GM現(xiàn)場(chǎng)實(shí)用管理工具

1、ToolsGoFast! Workshop ToolsStoryboardingPay-off matrixDot VotingIn-frame/out-of-frame FishboneCircles of influenceFist to Five/Thumbs upFifteen WordsFive WhysRAMMPOCOMMWIPIs/Is NotSIPOCStoryboardingWhat is it?Storyboarding is a highly visual process of gathering, organizing and evaluating informatio

2、n using cards to record and display ideasWhy use it?Used to select a themeUsed to identify a problemFacilitator takes on a back seat, coaching roleSteps:Distribute post-its or cards and markersArrange room with participants facing the wall and able to see each otherFrame the taskList ideas and ask e

3、ach participant to create 3-5 storyboard cards (1 item per card, markers, block print, post-it glue at the top of the sheet)Participants post ideas on cardsHave the group work as a team to understand each authors thinking and edit and organize the cards in a logical way (clusters can help)Discard or

4、 add cards as the conversation developsRefine and prioritize the ideas as many times as neededAt the end, distribute the final set of ideas on paperTips:Vary the pace of information collection to “spice up” the data collectionAlternate NGT with candid discussions of the ideas to introduce some varia

5、bilityStoryboarding ToolMany ManualProcessesToo Little on ComputerBad SystemsToo Many ApprovalsSlow CultureToo Much Team-workMany Constituencies to SatisfyMany People Need to Know Whats HappeningMany People Need to Know Whats HappeningSlow CultureToo Many PeopleToo Many PeoplePeopleApprovalsSystemsT

6、oo Little on ComputerMany ManualProcessesToo Many ApprovalsToo Much Team-workMany Constituencies to SatisfyBad SystemsTopic: Why is this system bureaucratic?What is it?Payoff Matrix is a two-by-two table that helps sort and evaluate ideas. Typical dimensions are Payoff vs. Ease of Change; Level of D

7、ifficulty vs. Urgency; Cost vs. Benefit; Customer Impact vs. Organization Impact; Required Resources vs. Time Required to Implement; and Global vs. Local.Why use it?The primary reason to use a payoff matrix is to sort and prioritize actions or ideas. It serves as a discussion format to take a range

8、of ideas and narrow down how best to spend the groups time and energy. The matrix is a visual tool that helps the group to: 1. Determine which ideas have the most benefit or require the most work related to two important dimensions2. Discuss each idea or issue in an organized manner resulting in tho

9、ughtful discussions before beginning to problem solve3. Begin the process of identifying where the team wants to focus their energy by sorting priorities and understanding the thinking behind other peoples ideas4. Uncover support, resistance, and areas of agreement or disagreementPayoff MatrixPayoff

10、 Matrix, continuedSteps:Select the two dimensions that best fit the discussion topic to construct the matrixDecide on the words that describe the extremes (high to low, difficult to easy)Draw the matrix on a flip chart to facilitate engagement and discussionDraw the matrix so the most desirable box

11、is the upper right hand corner; explain the matrix to the group before beginning to add the post-it notesBrainstorm ideas and put each idea on a post-it note as a total group, discuss each post-it note and place into the matrixDepending on the situation, this can be solutions to address the specific

12、 issue or on bigger topics, aspects of the problem to tackleEncourage the group to identify and add any other ideas they come up with during the discussionAfter all post-it notes are on the matrix, discuss and decide which ones to tackle to begin problem solving and action planningAddress each post-

13、it note with action plans or make a decision not to resolve the itemTips:Encourage the group to work on items that fall in the most optimum boxesActively facilitate the process so it doesnt get bogged down in debate regarding where an idea falls; if there is major disagreement, check to see if the i

14、dea can be rewritten more clearly or broken into multiple ideasEncourage the group to make a decision about all the items to resolve, eliminate, or defer so that items arent left hangingWhen possible, have the group stay very actively involved in this sorting processIf it becomes necessary to stop a

15、nd problem solve an item during the sorting process, go with the groups energy and return to the matrix if necessaryPayoff Matrix ToolPayoffhighlowhardeasyEase of ChangeNot Worth the EffortJust Do ItHard Work but Worth ItQuick HitsDot VotingWhat is it?Dot Voting is a mechanism for polling the group

16、and visually capturing the responses. It helps group members sort priorities from among several ideas or options. Often used with a Gallery of Issues to help select the most important issues for action recommendations.Why use it?Dot voting is used to reduce the number of items to a workable number a

17、nd to select top choices from a larger list of items, i.e., Gallery of Issues. The visual display can help facilitate dialog and increase participation in group decision-making. Steps:Give everyone a limited number of colored dot stickers (two to three) can also use marker pensUsing the posted list

18、of options, instruct everyone to distribute dots among optionsCount dots and identify which are top priorities according to votesHave the group review and discuss the results for agreement on the top prioritiesReduce the list to items with greatest number of dotsSmall Group Ranking Technique Each me

19、mber selects top five among the posted list of options Small groups then work together to select a single list of top five choices Collect, tabulate, and write choices on flip chart Narrow choices to top choiceDot Voting, continuedSteps continued:5-3-1 Dot RankingDistribute one dot sticker of each o

20、f three colors to each participant, Red is five points, Yellow is three, Blue is one Post list of optionsAsk participants to place their red sticker on the area they feel most strongly about and the other two in decreasing order of priorityTabulate the scoresTips:Dont use these as hard and fast vote

21、s, rather to narrow attention and create more focused discussionPush back on “why didnt this make your list?” if necessaryOkay to vote on individual ideas or categories be clear when giving the directionsDot Voting ToolGallery of IssuesTopic 1Topic 2In the Frame/Out of the FrameWhat is it?In the Fra

22、me/Out of the Frame is used to clarify the scope of the groups initiative. It helps leaders and group members define parameters of what is in- and out-of-bounds for the meeting or project as well as to sort ideas and identify those that fit within the scope of work. This gives guidance and direction

23、 for where the group should spend its time and energy.Why use it?This tool is useful during the scoping phase and at the beginning of the first working session to:Enable the leader to define the initiative/project Provide a framework for the group to clarify expectations and boundariesIdentify and/o

24、r clarify parameters of what is in/out-of-bounds related to this sessionLook at aspects and complexities of an issue from different perspectivesClarify the team charter and expectations Steps:Draw a large square picture frame on a flip chart (or use tape on a wall) or on a large white board; the fra

25、me represents the problem or issue that needs to be resolvedExplain we need to identify what falls inside the boundaries of the project and what falls outsideAfter reviewing the initiative and its objectives with the group, the leader and group members identify what is in-scope and out-of-scope by i

26、dentifying significant details or aspects of the issueDiscuss each idea and agree whether it is in- or out-of-scope before placing it inside the frame for in-scope items, outside-the-frame for out-of-scope items, and on-the-frame for those items which need clarificationDiscuss the on-the-frame items

27、 once all the ideas have been reviewedIf there are any significant issues, details, or aspects that may be different from the discussions between the group leader, resolve them before working on a solutionIn the Frame/Out of the Frame, continuedTips:Using the aspects of the issue generated, ask the

28、group where each falls; engage in further discussion on on-the-frame itemsLeaders should think through possible examples of what is in/out-of-scope ahead of timeThe leader may have to assert his/her view on what is and is not in-the-scope of the initiative; group members may not all be in agreementK

29、eeping the scope focused increases the chance of successful implementationGo to the appropriate level of detail on each issue or idea that passes through the frameRemember to get consensus on what is in- and out-of-frameIn the Frame/Out of the Frame ToolInstructions:Have the leader and group list al

30、l potential aspects/components (e.g., end results, timeframe, product lines, geographic, organizations/groups involved) of the initiative using post-it notesAs a total group, place each idea either in-the-frame, outside-the-frame, or on-the-frame (if uncertainty or disagreement exists)Discuss “on-th

31、e-frame items in more detail to reach agreementReview the groups understanding of the scope with the appropriate leadersFishboneWhat is it?Fishbone helps a group analyze causes of an issue or problem in a systematic way. Why use it?When group members are asked to determine the various causes for the

32、 problem/issue and recommend solutions with action plans to address them, this tool is useful for detailing logical connections contributing to the larger problem/issue. It can also help the group prioritize the most likely causes and identify root causes. It categorizes and provides an open systems

33、 framework for discussing the problem.Steps:Build the fishbone diagram on the wall using masking tape or draw on flip chartsClarify and validate the problem with the groupAsk group members to identify things that are causing this problem through small group discussion or working in pairsCollect thei

34、r input and display the individual causes on the fishboneAsk group members to cluster causes in “related clusters”Test for a logical connection with the problem and label each clusterSelect one cluster at a time to focus on for the next step of solution generation to eliminate these causesTips:Make

35、sure that the causes are not symptoms2.Take time to agree on the “head of the fish,” the key issueAsk “why” five times to get to the root causeCombine storyboarding with this toolFishbone Tool ProblemorIssuePossibleCausePossible Cause BTechnicalHumanPossible CausePossible Cause EPossible Cause BPoss

36、ible CausePossible Cause EPossible Cause EPossible CauseWrong Procedures UsedInspectors Lack SkillPoor TrainingTraining MaterialsUnskilled InstructorsMeasurement Procedures70%Poor LocationWeak DocumentationUnavailableWrong Tools UsedInconsistent Procedures UsedCleanlinessHumidityPeersPressuresManage

37、mentDont Understand ProcessLow SkillCleanlinessUninterestedLack Knowledge20%PeopleExcess TemperatureVibrations10%EnvironmentNo Criteria ExistNo Operational Definitions10% Errors onQA InspectionsTopic: Why is the QA inspection error rate so high?Circles of Control, Influence, Concern What is it?Circl

38、es of Control, Influence and Concern is a framework for groups to use to sort information. The goal is to use this tool to identify what the group has control and influence over so they spend their time working on things they can truly impact.Why use it?The power of this tool is to focus the group i

39、n arenas that they can impact. It is a visual that can facilitate great discussions. It is especially useful when a group member or members are stuck on a topic that is out-of-scope. Usually, this tool helps name this situation and allows the group to move on to more fruitful discussions. If the sub

40、ject is critical and becomes a roadblock to progress, yet is not within the groups circle of control or influence, a group may need to involve others to address the issue.Steps:Draw circles on a chart and post for easy referencePresent the model as a framework for determining what to work onExplain

41、that it is based on Stephen Coveys work about effective people spending the majority of their energy working on things within their control or influenceIf using it to sort ideas, have the group members place ideas in the appropriate circlesIf using it to brainstorm things to work on, have the group

42、members generate topics and then place the ideas in the appropriate circlesFor important issues that fall in the concern ring, identify the stakeholders to involve and plan how to influence themEncourage the group to be realistic in assessing what they have control over yet not be too conservativeMo

43、ve to problem solving or action planning, focusing on the items in the inner circlesCircles of Control, Influence, Concern, continuedTips:Always have the chart posted so it can be referenced when the group goes off trackWhen many items fall in the “concern” ring, ask the group if the leader needs to

44、 be involved to reframe their task, or if other people who have control or influence need to be engagedFor key items that fall in the “concern” ring, ask if some aspect of it can be within their control or influence get specificUse this chart as a parking lot for issues that fall out-of-scope for th

45、is sessionCan be used before the workshop with the leader in identifying appropriate participants and decision panel membersCan also be used to remind people before brainstorming or problem solving to focus on areas within their circles of control and influenceUse as a check point for recommendation

46、s is this something within our control? Can we influence the stakeholders to support our recommendation?Use as a point of clarification at a gallery prior to people “dot voting” on topics to work on (see Dot Voting tool)Circles of Control, Influence, Concern Tool Instructions:Explain the three rings

47、 of the model, explain most productive work falls into the inner two ringsAgree on what our group has control, influence, or just concernPost information on the chart in the appropriate areaDiscuss the “concern and “influence aspects, identify key stakeholders you should involve and plan how to incr

48、ease your control or to exercise your influenceControlConcernInfluenceFist to Five & Thumbs UpWhat are they?Fist to Five and Thumbs Up are methods for checking consensus and reaching group decisions.Why use them?When a group is working on solving a problem or reaching a decision, having a visual mea

49、ns for polling the group is very helpful. Either of these techniques gives a quick visual read on level of agreement, identifies who needs to discuss things more and who is ready to move on to a decision. Fist to Five and Thumbs Up enables the group to determine if there is agreement or disagreement

50、 among the group members and assures everyone is heard.Steps:After some amount of discussion, anyone in the group can ask to check for consensusChoose one of the methods and explain how it worksFist to Five: use the # of fingers on one hand to signify level of agreement (fist not at all up to five t

51、otal agreementThumbs Up: use the position of your thumb to signify agreement (thumb up), unsure, need more discussion (thumb sideways), against (thumb down)For group members at less than four or five or without a thumbs up, ask them to explain what remains to be discussed or resolvedFist to Five and

52、 Thumbs Up, continuedTips:Make sure that the decision is appropriate for consensus and total commitment from all group members is requiredHave someone clearly state the decision to be made or topic to be voted onContinue to discuss points of difference and periodically test for progressFist to Five:

53、 Ask people to indicate how close to agreement they are by displaying the appropriate number of fingers: 5 = fully committed 4 = close enough to fully support it3 = getting there, close, need more information2 = still a ways to go1 = skepticalFist = total disagreementThumbs Up: Ask people to indicat

54、e how close to agreement they are by displaying their thumbs in one of three ways: Thumbs Up = fully committed, total agreement Thumbs Sideways = unsure, want more discussionThumbs Down = skeptical, disagreement, need lots more discussionFor participants showing less than four, ask them to state wha

55、t makes them uncomfortable with the decision and what it will take to get to 4 or 5Make sure everyone is participating and not showing disagreement or disengaging by abstaining15 WordsWhat is it?15 Words is used to help a group summarize and clearly articulate an issue, problem statement, project de

56、finition, or the scope of the overall change initiative. The subject can range from detailed to general. Why use it?Group members are frequently called on to describe the initiative and having a succinct definition is important. The statement created from the 15 Word activity can help in: Casual con

57、versation with others, whether they are peers, managers, sponsors, or senior executives Various communications about the initiative when there is not time to give great detail on the initiative Having the entire group able to credibly and quickly describe what they are working on15 Words is useful w

58、hen consolidating many thoughts or ideas into one concise statement. This tool can be used at various points in a meeting when information needs to be consolidated and consensus needs to be reached. Some typical uses include: In the scoping process to define the “issue” to be addressed During the me

59、eting to define a single problem statement from a group of post-it notes or a list of possible issues; this is true for each recommendation problem statement Various communications such as invitation notes and kick-off messages to explain what the group is going to work on This process also works fo

60、r developing mission statementsSteps:After some initial discussion by the group, have each group member (or in pairs or small groups) write their definition of the project/issue/problem in 15 words or less on post-it notes, a flip chart, or a blank overhead transparencyShare the outcomes with the fu