Kepner and Tregoe method

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This technique emphasises the rational rather than the creative, it is essentially a method for fault diagnosis and repair rather than for disorganized or systemic problem domains, or those where freshness of vision is essential. Kepner and Tregoe (1981) describe the method below, but its origins date from the 1950s. The method is fully developed, with recommended techniques, worksheets, training programme's, etc. The headings below provide a bare outline and it follows two main stages, each has seven steps:

Problem Analysis
1. You should know what ought be happening and what is happening, this can then be expressed as a deviation, comparing them and recognising a difference that seems important to you. 2. Ascertain provisional problem priorities (how urgent/serious or likely to become so) and pick a problem to work on. Break down unhelpful problem categories (e.g. communication problems). If the cause is immediately apparent you can pass straight to Decision Making (below). 3. Investigate and identify the problem deviation (what, where, when, and to what extent). 4. Identify features that distinguish what the problem is from what it is not. 5. Identify the potential cause(s) or contributory factors of the problem, these should be clear-cut events or changes that lead to the problem and are clearly associated with the occurrence of the problem. What the problem is rather than the problems absence, what it is not. Preferably you identify just one predominantly good contender.

6. Attempt to infer any likely causes of the problem, by developing hypotheses that would explain how the potential cause(s) could have caused the observed problem. 7. Now test the potential cause of the problem, checking that it is not only a potential cause, but also that it is the only cause (e.g. that occurrence of this problem is always and only associated with occurrence of this cause or combination of causes).

Decision-Making
1. Set up specific requirements:

Expected results (what type, how much, where, when) Resource constraints (personnel, money, materials, time, power, etc.)

2. Prioritise your needs (distinguishing musts and wants) 3. Develop optional supplies of action. Kepner-Tregoe suggests systematically investigating each requirement and identifying ways of accomplishing it. Alternatively, other idea generation methods could be used. 4. Rate the alternatives against requirement priorities (e.g. Comparison Tables). 5. Choose the best option as a provisional solution 6. Identify potential unfavourable consequences. A possible checklist is given in the table below:
Possible Adverse Consequences Capital, outgoings, return Security, adaptability Space, flexibility, location Economy, competition, law, government Motivation, skills, health Source, availability, handling, storage Relationships, communications Quality, quantity, pace, timing

1. Plan implementation, including minimising adverse consequences and monitoring progress.

Category:Creativity Techniques Creativity and Innovation Techniques an A to Z

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This A to Z of Creativity and of contents of the pages in this "group". Innovation Techniques, provides an To add a page to this Category: introduction to a range of tools and techniques for both idea generation 1. go to that page (Creativity) and converting those 2. click the edit tab ideas into reality (Innovation). Like 3. put this in the page: most tools these techniques all have [[Category:Creativity Techniques]] their good and bad points. I like to think of these creativity and The page will then be listed here! innovation techniques as tools in a toolbox in much the same way as my toolbox at home for DIY. It has a saw, spanner, hammer, knife and all sorts of other things in it, they are all very useful, but you have to pick the right tool (creativity / Innovation technique) for each job. This site will try and provide a little guidance along with each tool to let you know whether it's best used for cutting paper or putting in nails. For the future, the aim is to also have sub-categories which will identify Techniques for; Problem Definition - including problem analysis, redifinition, and all aspects associated with defining the problem clearly. Idea Generation - The divergent process of coming up with ideas. Idea Selection - The convergent process of reducing all the many ideas into realistic solutions Idea Implementation - Turning the refined ideas in reality. Processes - Schemes and techniques which look at the overall process from start to finish (or at least 3 of the above 4 areas).. Special thanks to the Open University for their kind permission to use material from their publication B822.

Subcategories
This category has the following 5 subcategories, out of 5 total.

I
Idea Generation Idea Implementation Idea Selection

P
Problem Definition Processes

Pages in category "Creativity Techniques"

The following 192 pages are in this category, out of 192 total.

7
7 Step Model

F cont.
Fishbone Diagram Five Ws and H Flow charts AIDA Focus Groups ARIZ Focusing Adaptive Reasoning Force-Field Analysis Advantages, Limitations and Unique Qualities Algorithm of Inventive Problem Solving Alternative Scenarios Analogies Anonymous Voting Assumption Busting Assumption Surfacing Attribute Listing Gallery method Force-Fit Game Free Association Fresh eye

P cont.
Progressive Hurdles Progressive Revelation Provocation

Q
Q-Sort Quality Circles

R
Random Stimuli Rawlinson Brainstorming Receptivity to Ideas Reciprocal Model

Gap Analysis Reframing Values Goal Orientation Relational Words Greetings Cards

H
Help-Hinder

Relaxation Reversals RoleStorming

B
Backwards Forwards Planning Bodystorming Boundary Examination Boundary Relaxation BrainSketching Brainstorming Brainwriting Browsing Brutethink Bug Listing Idea Advocate Idea Box Ideal Final Result Imagery Manipulation Imagery for Answering Heuristic Ideation Technique Hexagon Modelling Highlighting

S
SCAMMPERR SCAMPER SDI SODA SWOT Analysis Sculptures Search Conference Sequential-Attributes Matrix

BulletProofing Bunches of Bananas

Questions Imaginary Brainstorming Implementation Checklists

Similarities and Differences Simple Rating Methods Simplex Six Thinking Hats Slice and Dice Snowball Technique Soft Systems Method Stakeholder Analysis Sticking Dots

C
CATWOE Card Story Boards Cartoon Story Board Causal Mapping Charrette Cherry Split Chunking Circle Time Circle of Opportunity Clarification Classic Brainstorming Cognitive Acceleration Collective Notebook Comparison tables Component Detailing Concept Fan Consensus Mapping Constrained BrainWriting Contradiction Analysis Controlling Imagery Crawford Slip Writing Creative Problem Solving CPS Criteria for idea-finding potential Critical Path Diagrams

Improved Nominal Group Technique Interpretive structural modeling Ishikawa Diagram

K
KJ-Method Keeping a Dream Diary Kepner and Tregoe method

Stimulus Analysis Story Writing Strategic Assumption Testing Strategic Choice Approach

L
Laddering Lateral Thinking Listing Listing Pros and Cons

Strategic Management Process Successive Element Integration SuperGroup SuperHeroes

M
Metaplan Information Market

Synectics Systematic Inventive

Mind Mapping Morphological Analysis Morphological Forced Connections Multiple Redefinition

Thinking

T
TILMAG TRIZ Talking Pictures Technology Monitoring

N
NAF

D
DO IT Decision seminar Delphi Dialectical Approaches Dimensional Analysis

Think Tank Thinkx Thril Transactional Planning Trigger Method

NLP Negative Brainstorming Nominal Group Technique Nominal-Interacting

Disney Creativity Strategy Do Nothing Drawing

Technique Notebook

Trigger Sessions Tug of War

O
Observer and Merged

U
Unified Structured Inventive Thinking Using Crazy Ideas Using Experts

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Escape Thinking Essay Writing Estimate-Discuss-Estimate Exaggeration Excursions Viewpoints Osborn's Checklist Other Peoples Definitions Other Peoples Viewpoints Value Brainstorming Value Engineering Visual Brainstorming PDCA PIPS PMI Paired Comparison Panel Consensus Paraphrasing Key Words Personal Balance Sheet Pictures as Idea Triggers Pin Cards Plusses Potentials and Concerns Potential Problem Analysis Preliminary Questions Problem Centred Leadership Problem Inventory Analysis - PIA Problem Reversal Productive Thinking Model Who Are You Why Why Why Wishing Working with Dreams and Images Visualising a Goal

F P
F-R-E-E-Writing Factors in selling ideas False Faces