Creative thinking is a critical skill required by all people within their roles at work. It is often done by trial and error – the thinker creates an idea and determines if it will work. Not only is trial and error limited by personal knowledge, thinking is also constrained by a “stuckness” in how things are and how they should be.
Outcomes from Thinking Differently – Enabling Innovation
Understanding and various uses of Nine Windows, a TRIZ inventive problem solving tool.
Use of Nine Windows to break “stuckness” in thinking and view solutions from a systemic level.
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3. The moral is that it is necessary to innovate, to
predict needs of the customer, give him more.
He that innovates and is lucky will take the
market.
Absence of defects does not necessarily build
business…Something more is required.
-W. Edwards Deming. Page 10.
The New Economics
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4. “True North” Road-Map
Passion for human development & leadership
Positive thinking and sharing optimism
Respect for diverse individuals, communities and cultures
Maximize growth by capitalizing on our strengths
Focus on holistic development : intellectual, emotional,
physical & spiritual
Embrace FUN and the 'Yes, and …' philosophy
Be fully engaged at all times
Be genuinely humble
Team before individuals
Celebrate achievements, appreciate efforts & offer support
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5. What’s in it for me?What’s in it for me?
Understand what causes “stuckness” in
thinking
Learn & apply Innovation Tools – Nine
Windows
Ways to best use these Innovation tools with
teams, individuals and stakeholders
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9. “If you have been trained to think in
a certain way and are a member of
a group that thinks the same way,
how can you imagine changing to a
new way of thinking?”
- Edgar Schein
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12. “A metal frying pan is attached to a dog’s tail.
When the dog runs, the pan hits the road making a
noise. Question: At what speed must dog run to not
hear the noise from the frying pan?”
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13. Many problems can
be solved by
changing – widening
our perception.
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15. TRIZ tools can work to release
Psychological Inertia
AKA Mental / Organizational Stuckness
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16. PSYCHOLOGICAL INERTIA.PSYCHOLOGICAL INERTIA.
The psychological meaning of the wordThe psychological meaning of the word
"inertia" implies an indisposition to"inertia" implies an indisposition to
change – a certain "stuckness" due tochange – a certain "stuckness" due to
human programming. It represents thehuman programming. It represents the
inevitability of behaving in a certain wayinevitability of behaving in a certain way
– the way that has been indelibly– the way that has been indelibly
inscribed somewhere in the brain. Itinscribed somewhere in the brain. It
also represents the impossibility – asalso represents the impossibility – as
long as a person is guided by his habitslong as a person is guided by his habits
– of ever behaving in a better way.– of ever behaving in a better way.
–– KowalickKowalick
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18. 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
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22. 1. write the problem /
current system for
solutions in the
center of a 3 x 3
matrix
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23. Past Present Future
Super-System
System Ladder slipped and
employee was
injured in fall
Sub-System
Example: Plan for safety improvement
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24. 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.
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25. 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.
Example: Plan for safety improvement
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26. 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.
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27. 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.
Example: Plan for safety improvement
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28. 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?
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29. 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
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30. 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
Plan for an increase in customer satisfaction based upon meeting with client support.
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31. Uses & Questions
Coaching & Development
Thinking tool
As a team
As individuals
1 to all Meeting individually complete
9Windows at meeting share ind.
responses
2 Project Teams a) Control current
problem b) Develop solutions
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