoid reinventing the wheel or going down a dead end.

3.3.2. The internal and external constraints for implement a solution?

3.3.2.1. Accomplish, revisit the issue of resources and organizational commitment. External constraints are just as important to evaluate.

3.4. 4. Problem Statement

3.4.1. Requirements for the solution?

3.4.1.1. Conducted extensive on-the-ground surveys with potential customers to identify the must-have versus the nice-to-have elements of a solution. The solution was a new device or an adaptation of an existing one.

3.4.2. Problem solvers?

3.4.2.1. If is necessary enlist as many experts outside the field as possible.

3.4.3. Information and language include in the problem statement?

3.4.3.1. For engage the largest number of solvers from the widest variety of fields the problem statement must meet the twin.

3.4.4. What need to submit?

3.4.4.1. What information about the proposed solution do you need? Could be Founded in an Hypothetical approach or is a full-blown prototype needed?

3.4.5. How measure the evaluation and success?

3.4.5.1. How it will evaluate the solutions it receives. Clarity and transparency are crucial to arriving at viable solutions and to ensuring the evaluation process is fair and rigorous.

4. Reframing Problems

4.1. Framing the problem consider The time

4.2. The solution set changes when the problem statement or the problem framing changes and find the solution or possible solution

4.3. The normal problem of analysis of route calls and five why´s can get to a new staffing model

4.4. Before do the 5 why´s, make the 5 what´s, what can I do? how do a better product? what would be good about anything?

4.5. Put attention to the customer feedback

4.6. Understand the problem statement for arrive to the solution, think about it is difficult changes people and many things for this we need another solution

4.7. Do not discount any detail that is causing the problem in question and change the point of view

4.8. Every time you change the problem the solution set changes, you can reveal opportunities for innovation

4.9. To get to the wheel problem is solving is deep immersion the world you must go embed, the approaches can change the world, inclusive you need to know the culture to find the solution or understand the problem

4.10. See those things that people miss, reframe the problem to get better solutions