9Boxes for Problem Solving

Here is a Southbeach template which uses the typical TRIZ 9boxes tool. To this has been added agents showing the steps involved in looking at a deep seated problem. Such a method may also be used in conjunction with TRIZ trend analysis and the business methods called scenario planning, e.g. Backcasting. 

Stephen Petranek counts down to Armageddon

In his TED talk, Stephen Petranek urges us to consider, and fund, solutions to problems other than terrorism. (transcript here: http://www.ted.com/talks/stephen_petranek_counts_down_to_armageddon.html) Visualising possibilities like these, and the potential solutions, is perfect territory for Southbeach. This is why consultants, including risk analysts and futures analysts, are finding Southbeach an effective way not only to communicate ideas, but to propose solutions.

Here, we show two models developed from Petranek's text. The first illustrates his central assertion. The second illustrates the solution he proposes to problem #10 - rising depression. In the first model, a notable feature is the use of box size to signify disproportionate attention to terror and associated funding. In the second, a grid is used to show the different aspects of this assertion on lack of mental health services. This 'separation' clarifies the model instantly, something which is unique to Southbeach notation. Commonly used by consultants, separation techniques coupled with cause-effect modelling is highly effective at illustrating competing views or aspects of a situation.

Exploring alternate theories - Global warming sceptics

(Click on the diagram for hi res)

Southbeach MyCreativity can be used to explore alternate theories of cause and effect. Here, four theories of the relationship between rising CO2 and rising mean temperatures are represented in Southbeach Notation. Simple rules are used to 'question' each model, with the following results, see below. Each set of output was generated by clicking once in the model, using these rules:

questionable(,) "Does {from} really produce {to}?"
potential "Does {this} exist?"
produces+not(,) "If {from} does not produce {to}, what else could be causing it?"
produces(,) "What is the process behind {from} producing {to}?"
harmful "What does {this} cause?"
harmful "What causes {this}?"

Here is the output from the model:
Theory1:
1. What does 'rising CO2' cause?
2. What causes 'rising CO2'?
3. Does 'rising CO2' really produce 'global warming'?
4. What is the process behind 'rising CO2' producing 'global warming'?
5. Does 'global warming' exist?
6. What does 'global warming' cause?
7. What causes 'global warming'?

Theory2:
1. What does 'rising CO2' cause?
2. What causes 'rising CO2'?
3. If 'rising CO2' does not produce 'global warning', what else could be causing it?
4. What does 'global warning' cause?
5. What causes 'global warning'?
6. What is the process behind 'hidden factor' producing 'global warning'?
7. Does 'hidden factor' exist?
8. What does 'hidden factor' cause?
9. What causes 'hidden factor'?

Theory3:
1. What does 'rising CO2' cause?
2. What causes 'rising CO2'?
3. What is the process behind 'hidden factor' producing 'rising CO2'?
4. Does 'hidden factor' exist?
5. What does 'hidden factor' cause?
6. What causes 'hidden factor'?
7. What is the process behind 'hidden factor' producing 'global warning'?
8. What does 'global warning' cause?
9. What causes 'global warning'?

Theory4:
1. What does 'rising CO2' cause?
2. What causes 'rising CO2'?
3. Does 'rising CO2' really produce 'global warming'?
4. What is the process behind 'rising CO2' producing 'global warming'?
5. What does 'global warming' cause?
6. What causes 'global warming'?
7. Does 'global warming' really produce 'rising CO2'?
8. What is the process behind 'global warming' producing 'rising CO2'?

Theory5:

1.   What does 'global warming' cause?
2.   What causes 'global warming'?
3.   What is the process behind 'hidden factor' producing 'global warming'?
4.   Does 'hidden factor' exist?
5.   What does 'hidden factor' cause?
6.   What causes 'hidden factor'?
7.   What is the process behind 'global warming' producing 'rising CO2'?
8.   What does 'rising CO2' cause?
9.   What causes 'rising CO2'?

Stakeholder Map

Stakeholder maps (somestimes called political maps) can be a very powerful way of assessing the people change risks of a programme. This map provides two axes on which to place people according to how much power they have (y-axis) and to what extent they are for or against the programme (x-axis). Note that this model is drawn from the perspective of someone trying to execute the programme and make it a success; so the people for the program are considered useful (green) and those against it are considered harmful (red). The idea is to identify your main advocates and detractors and how they are influenced by others in order to determine how to manage change.One way of using such a map is as follows:

1. Place people on the chart according to their power and behaviour (the degree to which they are for or against the programme)
2. People against are harmful, so should be red. Right click each to set this
3. People for are useful so should be green. Right click each to set this
4. Draw 'produces' arrows from supporters or influencers to those they support/influence
5. Draw 'counteracts' arrows from between people who influence each other but have opposite opinions
6. Use this to inform your stakeholder alignment strategy

These steps are shown in the blue actions boxes on the diagram itself. You may also wish to draw 'is-a' arrows from people to the stereotype you believe the exhibit. If you were to later write any creativity rules to help you come up with strategies for dealing with the different kinds of people, this information could be useful as you would take quite different approaches with someone who is merely a cynic from someone who is a saboteur.

Your stakeholder map will not necessarily have people at all of these levels of power or advocacy. The stereotypes are provided to help characterise the behaviour of people in a more specific way than for and against. This lends itself to providing a better assessment of the likely outcomes of the change and the interventions that may be necessary to assure success.

The sterotypes are briefly characterised here:

Opponent - someone who is openly and directly opposed to the initiative
Saboteur - someone who will use their every waking breath to kill the initiative (not necessarily openly; they could be as powerful as a direct opponent but this is less likely)
Cynic - verbal sabotage (but not physical - How powerful they are can be increased depending upon who listens to them)
Skeptic - someone who doubts that the initiative will succeed, but is generally willing to give it a hearing
Silent Doubter - someone who has doubts, but keeps quiet so they are not apparent to others
Not Involved - either someone who doesn’t know about the initiative or someone who should not be involved in it at all (they could still potentially be converted to be for or against)
Observer - watches what is going on in the initiative, but takes no action (perhaps until they make their mind up, or until someone involves them)
Follower - takes part in the initiative but only because they follow the crowd (they could be at risk of swaying against the initiative if there were more doubters than supporters)
Active Participant - takes a full and proactive part in the initiative
Advocate / Change Agent - has no direct accountability for or involvement in the initiative, but senior or influential, so can promote it. There are many influential people who are not senior. Its important to take account of the unofficial (but very real) power/influence hierarchy as well as the official control hierarchy.
Champion - has an official role in driving the initiative and is directly involved in demonstrating the value of the initiative. They may be responsible for a workstream or for providing leadership of some kind.
Sponsor - the person who owns the initiative or whose personal success depends on it

PDCA - Plan Do Check Act

This Southbeach Notation Model shows the key steps in the PDCA cycle developed by W. E. Deming during the 80s. This compliments the previous article on the Capability Maturity Model (CMM). Whereas the CMM describes what characterises the levels of maturity of an organisation, the Deming cycle provides a way of evaluating the issues with the current situation and doing something about it.


The CMM focusses on defining what characterises the performance and quality of processes at different levels of maturity and improving the organisation by institutionalising the processes to make them more objective, measurable, and repeatable. The Deming cycle provides a simple four step process... Plan, Do, Check, Act to do just that:

Plan

• Agree what we are trying to achieve (what are our goals?)
• Analyse the current situation (whats useful and harmful and why?)
• Identify Options for achieving our goals with Critical Success Factors for each
• Assess potential impact of change for each option (useful and harmful)
• Agree which options and approach to implement
• Define Key Performance Indicators
• Create implementation plan with resources, roles & responsibilities

Do

• Take small steps
• Control the circumstances
• Attribute improvements and failures to your actions
• Track improvements and failures against KPIs and planned benefits
  

Check

• Assess whether your actions are yielding the desired result
  

Act

• If your actions are having the desired result, great - get started on standardising that activity so it becomes institutionalised and the improvement becomes repeatable, business as usual
• If your actions are not having the desired result, understand why and go round the loop again

This Southbeach Notation model shows the steps in the process along with the key activities involved in each step. Such models can be used as guides when embarking on an improvement programme. The structure of the model can even be adapted to provide an associative map of the challenges faced by an organisation and what they plan to do about it.

Taking a high level conceptual model such as this and evolving it into a specific model for what you are going to do in a particular situation can be a powerful way of driving a process.

This approach to driving a process is precisely the kind of activity described in CMM process maturity level 5; where standard processes are available along with guidelines on how these can be tailored to suit your particular sitution, and the results of your work are systematically re-incorporated into the formal body of knowledge of the organisation and used to improve those processes further.

Capability Maturity Model

This example Southbeach Notation model shows what qualities characterise an organisation at each of the different maturity levels defined by the Carnegie Mellon Capability Maturity Model.

The maturity levels are shown here as Southbeach goals (filled in boxes). Note that levels 0 and 1 are considered harmful (red), whilst levels 2 through 5 are considered increasingly useful. The useful (green) and harmful (red) qualities of the organisation are shown for each level.

Note how increasing levels of maturity characterise increased understanding, documentation, and management of the processes. The activities involved in executing those processes, and in moving towards higher quality, more efficient and autonomous processes are managed through repeatable, objective, statistical means rather than through dependency on heroic behaviour, individual knowledge and personal judgement.


Models like this can be used to assess the maturity of an organisation. More specific versions of this model can be created as issues impacting quality and performance are identified. The ability in Southbeach to indicate the cause and effect of situations can then be used to perform root cause analysis to identify ways of improving the processes and maturity of the organisation in manageing those processes. Having clearly articulated improvement milestones enables remediation planning to be directed in a more coherent and effective way.

Models and appraisal methods for services, acquisition and development processes are available from the SEI website: http://www.sei.cmu.edu/cmmi/tools/index.cfm.

Abstract models are useful starting points for concrete models

Often, developing a model in the abstract, helps create a useful starting point for a concrete model. Here, the abstract model shows a problem, its root cause, and upstream harmful impacts. Around these red (harmful) blocks are green boxes indicating potential (dotted line) intervention points. The two blocked in green (useful) boxes are considered goals. Why? Because intervening to remove the root cause, or converting the problem into a solution, are considered 'preferred' (goals) solutions.

Use the 'quick edit' mode of Southbeach Modeller to rephrase the boxes with your problem. Add creativity rules to generate suggestions for verifying the solutions. For example:

1.   We have plenty of pros for [intervention] - are there harmful side effects? What are the downsides/cons?
2.   Is there a strong case for [intervention]?
3.   Is it the right thing to do?
4.   Do we have support for [intervention]?
5.   How could the case for [intervention] be questioned?
6.   What types of criticism could arise?
7.   Who will object to [intervention] and why?
8.   What's the defence against critisim of [intervention]?
9.   Is there anything we have forgotten? Is there anything to add?

Using MyCreativity to help elaborate models

Consider this simple model. A Kettle, useful, is used to produce Hot Water, also useful. One of the first things you do when you create a Southbeach Notation model is to try and describe the important elements of your situation, and then gradually elaborate the model to include additional details.

There could be many reasons you might use Southbeach in this way. It could be you are trying to improve a situation, or work out what could fail in a newly designed process, or perhaps you simply want to understand a situation better, and modelling how the various aspects of a situation are related to each other helps put things in perspective.

In this example, we explore how some simple MyCreativity rules can be developed to provide thought provoking questions about a situation to help provoke people into fleshing out the details that could help understanding.

Starting simple, adding the following rules to the modeller:

produces(*, useful) "What (additional) resources does the {source} need in order to produce the {destination}?"
produces(*,useful) "What qualities should the {source} exhibit in producing the {destination}?"

give the following output for this model:

1. What (additional) resources does the Kettle need in order to produce the Hot Water?
2. What qualities should the Kettle exhibit in producing the Hot Water?

Two important questions. No doubt you can think of more. Lets elaborate the model further and see how else we can extend these creativity rules.

In this elaborated model, we have added Electricity and Water as Agents of Type Resource that are being consumed by the Kettle. We have also noted that The kettle needs to be quite, efficient, and fast. These are represented as Agents of Type Quality that are specifying the Kettle. The use of this additional richness in semantic supported by Southbeach Notation allows for more specific Creativity rules to generate more specific, more helpful output:

These elaboration rules:

consumes(&a=*,&r=resource) produces(&a,&o=useful) "Where is the resource of {&r} used by the {&a} to produce the {&o} obtained from?"
specifies(quality,*) "What is the {source} quality related to?"
produces(,useful) "What is the {destination} used for?"
produces(&a=useful,&o=useful) produces(&o,&r=useful) "What other than the {&a} and {&o} is necessary to produce the {&r}?"

Produce this output:

1. Where is the resource of Electricity used by the Kettle to produce the Hot Water obtained from?
2. Where is the resource of Water used by the Kettle to produce the Hot Water obtained from?
3. What is the Hot Water used for?
4. What is the Fast quality related to?
5. What is the Efficient quality related to?
6. What is the Quiet quality related to?

Note that I have already drawn on that Efficiency is related to Electricity, and Fast is related to the production of Hot Water. This allows for further specific rules related to improving quality:

These two improvement rules:

#Improvement
specifies(quality,useful) "How can the {destination} be made more {source}?"
related(quality,useful) "How can the {destination} be more {source}?"

produce this output:

How can the Hot Water be more Fast?
How can the Electricity be more Efficient?

As described in a previous example, there is a relationship between the rules and the way the model is drawn (the 'meta model') - the way the notation of Southbeach is used to represent the real world situation the model is being used to represent. This can be weak or strong. What does this mean? If there are certain specific suggestions you want rules to be able to fire that you don't want to fire for any old agent in the model, then you need to decide how you want to model reality and how you want to pick this up in rules. For example, this model uses agents of Type Resource to generate some very specific questions like: Where is the resource of Electricity used by the Kettle to produce the Hot Water obtained from? Note that the rule knows the Kettle is using Electricity because Electricity is modelled as Type Resource, and there is a Consumes effect between Kettle and Electricity indicating that the Kettle is Consuming the Resource of Electricity.

Note how the rules have a heading of #Improvement. If you were to save these rules in a file along with your other MyCreativity rule sets, this heading allows you to select these rules from this file along with other rules on Improvement from other rule files you may have to all be run against the model at the same time.

(remember these are rules generated against a model you create - so the language is not going to be perfect!... you need to interpret the output, and think about how you phrase the text in the rules and the text in the agents in the model so that when they are combined, they read well)

Lets elaborate the model further according to the questions above - e.g. What's the Hot Water used for?


Finally, the rule set looks like this:

#Elaboration
produces(*, useful) "What (additional) resources does the {source} need in order to produce the {destination}?"
produces(*,useful) "What qualities should the {source} exhibit in producing the {destination}?"
consumes(&a=*,&r=resource) produces(&a,&o=useful) "Where is the resource of {&r} used by the {&a} to produce the {&o} obtained from?"
specifies(quality,*) "What is the {source} quality related to?"
produces(,useful) "What is the {destination} used for?"
produces(&a=useful,&o=useful) produces(&o,&r=useful) "What other than the {&a} and {&o} is necessary to produce the {&r}?"
#Improvement
specifies(quality,useful) "How can the {destination} be made more {source}?"
related(quality,useful) "How can the {destination} be more {source}?"

and the output looks like this:

1. Where is the resource of Electricity used by the Kettle to produce the Hot Water obtained from?
2. Where is the resource of Water used by the Kettle to produce the Hot Water obtained from?
3. What (additional) resources does the Kettle need in order to produce the Hot Water?
4. What qualities should the Kettle exhibit in producing the Hot Water?
5. What is the Hot Water used for?
6. What other than the Kettle and Hot Water is necessary to produce the Cup of Tea?
7. How can the Hot Water be more Fast?
8. What is the Fast quality related to?
9. How can the Kettle be made more Fast?
10. What (additional) resources does the Hot Water need in order to produce the Cup of Tea?
11. What qualities should the Hot Water exhibit in producing the Cup of Tea?
12. What is the Cup of Tea used for?
13. What (additional) resources does the Tea bag need in order to produce the Cup of Tea?
14. What qualities should the Tea bag exhibit in producing the Cup of Tea?
15. What (additional) resources does the Milk need in order to produce the Cup of Tea?
16. What qualities should the Milk exhibit in producing the Cup of Tea?
17. How can the Electricity be more Efficient?
18. What is the Efficient quality related to?
19. How can the Kettle be made more Efficient?
20. What is the Quiet quality related to?
21. How can the Kettle be made more Quiet?

Note how the rules we wrote earlier for the initial model also make sense for the parts of the model added later. MyCreativity can be configured to give you the full list of output like this, or just limit the output to what is relevant to the part of the model you click on.

For instance, setting the extent to extended and clicking on the Cup of Tea, gives just this output:

1. What (additional) resources does the Hot Water need in order to produce the Cup of Tea?
2. What qualities should the Hot Water exhibit in producing the Cup of Tea?
3. What is the Cup of Tea used for?
4. What other than the Kettle and Hot Water is necessary to produce the Cup of Tea?
5. What (additional) resources does the Tea bag need in order to produce the Cup of Tea?
6. What qualities should the Tea bag exhibit in producing the Cup of Tea?
7. What (additional) resources does the Milk need in order to produce the Cup of Tea?
8. What qualities should the Milk exhibit in producing the Cup of Tea?

Rule sets for MyCreativity can be developed like this as you are building a specific model, and then reused with any other model. This rule set is quite generic. Its not complete - there are lots more ways you could elaborate, or add detail to a model... but its a start... that can be built on.

House Move Creativity

This example is based on the template provided in the previous example. This is more or less the same model, but with the agents changed to reflect the factors prevalent in the situation of buying a house.

The situation is one many will relate to. Attention is drawn to the box highlighted in blue, the compelling event for this change; a new job in a different city. The current house/location is now harmful as it's too far to commute. The plan is therefore to sell the house, buy a new house, and move. However, the market is not moving - this could prevent sale of the current house. The situation is made more challenging by the need to have a big deposit to buy the new house. This is offset by the relocation package provided by the new job. The pay increase also enables purchase of a house in this area - perhaps a bigger one, that will lead to a short commute, and a better work/life balance. There is a risk, however, that in order to make the move a compromise of buying a smaller house with the idea of extending it later leads to ongoing disruption and cost which counteracts the sought-after improved work/life balance.

The same creativity rules are used as in the previous example.

Lets see what happens when we click around this model:

Clicking on Market not Moving yields the following creativity suggestions (numbered). The idea is these are used to drive brainstorming of specific solutions that you can use to overcome the challenges faced in this situation. Some example solutions have been filled in against each of the suggestions generated by the rules.

1.   What's the root cause of Market not moving? How can we avoid that?
    There is a lack of liquidity, but also some fear prices will come down and those with cash are waiting for good deals. So its a question of balancing how urgently we need to move house and setting a low price accordingly. We can offset this by making a low offer on the house we are buying.

2.   Prevent the Market not moving from impacting the Move House.
    Negotiate a deal with the new job to cover the cost of the second mortgage until the house can sell. Or buy a house with one of the agents that is accepting other houses as part of the collateral in the sale.

3.   Isolate the part of the Market not moving that is impacting the Move House and remove it.
    If the issue is sale price, then face reality and reduce the price early. Sustaining two mortgages or delaying the move for months on the dream of a high sale price could cost more in the long run than cutting the price now.

4.   Convert the Market not moving into something useful before it has a chance to impact the Move House
    Negotiate hard on the price for the new house. Whatever you can knock off the purchase of that you can afford to knock off the sale of your current house. Also, if the market is not moving, and estate agents are not selling the houses, then there is more competition between estate agents to be involved in the deals that are going down. Use this to negotiate a lower fee for brokering the sale.

5.   Protect the Move House from the Market not moving.
    Consider taking out a bridging loan to make sure once you find the house you want, you will not be stopped by failure to sell your house in time. Consider the difference in work/life balance this will make together with how much you can afford now you have that new pay rise.

11. How can you get the Move House to intensify the Living in New House without causing the Risk of negative equity if house prices fall further?
    Drive a hard bargain on securing the new house to minimise the risk of negative equity. Remember the new salary and the reduced work commute may mean that some negative equity is acceptable.

12. How can you prevent the Market not moving from producing the Current house not selling.
    Do the house up. Reduce the price. Place it with multiple agents.

13. Put measures in place to deal with the Current house not selling.
    Rather than sell the house, look for options to rent it out to gain additional income and sell it later once the market has stabilised. The estate agent may do this, as may the local council.

14. Isolate the part of the Market not moving that is producing the Current house not selling and remove it.
    This one is probably out of your control...

15. What's the root cause of Current house not selling? How can we avoid that?
    Consider whether its really the market making the house not sell, or whether there is an issue with the house. Get another opinion. Fix the issues with the house - make sure price is the only issue left.

Lets look at another example - here are just a few questions generated from clicking on Improved work/life balance:

1.   How can we realise the Improved work/life balance more quickly?
    Move into a rented house. Get the new firm to pay for this until you find a new house. If you get an unfurnished house and move your stuff down, this could also make it clear to buyers of your old house its ready for them to move into with no forward chain.

3.   How can you get more of Improved work/life balance from Living in New House?
    Think about what you will do with the extra time now you have a short commute. Would this affect where you would want to locate the house?

4.   How can you increase the ability of Living in New House to create Improved work/life balance?
    If this is the real goal, then think about what qualities the house itself should have over and above being nearer the new office.

5.   How can you intensify the Improved work/life balance without relying on the Living in New House?
    Make sure you're not kidding yourself about the house being the magic bullet that will restore your work/life balance... what else do you need to do? Plans are all very well, but achieving them is useless if they are the wrong plans.

6.   How can you ensure that the Improved work/life balance will be an outcome of the Living in New House?
    Well? How can you?

8.   What else is needed to achieve Living in New House? What are the pre-requisites or necessary pre-steps?
    Finding appropriate schools in the area with easy commuting distance to the house. Reducing your commute is not going to help if you lose an hour a day dropping the kids off because you failed to think of school location or bus routes.

As with the previous model, its possible to generate creativity ideas by clicking on any or all of the agents or effects in this model. The total number of suggestions available from this rule set with this model is 156. You can extend the rule set, and you can extend the model. That's more creativity each time you do either of those things. The key is to use this as a way of opening up possibilities - to be as rigorous or as quick-fire inspirational as you want to be. The rules just encode general creativity ideas and how they apply to agents in a model. The model describes your situation. Together, they produce many new ways of looking at the situation - ways you may not have come up with yourself, even though you maybe created the model and the rules!

Situation Improvement

This example Southbeach Notation model shows how circumstances may help or hinder improvement activities designed to take you from a harmful current state to a useful target state.

This model already shows 8 factors to consider when planning the improvement activity as well as a further 5 factors that should be considered when creating and managing the newly achieved target state.

Whilst this model is general, it can be used as a template or a structured brainstorming aid to create a model that is more specific to your particular situation. Just replace agents like Risk with your actual risks, or add them as productions from the Risk agent.

The effects give some clues about how to improve the situation - whilst failures due to the current situation are obviously harmful, they are useful in creating the case for action. Whilst successes of the current situation are obviously useful, they have the harmful side effect that they counteract the desire to take action and start the improvement activity. Barriers and constraints obviously need to be removed, and risks avoided... we must try and ensure the benefits of the target state can actually be realised...

However, there are many many more creativity paths that can be generated from such a model. Southbeach MyCreativity provides the means to write rules that the modeller can then use to generate creativity output.

Here is some example creativity output generated against this model:

Setting the modeller extent to laser (to just run the rules on what you click on), and clicking on Target State could generate something like this:

1. What else is needed to achieve Target State? What are the pre-requisites or necessary pre-steps?
2. How can we realise the Target State more quickly?
3. How can you create the Benefits of change without the Improvement Activity?
4. How can you create the Sustainable improvement without the Improvement Activity?
5. How can you get the Target State to intensify the Benefits of change without causing the Unforeseen side effects?
6. How can you get the Target State to intensify the Sustainable improvement without causing the Unforeseen side effects?

Whereas an extent of narrow (runs rules on the agents and surrounding effects) when clicking on Constraints might produce something like this:

1. What's the root cause of Constraints? How can we avoid that?
2. Prevent the Constraints from impacting the Improvement Activity.
3. Isolate the part of the Constraints that is impacting the Improvement Activity and remove it.
4. Convert the Constraints into something useful before it has a chance to impact the Improvement Activity
5. Protect the Improvement Activity from the Constraints.
6. How can you prevent the Constraints from producing the Compromises.
7. Put measures in place to deal with the Compromises.
8. Isolate the part of the Constraints that is producing the Compromises and remove it.

Setting the extent to widest (run on everything)... could generate an enormous number of suggestions:
Note that each of these suggestions is different. Some are very different. Some are subtly different, for example protecting something useful from harm is different to reducing the amount of harm; Increasing the amount of something useful is different to improving the ability of something else to create that useful thing (because there could be alternative ways)...

1. How can you get the Improvement Activity to intensify the Target State without causing the Risks?
2. How can you get more of Improvement Activity from Current State?
3. How can you increase the ability of Current State to create Improvement Activity?
4. How can you intensify the Improvement Activity without relying on the Current State?
5. Try and work out what part of the Current State is producing the Improvement Activity and minimise the unnecessary parts that are producing the harm
6. How can you get the Current State to intensify the Successes without causing the Failures due to current situation?
7. How can you get more of Successes from Current State?
8. How can you increase the ability of Current State to create Successes?
9. How can you intensify the Successes without relying on the Current State?
10. Try and work out what part of the Current State is producing the Successes and minimise the unnecessary parts that are producing the harm
11. Prevent the Successes from impacting the Improvement Activity.
12. Find ways for Improvement Activity to make more use of Current State
13. What's the root cause of Current State? How can we avoid that?
14. Ensure the Target State also leads to Improvement Activity before the Current State is replaced
15. Ensure the Target State also leads to Successes before the Current State is replaced
16. How can you get the Current State to intensify the Improvement Activity without causing the Failures due to current situation?
17. Isolate the part of the Successes that is impacting the Improvement Activity and remove it.
18. Protect the Improvement Activity from the Successes.
19. How can you prevent the Current State from producing the Failures due to current situation.
20. Put measures in place to deal with the Failures due to current situation.
21. Isolate the part of the Current State that is producing the Failures due to current situation and remove it.
22. What's the root cause of Failures due to current situation? How can we avoid that?
23. How can you intensify the Improvement Activity without the Current State?
24. How can you get more of Improvement Activity from Failures due to current situation?
25. How can you increase the ability of Failures due to current situation to create Improvement Activity?
26. How can you intensify the Improvement Activity without relying on the Failures due to current situation?
27. Try and work out what part of the Failures due to current situation is producing the Improvement Activity and minimise the unnecessary parts that are producing the harm
28. What else is needed to achieve Target State? What are the pre-requisites or necessary pre-steps?
29. How can we realise the Target State more quickly?
30. How can you create the Benefits of change without the Improvement Activity?
31. How can you create the Sustainable improvement without the Improvement Activity?
32. How can you get the Target State to intensify the Benefits of change without causing the Unforeseen side effects?
33. How can you get the Target State to intensify the Sustainable improvement without causing the Unforeseen side effects?
34. Intensify or get more of the Improvement Activity so you can have more of the Target State.
35. How can you get more of Target State from Improvement Activity?
36. How can you increase the ability of Improvement Activity to create Target State?
37. How can you intensify the Target State without relying on the Improvement Activity?
38. How can you ensure that the Target State will be an outcome of the Improvement Activity?
39. Intensify or get more of the Target State so you can have more of the Benefits of change.
40. How can you get more of Benefits of change from Target State?
41. How can you increase the ability of Target State to create Benefits of change?
42. How can you intensify the Benefits of change without relying on the Target State?
43. How can you ensure that the Benefits of change will be an outcome of the Target State?
44. How can we realise the Benefits of change more quickly?
45. Prevent the Issues from impacting the Benefits of change.
46. Isolate the part of the Issues that is impacting the Benefits of change and remove it.
47. Convert the Issues into something useful before it has a chance to impact the Benefits of change
48. Protect the Benefits of change from the Issues.
49. How can the proportion of the Issues impacting the Benefits of change be reduced?
50. What's the root cause of Issues? How can we avoid that?
51. How can we avoid, prevent, or delay the Issues?
52. How can you prevent the Risks from producing the Issues.
53. Put measures in place to deal with the Issues.
54. Isolate the part of the Risks that is producing the Issues and remove it.
55. What's the root cause of Risks? How can we avoid that?
56. How can we avoid, prevent, or delay the Risks?
57. How can you prevent the Improvement Activity from producing the Risks.
58. Put measures in place to deal with the Risks.
59. Isolate the part of the Improvement Activity that is producing the Risks and remove it.
60. How else could the Improvement Activity be accomplished that would not result in the Risks?
61. What else could give the benefits of the Improvement Activity that would not result in the Risks?
62. Prevent the Issues from impacting the Sustainable improvement.
63. Isolate the part of the Issues that is impacting the Sustainable improvement and remove it.
64. Convert the Issues into something useful before it has a chance to impact the Sustainable improvement
65. Protect the Sustainable improvement from the Issues.
66. How can we realise the Sustainable improvement more quickly?
67. Intensify or get more of the Target State so you can have more of the Sustainable improvement.
68. How can you get more of Sustainable improvement from Target State?
69. How can you increase the ability of Target State to create Sustainable improvement?
70. How can you intensify the Sustainable improvement without relying on the Target State?
71. How can you ensure that the Sustainable improvement will be an outcome of the Target State?
72. Prevent the Compromises from impacting the Sustainable improvement.
73. Isolate the part of the Compromises that is impacting the Sustainable improvement and remove it.
74. Convert the Compromises into something useful before it has a chance to impact the Sustainable improvement
75. Protect the Sustainable improvement from the Compromises.
76. What's the root cause of Compromises? How can we avoid that?
77. How can we avoid, prevent, or delay the Compromises?
78. How can you prevent the Constraints from producing the Compromises.
79. Put measures in place to deal with the Compromises.
80. Isolate the part of the Constraints that is producing the Compromises and remove it.
81. What's the root cause of Constraints? How can we avoid that?
82. Prevent the Constraints from impacting the Improvement Activity.
83. Isolate the part of the Constraints that is impacting the Improvement Activity and remove it.
84. Convert the Constraints into something useful before it has a chance to impact the Improvement Activity
85. Protect the Improvement Activity from the Constraints.
86. How can you prevent the Compromises from producing the Unforeseen side effects.
87. Put measures in place to deal with the Unforeseen side effects.
88. Isolate the part of the Compromises that is producing the Unforeseen side effects and remove it.
89. What's the root cause of Unforeseen side effects? How can we avoid that?
90. How can we avoid, prevent, or delay the Unforeseen side effects?
91. How can you prevent the Target State from producing the Unforeseen side effects.
92. Isolate the part of the Target State that is producing the Unforeseen side effects and remove it.
93. How else could the Target State be accomplished that would not result in the Unforeseen side effects?
94. What else could give the benefits of the Target State that would not result in the Unforeseen side effects?
95. Prevent the Barriers from impacting the Improvement Activity.
96. Isolate the part of the Barriers that is impacting the Improvement Activity and remove it.
97. Convert the Barriers into something useful before it has a chance to impact the Improvement Activity
98. Protect the Improvement Activity from the Barriers.
99. What's the root cause of Barriers? How can we avoid that?
100. Intensify or get more of the Enablers so you can have more of the Improvement Activity.
101. How can you get more of Improvement Activity from Enablers?
102. How can you increase the ability of Enablers to create Improvement Activity?
103. How can you intensify the Improvement Activity without relying on the Enablers?
104. Intensify or get more of the Resources so you can have more of the Improvement Activity.
105. How can you get more of Improvement Activity from Resources?
106. How can you increase the ability of Resources to create Improvement Activity?
107. How can you intensify the Improvement Activity without relying on the Resources?
108. Intensify or get more of the Compelling Events so you can have more of the Improvement Activity.
109. How can you get more of Improvement Activity from Compelling Events?
110. How can you increase the ability of Compelling Events to create Improvement Activity?
111. How can you intensify the Improvement Activity without relying on the Compelling Events?
112. How can you create the Target State without the Current State?
113. How can you create the Target State without the Enablers?
114. How can you create the Target State without the Resources?
115. How can you create the Target State without the Compelling Events?
116. How can you create the Target State without the Failures due to current situation?
117. Find ways for Improvement Activity to make more use of Resources
118. Find ways for Successes to make more use of Current State
119. Find ways for Improvement Activity to make more use of Enablers
120. Find ways for Improvement Activity to make more use of Compelling Events
121. Find ways for Improvement Activity to make more use of Improvement Activity
122. Find ways for Target State to make more use of Improvement Activity
123. How can the proportion of the Compromises impacting the Sustainable improvement be reduced?
124. Find ways for Benefits of change to make more use of Target State
125. Find ways for Target State to make more use of Target State
126. Find ways for Improvement Activity to make more use of Constraints
127. Find ways for Sustainable improvement to make more use of Target State


Here are the MyCreativity rules that generated this output:

#Improve.IncreaseUseful
increases(useful,useful) "Intensify or get more of the {source} so you can have more of the {destination}."
increases(*,useful) "How can you get more of {destination} from {source}?"
increases(*,useful) "How can you increase the ability of {source} to create {destination}?"
increases(*,useful) "How can you intensify the {destination} without relying on the {source}?"
increases(harmful,useful) "Try and work out what part of the {source} is producing the {destination} and minimise the unnecessary parts that are producing the harm"
decreases(*,useful) "Prevent the {source} from impacting the {destination}."
decreases(*,useful) "Isolate the part of the {source} that is impacting the {destination} and remove it."
decreases(harmful,useful) "Convert the {source} into something useful before it has a chance to impact the {destination}"
decreases(*,useful) "Protect the {destination} from the {source}."
increases(useful,useful+potential) "How can you ensure that the {destination} will be an outcome of the {source}?"
increases(&a=*,&c=useful+potential) increases(&b=*,&a) "How can you create the {&c} without the {&b}?"
increases(&a=*,&c=useful+!potential) increases(&b=*,&a) "How can you intensify the {&c} without the {&b}?"
useful+goal "What else is needed to achieve {this}? What are the pre-requisites or necessary pre-steps?"
harmful "What's the root cause of {this}? How can we avoid that?"
useful+potential "How can we realise the {this} more quickly?"
harmful+potential "How can we avoid, prevent, or delay the {this}?"
replaces(&a=*,&b=*) increases(&b,&c=useful) "Ensure the {&a} also leads to {&c} before the {&b} is replaced"
increases(&a=*,&b=useful) "Find ways for {&b} to make more use of {&a}"
#Improve.ReduceHarmful
increases(*,harmful) "How can you prevent the {source} from producing the {destination}."
increases(*,harmful) "Put measures in place to deal with the {destination}."
increases(*,harmful) "Isolate the part of the {source} that is producing the {destination} and remove it."
increases(useful,harmful) "How else could the {source} be accomplished that would not result in the {destination}?"
increases(useful,harmful) "What else could give the benefits of the {source} that would not result in the {destination}?"
decreases+potential(&a=*,&b=useful) "How can the proportion of the {&a} impacting the {&b} be reduced?"
#Improve.Simplify
increases(&a=*,&b=useful) increases(&a,&c=harmful) "How can you get the {&a} to intensify the {&b} without causing the {&c}?"