As we've seen, collaborative problem solving does have risks — new ideas might be crushed prematurely, judges might be intimidated, and more. Risks continue when we move to experimentation or prototyping. Let's now examine how to avoid some of the troubles that can arise during experimentation.
- Design experiments to facilitate learning
- Most experimental efforts are designed merely to determine whether an idea "can work," but that isn't enough. We need to know not only whether the idea can work, but also what its weaknesses are, how severe they are, and how we can address them.
- Regard each experiment as an exploration of the solution and how it interacts with a hostile environment. Try to determine the consequences of its misbehavior, and the cost of eliminating that misbehavior.
- Capture learning from experiments
- Experiments — especially well-designed experiments — create knowledge. Since experiments cost time and resources, we must be prepared to capture all the knowledge they create. We sometimes adjust experiments on the fly in response to what we're learning. Although these adjustments can be helpful if the adjusted experiment is still well designed, that isn't always the case. Sometimes the result of adjusting experiments on the fly is a muddled mess from which we can learn little, if anything at all.
- When conducting experiments to test newborn ideas, provide a means of capturing and storing generated ideas in such a way that they don't interfere with the ongoing experiment. When the new learning does demand immediate adjustment of the current experiments, take care to adjust them in ways that can still produce useful experimental results. That care takes time and effort, which means schedule and budget.
- Protect experiments from transition to production
- One of the most common tales of tragedy is that of the prototype that got sold to a customer. The interference of production with experimentation creates two classes of problems. First, because the prototype was intended as an experiment, it often has attributes and structures that make it unreliable and expensive to maintain or enhance. Second, if the pattern of interference of production with experimentation has occurred before, the experimenters learned long ago that they must take steps to make the prototypes more durable than ordinary experiments would have to be.
- The resultOne of the most common
tales of tragedy is that of
the prototype that got
sold to a customer is that experimentation is more expensive than it needs to be, and maintaining or enhancing fielded products that are former prototypes is more expensive than it needs to be. In short, the result is neither a good prototype nor a good product.
- When conducting experiments to test newborn ideas, conduct experiments. Insulate the experiments from any pressure to convert them into products. Your experiments will be cheaper, and when the time comes to actually build a product, it will be built right.
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Problem Solving and Creativity:
- When All Your Options Are Bad
- When you have several options, and all seem politically risky, what can you do? Here are two guidelines
to finding your way to a good outcome.
- Emergency Problem Solving
- In emergencies, group problem solving is unusually challenging, especially if lives, careers, or companies
depend on finding a solution immediately. Here are some tips for members of teams that are solving problems
- How to Reject Expert Opinion: II
- When groups of decision-makers confront complex problems, and they receive opinions from recognized
experts, those opinions sometimes conflict with the group's own preferences. What tactics do groups
use to reject the opinions of people with relevant expertise?
- Reactance and Decision-Making
- Some decisions are easy. Some are difficult. Some decisions that we think will be easy turn out to be
very, very difficult. What makes decisions difficult?
- Problem Displacement and Technical Debt
- The term problem displacement describes situations in which solving one problem creates another.
It sometimes leads to incurring technical debt. How? What can we do about it?
Forthcoming issues of Point Lookout
- Coming January 22: Disjoint Awareness: Bias
- Some cognitive biases can cause people in collaborations to have inaccurate understandings of what each other is doing. Confirmation bias and self-serving bias are two examples of cognitive biases that can contribute to disjoint awareness in some situations. Available here and by RSS on January 22.
- And on January 29: Higher-Velocity Problem Definition
- Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.