Creative Problem Solving
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Presentation to the KM and People Development conference in Sydney 26 Oct 2009.
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Creative Problem Solving
- 1. creative problem solving improving possibility
- 2. plan KM in PB Design PROCESS model
- 3. WARNING!
- 4. PB values
- 5. framework
- 6. DO PLAN STUDY experience personal community history advice ADVICE share improvement process standards change Content management / Collaboration Lessons learned Knowledge networks Continuous improvement Decision making / problem solving library
- 7. journey
- 12. current practice Brain Power-ometer Autopilot Serious Thinking Simple Complicated Complex TIME Α Ω
- 13. better practice Creative Problem Solving Model Sense Making Mind Mapping Decision Making Innovation Parallel Thinking Lateral Thinking Creativity
- 14. sense making
- 17. cognition Pattern Matching Gift Answers Failure imprints better Seek Symmetry Make Assumptions Best Fit Fight or Flight Serendipitous Recall Not Analytical
- 18. complexity Complicated Knowable Cause and effect separated over time and space Analytical/Systems Thinking Requires depth of knowledge Sense-Analyse-Respond Simple Known Cause and effect repeatable, perceivable and predictable Standard Operating Procedures Process Reengineering Standard responses Sense-Categorise-Respond Complex Unknown Cause and effect only coherent in retrospect and do not repeat Pattern Management Complex Adaptive Systems Requires diversity of knowledge Probe-Sense-Respond Chaos Unknowable No cause and effect relationships perceivable Crisis Management Act-Sense-Respond
- 21. model problem solution divergent convergent
- 22. tools
- 31. q&a
Hinweis der Redaktion
- www.pb.com.au / www.pbworld.com Our company PB is one of the world’s leading planning, environment and infrastructure firms. We employ over 10,000 people worldwide to work with our clients to reach their desired project and program outcomes. We are focused on delivering practical solutions, and our experience has allowed us to build lasting relationships with our clients. We are proud that the majority of our work comes from repeat purchase, and that our clients consistently rate us ‘best practice’ for both our technical delivery and our client service. We combine our core capabilities in design, planning and management with new approaches to project delivery. Our ability and experience in working with various financing arrangements — such as PPPs, alliances, design–bid–build, build–own–operate, and design–build–finance — mean that we can respond effectively to your project’s challenges. Our services Our services are comprehensive, and we can provide total project delivery on projects of any scale. We employ drafters, engineers from many disciplines (including civil, mechanical, structural, electrical, chemical, geotechnical and acoustic), economists, consultation experts, environmental scientists, planners, geospatial information system specialists, project and program managers, construction managers and management consultants. Principal services Planning studies, feasibility analysis and investigation Environmental studies and management Design Project and program management Construction management Strategic consulting Transport Aviation Ports and marine Rail Roads Transit Resources and Industry Mining Industry Oil and gas Water Wastewater and water supply Surface water and groundwater Integrated water cycle Community Development Land development Building Social infrastructure Defence Defence estate Defence infrastructure Defence industry Power Power generation Transmission and distribution networks Renewable energy Our markets We organise around market areas and local geographies to share methodologies, knowledge and technologies based on global best practice, and to apply these locally. Safety, community and the environment Our vision is to be a positive and highly influential force in the development and operation of infrastructure throughout the world. Our role in the delivery of infrastructure brings with it responsibility. We are committed to providing our consulting services to the highest safety, environmental, ethical and professional standards. We recognise the vital importance of sustainability, and provide the motivation and tools for our staff to incorporate this concept through excellence in planning, design and construction.
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- Run you through an exercise. Welcome the d6 dancers facilitators. Sarah Crealy Lance Whitworth Darren Morgan Matt Moore Michelle Lambert Facilitators will distribute your safety packs whilst I brief you on the model and prepare you for the exercise.
- Another aspect we need to consider is a question of complexity In d6 we use the Cynefin complexity model to talk about levels of complexity. The lowest level we deal with is called the Simple space. In simple space we talk about cause and effect is obvious. A + B will always equal C. The approach is to sense the situation, categorise the condition and deliver the required response by using best practice. In complicated space the relationship between cause and effect requires analysis or some other form of investigation through the use of expert knowledge. A + B will equal C but we need to take some time to work out what C is. This is the space of the consultant. The approach is to sense the situation, analyse the condition and arrive at an appropriate good practice. In complex space the relationship between cause and effect can only be perceived in retrospect, not in advance. A + B will equal C today, but may equal Z tomorrow. The approach is to run probes to discover the situation, sense what emerges from those probes and respond with more probes to step further towards discovering an emergent practice. In the chaotic space there is no relationship between cause and effect. We don’t even know what A or B is. The approach is to act first, then sense if it worked and discover how to move forward. Once you have identified where your problem sits, you can begin selecting the right approach to solving your problem.