How to become a better thinker

One common trait of exceptional thinkers is they ask the right questions. So naturally a key way to become a better thinker is to become a better questioner. Asking the right questions gives your mind the best chance to find the right answers, ideas, and solutions.  The result of not asking questions is to greatly diminish thinking capabilities. Several Einstein quotes that support this are:

1.“The key to thinking is never to stop asking questions.”
2.“What's different about me? It's my ability to ask the right questions clearly & cleanly.”

Or consider this Chinese proverb:  “He who asks a question may appear a fool for a minute, but he who does not ask a question remains a fool for life.”

21 COMMON COACHING / FACILITATING TASKS 

Step 1: Define current state

Thinking is shaped by how things are defined. Too often people rush into developing solutions without taking enough time to identify the correct problem or situation. It is far better to have difficulty solving the correct problem than to develop a brilliant solution to the wrong problem.

Step 2: Identify goal state

Goal setting is generally a prerequisite for success. Without a clear goal, people are likely to go down the wrong thinking pathway and develop ineffective solutions. Use these questions to develop a goal statement that describes what the situation/ problem will look like after it has been resolved.

Step 3: Understand facts & data

There is a positive correlation between people & teams who develop more and better ideas/solutions with those who understand all the relevant facts about the situation. These questions will help you acquire the right knowledge about your situation/problem.

Step 4: Create ideas & Innovative solutions

This step is about generating ideas without judgment or criticism. All ideas should be considered because any one of them could hold the seed of a brilliant innovative solution.

Step 5: Decide idea/solution to implement

All the hard work of developing good ideas can be negated if you make the wrong decision. One common trait of good decision makers is they are constantly asking probing questions to aid with decision making. Use these questions to help make the right decision.

Step 6: Take action & Follow-up

All the hard work of “thinking” will be lost if no action is taken. Use these questions to create action steps and work activities that will lead to successful implementation. Note: A key to implement any solution (no matter how complex or how difficult it appears to be) is implementing the “easiest part first.” This method provides a gradual way of overcoming what appears to be an insurmountable situation/problem.

Step 1: Define current problem state
1:    Understand basic problem (or situation).   
2:    State problem (situation) in 15 words.     
3:    Confirm work is on the right problem.     

Step 2: Identify goal state
4:    Decide why it's important to resolve
5:    Write a goal statement in 15 words.
6:    Determine solution requirements. 

Step 3: Understand facts & data
7:    Gather relevant facts.     
8:    Analyze facts for root cause.
9:    Understand the big picture.
10: Anticipate future facts.   

Step 4: Create ideas & Innovative solutions
11: Develop corrective action ideas.  
12: Develop creative new ideas.    
13: Develop future sustainable ideas  
14: Turn ideas into practical solutions.

Step 5: Decide idea/solution to implement
15: Criteria to judge alternative solutions.
16: Pick decision making tools.      
17: Make decision and verify correctness.

Step 6: Take action & Follow-up
18: Determine testing requirements.  
19: Plan actions to implement decision.
20: Put plan into effect.         
21: Feedback for on-going improvement

 

Universal Debriefing & Coaching Questions

1.1 Describe current situation

Use these facilitator questions to help write a short background description of the current situation or problem. Writing this description will help you understand the nature, scope, and potential impact of the situation. The description should point out the uniqueness of the situation in order to avoid simply looking for canned solutions.

Prime Facilitator Questions >

• Is the current situation a problem, an issue, or an opportunity?
  
• What is acceptable about this situation? What is unacceptable?
  
• What needs immediate attention?
  
• Is this situation just noise, and a waste of time to work on?
  
• If you did nothing, what is the worst thing that could happen?
  
• When did this situation (problem) first appear? How quickly is it spreading?
  
• Why hasn't the problem already been solved? Might time alone resolve it?
  

Fundamental Questions >

• How will you know when you have resolved the situation/problem?
  
• Who is the problem owner?
  
• What relevant person thinks this is not a problem at all?
  
• Is this a one-time situation that is not likely to happen again?
  
• What are the main conflicts or disagreements?
  
• Who was involved when this situation/problem started?
  
• Who gains from this problem/situation? Who loses?
  
• What aspects of this situation/problem are beyond your/team control?
  
• What factors have contributed most to the situation?
  
• When will the problem get better (or worse)?
  
• Where is the problem most (or least) noticeable?
  
• From what viewpoint can this situation be seen better?
  
• What makes this problem unique?
  
• What are the biggest obstacles to solving the problem?
  
• What is the likely cause for this situation?
  

Nutcracker Questions >

• Is the situation being exaggerated or promoted to serve another purpose?
  
• Should the situation be Helped? Ignored? Fought? Suppressed? Exposed? Hidden?
  
• Is the situation best served with problem solving thinking or opportunity thinking?
  
• What is gained by not resolving the situation? What is lost by solving the situation?
  

1.2: Write a situation problem statement

Developing a good problem statement may be the most important task in problem solving. A correctly and clearly stated problem focuses people's thinking, energies, and actions. A precise statement enhances proper diagnosis and resolution. A vague statement has people thinking all over the place.

Prime Facilitator Questions >

• How can the problem/situation be stated in 20 words or less?
  
• Can you state the problem in one word?
  
• Who has a different perspective on the problem? How would they state it?
  
• How would you state the problem based on When, Where, Why, and How it occurs?
  
• Are there earlier situations/problems like this one? How were they stated?
  
• Is the problem stated objectively without implying any causes or solutions?
  
• Will everyone who reads it have the same understanding?
  

Fundamental Questions >

• Are there more specific or accurate words that can be used to state the problem?
  
• How restate reversing the subject and predicate of the sentence?
  
• How restate substituting synonyms and antonyms?
  
• How would the problem owner state the problem?
  
• How would other people involved in the problem state the problem?
  
• How would someone unaffected by the problem see it?
  
• If you made the situation 50 times more difficult (or easier) how would you state it?
  
• Is the problem stated truthfully?
  
• Does the problem statement include a timeframe?
  
• Should it be stated with a specific measurable result?
  
• Should it be stated in a way to promote creative solutions?
  
• Should it be stated starting with the words - How can I/we...?
  
• Do you intuitively feel this is the right problem to be solved?
  

Nutcracker Questions >

• If all opinions or biases were removed, would the problem be stated differently?
  
• Is this just a symptom and more analysis is needed to determine the real problem?
  
• How do you know for sure the central problem has been identified?
  
• Can the problem be stated so there is no problem?
  

1.3: Correctly frame situation or problem

Typically, most of us learn analytical thinking habits that consider problems in isolation. However, as the world becomes more interconnected, problems are generally no longer isolated but are on a continuum that is always subject to change. This question set helps provide a broader context in which the problem resides and will better ensure you are developing solutions that benefit the whole.

Prime Facilitator Questions

• Can the whole problem/situation be solved or just a part?
  
• What is the big picture framework that this problem/situation resides?
  
• Can the problem be framed as combination of smaller problems?
  
• Can it be framed as an opportunity rather than a problem?
  
• Can it be framed so it would solve other problems?
  
• Can it be framed in a way to make it easiest to solve?
  

Fundamental Questions >

• Status Quo Frame: What if you did nothing?
  
• Past Frame: What did this situation/problem look like six months ago?
  
• Future Frame: How might it look like six months in the future?
  
• Systems Frame: What larger system framework is this situation connected to?
  
• Ideal Frame: What would an ideal framework be for resolving this situation?
  
• Time Frame: How will time alone impact this situation?
  
• General Frame: Reframe the problem by stating it more generally.
  
• Specific Frame: Reframe by stating the situation more specifically.
  
• Exaggeration Frame: Reframe by exaggerating some part of it.
  
• Different Frame: How might other people frame the situation/problem?
  
• Worst Frame: What would be the worst framework for this situation to be in?
  
• Financial Frame: What is the best financial frame for this situation to be in?
  
• Importance Frame: How strong is the desire to work on this situation?
  

Nutcracker Questions >

• If you resolve this situation, what other problems might arise?
  
• How does solving this problem fit into overall strategic objectives?
  
• What aspects about this problem require outside help? Why?
  

2.1: Reasons for needing to resolve

Understanding the reasons and purposes for wanting to resolve the problem or situation helps expand thinking to produce all-encompassing ideas/solutions. Clearly knowing the purpose is a major motivator and people should be encouraged to continually ask; What is the purpose for wanting to resolve this situation?

Prime Facilitator Questions

• What are the main reasons/purposes for wanting to resolve this situation?
  
• What is the ideal purpose that is solved would make everyone happy?
  
• What are all the organizational, group and personal reasons for resolving this situation?
  
• What are the customer's purposes; and their customer's purposes?
  
• What are the intangible reasons for wanting to solve this situation?
  
• What are the purposes of others who want to resolve this situation?
  
• Are any purposes related to other projects or activities?
  

Fundamental Questions >

• How would you or your team prioritize the purposes from most important to least?
  
• Can you group smaller purposes into a larger purpose?
  
• What is the larger purpose of this purpose?
  
• Do you really know and have you listed all the purposes for resolving this problem?
  
• What if you question the assumptions underlying the purposes?
  
• What will the problem or situation look like when it is resolved?
  
• What larger purpose might eliminate the need to achieve this smaller purpose?
  
• Who else can be asked to develop more purposes?
  
• What larger purpose has caused this situation to come into being?
  
• Do all team members understand the reasons for needing to resolve this situation?
  

Nutcracker Questions >

• Expand the purposes as far as possible by asking 3 times; "What is the larger intent of this purpose?
  
• Are there contrary or crossing purposes or goal for resolving this situation?
  
• What is the standard that you are trying to reach by resolving this problem?
  
• Is there a clear, realistic understanding of what needs to be accomplished?
  

2.2: Write goal statement

The goal statement represents a final outcome. It describes what the problem or situation will look like after it has been resolved. A clear goal statement gives a higher probability of developing appropriate solutions and ideas.

Prime Facilitator Questions

• How would a goal statement be written in 15 words or less?
  
• What is the purpose of reaching this goal?
  
• What will success look like once the goal has been reached?
  
• Should the goal be quantified? Ask questions like how much or how many.
  
• Consider starting the goal statement with the words, How can I/We ... or How will ...
  
• Does the goal statement describe the ideal scene you are trying of achieve?
  
• How can the goal statement be restated to make it clearer?
  

Fundamental Questions >

• How might others involved state the goal?
  
• Will everyone who reads the goal statement have the same understanding?
  
• Will accomplishing the goal solve, in part or whole, the stated problems?
  
• Do most involved parties agree with the goal?
  
• Is the scope of the goal limited enough so that it can be reached?
  
• Is the goal set too low? Should it be set higher?
  
• Is the goal a portion of a larger goal?
  
• Is the goal too broad as to scatter ideas around?
  
• Is the goal so rigid as to limit creative thinking?
  
• Is the goal so vague, or so far in the future that it is not achievable?
  
• What objectives should be set to mark progress to the goal?
  
• Does everyone intuitively feel the goal is attainable?
  

Nutcracker Questions >

• Does the goal create a short-term gain but a long-term loss?
  
• Is the goal within the control and ability of those who need to reach it?
  
• Are you sure that this is the final core goal and not just an intermediate objective?
  
• To ensure you have reached the core goal, ask the question What is the purpose of reaching the goal? five consecutive times.
  

2.3: Establish idea/solution requirements

Documenting requirements (outcomes or deliverables) is probably one of the most overlooked steps in thinking. It is difficult or impossible to develop good ideas or solutions if you do not have some agreement on the end requirements. Use these questions to identify requirements that 'must' be included in any proposed idea/solution.

Prime Facilitator Questions

• What are all the major requirements that must be included in any proposed idea or solution?
  
• What is the most important requirement?
  
• What requirements would be considered a want and not a need?
  
• Are there any legal requirements that must be met?
  
• Is there anything that must not be included in any idea/solution?
  
• Who are all the stakeholders? Have their requirements been considered?
  

Fundamental Questions >

• Who needs to participate in requirements development?
  
• Who approves requirements?
  
• Are there any Individual requirements that must be included?
  
• Have all parties agreed and signed off on all the requirements?
  
• Is each requirement stated clearly so everyone will have the same understanding?
  
• Are resources available to work on this situation?
  
• What would prohibit working on this situation?
  
• Is it too early to begin working on this situation?
  
• Is there anything unethical or wrong here?
  
• Any special interest requirements?
  

Nutcracker Questions >

• Have all stated goals, purposes and outcomes been reflected in the requirements?
  
• Are you sure there is no 'gold plating' or planning to deliver more requirements than needed?
  
• How will you handle requirements scope creep (a requirement not linked with a need)?
  

3.1: Understand current facts/data

It is difficult to analyze and effectively resolve any situation without a complete understanding of all the relevant data. In general, the more a problem is understood, the more effective the thinking will be. Be careful, however, of analysis-paralysis where you collect too much data and information.

Prime Facilitator Questions

• What do you know for certain about the problem or situation?
  
• What factors have contributed most to the problem?
  
• Do other people see the facts differently? How?
  
• What key facts needs to be known, and are currently not known?
  
• Can you go forward without knowing the past data?
  
• What are the top 10 facts about this situation/problem?
  
• Understand the data by asking Who, What, When, Where, Why and How questions
  

Fundamental Questions >

• Would it be a waste of time to know everything about this situation/problem?
  
• What are the key assumptions that drive this problem or situation?
  
• What are key performance measurements behind this problem/situation?
  
• What are key opinions, interpretations, mere guesses, but not facts?
  
• What facts do you assume to be true but are not?
  
• What is assumed to be 'not' true but really is true?
  
• What are all the reasons for collecting data?
  
• When will the problem stop being a problem?
  
• What is the principle underlying the problem?
  
• What aspects about this situation require outside help?
  
• What aspects of the problem are controllable but are not being controlled?
  
• What must you accept about this situation?
  
• What looks false here?
  

Nutcracker Questions >

• How much data needs to be collected to effectively think about this situation?
  
• What baseline data needs to be reviewed and understood?
  
• What biases maybe distorting the facts?
  
• What is not known about the situation that needs to be known?
  

3.2: Understand past changed facts/data

Past or transient data is the data that describes the changes that occurred that lead to the current problem/situation. Knowing this type of data helps to identify the driving forces affecting both the current situation and possible solutions.

Prime Facilitator Questions

• What change was made just before the problem started?
  
• Who left the situation or was brought in just before things changed?
  
• What things are being done differently now than they were done before?
  
• What successful actions stopped or dropped off?
  
• Where have new or revised policies or procedures been put in place?
  
• Where have priorities shifted?
  

Fundamental Questions >

• Have changes occurred that people have not been adjusted to?
  
• Is there anything that makes the problem temporarily disappear?
  
• Can you replicate the situation to get the data needed?
  
• How has the workload shifted? Are priorities shifting?
  
• Are orders coming from different directions?
  
• Is there a new vendor?
  
• When does the current situation happen?
  
• When did the situation first start?
  
• When is the situation triggered?
  
• How pervasive or widespread is it?
  
• How quickly is the problem spreading or developing?
  

Nutcracker Questions >

• Is there any evidence of any cycles or patterns?
  
• Are conflicting orders coming from different directions?
  
• What external change or influences occurred before the problem started?
  
• What standard or norm has been violated?
  

3.3: Understand systems data

Typically, most of us apply analytical thinking habits that consider problems in isolation; however, problems and opportunities generally do not exist in isolation. These questions help provide a systems understanding to better ensure you are developing whole solutions and not causing damage to another part of the system.

Prime Facilitator Questions

• What system surrounds the problem or situation?
  
• How does the problem/situation interact with everything around it?
  
• What does the problem indicate about the system?
  
• What other problems or situations are interconnected with this one?
  
• How can the system be changed so the problem conditions don't arise?
  
• Might resolving this situation hurt the system?
  

Fundamental Questions >

• What are all the relevant system components or parts?
  
• How does this situation/problem interact with other processes? Customers? Systems? Other Problems?
  
• What small problems add up to this one or make it worse?
  
• What is the purpose of the system and its components? What better purpose should they have?
  
• Where does this situation fit in the larger system?
  
• How is the problem area a sub-system?
  
• Can solving this problem be used to solve other problems?
  

Nutcracker Questions >

• From what viewpoint can the problems relationship to the whole be observed?
  
• What are the system boundaries (inputs and outputs) of the system that surround this problem?
  
• Does this problem situation indicate a need for a system change?
  
• How does the input/output of the problem relate to the input/output of the system?
  

3.4: Predict future ideal facts/data

This question set helps predict what the facts will look like in a desired or ideal future state. This type of data helps to expand thinking and the development of better innovative solutions.

Prime Facilitator Questions

• What will current data/facts look like once the situation/problem is resolved?
  
• What are the facts, as they most likely will exist in the future?
  
• What will current data/facts look in an ideal (desired) future state?
  
• What current data/facts might not exist in the future?
  
• What facts/data might exist in the future that does not exist today?
  
• What changes do you need to make today to reach the ideal future?
  

Fundamental Questions >

• What are the major reasons for creating the ideal future state?
  
• Does the desired state really solve the problem or simply hide it?
  
• What will be the advantages in the ideal future?
  
• What are the strengths that will help create the ideal future?
  
• What worries you most about reaching the ideal future?
  
• What things are done extremely well today that should be part of the ideal state?
  
• What things are done poorly today that should not be part of the ideal state?
  
• What opportunities are envisioned to be in the ideal future?
  
• What trends are driving future opportunities? What if the trend stops?
  
• What trends might connect with each other and influence the future?
  
• What are the three biggest challenges to reach the ideal future state?
  

Nutcracker Questions >

• If you could create the ideal future state, what would be happening? What would the data/facts look like?
  
• What threats could destroy the ideal future? What is their probability of happening?
  
• Who or what could be working against an ideal future? Why?
  

4.1: Ideas to return to a past condition

If you need to return to a prior state or condition, use this question set. These kinds of problems/situations should be resolved at their source (root cause); otherwise, the solution itself might become a problem.

Prime Facilitator Questions

• What is the standard or past condition that must be returned too?
  
• Does this situation really need to be fixed?
  
• What is different today compared to the standard or past condition?
  
• What are all the obstacles that are preventing the return to the standard or past condition?
  
• What is the root cause for those obstacles?
  
• What are ideas/solutions to overcome the root cause and obstacles?
  

Fundamental Questions >

• What do you assume to be the root cause?
  
• What are all the possible dominant causes?
  
• Can you replicate the current condition to make finding the root cause easier?
  
• Are you sure you are listing all potential causes rather than symptoms of the problem?
  
• For each suspected cause ask, 'What was the cause of the cause?' Do this 3-5 successive times.
  
• What is/are the problems 'causal chains'? Put the causes in a sequence.
  
• What similar problems have occurred earlier? What happened? How solved?
  
• What are the benefits of deploying a 1-2 year workaround or containment solution?
  
• What are the corrective action steps needed to solve the problem?
  

Nutcracker Questions >

• What is the cause of the one thing that if changed would resolve this situation?
  
• What is the earliest failure point in the causal chain for which you have control and resources necessary to affect a solution?
  
• What self-organizing tendencies does this problem have that could help resolve this situation?
  
• Would it be better to just start over and redesign the situation rather than fix it?

4.2: New creative ideas

Use this question set to help generate a large number of different ideas that might solve the problem or situation. The chances of developing a truly creative solution are increased substantially when you have a large pool of ideas to consider.

Prime Facilitator Questions

• Based on things that are under your control, what ideas can be developed?
  
• What if the situation were looked at in reverse what ideas could be developed?
  
• What ideas can be generated by adding, subtracting, or combining parts of the problem?
  
• What if you just picked a random word, what ideas might that stimulate?
  
• If a child looked at this situation; what would they see or do?
  
• What is the most practical idea/solution for the problem?
  
• Should a fun brainstorming session using a creative focus statement be held?
  

Fundamental Questions >

• What are ideas that would take the situation back 5 years? Into the future 1-5 years?
  
• If you vary words in the problem or goal statement, would that stimulate ideas?
  
• Can basic assumptions, rules, procedures, or practices be altered to create new ideas?
  
• What would happen if a part of the situation were eliminated?
  
• How might things be combined to make something new?
  
• What would happen if you separated the situation/problem into smaller parts?
  
• What ideas would you get by pretending to be someone else?
  
• How would copying, imitating or emulating something generate new ideas?
  
• What would it look like if you did something in a random order?
  
• What idea is not popular today but may be in the future?
  
• What is the absolute worst idea for resolving this situation?
  

Nutcracker Questions >

• Tap into your subconscious for ideas. List, as quickly as you can in 3-5 minutes, all ideas that come to mind. Don't worry how crazy they might appear because the seeds of a great idea might be there.
  
• Extend creativity to an extreme and ask: If there were no constraints on time or money, what is the ideal creative idea or solution?
  
• Can you/team come up with at least 75 creative ideas/solutions?
  
• What are your team strengths, and how can they be used to develop ideas?
  

4.3: Ideas for an ideal future

These questions represent a shift away from a traditional thinking that focuses on developing ideas that are a reaction to current changes and problems. Instead, these questions focus on developing ideas about what the future should be and taking pro-active action steps today to manage change.

Prime Facilitator Questions

• What might replace the current situation/problem in the future?
  
• Do current ideas provide a near-term solution without regard for the future?
  
• What do you expect is the lifespan of the current proposed idea/solution?
  
• What new technologies could make the proposed idea/solution obsolete?
  
• How might the current idea/solution become better in 2-3 years from now?
  
• If you had absolute power what would the ideal future solution look like?
  
• What is the most likely or probable thing to happen in the future?
  

Fundamental Questions >

• What things are done extremely well today that should be part of the ideal future?
  
• What things are done poorly today that should not be part of the ideal future?
  
• What trends are driving future opportunities? What if the trend stops?
  
• What are the three biggest challenges to reach the ideal future state?
  
• Are goals in the future likely to be the same as the current goals?
  
• What ideally or preferably should the future become?
  
• What are likely to be your biggest problems in the future?
  
• What will be the advantages in your ideal future?
  
• What opportunities are envisioned to be in the ideal future?
  
• What technology (etc.) is not available today but will become available to allow for the next solution?
  

Nutcracker Questions >

• Over the past couple of years what changes have you noticed in your customers?
  
• What are your customers future needs?
  
• What worries you/team the most about reaching an ideal future?
  
• What changes do you need to start making right now to reach the ideal state?
  

4.4: Turn ideas into innovative solutions

Developing creative ideas is relatively easy. Transforming them into practical and innovative solutions can be very difficult. This question set helps refine ideas by taking the best qualities and combining them into solutions that are 'implement-able'.

Prime Facilitator Questions

• What makes some ideas significantly better than the others?
  
• What are all the best options of all the ideas might they be combined into one?
  
• Are there two ideas that could be combined to make one great idea?
  
• Which ideas seem connected? Can they be combined?
  
• What are the best options of all ideas? Could they be combined into one?
  
• What ways can an idea's advantages be built upon?
  
• What could be added or subtracted from the idea to make it a more implementable?
  

Fundamental Questions >

• How should ideas be grouped and categorized?
  
• What specifically are disadvantages of the proposed idea or solution?
  
• To fully refine ideas into innovative solutions, look for more disadvantages even after they stop popping into your head.
  
• How can the disadvantages be removed or reduced to turn it into a solution?
  
• Can an idea be modified to eliminate the disadvantages without losing the advantages?
  
• What parts of an idea need to be changed to turn it into a practical 'solution' that can be implemented?
  
• How can the solution be modified to address implementation objections that would cause rejection?
  
• What parts of an idea need to be changed to turn it into a practical 'solution' that can be implemented?
  
• How can the solution be modified to address implementation objections that would cause rejection?
  
• Does an idea being discarded have any useful features that can be incorporated into other ideas?
  

Nutcracker Questions >

• Would anyone be willing to buy the idea (innovation) as it currently exists?
  
• What ideas can become profitable innovations?
  
• What ideas can become innovations that have favorable social impact?
  
• Do you want to take a prosumer approach to develop sustainable innovations?
  

5.1: Develop evaluation criteria

Deciding which solution or alternative to implement goes beyond simply selecting the solution that best resolves the situation. Evaluation criteria such as: ease of implementation, cost to implement, and mandatory or legal requirements should be considered. Use this question set to help identify the decision making criteria that is right for your situation.

Prime Facilitator Questions

• What are the desired qualities for judging what best solves the problem?
  
• What goals and purposes 'must' any solution meet?
  
• What other test must be passed by a good solution?
  
• Must ideas meet any mandatory or legal criteria?
  
• What standards might be applied to evaluate ideas?
  
• What must 'not' happen?
  
• How should criteria be weighted because of greater or lesser importance?
  

Fundamental Questions >

• Implementation criteria: Easiest to implement? Least risky? Most workable? Most reliable? Best chance for success?
  
• Financial criteria: Generates revenues, Reduces cost, Payback period, ROI, Cash flow, Highest profit yield?
  
• Stakeholder criteria: Effects on Customers, Employees, Community, Society, Global community?
  
• Intangible criteria: Values, Attitudes, Relationships, Security, Safety, Quality, Ethical, moral?
  
• Other criteria: Most popular, Trend setting, Patent potential, Market share, Public relations value, Competitive advantage?
  
• Mandatory criteria: Legal, Political, Individual needs Special interests?
  
• What criteria are needed to meet the organization's mission and vision?
  
• Is a short-term temporary or long-term permanent resolution criterion required?
  

Nutcracker Questions >
 What is the single most important criterion for predicting the effectiveness of a proposed idea/solution?
 What evaluation criterion measures the outgoing product or the incoming gain?
 What criteria can be used to judge that ideas/solution will not have negative impacts on other situations?
 Can the idea be patented or copyright protected?

5.2: Select decision making tools

It does no good if the best solution is discarded because fixed mental models and decision-making habits take over. Pick the right decision making method for your situation. To give the best chance for making the right decision, consider using several different methods.

Prime Facilitator Questions

• Logical: Use if you have lots of analytical and statistical data to evaluate.
  
• Qualitative: Use to quantify when little statistical data is available.
  
• Intuitive: Use if there is a lot of experience associated with this problem.
  
• Consensus: Use if a high level of commitment is needed
  
• Individual Best: Use if group think exists.
  
• Consultative: Use when individual judgment is warranted over group judgment.
  
• Majority Rules: Use if 80% or more will approve decision.
  
• Powerful Minority: Use if the decision is more important to the minority.
  
• Authoritarian: Use if one person or leader makes the decision.
  
• Mediation: Use if there are too many biases involved with the decision.
  
• Bartering: Use if you can trade-off on what gets into the idea or solution.
  

Fundamental Questions >

• Likest scale: Assign a 1-3-5-7-9 to each idea and tally totals.
  
• 10 Point scale: Assign 1=low to 10=high
  
• Normalization scale: Assign Yes/ No, True/False, Agree/Disagree
  
• Rank order: Simple high to low ranking.
  
• Pros/cons: Encourages thought on possible benefits and losses.
  
• Colored Markers/Dots: Members mark their preferences using colored markers or dots
  
• Multi-voting: Narrow a wide range of choices down to the most feasible or important.
  
• Paired-choice: Decide between 1 of 2 options and select which is a greater priority.
  
• Single Criterion: Decide on using just one dominant criterion.
  
• Positive/Negative scale: Assign from a 10 to +10 to each idea.
  
• Weighted Decision Criteria Matrix: Helps make a more "statistical" rational judgment.
  
• Paired Comparison Grid: This forces decision makers to decide between 1 of 2 options.
  
• Force Field and Change Analysis: Driving and restraining forces of a proposed change.
  

Nutcracker Questions >

• Either/Or Industrial age decision making: Is the best decision going to require making a clear either/or choice between alternatives?
  
• Both/And Modern age decision making: Is the best decision likely to require some combination of alternatives?
  

5.3: Pick solution/idea to implement

A decision is only as good as it can be successfully executed without creating more damage than it solves. After an initial decision has been made, use these questions to validate the correctness of the decision.

Prime Facilitator Questions

• Make the decision and validate why it is right?
  
• Often your first thought is the right decision; what was that?
  
• Setting aside all bias, fear, worry and uncertainty, what is everyone's deepest gut level the decision?
  
• Is everyone completely committed to executing this decision no matter what?
  
• What is the worst that can happen from this decision? How can that be handled?
  
• What things might make this decision a failure in the future?
  
• Does this decision truly serve the greatest purpose, goal or good?
  
• How does the solution (decision) really compare to what it is replacing?
  

Fundamental Questions >

• Are all the right decision makers here?
  
• Have enough alternatives been developed to make a good decision?
  
• Are all relevant facts known by decision makers?
  
• Have all the evaluation criteria been established to make a good decision?
  
• Have you picked the right decision making method?
  
• What is the likely outcome of a wrong decision?
  
• What are the consequences for not making a decision?
  
• Why didn't you decide on other alternatives?
  
• Could any fatal flaws make the decision impossible to implement?
  
• Is this decision supported higher up?
  
• Did the decision by-pass or over-ride lower echelons of management?
  
• Does this decision cut across boundaries or change policies?
  
• Does the decision align with the larger goals of the organization?
  
• Does the decision have any moral or legal problems?
  
• Does the decision benefit nearly everyone or just a few?
  

Nutcracker Questions >

• Did any biases, politics, or personalities hinder or preclude making a good decision?
  
• Would the decision be any different if you used: one statistical, one subjective, and one intuitive decision making method?
  
• Does the decision, even if correct, do more harm than good?
  

6.1: Design & test the idea/solution

A critical flaw in many work efforts is waiting until the project is almost completed before reviewing solution deliverables. This task minimizes re-work because the user can make changes upfront to proposed design deliverables. It then tests the design to uncover any fatal flaws that would prevent successful implementation.

Prime Facilitator Questions

• Is rapid prototyping the right design & test approach?
  
• How can design & test be simplified without losing anything?
  
• What deliverables need to be designed and who approves them?
  
• How detailed does the design need to be?
  
• Are there any design standards that must be met?
  
• What questions are most important to answer with testing?
  
• What test metrics, outcomes or responses would trigger a No/Go Decision?
  

Fundamental Questions >

• Should you purposely design for 'planned obsolescence'?
  
• Should the deliverable be designed to be self-correcting?
  
• Should you design 'hooks' for future improvements?
  
• Do you need to design for redundancy? Backup? Recovery?
  
• Should the deliverable be designed for plug-and-play or off-the-shelf use? Testing:
  
• What training for testing might be needed?
  
• Who will execute the test?
  
• How will test data be analyzed and validated for correctness?
  
• How will test results be reported? What type(s) of testing are needed:
  
• Market (Client) study? Who really wants the solution?
  
• Prototype: Testing of a non-working model of the product or solution.
  
• Simulation: Test that emulates the real world.
  
• Pilot Test: small-scale real world test of solution.
  
• Market study: Sample test of designed product.
  
• Scientific experiment: Create a hypothesis and test to validate.
  
• Stress test: Testing for non-normal conditions.
  
• User Acceptance (Beta) test: Testing to validate user satisfaction.
  

Nutcracker Questions >

• Can you use customers/clients for open source design & test?
  
• Can a mental test be performed instead of traditional testing?
  
• Should you design and move forward fast and hard without testing?
  

6.2: Plan implementation actions

The objective of this question set is to identify the work activities that will lead to successful implementation. Typically this means assigning responsibility for work tasks, determining milestones and deadlines, etc. Note: While developing solutions often requires escaping organizational structure, implementation usually requires engaging and working within organizational structures and rules.

Prime Facilitator Questions

• What must be in place before implementation can start?
  
• What are the most important action steps to be taken?
  
• Are the steps (work activities) in the correct sequence and with the needed timing?
  
• What training is needed to provide the know-how to successfully execute each action step?
  
• What is the ideal completion date? If you start today, can you reach it?
  
• What checkpoints or milestones need to be set to determine progress?
  
• What are other key implementation questions to ask?
  

Fundamental Questions >

• Are all the work activities clearly defined and understood?
  
• Who is responsible for each work activity?
  
• How long will each work activity or action step take?
  
• When are the deadlines to complete each action?
  
• Is there measurement and responsibility assign for every part of the plan?
  
• Can the work plan be pre-tested?
  
• How often does the Work Plan need to be reviewed?
  
• Have all the right people signed-off on the solution to be implemented?
  
• What and who are the sources of assistance or resistance to implementation?
  
• Is a conversion plan needed to facilitate a smooth transition from the old to the new?
  
• Do work activities for some people need to be broken down into smaller tasks?
  
• How will progress be measured and reported?
  
• Who needs to be advised on progress?
  

Nutcracker Questions >

• What action step failures would be most critical? How can you ensure they succeed?
  
• What actions or work activities are least important and can be deferred if needed?
  
• Does your plan contain contingencies for possible problems, emergencies and delays?
  
• How are you going to market your plan and get everyone enthusiastically on-board?
  
• How does your plan compare to other successful plans?
  

6.3: Put the solution into effect

No plan can be perfect. Be flexible about implementing the plan if the situation demands. Anticipate potential implementation problems and prepare for them rather than simply waiting and reacting to them.

Prime Facilitator Questions

• Does everyone understand his or her implementation work responsibilities?
  
• Does everyone have the proper authority to take actions?
  
• Does everyone have the right skills to accomplish their work responsibilities?
  
• How will progress be measured and reported?
  
• Who is responsible for oversight and getting work completed?
  
• What are you going to do if you fall behind schedule?
  
• Are all stakeholders psychologically ready for the implementation?
  
• Are all the resources in place for implementation?
  

Fundamental Questions >

• Are all the resources available for implementation: people, tools, technology?
  
• What checkpoints or additional milestones need to be set?
  
• Who needs to be advised on progress?
  
• What are you going to do if you fall behind the planned schedule?
  
• Can you renegotiate the deadlines?
  
• Can you recover during later steps or save time on later steps?
  
• Can the scope of the effort be reduced or narrowed?
  
• Can more resources be made available?
  
• Can something be substituted?
  
• Can schedules be rearranged to do more work in parallel?
  
• Can part of the work or effort be done now and the remainder in the future?
  
• Can extra effort or overtime be required?
  
• Can special incentives help?
  
• What is needed to give plan closure and celebrate successful completion?
  
• How often does the Action Plan need to be reviewed?
  
• How often does the Work Plan need to be reviewed? How will progress be measured and reported?
  
• Milestone chart reviews?
  
• Regular progress reports?
  
• Team review meetings?
  
• One-on-one reviews?
  
• Client feedback?
  

Nutcracker Questions >

• What if implementation were delayed so the solution could be perfected more?
  
• What kinds of incentives or rewards might improve implementation performance?
  
• Who would gain by sabotaging implementation?
  
• What fatal consequences are possible and what are the contingency plans?
  
• When do you start working on the next solution/idea after this one?
  

6.4: Follow-up to prevent future problems

Feedback is a process that promotes adapting to ongoing change. This question set helps identify feedback mechanisms to: 1) Make ongoing corrections; 2) Prevent problem recurrence; 3) Avert future problems; or 4) Promote continuous improvement.

Prime Facilitator Questions

• Is the solution meeting goals and performing to expectations?
  
• What is not working?
  
• What could be improved yet?
  
• What kind of feedback is needed to prevent problem recurrence?
  
• What kinds of formal/informal feedback are currently available?
  
• Might preventative maintenance avoid future problems?
  
• Who is responsible for managing the feedback process?
  

Fundamental Questions >

• What feedback processes are currently in place or needs to be developed?
  
• Whom do you need feedback from? Customer? Employees? Suppliers? Vendors? Stakeholders?
  
• What kinds of feedback tools are needed? Control charts? Histograms? Surveys? Interviews?
  
• Is there too much feedback? Too much detail that is hiding the real situation?
  
• Is there a process needed to verify that feedback is occurring?
  
• How is feedback data verified?
  
• How do you handle negative feedback?
  
• Start the feedback process by asking, What do you think is good or bad about the situation?
  

Nutcracker Questions >

• If just one piece of feedback were available what would it be, and how would it be used?
  
• Could feedback be squelched when it does not fit preference?
  
• What feedback systems are available but not used?