Thursday, July 31, 2008
Frameworking - Quick Solutions
This is a concept which I apply on a regular basis. Frameworking is an application of the scientific method of hypothesis to business problems. The basic concept is to form a framework solution on a particular problem rapidly, then test the solution against the facts and the situation which exists. As objections or issues are raised against the solution, either the objection is debated and solved or the solution discarded. This needs to be a fairly rapid process, though, so that people use the hypothesis, discussion, discard, new hypothesis as a form of structured brainstorming.
Rapid solutions are the most immediate benefit to this process method. Instead of having an open-ended brainstorming session, then distilling the results, then finding a solution, this technique forces rapid consideration and solution discussion. It is the human equivalent of multi-variate minimization search techniques. Note that this technique is best applied by a team which is well versed in the problem and solution areas being discussed. Normal brainstorming should be used when the space is too large for frameworking or when different solution sets need to be derived.
Two problems exist which must be watched for. A team needs to understand clearly that this method is being used. Frameworking can often look like jumping to conclusions without data, as a person or team rapidly sorts through potential solutions. In addition, the rapid jumping and quick (seemingly harsh) discussion can cause team members pain if they do not understand the process.
The second problem relates to the solutions from frameworking. After a potential solution is reached, the person or team must consider it carefully in view of the situation. Frameworking can allow a team to reside in a suboptimal solution, by removing consideration of crucial factors. When a solution is reached, the team should sit back and consider carefully the solution and the effects is will achieve, to minimize this effect.
Rapid solutions are the most immediate benefit to this process method. Instead of having an open-ended brainstorming session, then distilling the results, then finding a solution, this technique forces rapid consideration and solution discussion. It is the human equivalent of multi-variate minimization search techniques. Note that this technique is best applied by a team which is well versed in the problem and solution areas being discussed. Normal brainstorming should be used when the space is too large for frameworking or when different solution sets need to be derived.
Two problems exist which must be watched for. A team needs to understand clearly that this method is being used. Frameworking can often look like jumping to conclusions without data, as a person or team rapidly sorts through potential solutions. In addition, the rapid jumping and quick (seemingly harsh) discussion can cause team members pain if they do not understand the process.
The second problem relates to the solutions from frameworking. After a potential solution is reached, the person or team must consider it carefully in view of the situation. Frameworking can allow a team to reside in a suboptimal solution, by removing consideration of crucial factors. When a solution is reached, the team should sit back and consider carefully the solution and the effects is will achieve, to minimize this effect.
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