Driving change management and great ideas: 5 steps from risk to opportunity

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In order to demonstrate the usefulness of an idea, it must be communicated convincingly. Thinking and communication tools such as the logic of causality from the Theory of Constraints ensure that the transformation of great ideas succeeds.

Driving change management and great ideas: 5 steps from risk to opportunity Drive change management and great ideas: 5 steps from risk to opportunity

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Here writes for you:

Claudia Simon Claudia SimonClaudia Simon is Managing Director of VISTEM GmbH & Co. KG.


From the author:

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Give ideas a chance

How often do we not do something because we fear negative consequences? And how often do we regret something that we have done? There is hardly anyone who answers these questions with "Never". Some dare a lot and regret a lot, others dare little and regret that in the end as well.

  • How many times do we have a great idea but can not communicate the benefits convincingly enough to sell our idea?
  • How often do employees have a suggestion that is great at first glance, without them or executives realizing that this idea could be detrimental?
  • How often do people with a bad feeling get out of such conversations?

All good reasons to take a closer look at how the transformation of great ideas succeeds - from the first flash of inspiration through a strong presentation to the successful realization.

1. causality logic

We all move in an environment that is determined by cause and effect. Something causes something different. Cause-and-effect relationships can be very complicated and seemingly illogical, especially in complex systems.

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Almost everything we call "problem" in everyday life is actually the effect of another cause. Causality logic means, on the one hand, that the causes are sufficient to achieve the effect. And second, that if all causes are present, the effect must be mandatory.

Areas of application of causality logic in the theory of constraints are

  • Understand causality relationships,
  • find the root cause of an unsatisfactory situation
  • logically "prove" positive effects in the future,
  • logical extrapolation from the past to the present and from the present to the future,
  • Predict impact and consequences.

Representation of causal relationships in the theory of constraints

A causal relationship is usually presented in the form of a causality diagram and read as "When I fall into the water, dann I'm wet. "To fall into the water is adequatelyso that I get wet, and when I fall into the water, I will compellingly wet. Moment! Is there a situation in which you do not have to get wet, even if you fell into the water?

We recognize that the logic is not yet watertight, because in formulating the example we had information or assumptions that we did not explicitly make. For example, the assumption, "I wear normal street clothes." This missing information is added as "contributing causes" in the diagram and linked to an ellipse indicating a logical "and" connection. If two or more causes without a connecting ellipse point to an effect entity, it means an "or" connection. Both causes can produce the effect independently of each other: When I fall into the water ... or when I run into a lawn sprinkler, dann I'm wet. "

Tips on sound causality logic

To help the human brain work with causality logic, there are some rules for how to formulate causality logic diagrams:

  • Always use whole sentences (not "profit", but "the profit goes up").
  • Use the present form.
  • Express the situation the way you see / expect it to be real (no questions, no guesses such as "would", "could", ..., but "I'm moving").
  • Only one topic per set / box (Not: "We win customers and increase our reputation").
  • Avoid bulletins.
  • No causal relationships in an entity -> split into two boxes.
  • Pay attention to a consistent wording and avoid synonyms.
  • Use the simplest possible phrasing, trying to use "nice" words can affect others' understanding, or even distort logic.
  • Avoid unclear "fashion" words: "Accountability", "Stakeholderbenefit", "Postfactual", ...
  • Replace blame by describing the most provable and comprehensible facts and consequences: Imagine an affected person reading it. Will she feel respected or attacked?

2. Constructive feedback

An important application of the logical branch is constructive feedback for others' ideas. On the one hand, we have to make sure that the implementation of the idea does not lead to any deterioration. On the other hand, the inventor expects to be praised for an idea that has often invested a lot of time and energy into development.

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On the other hand, he sees simply listing possible negative effects as criticism. A sensible approach is therefore to first praise the idea, only then to point out possible negative consequences and to work together on a solution.

3. Apply reasoning chains in the correct order

Showing the positive effects is the best way to praise an idea. This means that you can make good use of a positive branch that shows the positive effects of the idea. Afterwards one shows with a negative branch, which negative effects could develop.

Causality logic makes the cause-and-effect relationships between idea and impact obvious. What is the effect of showing the reasoning chain to the inventor in this order? He realizes that he has seriously dealt with his idea and wants to help him with its implementation. He will most likely have his own solution for the negative side effect listed and call - or he will continue to think about it. In any case: a positive outcome of the conversation.

4. Logic and Emotion - The Categories Legitimate Reservations

"People think logically and emotions are also logical." Is this assertion correct? Most would probably answer that: No! We say yes! Logic means that something follows causal relationships.

When someone is angry, it is clear that this anger is not groundless, but causally related to a trigger. Triggers are usually experiences, needs and thought patterns. A logical cause-effect chain can show how they necessarily lead to a certain emotion. That is, in exactly the same situation the same emotion would occur.

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5. Identify differences in our thinking

If a person (from my point of view) seems to act illogically, it's because I don't see their action from the same perspective as they do. So I lack information to see the same logical cause and effect chain. So instead of condemning the person for (in my view) "illogical" behavior, it does more Senseto identify the differences in our thinking that triggered this lack of understanding.

Emotions are part of intuition and can therefore provide clues to facts and relationships that we do not consciously perceive. Is an emotional rating sufficient? No, emotions can lead the wrong way and also arise from wrong assumptions. So, like every thesis, they have to be consciously analyzed. The categories legitimate reservations allow to objectify a discussion as a whole - without ignoring the emotions.

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