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THE INTEGRATION AND USE OF TRIZ WITH KAI, MYERS BRIGGS, SIX HATS ETRIA TRIZ CONFERENCE

INNOVATION-TRIZ,INC. THE INTEGRATION AND USE OF TRIZ WITH KAI, MYERS BRIGGS, SIX HATS ETRIA TRIZ CONFERENCE Bath, England July 21, 2002 Jack Hipple, Principal Innovation-TRIZ, Inc. Tampa, FL, USA www.innovation-triz.com. OR….

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THE INTEGRATION AND USE OF TRIZ WITH KAI, MYERS BRIGGS, SIX HATS ETRIA TRIZ CONFERENCE

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  1. INNOVATION-TRIZ,INC. THE INTEGRATION AND USE OF TRIZ WITH KAI, MYERS BRIGGS, SIX HATS ETRIA TRIZ CONFERENCE Bath, England July 21, 2002 Jack Hipple, Principal Innovation-TRIZ, Inc. Tampa, FL, USA www.innovation-triz.com

  2. OR….. How can we more effectively integrate TRIZ into the organizational problem-solving structure into which it is being placed?

  3. OBJECTIVE • Review a psychological assessment tool (KAI) which has shown value in improving TRIZ problem solving sessions • Share views on how to couple TRIZ with DeBono’s processes • Discuss integration with Myers Briggs • Share experiences with others who may have used other tools

  4. HOW TRIZ PROBLEM SOLVING SESSIONS ARE NORMALLY RUN • Problem definition ahead of time, frequently using a pre-defined form • Ideality, contradictions, resources identified • Su-Field or software models constructed • Contradiction tables, standard solutions, or software examples/operators are used to stimulate ideas

  5. WHAT WE FREQUENTLY FIND... There is an established process or assessment tool in place with which TRIZ must “collaborate” • Myers Briggs • Lateral Thinking™ and Six Hats™ • Kirton KAI • DFSS/Six Sigma • QFD • Brainstorming Lateral Thinking and Six Hats are registered trademarks of APTT and Edward DeBono org.

  6. IF WE DON’T CONSIDER THEEXISTINGTOOLS AND ENVIRONMENT….. • TRIZ implementation may be delayed • Implementation may be resisted by the organization • Not used to its full effectiveness

  7. THE PROBLEM SOLVINGENVIRNMENT CAN ALSO VARY • We don’t often recognize that people solve problems very differently • People behave differently in problem solving environments and in different social environments • Unless these differences are recognized, these issues can interfere with optimum TRIZ problem-solving

  8. OBSERVATIONS • Some sessions are very energetic, others are dull and lack vigorous idea flow (70/30) • Some participants want to focus on short term actions and ideas, others want to focus on longer range concepts • Frequent disagreements • When the psychology of the group is known, sessions can be improved

  9. ASSESSMENT TOOLS • Myers Briggs • Measures peoples’ style of interacting socially with each other • Extroverted/introverted, sensing/intuitive, feeling/thinking, judging/perceiving (I.e. INTP) • Most organizations are familiar with and use this tool • Most people know their “profile”

  10. ASSESSMENT TOOLS • Kirton KAI • Measures an individual’s PROBLEM SOLVING STYLE (adaptive to innovative) • Not as well known, but more relevant to TRIZ problem solving, as it relates to problem solving style and not social style

  11. MYERS-BRIGGS USE • Assesses social style of interaction • Extroverted/introverted (E/I) • Sensing/intuitive (S/N) • Thinking/feeling (T/F) • Judging/perceiving (J/P) • Example: ESTJ/INTP

  12. POTENTIAL IMPACT • Extroverted/introverted • Participation in the process • Sensing/intuition • Fact vs. gut feel • Thinking/feeling • Degree of subjectivity in idea/concept evaluation • Judging/perceiving • Degree of closure desired

  13. HOW TO USE…. • Make sure everyone is involved • “Level” of problem definition and solution with software diagrams • Idea implementation • Long term vs. short term

  14. FOCUS ON PROBLEM SOLVING STYLE • Observation: • Some people come up with ideas from nowhere • Others seem to need stimulus • Some people need structure in their lives, other prefer not to have any • Some people want to know what the “rules” are, others could care less

  15. THE KIRTTON KAI INSTRUMENTMEASURES THESE FACTORS • A 32 question instrument which can be completed in 15 minutes • Measures, very accurately, one’s problem solving STYLE, NOT CAPACITY • Also measures one’s interest in rule/group conformity and whether one’s pattern of problem solving is visible to others • Network of users • www.kaicentre.com

  16. CREATIVE STYLES Measurement • Kirton Adaption-Innovation Inventory (KAI)

  17. EXAMPLES OF QUESTIONS • How easy or difficult is it for you to present yourself, long term, consistently, as someone who: • Conforms? • Enjoys detailed work? • Is stimulating? • Is predictable?

  18. OUTPUT FROM KAI • A “score” ranging from 32-160, with the “norm” around 90 and 2 sigma deviation from 70-120 • Sub-scores indicating particular characteristics in originality, rule/group conformity, and efficiency • There can be wide variation in some of these sub-scores

  19. Creative Styles Builder Pioneer Adaptive(Kirton) Innovative(Kirton)

  20. AN EXTREME ADAPTOR “Why, they’re lighting their arrows...Can they do that?”

  21. AN EXTREME INNOVATOR “Wait! Wait! Listen to me!We don’t just have to be sheep!”

  22. RELATIONSHIP BETWEENKAI AND TRIZ • TRIZ provides assistance to both ends of the KAI spectrum • KAI provides a way to segregate and optimize the output from TRIZ problem solving

  23. HOW DOES TRIZ HELP? • Provides stimulus (from concepts of ideality, resources, contradictions) to adaptive/low score KAI people who have difficulty generating original ideas on their own • Provides structure (via diagrams, models) to innovative/high score KAI people who have difficulty in organizing, structuring, and prioritizing ideas

  24. HOW CAN KAI BE USED IN A TRIZ SESSION? • Prior to disclosure of KAI feedback, use to separate group into more adaptive and more innovative people • Use in selecting and evaluation of ideas and output from software products • Mutual sharing of views of problem(s) vs. style

  25. AN EXAMPLE…. • Specialty chemical company, $2B sales, 12 participants • Strong segmentation in KAI profiles • Large group in the 80-85 range (highly adaptive) • Large group in the 110-125 range (highly innovative)

  26. PROCESS • Group divided into adaptive and innovative groups, prior to awareness of individual scores • Asked to diagram the same problem with the IWB™ software Problem Formulator™ • Presented to each other IWB and Problem Formulator are trademarks of Ideation International

  27. ADAPTOR DIAGRAM Function 7 Function 8 Function 5 Function 2 Function 4 Function 1 Function 3 Function 6

  28. INNOVATOR DIAGRAM Function 5 Function 8 Function 3 Function 7 Function 2 Function 4 Function 1 Function 6

  29. DISCUSSION WHICH OCCURRED • Why do you view the problem that way? • Why did you choose these particular ideas to pursue? • How can you make any sense out of your diagram? • Separation of ideas by interest

  30. THE SIX HATS™ PROCESS • Problem solving process is divided into segments where everyone must do the same “type” of thinking at the same time • Each person wears the same “hat” at the same time to minimize negative aspects of arguments, etc. • One of the most widely used innovation processes in the world--easy to learn and effective for simple to moderately complicated problems

  31. THE SIX HATS • Blue---meeting process, thinking process • White---information that is needed • Green---propose ideas, free thinking • Black---what is wrong with this idea? • Yellow---what is good about this idea? • Red---emotional, “gut” feel about idea

  32. DEFICIENCY IN THEPROCESS • Stimulus for ideation is still limited by the expertise and knowledge in the room • Weak, informal problem definition step • “Selected” random words used for stimulation (Lateral Thinking™) Lateral Thinking is a registered trademark of APTT and Edward DeBono

  33. WHEN AND HOW TO COMBINETRIZ WITH THIS PROCESS • White/information hats • Have we identified all the contradictions? • A problem definition diagram, such as the Problem Formulator™ • Green/ideation hat • Use of contradiction table, software examples • Black/problem hat • Use of “reverse” TRIZ technique to proactively identify potential failure routes • Yellow/good hat • Use ideality thinking and lines of evolution to improve ideas • Blue hat • Use ISQ™ and Problem Formulator™ to scope the process ISQ and Problem Formulator are registered trademarks of Ideation International

  34. IN CONCLUSION…. • All tools have value • Combining these tools and knowledge of individual styles can greatly enhance the TRIZ problem solving process, especially if TRIZ is the “latecomer” to the organization • Adding elements of TRIZ to any of these existing processes can improve their value and productivity

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