In my previous blog I described how the problem-solving team generated a rich set of ideas from which to draw candidate solutions to the challenges it faces. But, how does the team go about deciding which idea is the best one? Should they fight, bicker and argue about each?
Well, sure, in a controlled way. I call this phase the Analysis Phase of the problem-solving process, and it is part of a two step process, the second step being the Proposal Phase, in which the team arrives at a consensus regarding the path they will take going forward. In this phase, the analytical folks shine.
Every idea has its good points and bad points, its pros and cons. During this Analysis Phase, I present the problem-solving team with the list of the big ideas that have been generated. I will have taken the many ideas that were generated in the Idea Brainstorm and grouped them into a number of big ideas for the team to explore. Each big idea is allotted time for discussion and for generation of the strong points and the weak points.
It is important to move quickly through the collection of the pros and cons. For instance, if you have 100 minutes and 12 big ideas, keep the pro/con analysis of each idea down to 8 minutes apiece. You will find that you are able to collect the important points in those 8 minutes. And, you can avoid getting caught up in minutiae and falling into the proverbial rat hole. Remember, some folks will excel during the Analysis Phase and want to explore the nuances of each idea. On the other hand, some folks will find this detailed analysis a bore. You will want to strike a balance to ensure the analytical folks have a chance to show off their stuff, while keeping up the pace to get through all the ideas and, at the same time, keeping the entire team engaged.
During the Idea Brainstorming phase, you asked the team to set aside their negative reactions to the ideas aired. During the Analysis Phase, you take the opportunity to revisit those negative reactions. You will want to encourage those that feel strongly about each idea to voice their thoughts and feelings. What has happened in the roughly 7 days since they first had their reaction is that the emotional level will often have subsided and the person who feels strongly will be in a better state to explain calmly to the team the reaction that they had and why they think they had it. I have found that letting some time pass is an effective way to explore the emotional side of each idea without letting emotions rule the process.
So, after spending a few minutes on each idea, would you feel like you have done a proper analysis on the idea? Of course not! What will often happen is that the team will not have all the information that they need to adequately analyze a specific idea. In that case, I ask for volunteers, generally the biggest proponent and opponent of a given idea, to collect the information the team feels it needs to analyze the idea. If the need arises, I may call a separate meeting to review any new information, so the team has the chance to develop the pros and cons for the idea to the team’s satisfaction.
Your Problem-Solving team now has a rich set of ideas with the pros and cons for each idea. The analytical folks on the team have chimed in and provided the data and assessment that the team needs to move forward. That brings us to the topic for the next blog, the Proposal Phase, which I affectionately call, “The path of least danger.”
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Matt Schlegel enjoys data. During a recent presentation to a client, Matt noted that he had to pare back the amount of data in the presentation, saying that there was simply too much data. The client quickly quipped, “I never thought I would hear Matt Schlegel say the words ‘too much data.’”
Every idea has its good points and bad points, its pros and cons. During this Analysis Phase, I present the problem-solving team with the list of the big ideas that have been generated. I will have taken the many ideas that were generated in the Idea Brainstorm and grouped them into a number of big ideas for the team to explore. Each big idea is allotted time for discussion and for generation of the strong points and the weak points.
It is important to move quickly through the collection of the pros and cons. For instance, if you have 100 minutes and 12 big ideas, keep the pro/con analysis of each idea down to 8 minutes apiece. You will find that you are able to collect the important points in those 8 minutes. And, you can avoid getting caught up in minutiae and falling into the proverbial rat hole. Remember, some folks will excel during the Analysis Phase and want to explore the nuances of each idea. On the other hand, some folks will find this detailed analysis a bore. You will want to strike a balance to ensure the analytical folks have a chance to show off their stuff, while keeping up the pace to get through all the ideas and, at the same time, keeping the entire team engaged.
During the Idea Brainstorming phase, you asked the team to set aside their negative reactions to the ideas aired. During the Analysis Phase, you take the opportunity to revisit those negative reactions. You will want to encourage those that feel strongly about each idea to voice their thoughts and feelings. What has happened in the roughly 7 days since they first had their reaction is that the emotional level will often have subsided and the person who feels strongly will be in a better state to explain calmly to the team the reaction that they had and why they think they had it. I have found that letting some time pass is an effective way to explore the emotional side of each idea without letting emotions rule the process.
So, after spending a few minutes on each idea, would you feel like you have done a proper analysis on the idea? Of course not! What will often happen is that the team will not have all the information that they need to adequately analyze a specific idea. In that case, I ask for volunteers, generally the biggest proponent and opponent of a given idea, to collect the information the team feels it needs to analyze the idea. If the need arises, I may call a separate meeting to review any new information, so the team has the chance to develop the pros and cons for the idea to the team’s satisfaction.
Your Problem-Solving team now has a rich set of ideas with the pros and cons for each idea. The analytical folks on the team have chimed in and provided the data and assessment that the team needs to move forward. That brings us to the topic for the next blog, the Proposal Phase, which I affectionately call, “The path of least danger.”
_______________________________________
Matt Schlegel enjoys data. During a recent presentation to a client, Matt noted that he had to pare back the amount of data in the presentation, saying that there was simply too much data. The client quickly quipped, “I never thought I would hear Matt Schlegel say the words ‘too much data.’”
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