De kern van je boodschap in 1 minuut kunnen presenteren zonder ondersteuning van audiovisuele middelen.
In dit voorbeeld presenteren studenten binnen de cursus "De Handelend Mens" een voorbereidende opdracht aan elkaar. Op basis van deze pitches worden onderzoeksonderwerpen bepaald en onderzoeksgroepen gevormd.
In Critical Uncertainties, groups develop strategies for handling factors that are impossible to predict or control. This helps to quickly test strategies and improve our ability to respond to future challenges. Rather than creating fixed plans, this structure builds creative adaptability, enabling groups to envision multiple futures, articulate higher-order goals, and act flexibly. It brings to life LS Principle #7, Emphasize Possibilities: Believe Before You See.
In Creative Destruction, groups imagine how to achieve the worst possible results. By asking “What must we stop doing to make progress on our deepest purpose?” participants can have fun, courageous conversations about letting go. Since laughter often erupts, issues that are otherwise taboo get a chance to be aired and confronted. With creative destruction come opportunities for renewal as local action and innovation rush in to fill the vacuum. Whoosh!
This structure embodies LS Principle #8, Invite Creative Destruction to Enable Innovation
In the Design Sprint process, the interview is a crucial step to test your prototype.
This method provides a deliberate and scientific approach to conduct effective interviews. A consistent process and unbiased mindset yield realistic feedback. Effective scoring gives clarity to the results and primes you to make strategic decisions.
‘Who, What, Where, When, Why and How’ is a method used to obtain a thorough understanding of a problem.
With this facilitation technique you can immediately include everyone regardless of how large the group is. You can generate better ideas and more of them faster than ever before. You can tap the know-how and imagination that is distributed widely in places not known in advance.
Open, generative conversation unfolds. Ideas and solutions are sifted in rapid fashion. Most importantly, participants own the ideas, so follow-up and implementation is simplified. No buy-in strategies needed! Simple and elegant!
This structure reinforces LS Principle #1, Include and Unleash Everyone.
You can engage a group to learn and improve rapidly from tapping three levels of knowledge simultaneously: (1) explicit knowledge shared by participants; (2) tacit knowledge discovered through observing each other’s performance; and (3) latent knowledge, i.e., new ideas that emerge and are jointly developed.
This powerful combination can be the source of transformative experiences and, at the same time, it is seriously fun. Participants identify and act out solutions to chronic or daunting problems. A diverse mix of people is invited to dramatize simple elements that work to solve a problem. Innovations represented in the Improv sketches are assembled incrementally from pieces or chunks that can be used separately or together. It is a playful way to get very serious work done! This structure embodies LS Principle #4, Learn by Failing Forward.
A SWOT Analysis is used in project planning, strategic planning and other processes where agreement is needed about the current situation of a project, team, department or organization. It stands for Strengths, Weaknesses, Opportunities and Threats.
You can enable participants to find novel approaches to challenges by immersing themselves in the activities of the people with local experience—often their colleagues on the front line or anyone who uses their product or service. You open the door to change and innovation by helping participants explore what people actually do and feel in creating, delivering, or using their offering. Their observations and experience can spur rapid performance improvements and expedite prototype development. The combined observations may make it easy to spot important patterns.
You can help individuals or groups avoid the frequent mistake of trying to solve a problem with methods that are not adapted to the nature of their challenge. The combination of two questions makes it possible to easily sort challenges into four categories: simple, complicated, complex, and chaotic.
A loose analogy may be used to describe these differences: simple is like following a recipe, complicated like sending a rocket to the moon, complex like raising a child, and chaotic is like the game “Pin the Tail on the Donkey.”
The Liberating Structures Matching Matrix in Chapter 5 can be used as the first step to clarify the nature of a challenge and avoid the mismatches between problems and solutions that are frequently at the root of chronic, recurring problems.
Make space for new ideas with TRIZ by stopping unproductive activities or rigid behaviors. Invite everybody to generate new ideas with 1-2-4-All. Ask all participants to identify what they can do immediately, what their 15% Solutions is, and then invite them to help their peers expand and enhance their own 15 percent in a Troika Consulting session.
