CREATIVITY AND PROBLEM SOLVING ON STEROIDS

CREATIVE SOLUTION

​

DESIGN (CSD) ONLINE

In a simpler language, CSD is

Energy Workshops consisting of the sequence of observation and interviews, questioning and analyzing responses, carried out in practice, prototypes or thought experiments, the activity of the individual connections (creating) and group (d deci ing).

Learning, developing, dynamic .
The CSD DOES NOT REQUIRE KNOWLEDGE OF METHODS OR SPECIALIZATION

IN THIS TOPIC

Only commitment is required,

AHA, one more ...

CREATIVITY IS FORCED. ANALYSIS AND CRITICS

WITHOUT LIMITS

WHAT YOU WILL GAIN BY USING THE NRP

   Competitive 

Advantage

troughinnovation

• Creative workshops bring solutions that are different from those dominating the market.

• Innovation is the driving force behind sales. Provided that addresses the needs of the customer, is technically realizable value terms and profitable.

• These conditions are checked at every stage of the project implementation

• In the NRP, we use the general concept of value because the financial factor is not always a determinant of value

High quality

developed solutions

The following elements of the process ensure the high quality of the CSD solutions:

• High level of creativity through "forced creativity"

• Much emphasis on examining the surroundings of the initial problem and carrying out impact analyzes

• The process of analyzing the effects of a solution

• Project iterations

• Strict control of compliance with the requirements

Solutions for particularly difficult situations

• Napotykane przeszkody i ograniczenia w procesie (KPR) zawsze podnoszą jakość rozwiązania.  

• Kreatywność pozwala eliminować konflikty interesów pomiędzy zaangażowanymi w firmę

• W procesie projektowania kluczowe jest zrozumienie wszystkich interesariuszy.

• KPR wykorzystuje narzędzia analizy systemów, myślenia krytycznego, podejmowania decyzji ułatwiające podjęcie właściwych decyzji 

Increase in employee involvement and competences

• Working in a project group of the management and crew representatives builds their commitment and responsibility for the entire change process.

• We rely on their knowledge and competences, which we supplement during work.

• Joint development of the concept of changes instead of providing ready-made solutions motivates the team, reduces resistance and develops competences

Shortening the implementation time and acceptance in the organization

• We focus our attention on the needs of the people involved in the project

• By engaging employees in changes within the company, we increase their sense of security and influence.

• Both of these factors have a key impact on the acceptance of introduced changes, the time of their implementation, their effectiveness and durability

One universal change management process

Creative Solution Design is in its essence complete

the process of effective change management. From recognizing the right need for change, possibilities of action, through preparation and testing, to the final assessment of suitability and implementation planning and the implementation itself.
The way of conducting in the form of a project group ensures communication with the entire organization and clients

WHEN AND WHAT IS IT WORTH USING THE NRP?

The subject of the workshop can be any project of change in the organization or outside it. It is worth using it when:

• The expected effect of the solution will be worth involving a group of employees and experts

• There is a need for the team to focus on a very specific problem and there is time pressure

• There is no obvious solution to your challenge, and the problem is so significant and difficult that employees from different groups must work together to find a solution.

• Perfect for starting product concept innovation, discovering possibilities, inventing original concepts and testing them and planning implementation

OUR COOPERATION OFFER

The aim of the workshop is to learn about creative techniques and system analyzes.

• As such, it is a full training course with a practical part on a real-life case

• It is a training workshop for a team working on a large project, settled under the project

• The workshop is a promotion of the method, therefore we offer very favorable conditions - Up to PLN 0 inclusive

Conducting KPR® workshops in accordance with the identified needs of the client.

The course of the workshops is described below. The duration of each part depends on the type of project. Regardless of its type, all elements are always present. In the case of the first  

of the workshop, we join one training day on a real small-scale problem. Prices for the service in the case of permanent consultancy - preferential

For clients who have tried the method and would like to implement it as a permanent element of process improvement and employee development, we conduct training and coaching for future moderators. We provide documentation and scripts for the implementation of the entire process

LEARN MORE ABOUT THE METHOD

ALL STAGES OF CREATIVE SOLUTION DESIGN
WE REALIZE ACCORDING TO DESIGN THINKING 

​

The CSD CONTAINS ADDITIONAL ELEMENTS INCREASING THE POSSIBILITIES OF DT USAGE

DESIGN THINKING CYCLE

01 EMPATHY

02 DEFINITION

03 CREATION

04 PROTOTYPES

05 TESTING

05 VERIFICATION

WE GET TO KNOW THE USER

01 EMPATHY

We get to know the user's problems and their needs. We take care of the proper selection of user representatives. We observe, conduct interviews, work together with users. We experience what they do. We take care of contact with the entire spectrum of users.

WE REDEFINE THE PROBLEM

02 DEFINITION

As a result of observations and contacts with users, we redefine the problem. We separate expectations from needs and define the area of the solution, focusing on the explicit and hidden needs of users. We define the challenge in such a way as to enable the widest possible spectrum of solutions.

WE GENERATE IDEAS

03 CREATION

Creative ideas are generated through a formalized process that forces participants to step out of the obvious path of thought. This happens by questioning assumptions and forcing the use of aliens

operation models and generating additional constraints. In this way, using the team's potential, we go beyond the obvious solutions

WE CREATE PROTOTYPES

04 PROTOTYPES

We create the simplest visions of the solution and evaluate their usefulness. We visualize, role-play and build prototypes. We try many solutions at the same time. We remove defects from prototypes and adopted assumptions and concepts

WE TEST AND IMPROVE

05 TESTING

We test solutions in an authentic environment with its users. Thanks to this, we get to know user 01 and his problem 02 even better. We generate new ideas 03. We improve prototypes 04 , improve understanding of the solution, test 05

WE VERIFY THE SOLUTION

06 VERIFICATION

We verify the suitability of the solution and test it in various conditions. Depending on the type of the created solution, we use various verification methods, pilot and market versions. We carry out a full risk analysis. In case of no solution, we go back to the beginning to 01 EMPATHY

ADDITIONAL ELEMENTS  

CREATIVE DESIGNING SOLUTIONS

B3 CONTROLLED

CREATIVITY

B2 DESIGN

SPRINT

A1 THINKING

SYSTEM

B4 INDIVIDUAL

COLLECTIVITY

E5 CRITICAL THINKING

F6 RISK 

MANAGEMENT

​

ADDITIONAL ELEMENTS  

CREATIVE SOLUTIONS DESIGN

B3 CONTROLLED

CREATIVITY

B2 DESIGN

SPRINT

A1 THINKING

SYSTEM

B4 INDIVIDUAL

COLLECTIVITY

E5 CRITICAL THINKING

F6 RISK 

MANAGEMENT

​

WE KNOW THE SYSTEM

A1 SYSTEM THINKING

We learn about phenomena, patterns, structures, mental models, and define the interdependencies between factors influencing the customer, product, employees and company. The image of the system developed by the team becomes a reference point for current and future decisions. This picture complements the information obtained at stage 01 EMPATIZATION

WE INTENSIFY THE PROCESS

B2 DESIGN

SPRINT

We use the Design Sprint methodology to speed up the process. Especially useful in redefining the problem. Due to the high complexity of problems and limitations, when designing an organization, it requires more elements that give an objective, measurable image of the organization. Depending on the topic, the creative process is shortened or extended.

WE INSPIRE AND TEACH

C3 CONTROLLED CREATIVITY

We use methods that enhance or even force creativity to cause participants who do not practice creative methods to change their mindsets. In the first case, they are inspired by the use of the most creative solutions, and in the second case, they are forced to follow the patterns (SCAPMPER, TRIZ, Global Trends)

PRZYKŁADOWY PRZEBIEG KPR

Przedstawia ogólny przebieg sesji. W zależności od przedmiotu zagadnienia może różnić się sposobami realizacji oraz CZASEM TRWANIA. W przeciwieństwie do metody Design Sprint Google, nie określamy czasu trwania sprintu KPR, zależnie od typu zagadnienia może trwać od 1 do 4 dni. Przedstawiony przykład 4 etapowy jeden etap oznacza 1 dzień, służy projektom typu wdrożenie nowego produktu lub usługa, albo zaprojektowanie innowacyjnej propozycji wartości dla klienta. Zastosowanie pełnego procesu KPR może być  skuteczne w czasie nie krótszym niż 1 dzień. 

ETAP 0

Przed rozpoczęciem KPR 
Wstępne poznanie problemu
Planujemy warsztaty

• Spotykamy się z klientami, aby lepiej poznać i zrozumieć ich problem, pomysł na  produkt, lub usługę czy inną zmianę w sposobie prowadzenia biznesu.

• Identyfikujemy i wybieramy  interesariuszy, którzy mają największy wpływ na sukces projektu.  

• Uzgadniamy z klientami prace przygotowawcze leżące po stronie klienta.

• Definiujemy sposób realizacji sprintu KPR, określając przewidywaną ilość dni

ETAP 1

Wgląd w problem

Poznawanie Celu i zebranie informacji 

Mapa systemu

Porządkowanie informacji -Zdefiniowane Cele

​

​

• Zapoznanie się z metodą i narzędziami KPR. 

• Opis wyzwania przedstawiony przez decydenta/właściciela problemu. 

•  Wywiady eksperckie z zaangażowanymi-mapa potrzeb

• Rezultat: Zrozumienie  rzeczywistych problemów, potrzeb, motywacji i oczekiwań użytkowników.

• Kreowanie różnorodnych wizji rozwiązania i wybór finalnego celu projektu

• Stworzenie mapy systemu - zaangażowani, procesy, zależności

• Stworzenie listy największych wyzwań dla projektu

• Zainspirowanie zespołu rozwiązaniami,  produktami lub usługami 

• Wizualizujemy wszystko - Problemy, cele, pomysły, inspiracje

• Indywidualna wizja rozwiązania każdego uczestnika

ETAP 2

Obraz systemu - Wizualizacja idei - Storyboarding

Decyzje- Wybór pierwszej wersji. Storyboarding

​

• Zapoznanie się uczestników z  przygotowanymi koncepcjami

• Określenie minimalnych wymagań dla rozwiązania 

• Stworzenie matrycy wymagań i możliwości dla każdej koncepcji

• Stworzenie wariantów pośrednich 

• Wybór najlepszej koncepcji do dalszych prac spełniającej wymagania

• Uzupełniamy wybraną koncepcję pomysłami z innych koncepcji

• Stworzenie wizualizacji dla wybranej koncepcji.

ETAP 3

Prototypowanie

Wybrane Sposoby i narzędzia

Analizy i korekty

• Wybieramy narzędzia do zbudowania prototypu rozwiązania (Interfejsy dla aplikacji, papierowe wersje produktów, narzędzia dla modelowania procesów dla zmian organizacyjnych

• Budujemy prototypy rozwiązania

• Analizujemy ich przydatności względem zdefiniowanych wymagań początkowych i stworzonych koncepcji we wczesnej fazie powstawania prototypu

• Sprawdzamy możliwości efektywnego testowania prototypu 

ETAP 4

Testowanie

Scenariusze testowania

Scenografia testowania

Testowanie Korekty

Walidacja efektu sprintu

• Wprowadzenie w proces zaproszonych klientów, użytkowników, którzy będą testować przygotowany prototyp rozwiązania (niekoniecznie tych samych, którzy byli zaangażowani w dniu 1) 

• Przygotowanie infrastruktury testowania przez użytkowników oraz przebiegu (pytań) testów 

• Testowanie1 - Korekty - Testowanie2

• Wnioski, dokumentacja produktu, zalecenia

• Rezultat: Rozwiązany problem przetestowane pomysły w ukierunkowany i mierzalny sposób.  

WE KNOW THE SYSTEM

A1 SYSTEM

THINKING

We learn about phenomena, patterns, structures, and mental models, defining the interdependencies between factors influencing the customer, product, employees, and the company. The image of the system developed by the team becomes a reference point for current and future decisions. This picture complements the information obtained at stage 01 EMPATIZATION

WE INTENSIFY THE PROCESS

B2 DESIGN

SPRINT

We use the Design Sprint methodology to speed up the process. Especially useful in redefining the problem. Due to the high complexity of problems and limitations, when designing an organization, it requires more elements that give an objective, measurable image of the organization. Depending on the topic, the creative process is shortened or extended.

WE INSPIRE AND TEACH

C3 CONTROLLED CREATIVITY

We use methods that enhance or even force creativity to cause participants who do not practice creative methods to change their mindsets. In the first case, they are inspired by the use of the most creative solutions, and in the second case, they are forced to follow the patterns (SCAPMPER, TRIZ, Global Trends)

WE INCREASE COMMITMENT

D4 INDIVIDUAL TEAMWORK

We increase the effectiveness of creative sessions by separating individual and team work at different stages of the session. In this way, we prevent the loss of the most creative solutions through group thinking dysfunctions or succumbing to strong personalities.

WE TEST AND IMPROVE

E5 CRITICAL

THINKING

During the session we teach and pay special attention to the principles of logical thinking, critical thinking, inference and structural decision making. In cases where reliable testing is not possible (e.g. for designing organizational changes or processes), you can use thought-based or system models

WE INSURE CREATIVITY

F6 RISK

MANAGEMENT

Due to the limitations of the testing possibilities and to ensure the possibility of implementing the most creative and effective solutions, we have included risk management tools and methods in the creative process

Potrzebujesz więcej informacji?

Proszę o kontakt

​

Masz wątpliwości -wypróbuj metodę za darmo

Proszę o kontakt