Ivan.rosenberg

Solving Difficult Problems
Without Descoping
Ivan M. Rosenberg
Frontier Associates, Inc.
Valley Village, California

NASA Project Management Challenge
2008
(c) 2008 Frontier Associates, Inc. 1

We can't solve problems by using the
same kind of thinking we used when we
created them.
-- Albert Einstein


Without Descoping

Introduction
Seven Principles
Outline of the Process


Without Descoping

Introduction
Seven Principles


Solving Problems With No Need
to Descope

X
Solution

Paradigms
(The Box)

Where Need a Breakthrough

X

Solution

Paradigms
(The Box)

Some of the Projects Who have
Used the Process

Starlight (DS/3)
Champolion
Deep Impact
Kepler
CloudSat
Genesis
Neptune


Starlight (DS/3) Mission
Interferometer Subsystem
38% Budget Cut
(3 to 2 spacecraft)
Variable Delay Line
Problem (straight
line to parabola
formation)
Nulling Stability Lab
conflict


Other Applications
Reduced hospital 6 month deficit
from projected $13M to $2.3M
Reduced medical claims processing
time from max of 35 days to max of
10 days
Resolved numerous conflicts between
organizations


Without Descoping

Introduction
Seven Principles


Two Phases to Resolving a
Problem This is the issue
for breakthroughs

1. Figure Out How to Solve the
Problem: Develop one or more
feasible solution methods and select
one or more.
2. Solve the Problem:
Execute selected solution methods
until the solution is realized.

Convergent vs. Divergent
Problems
Convergent Problems: as you
study them they get simpler
to resolve.

Divergent Problems: as you
study them they get more
complex and more difficult to
resolve (need breakthrough).


Convergent vs. Divergent
Problems
We have been taught to approach ALL
problems as if they were convergent,
and thus we always study every problem
first.
For divergent problems, studying and
analysis only makes the problem worse.
Divergent problems, i.e., those that
require a breakthrough, require a
different process.


Seven Principles for Producing
Breakthroughs
1. Apply the solution method appropriate to
the type of problem you are facing.
Don’t apply convergent methods to
divergent problems


Process for
Producing Breakthroughs

The Truth a truth
(A Paradigm) (An Assumption)
Occurs as Fact
Other Assumptions

A Solution
(A Breakthrough)

Process for Seeing Paradigms as
Assumptions (Paradigm Shift)

Paradigms: Assumptions that occur as
the obvious truth, often unconsciously.
Process: Distinguish facts from
assumptions (interpretations, opinions)
Result: People will see their own
statements (which they thought to be
facts) as assumptions. This opens the
possibility of seeing new solutions.


Seven Principles for
1. Use appropriate problem-solving methods
2. Generate paradigm shifts by
distinguishing facts from assumptions


Typical Approach to Solving
Problems (From Present)

Solutions

Descoped Original
Obstacle Goal Goal


Proposed Approach to Solving
Problems (From Future)

Obstacle Goal


1. Use divergent problem-solving methods
3. All participants agree on Success Criteria
(the real Goal) expressed in objective,
measurable terms.


Proposed Approach to Solving

Goal
Obstacle (Success Criteria) Commitment


3. Agree on the real Success Criteria
4. Start with a Commitment for which the
group has an unquenchable passion


The Fundamental Human
Commitment
To survive
Physically
After death, to leave a legacy

“To make a difference with my life.”


It’s Only a Flesh Wound


Proposed Approach to Resolving

Breakthrough

Obstacle Goal
Commitment


5. Separate creative thinking from analysis
- work backwards from the future
Work from the future (the Goal) backwards
Ask “How did we do it?”
Any answer is OK. Does not have to be
feasible (it’s good if some are clearly not).

Participants
Typically, senior
managers meet to
solve big problems.

Even if they produce a breakthrough
idea, it lacks buy-in and ownership by
those who typically have to implement
the idea.


2. Generate paradigm shifts by distinguishing facts
from assumptions
4. Start with a Commitment for which the group
has an unquenchable passion
5. Separate creative thinking from analysis - work
backwards from the future
6. Involve all stakeholders in the process
Use “influencers” where are too many stakeholders.
30-35 participants is typically a comfortable upper
limit (has worked well with as many as 70 people).


Group Decision-Making
Methods groups typically use for
making decisions:
Majority vote
Last man standing
Autocratic
Compromise
Other


Group Decision-Making
Consensus:
There is a solution if, and only if,
everyone agrees that the same solution is
best.
Everyone has veto power.
No one compromises.
Result
Everyone “wins” and owns the solution
Promotes creativity


6. Involve all stakeholders
7. Use consensus for decision-making

Requirements to Use Consensus

Participants prefer a solution to the
status-quo
Owner trusts the group to come up
with a better solution
Group gains experience with
consensus
Skilled, neutral facilitator


6. Involve all stakeholders
7. Use consensus for decision-making

Without Descoping

Introduction
Seven Principles


Characteristics of the Process
Thirteen specific clear steps
Highly reliable in producing
breakthroughs (>95% success rate)
Typical Total Meeting Times: 30 min
(easy) to 20 hours (tough)
Makes intuitive sense to most people
Participants do not have to understand
the process
Anyone can be trained to facilitate it

The Process
Phase 1: Establish Foundation for
the Process

Phase 2: Get into the Future

Phase 3: Establish a Solution from
the Future

Phase 4: Support the Solution


Phase 1: Establish Foundation

1. Briefly Specify the Situation

2. Validate there is an Obstacle

3. Establish Process Guidelines

4. Establish Success Criteria for the
Process

Phase 2: Get into the Future

5. List Interpretations

6. List Facts

7. Create a Commitment


Phase 3: Establish a Solution

8. Create Possible Solutions

9. Analyze Feasibility

10. Establish Promises for Actions and
Accountability


Phase 4: Support the Solution

11. Resolve Potential Obstacles to
Promises

12. Establish Follow-Up Mechanism
• If Promises Kept
• If Promises Not Kept

13. Acknowledge and Appreciate


Without Descoping
Ivan M. Rosenberg
Frontier Associates, Inc.
4804 Laurel Canyon Blvd., Suite 804
Valley Village, CA 91607
818-505-9915
irosenberg@frontier-assoc.com
www.frontier-assoc.com

Ivan.rosenberg

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