Six Sigma Tool Navigator: The Master Guide for Teams

2017-07-07 02:10:07

AKA

N/A

Classification

Analyzing/Trending (AT)

Tool description

The wishful thinking tool is based on fantasy and may not be supported by many more pragmatic-minded team participants. Yet a logic-based approach can often overlook new ideas or solutions to a problem, since any deviation from a more structured approach is carefully avoided by many individuals. The wishful thinking tool does provide a way to redefine a problem or situation, which is helpful in gaining new insights.

Typical application

To allow fantasy and wishful thinking to produce some novel ideas.

To use a nonlogical, unstructured method to find potential solutions to a problem.

Problem-solving phase

	Select and define problem or opportunity
	Identify and analyze causes or potential change
→	Develop and plan possible solutions or change
→	Implement and evaluate solution or change
	Measure and report solution or change results
→	Recognize and reward team efforts

Typically used by

	Research/statistics
1	Creativity/innovation
	Engineering
3	Project management
	Manufacturing
4	Marketing/sales
6	Administration/documentation
5	Servicing/support
	Customer/quality metrics
2	Change management

Notes and key points

A fantasy-based tool for surfacing useful perspectives. A move away from reality to create new thinking modes.

links to other tools

before

Analogy and Metaphor

Wildest Idea Technique

Fresh Eye

Stimulus Analysis

Buzz Group

after

Creativity Assessment

Value analysis

Starbursting

Scenario Writing

Run-It-By

Step-by-step procedure

STEP 1 The team defines a problem, issue, or opportunity. See example Work Redesign Concerns.

STEP 2 The facilitator provides an overview and some examples of the wishful thinking tool. The team engages in discussion to ensure a shared understanding of the process involved.

STEP 3 Participants engage in fantasizing and make wishful thinking statements such as:
- "We should have the authority to schedule our own work hours" (to solve scheduling conflicts).
- "There would be more job satisfaction if we could manage ourselves" (communications).
- "They cannot take this job away from me" (job security).
  
  All statements are recorded on flip charts.

STEP 4 Next, participants examine all statements and discuss more practical applications. Back to reality questions are: "How can we really do this?" "What exists today that we could use to respond to the concerns?" "What could happen if we try this idea?"

STEP 5 Steps 3 and 4 can be repeated after restating the problem, issue, or opportunity.