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Best Practices Thinking Scott Burr burrs@asme. org Best Practices Thinking Scott Burr [email protected] org

2 Session Objectives n Be able to state why you need the Best Practices 2 Session Objectives n Be able to state why you need the Best Practices Thinking Process n Understand Psychological Inertia and how it creates your Current Situation n Understand how Ideal Solutions make you relevant n Know the most important behavior that makes Best Practices real Copyright 2005– 2012 Hubenthal Burr Associates, LLC

3 Session Outline n Why ASME Needs Best Practices n Are Best Practices Really 3 Session Outline n Why ASME Needs Best Practices n Are Best Practices Really the Best? n Mindsets & Behaviors of Great Problem Solvers n Best Practices Thinking Process q Basic Innovation Skills n n n Psychological Inertia Ideality Best Practices and Resource Profiling Secondary Problems Summary Copyright 2005– 2012 Hubenthal Burr Associates, LLC

4 Table Stakes n n n Participation Session is interactive Cell Phones – Data 4 Table Stakes n n n Participation Session is interactive Cell Phones – Data Devices on “silent” Answer mobile communications outside the room Your inputs to enhance the group interaction? Copyright 2005– 2012 Hubenthal Burr Associates, LLC

5 Why ASME Cares About Best Practices n ASME’s Mission & Vision q q 5 Why ASME Cares About Best Practices n ASME’s Mission & Vision q q n To Be Effective ASME Must q q n To serve diverse global communities by advancing, disseminating and applying engineering knowledge for improving the quality of life; and communicating the excitement of engineering. To be the essential resource for mechanical engineers and other technical professionals throughout the world for solutions that benefit humankind. Develop highly effective & successful leaders and volunteers Facilitate the development, dissemination and application of engineering knowledge Promote the benefits of engineering education Respect and document engineering history while continually embracing change ASME Leaders and Volunteers q q ASME leaders are effective in managing continuous change. ASME volunteer leaders are successfully recruited and properly trained Copyright 2005– 2012 Hubenthal Burr Associates, LLC

6 Best Practices & You within ASME Community with Needs Unit Leader Volunteers What 6 Best Practices & You within ASME Community with Needs Unit Leader Volunteers What is our job as Leaders? Why do we need best practices? ASME Vision and Mission Copyright 2005– 2012 Hubenthal Burr Associates, LLC

7 Are Best Practices Really the Best? Do best practices deliver on their promise? 7 Are Best Practices Really the Best? Do best practices deliver on their promise? Copyright 2005– 2012 Hubenthal Burr Associates, LLC

8 A Serious Best Practices Challenge q q q q q n Units face 8 A Serious Best Practices Challenge q q q q q n Units face risk of shaky finances Unit’s face the risk that events may not break-even Canceling events undermines ASME volunteer and member confidence Transient leadership makes knowledge transfer and unit continuity tougher Challenge to store physical items, documents, equipment Unit leaders are unsure which events will provide the best service to members Members’ needs are not well understood Members need more service from units Members live in other countries, states or communities making it tough for face-to-face events to occur let alone break even Volunteers seem to be hard to recruit The solution must apply and be implemented at the unit level through local leadership Copyright 2005– 2012 Hubenthal Burr Associates, LLC

9 A Serious Best Practices Challenge q q q q q n Units face 9 A Serious Best Practices Challenge q q q q q n Units face risk of shaky finances Unit’s face the risk that events may not break-even Canceling events undermines ASME volunteer and member confidence Transient leadership makes knowledge transfer and unit continuity tougher Challenge to store physical items, documents, equipment Unit leaders are unsure which events will provide the best service to members Members’ needs are not well understood Members need more service from units Some units have large geographic areas and driving distance makes it tough for face-to-face events to occur let alone break even Volunteers seem to be hard to recruit How would you solve this problem? The solution must apply and be implemented at the unit level through local leadership Copyright 2005– 2012 Hubenthal Burr Associates, LLC

10 Application to YOUR situation n Identify a problem area or program that needs 10 Application to YOUR situation n Identify a problem area or program that needs improvement n List one or two ASME best practices you may like to implement. n REPORT OUT Copyright 2005– 2012 Hubenthal Burr Associates, LLC

11 Contradictions & Problems Community with Needs Unit Leader Volunteers The Reality: it takes 11 Contradictions & Problems Community with Needs Unit Leader Volunteers The Reality: it takes work to make a best practice effective ASME Vision and Mission Copyright 2005– 2012 Hubenthal Burr Associates, LLC

12 Best Practices = PROBLEM SOLVING To make a best practice “the Best” …. 12 Best Practices = PROBLEM SOLVING To make a best practice “the Best” …. You Must Solve Problems Copyright 2005– 2012 Hubenthal Burr Associates, LLC

13 Best Practices = PROBLEM SOLVING In Teams Copyright 2005– 2012 Hubenthal Burr Associates, 13 Best Practices = PROBLEM SOLVING In Teams Copyright 2005– 2012 Hubenthal Burr Associates, LLC

14 The Best Practice Challenge Copyright 2005– 2012 Hubenthal Burr Associates, LLC 14 The Best Practice Challenge Copyright 2005– 2012 Hubenthal Burr Associates, LLC

15 Mindsets, Beliefs and Behaviors of Great Problem Solvers n Responsibility for the Current 15 Mindsets, Beliefs and Behaviors of Great Problem Solvers n Responsibility for the Current Situation n Pursue the Most Ideal Solution n Problem Solving Courage and Will Power n Problem Solving Persistence n The Power of Mindset n Seek Advanced Resource Productivity n Systems View n Leverages Expertise of Teams Copyright 2005– 2012 Hubenthal Burr Associates, LLC

16 Best Practices Thinking Process n Assess your current situation q System’s View q 16 Best Practices Thinking Process n Assess your current situation q System’s View q Psych Inertia n Define Success q Future Ideal Reality q Align with ASME q Be Relevant to Members n Identify best practices & resources you will need n Identify secondary problems n Problem solve and take deliberate steps toward your Future Ideal Reality Copyright 2005– 2012 Hubenthal Burr Associates, LLC

17 Assess Your Current Situation Tool #1: System View n Think about your current 17 Assess Your Current Situation Tool #1: System View n Think about your current system’s problems & opportunities and document them System’s View is a Questioning Tool for Quickly understanding a system and its problems Copyright 2005– 2012 Hubenthal Burr Associates, LLC

18 Assess Your Current Situation Tool #1: System View - WEBINAR EXAMPLE n Processes 18 Assess Your Current Situation Tool #1: System View - WEBINAR EXAMPLE n Processes & Interactions q q q n Hardware & Software q q n Laptop MS Office q q q n n Approvals take too long q n Ask for permission No risk taking Seen as a difficult job Cause & Effect q n ASME has people that know how to do a PD event Likes and Dislikes Unit Culture q Advertise 3 months in advance Speaker gets honorarium Mail (postal) ad with newsletter Use Email list 1 person committee does it all Known Competencies q n 1 to 3 PD events per year with breakeven as goal Key Players q Inputs & Outcomes q History – q Standards q n Email commitment to attend – Excel spreadsheet of attendees Collect money at the door – cash and checks Excel spreadsheet of attendees – check when they arrive Pay for lunch in advance Headcount delivered in advance Lots of no shows n The structure creates the problems System Structures q ASME, Unit , Lead Copyright 2005– 2012 Hubenthal Burr Associates, LLC

19 Assess Your Current Situation Tool #1: System View - WEBINAR EXAMPLE n Known 19 Assess Your Current Situation Tool #1: System View - WEBINAR EXAMPLE n Known Problems q q q q Poor Attendance at events Hard to recruit volunteers Difficult to break even on events Limited financial resources Post 911 economy Members leave events early Scott Burr PD Chair has personal need to move to Oregon to support family Transient volunteer team to support PD Events Section is hit with $5000 request for reimbursement from previous Chair Large geographic areas, driving distance to events, or different countries Event cancellations undermines ASME member & volunteer confidence ASME section’s finances are already shaky PD Events are the main source of revenue Section leaders are unsure which events provide the best service to members Members need to get more service from sections Copyright 2005– 2012 Hubenthal Burr Associates, LLC

20 A Definition – Psychological Inertia A body at rest tends to stay at 20 A Definition – Psychological Inertia A body at rest tends to stay at rest A body in motion tends to stay in motion Inertia Psychological Inertia A MIND that is complacent tends to stay at rest A MINDCopyright 2005– 2012 Hubenthal Burrto stay in motion tends Associates, LLC

21 Conditioning & Psychological Inertia “So you think that’s air your breathing now? …. 21 Conditioning & Psychological Inertia “So you think that’s air your breathing now? …. hmmm” Morpheus to Neo in “The Matrix” after asking him to ‘Hit me!’. It takes energy to overcome PSYCHOLOGICAL INERTIA 1. The energy of Observation & Awareness… 2. The energy of Ideal Thinking… Can overcome internal Psychological Inertia Copyright 2005– 2012 Hubenthal Burr Associates, LLC

22 Assess Your Current Situation Tool #2: Psychological Inertia creates the Current Situation n 22 Assess Your Current Situation Tool #2: Psychological Inertia creates the Current Situation n What is it? – The CURRENT PARADIGM q q q q Decisions Precedent Traditions Habits Standards History Ability to fit in q q q q Rules & Definitions Fears Culture Assumptions Problem Statements Facts Everything we know A “FACT” is based on our understanding, beliefs and conditioning at a point in time. Opportunities exist for POSTIVE CHANGE when we intelligently challenge assumptions and facts. Copyright 2005– 2012 Hubenthal Burr Associates, LLC

23 Assess Your Current Situation Tool #2: Psychological Inertia creates the Current Situation FACT: 23 Assess Your Current Situation Tool #2: Psychological Inertia creates the Current Situation FACT: Our world view creates the current situation. A change in world view creates a new situation. The Edge of What is Known This is how to overcome psychological inertia. Problems / Obstacles Think on this. ls, , Skil iefs, tise xper dge, Bel E le Know s, etc es Succ Copyright 2005– 2012 Hubenthal Burr Associates, LLC

24 Assess Your Current Situation Tool #2: Psychological Inertia creates the Current Situation Fears, 24 Assess Your Current Situation Tool #2: Psychological Inertia creates the Current Situation Fears, Pain and Opportunity q q q Pain and Fear usually governs choice-making Articulating the nature of pain or fear IS identifying opportunity Pain and Fear help us define opportunities for innovation Innovation Opportunities are hidden in Pain & Fear “Necessity is the mother of Invention. ” Plato, The Republic, 360 BCE Copyright 2005– 2012 Hubenthal Burr Associates, LLC

25 Assess Your Current Situation Tool #2: Psychological Inertia – WEBINAR EXAMPLE n Pain 25 Assess Your Current Situation Tool #2: Psychological Inertia – WEBINAR EXAMPLE n Pain translated into Insights and Questions q q q q n Fixed costs drive the need for a break even point More people may attend if they don’t have far to travel Can PD Chair run the events from Oregon? How can I make a transient team become more stable? How can I avoid cancellations? Cancellations hurt ASME’s reputation and volunteers What is the post 911 Mindset of an engineer? How can attendance be improved? What is the Mindset of a volunteer? What do they need? Can I create a system that assures break even or better on an event? Why do Members leave events early? How can we generate funds enough to pay back $5 K debt? How can I make large geographic areas and driving distance an advantage? Fears q q q Seems impossible to resolve all of the issues Problem is highly constrained People may criticize efforts Copyright 2005– 2012 Hubenthal Burr Associates, LLC

26 Assess Your Current Situation Tool #2: Psychological Inertia sometimes creates Group. Think Yes 26 Assess Your Current Situation Tool #2: Psychological Inertia sometimes creates Group. Think Yes Copyright 2005– 2012 Hubenthal Burr Associates, LLC Yes Yes

27 Assess Your Current Situation Tool #2: Psychological Inertia can overcome Group. Think Yes 27 Assess Your Current Situation Tool #2: Psychological Inertia can overcome Group. Think Yes Yes Countermeasures to Groupthink n n Ideal Thinking n Open Minded Thinking Diversity of Opinions n A Structured Process Elimination of Fear n Reality Based Feedback Observation & Awareness Copyright 2005– 2012 Hubenthal Burr Associates, LLC Yes

28 Assess Your Current Situation n Culture, Groups and People About 1/3 of a 28 Assess Your Current Situation n Culture, Groups and People About 1/3 of a population “persuaded” creates a tipping point to adopt new behaviors. Copyright 2005– 2012 Hubenthal Burr Associates, LLC

29 Decide Where Your Going “Begin with the end in mind. ” Dr. Stephen 29 Decide Where Your Going “Begin with the end in mind. ” Dr. Stephen Covey Future Ideal Reality Ideal Solution #1 Ideal Thinking Occurs Beyond. Paradigm Current the Current Ideal “Thinking inside the box” Solution #2 Paradigm “You cannot solve a problem with the same mindset that created it. ” A. Einstein Think: increasing benefits • Think: reducing costs Ideal Solution #3 • A different set of solutions • Ideal Solution #4 Copyright 2005– 2012 Hubenthal Burr Associates, LLC

30 Decide Where Your Going Future Ideal Reality Useful Functions, Event, Conditions Ideality = 30 Decide Where Your Going Future Ideal Reality Useful Functions, Event, Conditions Ideality = Harmful Functions, Events, Conditions IDEALITY is a form of resource efficiency Copyright 2005– 2012 Hubenthal Burr Associates, LLC

31 Decide Where Your Going Future Ideal Reality Relevance = The Ideal Solution Things 31 Decide Where Your Going Future Ideal Reality Relevance = The Ideal Solution Things you want (Benefits) = Things you don’t want (Costs) • The best solution we can imagine – not necessarily practical at first glance • Biggest obstacle is believing an ideal solution is possible • Goal is to improve the ratio • Innovate to create more benefits - Problem solve to reduce costs • Align with ASME’s Strategic Priorities Copyright 2005– 2012 Hubenthal Burr Associates, LLC

32 Relevance “How to Win Friends and Influence People. ” One of the most 32 Relevance “How to Win Friends and Influence People. ” One of the most difficult problems in human experience is how to see things from another person’s point of view. (Paraphrased) - Dale Carnegie Copyright 2005– 2012 Hubenthal Burr Associates, LLC

33 Relevance Motivations n Self-fulfillment Self. Actualization n Psychological Esteem & Competence Needs Community 33 Relevance Motivations n Self-fulfillment Self. Actualization n Psychological Esteem & Competence Needs Community & Relationship Needs n Survival Abraham Maslow's hierarchy of needs organizes the natural flow of human motivation proposed in his 1943 paper, “A Theory of Human Motivation. ” Safety Needs Body Needs Copyright 2005– 2012 Hubenthal Burr Associates, LLC

Issue #1 – Example & Case 34 Study Challenge: • • ASME Unit finances Issue #1 – Example & Case 34 Study Challenge: • • ASME Unit finances can be very shaky Units often want to produce events but are not sure it will break even IDEALITY n CONCEPTUAL SOLUTION We always produce a surplus on the event even if it is only $1 or even if we have one paying attendee n Eliminate our fixed costs q q q n We either own the infrastructure to produce the event or we get it donated q q n The room is donated The speaker donates their time Our sponsors receive value in return for their donations so they want to continue to work with us (Win-Win) Soda tub, serving trays, pitchers Microphones, audio mixer, Webinar software Participants pay in advance Copyright 2005– 2012 Hubenthal Burr Associates, LLC

Issue #2 - Example & Case 35 Study Challenge: • • Unit’s often want Issue #2 - Example & Case 35 Study Challenge: • • Unit’s often want to produce events that may not break even This undermines ASME member confidence if an event is canceled IDEALITY n CONCEPTUAL SOLUTION We never cancel an event once it is advertised so members have confidence in our professionalism n n With financial risk mitigated, we never need to cancel an event due to risk of not breaking even Select highly motivated speakers q q n Speakers that need exposure Speakers with demonstrated reliability Have an alternate speaker as backup Copyright 2005– 2012 Hubenthal Burr Associates, LLC

Issue #3 - Example & Case 36 Study Challenge: • Unit leaders are unsure Issue #3 - Example & Case 36 Study Challenge: • Unit leaders are unsure which events provide the best service to members IDEALITY n n CONCEPTUAL SOLUTION ASME members enjoy the event and feel they received good value Events are not canceled due to financial risk n n Price events to be affordable Provide value-add benefits q q q n n Free snacks, lunch & drinks High value seminar content Poster size speaker Bios Speaker Introduction Ending Appreciation Use financial risk mitigation solution stated previously Survey members after an event about what they liked & did not like Copyright 2005– 2012 Hubenthal Burr Associates, LLC

Issue #4 - Example & Case 37 Study Challenge: • • Members need to Issue #4 - Example & Case 37 Study Challenge: • • Members need to get more service from sections Members live in other countries, states or communities making it tough for face-to-face events to occur let alone break even IDEALITY n n CONCEPTUAL SOLUTION We serve as many ASME members as is possible A program delivered by a local section is available to all other sections We serve as many members of the engineering community as possible We reach the largest audience possible n n Use webinar and webinar recording technology to make programs widely available to local sections. Expand email list. Use recorded webinars as a way to communicate to sections the “how-to” of producing events. Use web based meetings to improve attendance or to even make meetings possible Copyright 2005– 2012 Hubenthal Burr Associates, LLC

Issue #5 - Example & Case 38 Study Challenge: • Volunteers seem to be Issue #5 - Example & Case 38 Study Challenge: • Volunteers seem to be hard to recruit to produce programs IDEALITY n n CONCEPTUAL SOLUTION The benefits of volunteering will far exceed the costs It is worth someone’s time to volunteer Identify benefits volunteers want (WIIFM) n Deliver those benefits through the events: Improve career position & opportunities; Enhance leadership & networking skills, speaking etc n Help volunteers see the value they bring to the big picture of the section & the engineering community n Frame and think of our roles in the most Copyright 2005– 2012 Hubenthal Burr Associates, LLC positive sense. n

39 Define Ideality for your project/unit n Note alignment of ideality with ASME n 39 Define Ideality for your project/unit n Note alignment of ideality with ASME n Document any good ideas you have n Challenge the psychological inertia of the current situation Copyright 2005– 2012 Hubenthal Burr Associates, LLC

40 Best Practices q What Best Practices will get you there What resources will 40 Best Practices q What Best Practices will get you there What resources will you need q Finding Best Practices q Who knows how to perform this function “the best” within my industry? n Who knows how to perform this function “the best” outside of my industry? n Copyright 2005– 2012 Hubenthal Burr Associates, LLC

41 Resource Profiling What resources must I have to create a fire? I want 41 Resource Profiling What resources must I have to create a fire? I want to start a fire FR 1 FR 2 FR 3 FR 4 FR 5 > > > Ignition Source Fuel Oxidizer Co-location of FR 1 -FR 3 Transfer to point of use DP 1 DP 2 DP 3 DP 4 DP 5 > > > 500 °C Temperature Propane Air Combustion Chamber Flame tube and outlet Copyright 2005– 2012 Hubenthal Burr Associates, LLC

42 Resource Profiling Functional Requirements are a Resource Profile I want to collect funds 42 Resource Profiling Functional Requirements are a Resource Profile I want to collect funds using an automated web service FR 1 FR 2 FR 3 FR 4 FR 5 > > > Bank account ASME Non-Profit ID # Event Setup Interface Event Details Transfer Information DP 1 DP 2 DP 3 DP 4 DP 5 > > > Hometown Credit Union 501 -c 3 - #XXYYWWW Acteva XVC Company Tour Contact District Leader Copyright 2005– 2012 Hubenthal Burr Associates, LLC

43 Secondary Problems Copyright 2005– 2012 Hubenthal Burr Associates, LLC 43 Secondary Problems Copyright 2005– 2012 Hubenthal Burr Associates, LLC

IDEA Copyright 2005– 2012 Hubenthal Burr Associates, LLC Time GOOD IDEA Road Kill Zone IDEA Copyright 2005– 2012 Hubenthal Burr Associates, LLC Time GOOD IDEA Road Kill Zone SUCCESS Secondary Problem 8 Secondary Problem 7 Secondary Problem 6 Secondary Problem 5 Secondary Problem 4 Secondary Problem 3 Secondary Problem 2 Secondary Problem 1 Motivation 44 Secondary Problems Problem Solving Persistence

45 Secondary Problems Also develop and evolve ways to influence others to persist In 45 Secondary Problems Also develop and evolve ways to influence others to persist In solving worthy problems. GOOD IDEA Road Kill Zone Best Practices is a Team Sport & is Engineering Leadership in action. Time Copyright 2005– 2012 Hubenthal Burr Associates, LLC SUCCESS Motivation Develop the belief in your self and the passion to solve tough problems. Secondary Problem 8 Secondary Problem 7 Secondary Problem 6 Secondary Problem 5 Secondary Problem 4 Secondary Problem 3 Career Tips: Secondary Problem 2 IDEA Secondary Problem 1 Problem Solving Persistence

46 Secondary Problems It only takes one leader to break GOOD IDEA Group Think 46 Secondary Problems It only takes one leader to break GOOD IDEA Group Think and positively Road Kill Zone influence others to deliver results. Time Copyright 2005– 2012 Hubenthal Burr Associates, LLC SUCCESS Motivation You must learn to manage and lead the persistence to solve problems in your organization to have an edge. Secondary Problem 8 Secondary Problem 6 Secondary Problem 5 Secondary Problem 7 Secondary Problem 4 Secondary Problem 3 Business Tips: Secondary Problem 2 IDEA Secondary Problem 1 Problem Solving Persistence

47 Secondary Problems ASME leaders must embody this skill to GOOD IDEA real difference 47 Secondary Problems ASME leaders must embody this skill to GOOD IDEA real difference in the make a Road Kill Zone engineering community. Time Copyright 2005– 2012 Hubenthal Burr Associates, LLC SUCCESS Motivation Problem Solving Persistence is a critical skill in making best practices practical and implementable. Secondary Problem 8 Best Practices Tip: Secondary Problem 7 Secondary Problem 6 Secondary Problem 5 Secondary Problem 4 Secondary Problem 3 Secondary Problem 2 IDEA Secondary Problem 1 Problem Solving Persistence

48 The Special Rule in Brainstorming No Criticism of Ideas That won’t work! You’re 48 The Special Rule in Brainstorming No Criticism of Ideas That won’t work! You’re a fool to try ! That won’t work … our members dislike long events Maybe its boring…. . not enough participation Copyright 2005– 2012 Hubenthal Burr Associates, LLC

49 Best Practice for Brainstorming Productive Criticism Enhances Real-life Problem Solving Copyright 2005– 2012 49 Best Practice for Brainstorming Productive Criticism Enhances Real-life Problem Solving Copyright 2005– 2012 Hubenthal Burr Associates, LLC

50 Predictability of a Positive Outcome 2. Evolve to here Project Types and the 50 Predictability of a Positive Outcome 2. Evolve to here Project Types and the Predictability of Positive Outcome Business / Markets Government / Politics 1. Focus here first Technology Business Processes Technology Processes Science INCREASING PREDICTABILITY OF POSITIVE OUTCOME More Human Involvement High Situational Complexity Power, Money, Values, Religion, Politics, Self. Esteem, Fear of Loss, Potential for gain FACTORS Copyright 2005– 2012 Hubenthal Burr Associates, LLC Less Human Involvement Less Situational Complexity

51 Session Objectives Review n Be able to state why you need the Best 51 Session Objectives Review n Be able to state why you need the Best Practices Thinking Process n Understand Psychological Inertia and how it creates your Current Situation n Understand how Ideal Solutions make you relevant n Know the most important behavior that makes Best Practices real Copyright 2005– 2012 Hubenthal Burr Associates, LLC

52 Session Objectives Review Be able to state why you need the Best Practices 52 Session Objectives Review Be able to state why you need the Best Practices Thinking Process Best Practices are not perfect. Best Practices Thinking adapts them to our specific situation. Copyright 2005– 2012 Hubenthal Burr Associates, LLC

53 Best Practices Require Problem Solving Copyright 2005– 2012 Hubenthal Burr Associates, LLC 53 Best Practices Require Problem Solving Copyright 2005– 2012 Hubenthal Burr Associates, LLC

54 Best Practices Thinking Process n Assess your current situation q System’s View q 54 Best Practices Thinking Process n Assess your current situation q System’s View q Psych Inertia n Define Success q Future Ideal Reality q Align with ASME q Be Relevant to Members n Identify best practices & resources you will need n Identify secondary problems n Problem solve and take deliberate steps toward your Future Ideal Reality Copyright 2005– 2012 Hubenthal Burr Associates, LLC

55 Session Objectives Review Understand Psychological Inertia and the Current Situation “So you think 55 Session Objectives Review Understand Psychological Inertia and the Current Situation “So you think that’s air your breathing now? …. hmmm” Morpheus to Neo in “The Matrix” after asking him to ‘Hit me!’. Our world view creates the current situation. A change in world view creates a new situation. This is how to overcome psychological inertia. Copyright 2005– 2012 Hubenthal Burr Associates, LLC

56 Session Objectives Understand how Ideal Solutions make you relevant Relevance = The Ideal 56 Session Objectives Understand how Ideal Solutions make you relevant Relevance = The Ideal Solution Things you want (Benefits) = Things you don’t want (Costs) Push the Boundaries of IDEALITY and You Will be Relevant Copyright 2005– 2012 Hubenthal Burr Associates, LLC

57 Session Objectives Know the most important behavior that makes Best Practices real Mindsets, 57 Session Objectives Know the most important behavior that makes Best Practices real Mindsets, Beliefs and Behaviors of Great Problem Solvers q Responsibility for the Current Situation q Pursue the Most Ideal Solution q Problem Solving Courage and Will Power q Problem Solving Persistence q The Power of Mindset q Seek Advanced Resource Productivity q Systems View q Leverages Expertise of Teams n “Structured Innovation & The Inventor’s Mindset” by Scott Burr & Dayna Hubenthal n “NASA Systems Engineering Behavior Study” by Christine Williams & Mary-Ellen Derro Copyright 2005– 2012 Hubenthal Burr Associates, LLC

58 Session Objectives Motivation GOOD IDEA Road Kill Zone SUCCESS Secondary Problem 8 Secondary 58 Session Objectives Motivation GOOD IDEA Road Kill Zone SUCCESS Secondary Problem 8 Secondary Problem 7 Secondary Problem 6 Secondary Problem 5 Secondary Problem 4 Secondary Problem 3 Secondary Problem 2 IDEA Secondary Problem 1 Know the most important behavior that makes Best Practices real Problem Solving Persistence Time Copyright 2005– 2012 Hubenthal Burr Associates, LLC

59 Add Session Title Here Copyright 2005– 2012 Hubenthal Burr Associates, LLC 59 Add Session Title Here Copyright 2005– 2012 Hubenthal Burr Associates, LLC

60 About Us Copyright 2005– 2012 Hubenthal Burr Associates, LLC 60 About Us Copyright 2005– 2012 Hubenthal Burr Associates, LLC

61 Bonus Slides System’s Engineering Tool #1: System View - WEBINAR EXAMPLE n Professional 61 Bonus Slides System’s Engineering Tool #1: System View - WEBINAR EXAMPLE n Professional Development Team Segment q q n Registration & Payment Segment q q n System Design, Event Planning, Speaker ASME District Leaders / Local Programs Customer Service & Goodwill Exchange Financial Transaction – Acteva Event Delivery Segment q q Audience Online & In-person Goto. Webinar & Screencast. com Copyright 2005– 2012 Hubenthal Burr Associates, LLC

62 Bonus Slides System’s Engineering ? A ? Copyright 2005– 2012 Hubenthal Burr Associates, 62 Bonus Slides System’s Engineering ? A ? Copyright 2005– 2012 Hubenthal Burr Associates, LLC Event Delivery Segment A Registration and Payment Segment Professional Development Team Segment Tool #1: System View - WEBINAR EXAMPLE

63 Bonus Slides System’s Engineering Tool #1: System View - WEBINAR EXAMPLE Professional Development 63 Bonus Slides System’s Engineering Tool #1: System View - WEBINAR EXAMPLE Professional Development System of System Level Segment Level Professional Development Team Segment Registration & Payment Event Delivery System Level PD Seminar/Webinar Audio Go. To Webinar Volunteers Speaker Laptop Morning Setup Room ASME Host Attendees PD Chair & Core Team Internet Screencast. com Copyright 2005– 2012 Hubenthal Burr Associates, LLC On-line Advocates Sub-System Level

64 Bonus Slides System’s Engineering Tool #1: System View - WEBINAR EXAMPLE System Requirements 64 Bonus Slides System’s Engineering Tool #1: System View - WEBINAR EXAMPLE System Requirements and Architecture Member can view any ASME program from anywhere; Online attendance and in-person attendance View live and in any time zone Share Revenues across ASME Subsystem/Component Design Use Go. To Webinar as delivery platform Use acteva and excel for registration system Use email for member& volunteer interaction Use Go. To Meeting as meeting platform Use custom designed audio system Revenue sharing system Demonstrate and Validate PD System Did we serve members, volunteers, Sections and Districts? System Integration and Test Integrate & Assemble subsystems into PD System. Ask for ongoing feedback and make changes. Verify integrated usage is seamless and does not affect ASME member Subsystem/Component Integration and Test audio system Test Go. To Meeting and Go. To Webinar in test event. Ask for feedback and make changes. Volunteer feedback: needs met? Revenue sharing feedback. Member needs feedback. Procure, Fabricate & Assemble Parts Pay as we go for systems. Fabricate and assemble Audio system. Pratcice with acteva and Goto Plaforms Copyright. Understand limitations and. Burr Associates, 2005– 2012 Hubenthal usage. LLC PD System Integration PD System Specification PD System Design User Requirements and CONOPS Serve ASME member PD needs, Serve volunteer needs, meet. Section and District needs PD System Verification And Validation On-Orbit Operational System Mission Statement Systems Engineering Domain Sub-Systems Engineering Domain