19105 items found
A technique used to examine all the elements and factors that hinder an organization from achieving its objectives. The purpose of problem analysis is to reduce these constraints to the core problems and put aside the myriad details. There are numerous techniques which supplement the process, including Kepner-Tregoe (see Decision Making), Root Cause Analysis, Benchmarking, and Variance Analysis.
The affinity diagram is a convergent thinking tool used to organize or "cluster" ideas and data. It is one of the Seven Management and Planning Tools. People have been grouping data into groups based on natural relationships for thousands of years; however, the term affinity diagram was devised by Jiro Kawakita in the 1960s and is sometimes referred to as the KJ Method.
A technique for gathering information, often used for its powerful group dynamics.
Brainstorming Technique – SCAMPER - a divergent thinking tool to generate ideas
A divergent thinking tool for idea generation on a given subject in a limited period of time. Brainstorming is typically conducted in a facilitated session or workshop environment to stimulate creative thinking, to create novel or innovative solutions to a problem, and to introduce "controlled chaos" into the thought process. It is the most widely used technique to cultivate ideas. The objective is quantity, not necessarily quality and is based on the principle that "many brains are often better than one."
A technique used to examine the different forces affecting the various external and internal players that an organization is required to deal with. It also allows for formulation of strategies in dealing with the stakeholders, based on the cultural, structural, and resource limitations and potentials of the enterprise. A stakeholder is anyone (individual or organization) with a "stake" in the outcome of an enterprise change effort and/or is affected by the resulting change.
The most widely used facilitation technique. The most effective workshop facilitator asks questions to:
A structured technique to enable organizations to assess their strengths (S) and weakness (W) and identify their opportunities (O) and possible threats (T). A strength is something that the enterprise does well, or is an asset, skill, or network of contacts employed. (In addition, strengths can be anything "going well" for the e...