Widening the Search for Solutions
Concept Fans help you find new approaches to problem solving, when you have rejected all obvious solutions. Originated by Edward de Bono in his book Serious Creativity, they develop the principle of 'taking one step back' to get a broader perspective.
How to Use the Tool:
To start a Concept Fan, draw a circle in the middle of a large piece of paper. Write the problem you are trying to solve into it. To the right of it radiate lines representing possible solutions to the problem. This is shown in Figure 1:
It may be that the ideas you have are impractical or do not really solve the problem. If this is the case, take a 'step back' for a broader view of the problem.
Do this by drawing a circle to the left of the first circle, and write the broader definition into this new circle. Link it with an arrow to show that it comes from the first circle:
Use this as a starting point to radiate out other ideas:
If this does not give you enough new ideas, you can take yet another step back (and another, and another…):
Drawn using SmartDraw. Click for free download.
Key points:
The Concept Fan is a useful technique for widening the search for solutions when you have rejected all obvious approaches. It gives you a clear framework within which you can take 'one step back' to get a broader view of a problem.
To start a concept fan, write the problem in the middle of a piece of paper. Write possible solutions to this problem on lines radiating from this circle.
If no idea is good enough, redefine the problem more broadly. Write this broader definition in a circle to the left of the first one. Draw an arrow from the initial problem definition to the new one to show the linkage between the problems. Then radiate possible solutions from this broader definition.
Keep on expanding and redefining the problem until you have a useful solution.
In the next article we look at Random Input, a useful lateral thinking technique. To read this, click 'Next Article' below. Alternatively, look at some of the other places you can go in our "Where to go from here" section.
Looking at problems from a different perspective
A Reframing Matrix is a simple technique that helps you to look at business problems from a number of different viewpoints. It expands the range of creative solutions that you can generate.
The approach relies on the fact that different people with different experience approach problems in different ways. What this technique helps you to do is to put yourself into the minds of different people and imagine the solutions they would come up with.
How to Use the Tool:
Put the question to be asked in the middle of a grid. We use boxes around the grid for the different perspectives. This is just an easy way of laying the problem out, so if it does not suit you, change it.
We will look at two different approaches to the reframing matrix - you could, however, use this approach in many different ways.
The 4 Ps Approach
This relies on looking at a problem from different perspectives within a business. The 4 Ps approach looks at problems from the following viewpoints:
Product perspective: Is there something wrong with the product?
Planning perspective: Are our business plans or marketing plans at fault?
Potential perspective: If we were to seriously increase our targets, how would we achieve these increases?
People perspective: Why do people choose one product over another?
An example of this approach is shown below:
The 'Professions Approach'
Another approach to using a reframing matrix is to look at the problem from the viewpoints of different specialists. The way, for example, that a doctor looks at a problem would be different from the approach a civil engineer would use. This would be different from a sales manager's perspective.
The idea of the Reframing Matrix was devised by Michael Morgan in his book Creating Workforce Innovation.
Key points:
The Reframing Matrix is a formal technique used to look at problems from different perspectives. It helps to expand the number of options open to you for solving a problem.
You draw up a reframing matrix by posing a question in a box in the middle of a piece of paper. You then draw a grid around it. Each cell will contain approaches to the problem, seen from one perspective.
One way of using the technique is the '4 Ps' approach. This looks at the problem from the following viewpoints: Product, Planning, Potential and People. Another set of perspectives is to ask your self how different professionals would approach the problem. Useful professions to consider would be medical doctors, engineers, systems analysts, sales managers, etc.
In the next article we look at the Concept Fan, a useful technique for widening your search for solutions. To read this, click 'Next Article' below. Other relevant destinations are shown in the "Where to go from here" list.
A Reframing Matrix is a simple technique that helps you to look at business problems from a number of different viewpoints. It expands the range of creative solutions that you can generate.
The approach relies on the fact that different people with different experience approach problems in different ways. What this technique helps you to do is to put yourself into the minds of different people and imagine the solutions they would come up with.
How to Use the Tool:
Put the question to be asked in the middle of a grid. We use boxes around the grid for the different perspectives. This is just an easy way of laying the problem out, so if it does not suit you, change it.
We will look at two different approaches to the reframing matrix - you could, however, use this approach in many different ways.
The 4 Ps Approach
This relies on looking at a problem from different perspectives within a business. The 4 Ps approach looks at problems from the following viewpoints:
Product perspective: Is there something wrong with the product?
Planning perspective: Are our business plans or marketing plans at fault?
Potential perspective: If we were to seriously increase our targets, how would we achieve these increases?
People perspective: Why do people choose one product over another?
An example of this approach is shown below:
The 'Professions Approach'
Another approach to using a reframing matrix is to look at the problem from the viewpoints of different specialists. The way, for example, that a doctor looks at a problem would be different from the approach a civil engineer would use. This would be different from a sales manager's perspective.
The idea of the Reframing Matrix was devised by Michael Morgan in his book Creating Workforce Innovation.
Key points:
The Reframing Matrix is a formal technique used to look at problems from different perspectives. It helps to expand the number of options open to you for solving a problem.
You draw up a reframing matrix by posing a question in a box in the middle of a piece of paper. You then draw a grid around it. Each cell will contain approaches to the problem, seen from one perspective.
One way of using the technique is the '4 Ps' approach. This looks at the problem from the following viewpoints: Product, Planning, Potential and People. Another set of perspectives is to ask your self how different professionals would approach the problem. Useful professions to consider would be medical doctors, engineers, systems analysts, sales managers, etc.
In the next article we look at the Concept Fan, a useful technique for widening your search for solutions. To read this, click 'Next Article' below. Other relevant destinations are shown in the "Where to go from here" list.
A different approach to brainstorming
Related variant: "Negative Brainstorming"
Reverse brainstorming helps you solve problems by combining brainstorming and reversal techniques. By combining these, you can extend your use of brainstorming to draw out even more creative ideas.
To use this technique, you start with one of two "reverse" questions:
Instead of asking, "How do I solve or prevent this problem?" ask, "How could I possibly cause the problem?"
Instead of asking "How do I achieve these results?" ask,"How could I possibly achieve the opposite effect?"
How to Use the Tool:
Clearly identify the problem or challenge, and write it down.
Reverse the problem or challenge by asking:
"How could I possibly cause the problem?", or
"How could I possibly achieve the opposite effect?"
Brainstorm the reverse problem to generate reverse solution ideas. Allow the brainstorm ideas to flow freely. Do not reject anything at this stage.
Once you have brainstormed all the ideas to solve the reverse problem, now reverse these into solution ideas for the original problem or challenge.
Evaluate these solution ideas. Can you see a potential solution? Can you see attributes of a potential solution?
Tip:
Reverse brain-storming is a good technique to try when it is difficult to identify solutions to the problem directly.
Example:
Luciana is the manager of a health clinic and she has the task of improving patient satisfaction.
There have been various improvement initiatives in the past and the team members have become rather skeptical about another meeting on the subject. The team is overworked, team members are "trying their best" and there is no appetite to "waste time" talking about this.
So she decides to use some creative problem solving techniques she has learned. This, she hopes, will make the team meeting more interesting and engage people in a new way.
Perhaps it will reveal something more than the usual "good ideas" that no one has time to act on.
To prepare for the team meeting, Luciana thinks carefully about the problem and writes down the problem statement:
"How do we improve patient satisfaction?"
Then she reverses problem statement:
"How do we make patients more dissatisfied?"
Already she starts to see how the new angle could reveal some surprising results.
At the team meeting, everyone gets involved in an enjoyable and productive reverse brainstorming session. They draw on both their work experience with patients and also their personal experience of being patients and customers of other organizations. Luciana helps ideas flow freely, ensuring people to not pass judgment on even the most unlikely suggestions.
Here are just a few of the "reverse" ideas:
Double book appointments.
Remove the chairs from the waiting room.
Put patients who phone on hold (and forget about them).
Have patients wait outside in the car park.
Discuss patient's problems in public.
More Brainstorming Tools
As an alternative to reverse brainstorming, these approaches can help you find suitable solutions by increasing the number of ideas that you generate:
The Stepladder Technique – This improves the contribution of quieter members of the group.
Brainwriting – A written approach to brainstorming.
The Crawford's Slip Approach – This helps you get plenty of ideas from all participants in your session, and gives you a view of the popularity of each idea.
The techniques below help you in specific brainstorming situations:
Starbursting – Brainstorm the questions you need to ask to evaluate a proposal.
Charette Procedure – This procedure helps you brainstorm effectively with large groups of people.
When the brainstorming session runs dry, the team has a long list of the "reverse" solutions. Now it's time to look at each one in reverse into a potential solution. Well, resulting discussions are quite revealing. For example:
"Well of course we don't leave patients outside in the car park – we already don't do that."
"But what about in the morning, there are often patients waiting outside until opening time?"
"Mmm, true. Pretty annoying for people on first appointments."
"So why don't we open the waiting room 10 minutes earlier so it doesn't happen?"
"Right, we'll do that from tomorrow. There are several members of staff working already, so it's no problem".
And so it went on. The reverse brainstorming session revealed tens of improvement ideas that the team could implement swiftly and easily.
Luciana concluded: "It was enlightening and fun to looking at the problem in reverse. The amazing thing is, it's helped us become more patient-friendly by stopping doing things rather than creating more work".
Key Points:
Reverse brain-storming is a good technique for creative problem solving, and can lead to robust solutions. Be sure to follow the basic rules of brainstorming to explore possible solutions to the full.
Related variant: "Negative Brainstorming"
Reverse brainstorming helps you solve problems by combining brainstorming and reversal techniques. By combining these, you can extend your use of brainstorming to draw out even more creative ideas.
To use this technique, you start with one of two "reverse" questions:
Instead of asking, "How do I solve or prevent this problem?" ask, "How could I possibly cause the problem?"
Instead of asking "How do I achieve these results?" ask,"How could I possibly achieve the opposite effect?"
How to Use the Tool:
Clearly identify the problem or challenge, and write it down.
Reverse the problem or challenge by asking:
"How could I possibly cause the problem?", or
"How could I possibly achieve the opposite effect?"
Brainstorm the reverse problem to generate reverse solution ideas. Allow the brainstorm ideas to flow freely. Do not reject anything at this stage.
Once you have brainstormed all the ideas to solve the reverse problem, now reverse these into solution ideas for the original problem or challenge.
Evaluate these solution ideas. Can you see a potential solution? Can you see attributes of a potential solution?
Tip:
Reverse brain-storming is a good technique to try when it is difficult to identify solutions to the problem directly.
Example:
Luciana is the manager of a health clinic and she has the task of improving patient satisfaction.
There have been various improvement initiatives in the past and the team members have become rather skeptical about another meeting on the subject. The team is overworked, team members are "trying their best" and there is no appetite to "waste time" talking about this.
So she decides to use some creative problem solving techniques she has learned. This, she hopes, will make the team meeting more interesting and engage people in a new way.
Perhaps it will reveal something more than the usual "good ideas" that no one has time to act on.
To prepare for the team meeting, Luciana thinks carefully about the problem and writes down the problem statement:
"How do we improve patient satisfaction?"
Then she reverses problem statement:
"How do we make patients more dissatisfied?"
Already she starts to see how the new angle could reveal some surprising results.
At the team meeting, everyone gets involved in an enjoyable and productive reverse brainstorming session. They draw on both their work experience with patients and also their personal experience of being patients and customers of other organizations. Luciana helps ideas flow freely, ensuring people to not pass judgment on even the most unlikely suggestions.
Here are just a few of the "reverse" ideas:
Double book appointments.
Remove the chairs from the waiting room.
Put patients who phone on hold (and forget about them).
Have patients wait outside in the car park.
Discuss patient's problems in public.
More Brainstorming Tools
As an alternative to reverse brainstorming, these approaches can help you find suitable solutions by increasing the number of ideas that you generate:
The Stepladder Technique – This improves the contribution of quieter members of the group.
Brainwriting – A written approach to brainstorming.
The Crawford's Slip Approach – This helps you get plenty of ideas from all participants in your session, and gives you a view of the popularity of each idea.
The techniques below help you in specific brainstorming situations:
Starbursting – Brainstorm the questions you need to ask to evaluate a proposal.
Charette Procedure – This procedure helps you brainstorm effectively with large groups of people.
When the brainstorming session runs dry, the team has a long list of the "reverse" solutions. Now it's time to look at each one in reverse into a potential solution. Well, resulting discussions are quite revealing. For example:
"Well of course we don't leave patients outside in the car park – we already don't do that."
"But what about in the morning, there are often patients waiting outside until opening time?"
"Mmm, true. Pretty annoying for people on first appointments."
"So why don't we open the waiting room 10 minutes earlier so it doesn't happen?"
"Right, we'll do that from tomorrow. There are several members of staff working already, so it's no problem".
And so it went on. The reverse brainstorming session revealed tens of improvement ideas that the team could implement swiftly and easily.
Luciana concluded: "It was enlightening and fun to looking at the problem in reverse. The amazing thing is, it's helped us become more patient-friendly by stopping doing things rather than creating more work".
Key Points:
Reverse brain-storming is a good technique for creative problem solving, and can lead to robust solutions. Be sure to follow the basic rules of brainstorming to explore possible solutions to the full.
Generating many radical, creative ideas
Brainstorming is a popular tool that helps you generate creative solutions to a problem.
It is particularly useful when you want to break out of stale, established patterns of thinking, so that you can develop new ways of looking at things. It also helps you overcome many of the issues that can make group problem-solving a sterile and unsatisfactory process.
Used with your team, it helps you bring the diverse experience of all team members into play during problem solving. This increases the richness of ideas explored, meaning that you can find better solutions to the problems you face.
It can also help you get buy in from team members for the solution chosen – after all, they were involved in developing it. What’s more, because brainstorming is fun, it helps team members bond with one-another as they solve problems in a positive, rewarding environment.
Why Use Brainstorming?
Conventional group problem-solving can be fraught with problems. Confident, "big-ego" participants can drown out and intimidate quieter group members. Less confident participants can be too scared of ridicule to share their ideas freely. Others may feel pressurized to conform with the group view, or are held back by an excessive respect for authority. As such, group problem-solving is often ineffective and sterile.
By contrast, brainstorming provides a freewheeling environment in which everyone is encouraged to participate. Quirky ideas are welcomed, and many of the issues of group problem-solving are overcome. All participants are asked to contribute fully and fairly, liberating people to develop a rich array of creative solutions to the problems they're facing.
“Brainstorming 2.0”
The original approach to brainstorming was developed by Madison Avenue advertising executive, Alex Osborn, in the 1950s. Since then, many researchers have explored the technique, and have identified issues with it.
The steps described here seek to take account of this research, meaning that the approach described below differs subtly from Osborn's original one.
What Is Brainstorming?
Brainstorming combines a relaxed, informal approach to problem-solving with lateral thinking. It asks that people come up with ideas and thoughts that can at first seem to be a bit crazy. The idea here is that some of these ideas can be crafted into original, creative solutions to the problem you're trying to solve, while others can spark still more ideas. This approach aims to get people unstuck, by "jolting" them out of their normal ways of thinking.
During brainstorming sessions there should therefore be no criticism of ideas: You are trying to open up possibilities and break down wrong assumptions about the limits of the problem. Judgments and analysis at this stage stunt idea generation.
Ideas should only be evaluated at the end of the brainstorming session – this is the time to explore solutions further using conventional approaches.
Individual Brainstorming
While group brainstorming is often more effective at generating ideas than normal group problem-solving, study after study has shown that when individuals brainstorm on their own, they come up with more ideas (and often better quality ideas) than groups of people who brainstorm together.
Partly this occurs because, in groups, people aren’t always strict in following the rules of brainstorming, and bad group behaviors creep in. Mostly, though, this occurs because people are paying so much attention to other people’s ideas that they're not generating ideas of their own – or they're forgetting these ideas while they wait for their turn to speak. This is called "blocking".
When you brainstorm on your own, you'll tend to produce a wider range of ideas than with group brainstorming – you do not have to worry about other people's egos or opinions, and can therefore be more freely creative. For example, you might find that an idea you’d be hesitant to bring up in a group session develops into something quite special when you explore it with individual brainstorming. Nor do you have to wait for others to stop speaking before you contribute your own ideas.
You may not, however, develop ideas as fully when you brainstorm on your own, as you do not have the wider experience of other members of a group to help you.
Tip:
When Brainstorming on your own, consider using Mind Maps to arrange and develop ideas.
Group Brainstorming
When it works, group brainstorming can be very effective for bringing the full experience and creativity of all members of the group to bear on an issue. When individual group members get stuck with an idea, another member's creativity and experience can take the idea to the next stage. Group brainstorming can therefore develop ideas in more depth than individual brainstorming.
Another advantage of group brainstorming is that it helps everyone involved to feel that they’ve contributed to the end solution, and it reminds people that other people have creative ideas to offer. What’s more, brainstorming is fun, and it can be great for team-building!
Brainstorming in a group can be risky for individuals. Valuable but strange suggestions may appear stupid at first sight. Because of this, you need to chair sessions tightly so that ideas are not crushed, and so that the usual issues with group problem-solving don’t stifle creativity.
How to Use the Tool:
You can often get the best results by combining individual and group brainstorming, and by managing the process carefully and according to the "rules" below. That way, you get people to focus on the issue without interruption (this comes from having everyone in a dedicated group meeting), you maximize the number of ideas you can generate, and you get that great feeling of team bonding that comes with a well-run brainstorming session!
To run a group brainstorming session effectively, do the following:
Find a comfortable meeting environment, and set it up ready for the session.
Appoint one person to record the ideas that come from the session. These should be noted in a format than everyone can see and refer to. Depending on the approach you want to use, you may want to record ideas on flip charts, whiteboards, or computers with data projectors.
If people aren’t already used to working together, consider using an appropriate warm-up exercise or ice-breaker.
Define the problem you want solved clearly, and lay out any criteria to be met. Make it clear that that the objective of the meeting is to generate as many ideas as possible.
Give people plenty of time on their own at the start of the session to generate as many ideas as possible.
Ask people to give their ideas, making sure that you give everyone a fair opportunity to contribute.
Encourage people to develop other people's ideas, or to use other ideas to create new ones.
Encourage an enthusiastic, uncritical attitude among members of the group. Try to get everyone to contribute and develop ideas, including the quietest members of the group.
Ensure that no one criticizes or evaluates ideas during the session. Criticism introduces an element of risk for group members when putting forward an idea. This stifles creativity and cripples the free running nature of a good brainstorming session.
Let people have fun brainstorming. Encourage them to come up with as many ideas as possible, from solidly practical ones to wildly impractical ones. Welcome creativity!
Ensure that no train of thought is followed for too long. Make sure that you generate a sufficient number of different ideas, as well as exploring individual ideas in detail.
In a long session, take plenty of breaks so that people can continue to concentrate.
Taking Your Brainstorming Further...
If you're still not getting the ideas you want, try using these approaches to increase the number of ideas that you generate:
The Stepladder Technique – This improves the contribution of quieter members of the group.
Brainwriting – A written approach to brainstorming.
The Crawford's Slip Approach – This helps you get plenty of ideas from all participants in your session, and gives you a view of the popularity of each idea.
The techniques below help you in specific brainstorming situations:
Reverse Brainstorming – This is useful for improving a product or service.
Starbursting – Brainstorm the questions you need to ask to evaluate a proposal.
Charette Procedure – This procedure helps you brainstorm effectively with large groups of people.
Where possible, participants in the brainstorming process should come from as wide a range of disciplines as possible. This brings a broad range of experience to the session and helps to make it more creative. However, don’t make the group too big – as with other types of teamwork, groups of between 5 and 7 people are often most effective.
Key Points:
Brainstorming is a useful way of generating radical solutions to problems, just as long as it's managed well. During the brainstorming process there is no criticism of ideas, and free rein is given to people's creativity (criticism and judgment cramp creativity.)
This tends to make group brainstorming sessions enjoyable experiences, which are great for bringing team members together. Using brainstorming also helps people commit to solutions, because they have participated in the development of these solutions.
The best approach to brainstorming combines individual and group brainstorming. Group brainstorming needs formal rules for it to work smoothly
Brainstorming is a popular tool that helps you generate creative solutions to a problem.
It is particularly useful when you want to break out of stale, established patterns of thinking, so that you can develop new ways of looking at things. It also helps you overcome many of the issues that can make group problem-solving a sterile and unsatisfactory process.
Used with your team, it helps you bring the diverse experience of all team members into play during problem solving. This increases the richness of ideas explored, meaning that you can find better solutions to the problems you face.
It can also help you get buy in from team members for the solution chosen – after all, they were involved in developing it. What’s more, because brainstorming is fun, it helps team members bond with one-another as they solve problems in a positive, rewarding environment.
Why Use Brainstorming?
Conventional group problem-solving can be fraught with problems. Confident, "big-ego" participants can drown out and intimidate quieter group members. Less confident participants can be too scared of ridicule to share their ideas freely. Others may feel pressurized to conform with the group view, or are held back by an excessive respect for authority. As such, group problem-solving is often ineffective and sterile.
By contrast, brainstorming provides a freewheeling environment in which everyone is encouraged to participate. Quirky ideas are welcomed, and many of the issues of group problem-solving are overcome. All participants are asked to contribute fully and fairly, liberating people to develop a rich array of creative solutions to the problems they're facing.
“Brainstorming 2.0”
The original approach to brainstorming was developed by Madison Avenue advertising executive, Alex Osborn, in the 1950s. Since then, many researchers have explored the technique, and have identified issues with it.
The steps described here seek to take account of this research, meaning that the approach described below differs subtly from Osborn's original one.
What Is Brainstorming?
Brainstorming combines a relaxed, informal approach to problem-solving with lateral thinking. It asks that people come up with ideas and thoughts that can at first seem to be a bit crazy. The idea here is that some of these ideas can be crafted into original, creative solutions to the problem you're trying to solve, while others can spark still more ideas. This approach aims to get people unstuck, by "jolting" them out of their normal ways of thinking.
During brainstorming sessions there should therefore be no criticism of ideas: You are trying to open up possibilities and break down wrong assumptions about the limits of the problem. Judgments and analysis at this stage stunt idea generation.
Ideas should only be evaluated at the end of the brainstorming session – this is the time to explore solutions further using conventional approaches.
Individual Brainstorming
While group brainstorming is often more effective at generating ideas than normal group problem-solving, study after study has shown that when individuals brainstorm on their own, they come up with more ideas (and often better quality ideas) than groups of people who brainstorm together.
Partly this occurs because, in groups, people aren’t always strict in following the rules of brainstorming, and bad group behaviors creep in. Mostly, though, this occurs because people are paying so much attention to other people’s ideas that they're not generating ideas of their own – or they're forgetting these ideas while they wait for their turn to speak. This is called "blocking".
When you brainstorm on your own, you'll tend to produce a wider range of ideas than with group brainstorming – you do not have to worry about other people's egos or opinions, and can therefore be more freely creative. For example, you might find that an idea you’d be hesitant to bring up in a group session develops into something quite special when you explore it with individual brainstorming. Nor do you have to wait for others to stop speaking before you contribute your own ideas.
You may not, however, develop ideas as fully when you brainstorm on your own, as you do not have the wider experience of other members of a group to help you.
Tip:
When Brainstorming on your own, consider using Mind Maps to arrange and develop ideas.
Group Brainstorming
When it works, group brainstorming can be very effective for bringing the full experience and creativity of all members of the group to bear on an issue. When individual group members get stuck with an idea, another member's creativity and experience can take the idea to the next stage. Group brainstorming can therefore develop ideas in more depth than individual brainstorming.
Another advantage of group brainstorming is that it helps everyone involved to feel that they’ve contributed to the end solution, and it reminds people that other people have creative ideas to offer. What’s more, brainstorming is fun, and it can be great for team-building!
Brainstorming in a group can be risky for individuals. Valuable but strange suggestions may appear stupid at first sight. Because of this, you need to chair sessions tightly so that ideas are not crushed, and so that the usual issues with group problem-solving don’t stifle creativity.
How to Use the Tool:
You can often get the best results by combining individual and group brainstorming, and by managing the process carefully and according to the "rules" below. That way, you get people to focus on the issue without interruption (this comes from having everyone in a dedicated group meeting), you maximize the number of ideas you can generate, and you get that great feeling of team bonding that comes with a well-run brainstorming session!
To run a group brainstorming session effectively, do the following:
Find a comfortable meeting environment, and set it up ready for the session.
Appoint one person to record the ideas that come from the session. These should be noted in a format than everyone can see and refer to. Depending on the approach you want to use, you may want to record ideas on flip charts, whiteboards, or computers with data projectors.
If people aren’t already used to working together, consider using an appropriate warm-up exercise or ice-breaker.
Define the problem you want solved clearly, and lay out any criteria to be met. Make it clear that that the objective of the meeting is to generate as many ideas as possible.
Give people plenty of time on their own at the start of the session to generate as many ideas as possible.
Ask people to give their ideas, making sure that you give everyone a fair opportunity to contribute.
Encourage people to develop other people's ideas, or to use other ideas to create new ones.
Encourage an enthusiastic, uncritical attitude among members of the group. Try to get everyone to contribute and develop ideas, including the quietest members of the group.
Ensure that no one criticizes or evaluates ideas during the session. Criticism introduces an element of risk for group members when putting forward an idea. This stifles creativity and cripples the free running nature of a good brainstorming session.
Let people have fun brainstorming. Encourage them to come up with as many ideas as possible, from solidly practical ones to wildly impractical ones. Welcome creativity!
Ensure that no train of thought is followed for too long. Make sure that you generate a sufficient number of different ideas, as well as exploring individual ideas in detail.
In a long session, take plenty of breaks so that people can continue to concentrate.
Taking Your Brainstorming Further...
If you're still not getting the ideas you want, try using these approaches to increase the number of ideas that you generate:
The Stepladder Technique – This improves the contribution of quieter members of the group.
Brainwriting – A written approach to brainstorming.
The Crawford's Slip Approach – This helps you get plenty of ideas from all participants in your session, and gives you a view of the popularity of each idea.
The techniques below help you in specific brainstorming situations:
Reverse Brainstorming – This is useful for improving a product or service.
Starbursting – Brainstorm the questions you need to ask to evaluate a proposal.
Charette Procedure – This procedure helps you brainstorm effectively with large groups of people.
Where possible, participants in the brainstorming process should come from as wide a range of disciplines as possible. This brings a broad range of experience to the session and helps to make it more creative. However, don’t make the group too big – as with other types of teamwork, groups of between 5 and 7 people are often most effective.
Key Points:
Brainstorming is a useful way of generating radical solutions to problems, just as long as it's managed well. During the brainstorming process there is no criticism of ideas, and free rein is given to people's creativity (criticism and judgment cramp creativity.)
This tends to make group brainstorming sessions enjoyable experiences, which are great for bringing team members together. Using brainstorming also helps people commit to solutions, because they have participated in the development of these solutions.
The best approach to brainstorming combines individual and group brainstorming. Group brainstorming needs formal rules for it to work smoothly
Creating new products and services
Attribute Listing, Morphological Analysis and Matrix Analysis are good techniques for finding new combinations of products or services. They are sufficiently similar to be discussed together. We use Attribute Listing and Morphological Analysis to generate new products and services.
How to Use the Tools:
To use the techniques, firstly list the attributes of the product, service or strategy you are examining. Attributes are parts, properties, qualities or design elements of the thing being looked at. For example, attributes of a pencil would be shaft material, lead material, hardness of lead, width of lead, quality, color, weight, price, and so on. A television plot would have attributes such as characters, actions, locations, and weather. For a marketing strategy you might use attributes such as of markets open to you, uses of the product, and skills you have available.
Draw up a table using these attributes as column headings. Write down as many variations of the attribute as possible within these columns. This might be an exercise that benefits from Brainstorming. The table should now show all possible variations of each attribute.
Now select one entry from each column. Either do this randomly or select interesting combinations. By mixing one item from each column, you will create a new mixture of components. This is a new product, service or strategy.
Finally, evaluate and improve that mixture to see if you can imagine a profitable market for it.
Example:
Imagine that you want to create a new lamp. The starting point for this might be to carry out a morphological analysis. Properties of a lamp might be power supply, bulb type, light intensity, size, style, finish, material, shade, and so on.
You can set these out as column headings on a table, and then brainstorm variations. This table is sometimes known as a "Morphological Box" or "Zwicky Box" after the scientist Fritz Zwicky, who developed the technique in the 1960s.
Drawn using SmartDraw. Click for free download.
Interesting combinations might be:
Solar powered/battery, medium intensity, daylight bulb - possibly used in clothes shops to allow customers to see the true color of clothes.
Large hand cranked arc lights - used in developing countries, or far from a mains power supply
A ceramic oil lamp in Roman style - used in themed restaurants, resurrecting the olive oil lamps of 2000 years ago
A normal table lamp designed to be painted, wallpapered or covered in fabric so that it matches the style of a room perfectly
Some of these might be practical, novel ideas for the lighting manufacturer. Some might not. This is where the manufacturer's experience and market knowledge are important.
Key points:
Morphological Analysis, Matrix Analysis and Attribute Listing are useful techniques for making new combinations of products, services and strategies.
You use the tools by identifying the attributes of the product, service or strategy you are examining. Attributes might be components, assemblies, dimensions, color, weight, style, speed of service, skills available, etc.
Use these attributes as column headings. Underneath the column headings list as many variations of that attribute as you can.
You can now use the table or "morphological box", by randomly selecting one item from each column, or by selecting interesting combinations of items. This will give you ideas that you can examine for practicality.
Notes:
Attribute Listing focuses on the attributes of an object, seeing how each attribute could be improved.
Morphological Analysis uses the same basic technique, but is used to create a new product by mixing components in a new way.
Matrix Analysis focuses on businesses. It is used to generate new approaches, using attributes such as market sectors, customer needs, products, promotional methods, etc.
In the next article we look at the Brainstorming, a popular and powerful technique for generating ideas. To read this, click 'Next Article' below. Other relevant destinations are shown in the "Where to go from here" list below.
Attribute Listing, Morphological Analysis and Matrix Analysis are good techniques for finding new combinations of products or services. They are sufficiently similar to be discussed together. We use Attribute Listing and Morphological Analysis to generate new products and services.
How to Use the Tools:
To use the techniques, firstly list the attributes of the product, service or strategy you are examining. Attributes are parts, properties, qualities or design elements of the thing being looked at. For example, attributes of a pencil would be shaft material, lead material, hardness of lead, width of lead, quality, color, weight, price, and so on. A television plot would have attributes such as characters, actions, locations, and weather. For a marketing strategy you might use attributes such as of markets open to you, uses of the product, and skills you have available.
Draw up a table using these attributes as column headings. Write down as many variations of the attribute as possible within these columns. This might be an exercise that benefits from Brainstorming. The table should now show all possible variations of each attribute.
Now select one entry from each column. Either do this randomly or select interesting combinations. By mixing one item from each column, you will create a new mixture of components. This is a new product, service or strategy.
Finally, evaluate and improve that mixture to see if you can imagine a profitable market for it.
Example:
Imagine that you want to create a new lamp. The starting point for this might be to carry out a morphological analysis. Properties of a lamp might be power supply, bulb type, light intensity, size, style, finish, material, shade, and so on.
You can set these out as column headings on a table, and then brainstorm variations. This table is sometimes known as a "Morphological Box" or "Zwicky Box" after the scientist Fritz Zwicky, who developed the technique in the 1960s.
Drawn using SmartDraw. Click for free download.
Interesting combinations might be:
Solar powered/battery, medium intensity, daylight bulb - possibly used in clothes shops to allow customers to see the true color of clothes.
Large hand cranked arc lights - used in developing countries, or far from a mains power supply
A ceramic oil lamp in Roman style - used in themed restaurants, resurrecting the olive oil lamps of 2000 years ago
A normal table lamp designed to be painted, wallpapered or covered in fabric so that it matches the style of a room perfectly
Some of these might be practical, novel ideas for the lighting manufacturer. Some might not. This is where the manufacturer's experience and market knowledge are important.
Key points:
Morphological Analysis, Matrix Analysis and Attribute Listing are useful techniques for making new combinations of products, services and strategies.
You use the tools by identifying the attributes of the product, service or strategy you are examining. Attributes might be components, assemblies, dimensions, color, weight, style, speed of service, skills available, etc.
Use these attributes as column headings. Underneath the column headings list as many variations of that attribute as you can.
You can now use the table or "morphological box", by randomly selecting one item from each column, or by selecting interesting combinations of items. This will give you ideas that you can examine for practicality.
Notes:
Attribute Listing focuses on the attributes of an object, seeing how each attribute could be improved.
Morphological Analysis uses the same basic technique, but is used to create a new product by mixing components in a new way.
Matrix Analysis focuses on businesses. It is used to generate new approaches, using attributes such as market sectors, customer needs, products, promotional methods, etc.
In the next article we look at the Brainstorming, a popular and powerful technique for generating ideas. To read this, click 'Next Article' below. Other relevant destinations are shown in the "Where to go from here" list below.
Creativity Tools - An Introduction...
The tools in this section can help you to become more creative.They are designed to help you devise creative and imaginative solutions to problems, and help you to spot opportunities that you might otherwise miss.
The section describes the following techniques:
Improving a product or service - Reversal and SCAMPER
Creating or improving products, services & strategies:
Attribute Listing, Morphological Analysis & Matrix Analysis
Generating many radical ideas - Brainstorming and Reverse Brainstorming
Widening the search for solutions - Concept Fan
Looking at problems from different perspectives - Reframing Matrix
Making creative leaps - Random Input
Carrying out thought experiments - Provocation
A simple process for creativity - DO IT
A powerful integrated problem solving process - Simplex
A powerful approach to creative problem solving - TRIZ
Before you continue, it is important to understand what we mean by creativity, as there are two completely different types. The first is technical creativity, where people create new theories, technologies or ideas. This is the type of creativity we discuss here. The second is artistic creativity, which is more born of skill, technique and self-expression. Artistic creativity is beyond the scope of these articles.
Many of the techniques in this chapter have been used by great thinkers to drive their creativity. Albert Einstein, for example, used his own informal variant of Provocation to trigger ideas that lead to the Theory of Relativity.
Approaches to Creativity
There are two main strands to technical creativity: programmed thinking and lateral thinking. Programmed thinking relies on logical or structured ways of creating a new product or service. Examples of this approach are Morphological Analysis and the Reframing Matrix.
The other main strand uses 'Lateral Thinking'. Examples of this are Brainstorming, Random Input and Provocation. Lateral Thinking has been developed and popularized by Edward de Bono, whose books you can find in the appropriate articles.
Programmed Thinking and Lateral Thinking
Lateral thinking recognizes that our brains are pattern recognition systems, and that they do not function like computers. It takes years of training before we learn to do simple arithmetic - something that computers do very easily. On the other hand, we can instantly recognize patterns such as faces, language, and handwriting. The only computers that begin to be able to do these things do it by modeling the way that human brain cells work . Even then, computers will need to become more powerful before they approach our ability to handle patterns.
The benefit of good pattern recognition is that we can recognize objects and situations very quickly. Imagine how much time would be wasted if you had to do a full analysis every time you came across a cylindrical canister of effervescent fluid. Most people would just open their can of fizzy drink. Without pattern recognition we would starve or be eaten. We could not cross the road safely.
Unfortunately, we get stuck in our patterns. We tend to think within them. Solutions we develop are based on previous solutions to similar problems. Normally it does not occur to us to use solutions belonging to other patterns.
We use lateral thinking techniques to break out of this patterned way of thinking.
Lateral thinking techniques help us to come up with startling, brilliant and original solutions
It is important to point out that each type of approach has its strength. Logical, disciplined thinking is enormously effective in making products and services better. It can, however, only go so far before all practical improvements have been carried out. Lateral thinking can generate completely new concepts and ideas, and brilliant improvements to existing systems. In the wrong place, however, it can be sterile or unnecessarily disruptive.
Taking the Best of Each...
A number of techniques fuse the strengths of the two different strands of creativity. Techniques such as the Concept Fan use a combination of programmed and lateral thinking. DO IT and Min Basadur's Simplex embed the two approaches within problem solving processes. While these may be considered 'overkill' when dealing with minor problems, they provide excellent frameworks for solving difficult and serious ones.
The Creative Frame of Mind
Often the only difference between creative and uncreative people is self-perception. Creative people see themselves as creative and give themselves the freedom to create. Uncreative people do not think about creativity and do not give themselves the opportunity to create anything new.
Being creative may just be a matter of setting aside the time needed to take a step back and allow yourself to ask yourself if there is a better way of doing something. Edward de Bono calls this a 'Creative Pause'. He suggests that this should be a short break of maybe only 30 seconds, but that this should be a habitual part of thinking. This needs self-discipline, as it is easy to forget.
Another important attitude shift is to view problems as opportunities for improvement. While this is something of a cliché, it is true. Whenever you solve a problem, you have a better product or service to offer afterwards.
Using Creativity
Creativity is sterile if action does not follow from it. Ideas must be evaluated, improved, polished and marketed before they have any value. Other sections of Mind Tools lay out the evaluation, analysis and planning tools needed to do this. They also explain the time and stress management techniques you will need when your creative ideas take off.
Have fun creating!
In our first article, we look at Reversal, a useful tool for improving a product or service. To read this, click 'Next article' below. Other relevant destinations are shown in the "Where to go from here" list underneath.
The tools in this section can help you to become more creative.They are designed to help you devise creative and imaginative solutions to problems, and help you to spot opportunities that you might otherwise miss.
The section describes the following techniques:
Improving a product or service - Reversal and SCAMPER
Creating or improving products, services & strategies:
Attribute Listing, Morphological Analysis & Matrix Analysis
Generating many radical ideas - Brainstorming and Reverse Brainstorming
Widening the search for solutions - Concept Fan
Looking at problems from different perspectives - Reframing Matrix
Making creative leaps - Random Input
Carrying out thought experiments - Provocation
A simple process for creativity - DO IT
A powerful integrated problem solving process - Simplex
A powerful approach to creative problem solving - TRIZ
Before you continue, it is important to understand what we mean by creativity, as there are two completely different types. The first is technical creativity, where people create new theories, technologies or ideas. This is the type of creativity we discuss here. The second is artistic creativity, which is more born of skill, technique and self-expression. Artistic creativity is beyond the scope of these articles.
Many of the techniques in this chapter have been used by great thinkers to drive their creativity. Albert Einstein, for example, used his own informal variant of Provocation to trigger ideas that lead to the Theory of Relativity.
Approaches to Creativity
There are two main strands to technical creativity: programmed thinking and lateral thinking. Programmed thinking relies on logical or structured ways of creating a new product or service. Examples of this approach are Morphological Analysis and the Reframing Matrix.
The other main strand uses 'Lateral Thinking'. Examples of this are Brainstorming, Random Input and Provocation. Lateral Thinking has been developed and popularized by Edward de Bono, whose books you can find in the appropriate articles.
Programmed Thinking and Lateral Thinking
Lateral thinking recognizes that our brains are pattern recognition systems, and that they do not function like computers. It takes years of training before we learn to do simple arithmetic - something that computers do very easily. On the other hand, we can instantly recognize patterns such as faces, language, and handwriting. The only computers that begin to be able to do these things do it by modeling the way that human brain cells work . Even then, computers will need to become more powerful before they approach our ability to handle patterns.
The benefit of good pattern recognition is that we can recognize objects and situations very quickly. Imagine how much time would be wasted if you had to do a full analysis every time you came across a cylindrical canister of effervescent fluid. Most people would just open their can of fizzy drink. Without pattern recognition we would starve or be eaten. We could not cross the road safely.
Unfortunately, we get stuck in our patterns. We tend to think within them. Solutions we develop are based on previous solutions to similar problems. Normally it does not occur to us to use solutions belonging to other patterns.
We use lateral thinking techniques to break out of this patterned way of thinking.
Lateral thinking techniques help us to come up with startling, brilliant and original solutions
It is important to point out that each type of approach has its strength. Logical, disciplined thinking is enormously effective in making products and services better. It can, however, only go so far before all practical improvements have been carried out. Lateral thinking can generate completely new concepts and ideas, and brilliant improvements to existing systems. In the wrong place, however, it can be sterile or unnecessarily disruptive.
Taking the Best of Each...
A number of techniques fuse the strengths of the two different strands of creativity. Techniques such as the Concept Fan use a combination of programmed and lateral thinking. DO IT and Min Basadur's Simplex embed the two approaches within problem solving processes. While these may be considered 'overkill' when dealing with minor problems, they provide excellent frameworks for solving difficult and serious ones.
The Creative Frame of Mind
Often the only difference between creative and uncreative people is self-perception. Creative people see themselves as creative and give themselves the freedom to create. Uncreative people do not think about creativity and do not give themselves the opportunity to create anything new.
Being creative may just be a matter of setting aside the time needed to take a step back and allow yourself to ask yourself if there is a better way of doing something. Edward de Bono calls this a 'Creative Pause'. He suggests that this should be a short break of maybe only 30 seconds, but that this should be a habitual part of thinking. This needs self-discipline, as it is easy to forget.
Another important attitude shift is to view problems as opportunities for improvement. While this is something of a cliché, it is true. Whenever you solve a problem, you have a better product or service to offer afterwards.
Using Creativity
Creativity is sterile if action does not follow from it. Ideas must be evaluated, improved, polished and marketed before they have any value. Other sections of Mind Tools lay out the evaluation, analysis and planning tools needed to do this. They also explain the time and stress management techniques you will need when your creative ideas take off.
Have fun creating!
In our first article, we look at Reversal, a useful tool for improving a product or service. To read this, click 'Next article' below. Other relevant destinations are shown in the "Where to go from here" list underneath.
Wrapping Up Your Current Role Before Moving On
It's finally happened. After months of hard work, and numerous interviews, you finally got the job you've always dreamed of. In just a few short weeks, you'll change departments, - or even companies - and take on a new role, with a new team and new responsibilities. Congratulations!
There's a lot to think about when you change jobs - whether it's because of a promotion, or a department change, or a move to a new organization. It's an exciting time, but what can you do to make the transition go smoothly for you, and easier on the people you leave behind?
Well, most importantly, you'll need to bring the work in your current job to an ordered close. To help you pass the baton onto the person who's taking over from you, you'll need to bring projects up to date as far as you can, or leave a list for your replacement, where you outline the tasks you've completed, and what remains unfinished.
If you're a manager, and one of your team members is leaving, you'll have your own set of challenges. At the forefront of your mind will be how you can make sure the person completes his or her projects before moving on.
In this article, we discuss why it's so important to 'close' your job before you make a transition - and how to make sure you don't leave your boss, your team, or your replacement with any loose ends.
Part 1: Closing
Depending on your company and your situation, you may have as little as one week, or as much as a month or more, to prepare for your move. Aim to do as much as you can in the time you have. Making sure things are in good order will help your team members adjust to the change.
It will also help you leave on good terms. It's important to remember that, if you're changing departments, you may eventually work with your former team members again. Someone who's your junior now could be your boss or your client in 10 years' time, so it's preferable for everyone all round to maintain good relations.
What should you do before you leave? Here's a list of actions for your 'to do' list:
Bring your projects up to date - You can't always complete every project before making a transition, but if you finish as much as you can, this will make life easier on the person who takes your place.
Prepare a report for your replacement - Detail what this person needs to know: future projects, who your clients are (and their contact information), tasks you recently completed, and how you did them - and anything else that's important.
Give 'insider' tips - Think about what you know now that you didn't know when you started this position. For example, if you're in charge of ordering supplies, it might have taken you months, or years, to figure out which vendors give the best deals. Or there may be an administrative procedure that saves you time. Why not leave this insider information for your replacement? It will only make the transition easier.
Take a copy with you - When you move departments, take with you to the new job an electronic copy of all the documents you prepare for the old job, containing details of where the files are, and the status of ongoing projects, etc. If your successor hasn't started by the time you leave, or if the new person loses the background material you left behind, you'll be able to help quickly, with a minimum of annoyance to you, when they track you down to ask about files and project status.
Help train your replacement - If you have the opportunity, this will ease the stress on both your boss and the person taking over from you. If your replacement hasn't yet been chosen, consider briefing another team member who may temporarily take your place.
Contact key business associates - Let clients, vendors, and other key people know when your last day is, and whom they should contact after you've gone. Then they won't be confused or frustrated if they try to reach you, and weren't told of the personnel change.
Plan for your new role - While you're tying up all the loose ends in your current job, it's also important to learn as much as possible before you take on your new role. The first 90 days are crucial for making an impact in a new job, so it helps to be equipped, knowledgeable, and focused on your first day. Our workbook Congratulations on Your New Role. Now What? will help give you a head start.
Part 2: Saying Goodbye
When you think about it, most people spend more time at work than they do at home. This means that your co-workers are also often your friends. Maybe, in some cases, you even think of them as family.
Even if you're not close to your team, you spend your days with these people, so saying goodbye can be difficult. You don't want to say something you might regret later.
So, how do you say goodbye with grace and tact?
Don't brag - Don't boast about your new position, say how happy you are to 'get out of here,' or talk about your higher salary. This is likely to leave a bad impression with your co-workers. Remember, they're the ones staying behind. Be considerate.
Say 'thank you' - If there are people who helped you at work, thank them. Be specific - if you couldn't have completed a project without someone's expertise, tell that person.
Send 'thank you' cards - This is a way to thank team members who really made an impact on your life, either personally or professionally. Again, be specific when you tell them how they made a difference.
Don't say bad things - Don't say negative things about anyone. Remember, just because you're changing departments or companies doesn't mean you'll never work with these people again. You may run into the same people time and again in different companies and different roles, especially if you stay in the same industry for most of your working life. Leave a good impression, and don't make any enemies on your way out.
Part 3: Managing Leavers
As we said earlier, if you manage someone who's about to make a transition, you have to deal with your own set of challenges. This person might be dreaming of the new job, and not concentrating on current tasks - but your team still has to get the work done.
Make sure this person completes his or her tasks before leaving. It's very hard to push replacements into a half-finished project, and expect them to meet deadlines and goals.
What steps can you take to make sure that things are getting done?
Check in regularly - Giving the person in transition a deadline may not be enough. Remember, the departing person has a lot to do. Check in every day, or every few days, to see how the projects are progressing.
Ask for a 'to do' list - If there's time, ask the person to write a list of important tasks to give to the replacement. What will the new person need to prioritize and focus on during the first week? The first month?
Don't assign new work - Don't give a lot of new projects to someone who's leaving. Think of how stressed you would feel if you were changing jobs, and your manager did that to you. If possible, let the person finish current work, and redirect new projects to other team members.
Gather the team for a farewell - If it's appropriate, get everyone together on the departing person's last day to say a few words, and thank the person for his or her hard work and accomplishments. If you don't know the person well, have another team member who does know the person stand up and say farewell. You might also give the departing team member a card or small gift. This can leave a positive lasting impression.
Key Points
Job transitions can be stressful. However, by taking the time to prepare for closure, you can reduce the impact on both you and your team. Be considerate, and leave a good impression. Remember, you never know when you might work with your former team members again, so don't brag or complain on your way out.
If you manage someone who's leaving, remember that this person has a lot to do. Yes, he or she needs to complete projects, but be reasonable, and offer to help where you can. Help prioritize the remaining tasks, so the new person starts with a clear focus.
It's finally happened. After months of hard work, and numerous interviews, you finally got the job you've always dreamed of. In just a few short weeks, you'll change departments, - or even companies - and take on a new role, with a new team and new responsibilities. Congratulations!
There's a lot to think about when you change jobs - whether it's because of a promotion, or a department change, or a move to a new organization. It's an exciting time, but what can you do to make the transition go smoothly for you, and easier on the people you leave behind?
Well, most importantly, you'll need to bring the work in your current job to an ordered close. To help you pass the baton onto the person who's taking over from you, you'll need to bring projects up to date as far as you can, or leave a list for your replacement, where you outline the tasks you've completed, and what remains unfinished.
If you're a manager, and one of your team members is leaving, you'll have your own set of challenges. At the forefront of your mind will be how you can make sure the person completes his or her projects before moving on.
In this article, we discuss why it's so important to 'close' your job before you make a transition - and how to make sure you don't leave your boss, your team, or your replacement with any loose ends.
Part 1: Closing
Depending on your company and your situation, you may have as little as one week, or as much as a month or more, to prepare for your move. Aim to do as much as you can in the time you have. Making sure things are in good order will help your team members adjust to the change.
It will also help you leave on good terms. It's important to remember that, if you're changing departments, you may eventually work with your former team members again. Someone who's your junior now could be your boss or your client in 10 years' time, so it's preferable for everyone all round to maintain good relations.
What should you do before you leave? Here's a list of actions for your 'to do' list:
Bring your projects up to date - You can't always complete every project before making a transition, but if you finish as much as you can, this will make life easier on the person who takes your place.
Prepare a report for your replacement - Detail what this person needs to know: future projects, who your clients are (and their contact information), tasks you recently completed, and how you did them - and anything else that's important.
Give 'insider' tips - Think about what you know now that you didn't know when you started this position. For example, if you're in charge of ordering supplies, it might have taken you months, or years, to figure out which vendors give the best deals. Or there may be an administrative procedure that saves you time. Why not leave this insider information for your replacement? It will only make the transition easier.
Take a copy with you - When you move departments, take with you to the new job an electronic copy of all the documents you prepare for the old job, containing details of where the files are, and the status of ongoing projects, etc. If your successor hasn't started by the time you leave, or if the new person loses the background material you left behind, you'll be able to help quickly, with a minimum of annoyance to you, when they track you down to ask about files and project status.
Help train your replacement - If you have the opportunity, this will ease the stress on both your boss and the person taking over from you. If your replacement hasn't yet been chosen, consider briefing another team member who may temporarily take your place.
Contact key business associates - Let clients, vendors, and other key people know when your last day is, and whom they should contact after you've gone. Then they won't be confused or frustrated if they try to reach you, and weren't told of the personnel change.
Plan for your new role - While you're tying up all the loose ends in your current job, it's also important to learn as much as possible before you take on your new role. The first 90 days are crucial for making an impact in a new job, so it helps to be equipped, knowledgeable, and focused on your first day. Our workbook Congratulations on Your New Role. Now What? will help give you a head start.
Part 2: Saying Goodbye
When you think about it, most people spend more time at work than they do at home. This means that your co-workers are also often your friends. Maybe, in some cases, you even think of them as family.
Even if you're not close to your team, you spend your days with these people, so saying goodbye can be difficult. You don't want to say something you might regret later.
So, how do you say goodbye with grace and tact?
Don't brag - Don't boast about your new position, say how happy you are to 'get out of here,' or talk about your higher salary. This is likely to leave a bad impression with your co-workers. Remember, they're the ones staying behind. Be considerate.
Say 'thank you' - If there are people who helped you at work, thank them. Be specific - if you couldn't have completed a project without someone's expertise, tell that person.
Send 'thank you' cards - This is a way to thank team members who really made an impact on your life, either personally or professionally. Again, be specific when you tell them how they made a difference.
Don't say bad things - Don't say negative things about anyone. Remember, just because you're changing departments or companies doesn't mean you'll never work with these people again. You may run into the same people time and again in different companies and different roles, especially if you stay in the same industry for most of your working life. Leave a good impression, and don't make any enemies on your way out.
Part 3: Managing Leavers
As we said earlier, if you manage someone who's about to make a transition, you have to deal with your own set of challenges. This person might be dreaming of the new job, and not concentrating on current tasks - but your team still has to get the work done.
Make sure this person completes his or her tasks before leaving. It's very hard to push replacements into a half-finished project, and expect them to meet deadlines and goals.
What steps can you take to make sure that things are getting done?
Check in regularly - Giving the person in transition a deadline may not be enough. Remember, the departing person has a lot to do. Check in every day, or every few days, to see how the projects are progressing.
Ask for a 'to do' list - If there's time, ask the person to write a list of important tasks to give to the replacement. What will the new person need to prioritize and focus on during the first week? The first month?
Don't assign new work - Don't give a lot of new projects to someone who's leaving. Think of how stressed you would feel if you were changing jobs, and your manager did that to you. If possible, let the person finish current work, and redirect new projects to other team members.
Gather the team for a farewell - If it's appropriate, get everyone together on the departing person's last day to say a few words, and thank the person for his or her hard work and accomplishments. If you don't know the person well, have another team member who does know the person stand up and say farewell. You might also give the departing team member a card or small gift. This can leave a positive lasting impression.
Key Points
Job transitions can be stressful. However, by taking the time to prepare for closure, you can reduce the impact on both you and your team. Be considerate, and leave a good impression. Remember, you never know when you might work with your former team members again, so don't brag or complain on your way out.
If you manage someone who's leaving, remember that this person has a lot to do. Yes, he or she needs to complete projects, but be reasonable, and offer to help where you can. Help prioritize the remaining tasks, so the new person starts with a clear focus.
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