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How to vastly improve your problem-solving workshops
To reach a breakthrough solution to any problem, it's necessary to first understand the underlying causes.
Dan Seewald is the Founder and CEO at Deliberate Innovation and designer of the Deliberate Innovation System™, which combines rigorous innovation techniques with the inspirational practices used in coaching high-performance athletes.
He did his graduate studies at New York University in political economy and entrepreneurship and has a B.S. in Accounting from the College of New Jersey.
DAN SEEWALD: I'd love to tell you about a recent experience I had with a large company that was really struggling to crack a big problem. So, where did it start? It started with getting clarity around what was the problem they needed to solve? Now initially, this organization was trying to solve a big brand or business challenge. They're trying to grow their business. And that's where they started. They said, we want to make our sales go way up. But that wasn't a problem. That was a wish, an aspiration. So we had to use a mapping technique where we begin to visualize what are all of the challenges or the underlying pain points and unmet needs that are underneath that problem? And by visualizing just from one starting point, which they thought was the right challenge, we were able to identify not one or two, but 30 or 40 different areas that we could explore.
And what was important is that before we ever stepped foot into a workshop, we were able to visualize and see the different elements that you could attack and try to solve for. And very curiously, they realized that it wasn't just one problem that they need to solve, it was three or four that they wanted to prioritize right now. It also gave them opportunities to explore in the future. But by visualizing and understanding your problem well ahead of time, that's what allows you to have the most effective problem-solving or design-thinking session later on. So that's first and foremost. But in addition to that, what I found to be really powerful was asking people to think about where else this problem's been solved. And what do I mean by that? They took the challenge, the problem that they defined, and they thought, where else has that problem been seen before?
I'll give you an example. A long time ago, Ban, maker of deodorants, was trying to figure out how they could better apply deodorant that was a spray deodorant. Now, the spray was very uneven, they had a lot of customer complaints. They're trying to think, how can we pivot or do things differently? So they asked, where else in the world has this problem been solved? Or, to put it another way, where else are things applied unevenly? Sure enough, as they started to characterize it and come up with many different possibilities, what they came up with was roller ball pens. So the pen technology, if you think about the BIC ballpoint pen, that pen uses what originally was a messy fountain pen, and they used a roller ball technology. So by looking at that, they said, well, how might we apply that technology to our problem? And sure enough, what they came up with was the idea of the Ban roll-on deodorant. You may have seen it before, the roller ball. Before that, it had not existed.
So by going outside of that world, it gave them a new and fresh solution that otherwise they wouldn't have discovered. So we will take that problem and we'll ask people to think about it before they ever step foot into the workshop. And then when they're in the workshop, we do multiple things. Number one, we align on what is the goal or the vision that we're trying to achieve, because it's often the case that people are solving for different things and for different reasons. So getting that clarity, sitting down together, and being able to facilitate a conversation in a meaningful way with provocative questions builds that alignment that may otherwise go unspoken.
We collect insights because insights are really the pearls that make everything change. It's a game-changer when you're able to find the deep, hidden stories that people are not sharing that can really unlock potential. So we will do some of that work ahead of time, but then work with our group to be able to visualize some of those insights. And quite frankly, the majority of what we try to do is understand the problem before we solve it. So we'll spend more than half our time understanding the problem, visualizing it, gathering insights, empathizing deeply. And then and only then will we build the starter platforms, the opportunities that we can ideate on. And then there's many different techniques that you can use, from lateral thinking to traditional ideation or brainstorming techniques. We'll mix and match based on the wants and the needs.
But what I think is most important is that we go from ideas to experimentation very quickly, because ideas are commodities. Ideas alone mean very little. Everybody has ideas. But to begin to test it, to bring it to reality, to tease out the critical assumptions, the things that we're uncertain about that have a high impact and a high uncertainty. If we can understand that and quickly test and learn from it, we can rapidly iterate those ideas. Because the mother of innovation is not ideation, it's iteration. And to iterate, you need to be able to test, learn, and experiment. So we will bring things all the way through to meaningful experiments that allow for the learning, the uncertainty to unfold. And sometimes it'll lead to failure. Other times it'll lead to breakthroughs.
- Companies often jump right into workshopping solutions to a problem before they truly understand the underlying source and "pain points" of the issue.
- Deliberate Innovation CEO, Dan Seewald, advises companies to visualize and map out those unmet needs in order to discover a new path to a fresh solution. Only then should you move onto brainstorming and ideation techniques.
- These important steps allow for more meaningful experimentation, as well as greater opportunity for learning and breakthroughs.
- Lateral thinking: How to workshop innovative ideas - Big Think ›
- Unconscious Creativity: Step Back To Step Forward - Big Think ›
- There Are Two Ways to Solve Problems – One Is Faster, The Other ... ›
Join multiple Tony and Emmy Award-winning actress Judith Light live on Big Think at 2 pm ET on Monday.
Frequent shopping for single items adds to our carbon footprint.
- A new study shows e-commerce sites like Amazon leave larger greenhouse gas footprints than retail stores.
- Ordering online from retail stores has an even smaller footprint than going to the store yourself.
- Greening efforts by major e-commerce sites won't curb wasteful consumer habits. Consolidating online orders can make a difference.
A pile of recycled cardboard sits on the ground at Recology's Recycle Central on January 4, 2018 in San Francisco, California.
Photo by Justin Sullivan/Getty Images<p>A large part of the reason is speed. In a competitive market, pure players use the equation, <em>speed + convenience</em>, to drive adoption. This is especially relevant to the "last mile" GHG footprint: the distance between the distribution center and the consumer.</p><p>Interestingly, the smallest GHG footprint occurs when you order directly from a physical store—even smaller than going there yourself. Pure players, such as Amazon, are the greatest offenders. Variables like geographic location matter; the team looked at shopping in the UK, the US, China, and the Netherlands. </p><p>Sadegh Shahmohammadi, a PhD student at the Netherlands' Radboud University and corresponding author of the paper, <a href="https://www.cnn.com/2020/02/26/tech/greenhouse-gas-emissions-retail/index.html" target="_blank">says</a> the above "pattern holds true in countries where people mostly drive. It really depends on the country and consumer behavior there."</p><p>The researchers write that this year-and-a-half long study pushes back on previous research that claims online shopping to be better in terms of GHG footprints.</p><p style="margin-left: 20px;">"They have, however, compared the GHG emissions per shopping event and did not consider the link between the retail channels and the basket size, which leads to a different conclusion than that of the current study."</p><p>Online retail is where convenience trumps environment: people tend to order one item at a time when shopping on pure player sites, whereas they stock up on multiple items when visiting a store. Consumers will sometimes order a number of separate items over the course of a week rather than making one trip to purchase everything they need. </p><p>While greening efforts by online retailers are important, until a shift in consumer attitude changes, the current carbon footprint will be a hard obstacle to overcome. Amazon is trying to have it both ways—carbon-free and convenience addicted—and the math isn't adding up. If you need to order things, do it online, but try to consolidate your purchases as much as possible.</p><p>--</p><p><em>Stay in touch with Derek on <a href="http://www.twitter.com/derekberes" target="_blank">Twitter</a>, <a href="https://www.facebook.com/DerekBeresdotcom" target="_blank">Facebook</a> and <a href="https://derekberes.substack.com/" target="_blank">Substack</a>. His next book is</em> "<em>Hero's Dose: The Case For Psychedelics in Ritual and Therapy."</em></p>
Building a personal connection with students can counteract some negative side effects of remote learning.
- Not being able to engage with students in-person due to the pandemic has presented several new challenges for educators, both technical and social. Digital tools have changed the way we all think about learning, but George Couros argues that more needs to be done to make up for what has been lost during "emergency remote teaching."
- One interesting way he has seen to bridge that gap and strengthen teacher-student and student-student relationships is through an event called Identity Day. Giving students the opportunity to share something they are passionate about makes them feel more connected and gets them involved in their education.
- "My hope is that we take these skills and these abilities we're developing through this process and we actually become so much better for our kids when we get back to our face-to-face setting," Couros says. He adds that while no one can predict the future, we can all do our part to adapt to it.
Construction of the $500 billion dollar tech city-state of the future is moving ahead.
- The futuristic megacity Neom is being built in Saudi Arabia.
- The city will be fully automated, leading in health, education and quality of life.
- It will feature an artificial moon, cloud seeding, robotic gladiators and flying taxis.
The Red Sea area where Neom will be built:
Saudi Arabia Plans Futuristic City, "Neom" (Full Promotional Video)<span style="display:block;position:relative;padding-top:56.25%;" class="rm-shortcode" data-rm-shortcode-id="c646d528d230c1bf66c75422bc4ccf6f"><iframe type="lazy-iframe" data-runner-src="https://www.youtube.com/embed/N53DzL3_BHA?rel=0" width="100%" height="auto" frameborder="0" scrolling="no" style="position:absolute;top:0;left:0;width:100%;height:100%;"></iframe></span>
Chronic irregular sleep in children was associated with psychotic experiences in adolescence, according to a recent study out of the University of Birmingham's School of Psychology.