From the author:
Ideas alone are not enough
Last but not least, the abundance of ideas is characteristic of our time of rapid change. Both in the heads of the people and in the corridors of the Company, Countless information and the demands of omnipresent change demand and promote this phenomenon.
However, this also creates a challenge: The really promising ideas or even revolutionary ideas are to be separated from the only seemingly new.
1. Illustrate ideas
"The hardest thing about an idea is not having it, but recognizing it's good." (Chris Howland, Entertainer)
For most people, it is at least as difficult to bring order into the mental chaos as to capture a spontaneous inspiration comprehensible. Both for yourself and for others. For this reason, in many companies, senior management often rejects great ideas quickly. Either their targeted further development and implementation appear too risky or the resulting benefits can not (yet) be predicted concretely enough. The cause of this misery is generally that employees have no viable opportunity to adequately present their ideas.
2. Use thinking tools
So how can we check great ideas for their suitability for use? How then does the transformation succeed? And how can we minimize risks without giving away opportunities? A solution to this dilemma is promised by various communication and thinking tools coming from the production control method. They help to achieve the best possible goals. The goal of these thinking processes is to involve employees and to present conflicts and solution options.
These excellent tools train logical thinking and are universally applicable. Everything that people think about, they can work with it, both professionally and privately. The techniques are equally suitable for companies and teams, for executives and employees in all areas, whether someone wants to present their own idea or better understand the idea of another person.
3. Theory of Constraints
Nothing is too complex to understand, and human behavior is basically logical. Based on this basic assumption is the theory of constraints. For this reason alone, it is advisable to first realize for yourself which idea is worthwhile enough to continue to work (mentally) on it, present it and perhaps convince others of the necessary and meaningful implementation.
On the other hand, to be able to decide which ideas actually have potential as an executive, it is at least as important to know how ideas can be evaluated effectively by others.
4. Detect cause-effect connections
Consequences of actions, which originate from own and foreign ideas, can be logically "foreseen". This allows us to systematically avoid negative impacts and reinforce positive ones as needed.
Or, as Eliyahu M. Goldratt, developer of the Theory of Constraints (TOC), also called bottleneck theory, describes in his book, "The Choice": "If you go far enough into the depths, you find that there are very few elements Core causes or form the basis and dominated by the entire system. The result of a systematic application of the question "Why?" Is not enormous complexity, but on the contrary wonderful simplicity. "
5. Logical branch
Thanks to the Theory of Constraints (TOC), the "Branch Tool" exists - a thinking tool for graphically depicting and analyzing causal relationships and thus to be able to recognize and influence the effects at an early stage. From one cause grows a logical branch of cause-and-effect relationships, which eventually ends in a positive or negative result.
Assumptions underlying the method:
- Everything is logically analyzable and understandable.
- In complex systems, all elements are tightly interwoven (as mutually dependent and mutually influential) like in a network.
- Effects in the future can be "anticipated" using logic.
- People are logical; seemingly illogical behavior means that the observer is not aware of the causes.
- Any good idea can be substantially improved.
Typical applications of the logical branch:
- Analyze and understand cause-and-effect relationships
- Foresee consequences of action,
- To make others aware of the consequences of acting,
- Constructively criticize proposals
- Improve ideas by preventively avoiding negative consequences
- Selling ideas thanks to a convincing and comprehensible chain of reasoning.
The two variants of the logical branch
The logical branch uses causality logic to associate an idea, action or event with a potential impact in the future. There are two variants:
- The positive branch With its simple structure, it helps to better understand the causal connection between the idea and the expected benefit and to create a sense of cooperation between the involved parties.
- The negative branch serves - separately or as step 2 - for the logical analysis and representation of a feared negative side effect of an idea or a suggestion. The aim is to find an effective preventive measure so that the idea or suggestion can be put into practice and the benefits reaped without the negative side effect occurring.
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