Value Chain Analysis
Einstein was right when he said we cannot solve same problems using same kind of thinking. In a rapidly changing world the methods that were previously used in solving many problems are no longer effective. Thus, there is need to develop new ways of thinking for better solutions to our current problems (Bitner et al., 2015). Design thinking steps in with newly a non linear and systematized human centered approach. the problem that we seek to address is redesigning work system in the organization. The organization that we are going to look into is Testlar.
The methods of logical thinking include:
value chain analysis – the derivation of the consequence of one or more statements (premises), the transition from the general to the particular. In other words, there is some set with certain characteristics. The operation of deduction determines whether or not the object of thinking enters the given set for one or another indication. This a design thinking process that analyses the problem of the company in sequence then tries to offers a solution after the analysis is done.
Visualization is also a method of thinking, as noted above. But it is difficult to attribute it to rational or irrational methods. So three types of imagination are distinguished: logical (derives the future from the present by the above-described methods of logical thinking); Critical (searches in objects of research imperfection); creative (generates fundamentally new objects that do not have prototypes in reality) (Gayialis et al,. 2016). This method can be used by the management to come up with new ways of doing things or to solve a problem.
Assumption development – on the basis of particular (concrete) statements the construction of general inferences from the particular to the general, from facts, observations – to general conclusions.Essential in these operations is that one can not completely identify deduction with the transition from the general to the particular, and induction with the transition from the particular to the general. Induction is the basis of our knowledge. It does not guarantee its truth and validity, but it generates assumptions, connects them with experience, and thereby gives rise to more or less reliable knowledge (Ritchie, Tinker & Power, 2016).
Analysis – the process of mental separation of the object/ problem of the organization into parts. This is a design thinking tool that requires the team to analyze the company’s problem then offer a solution. Synthesis – the process of reuniting the whole of the parts.
Analysis and synthesis represent the unity of opposites. In the practice of the manager, these methods of thinking occupy a special place, since he often has to deal with destructuring and restructuring-the division of the object under study (the process, the problem, the information) into parts and the reunification of a fundamentally qualitatively new object from these parts. On the basis of analysis and synthesis, new knowledge and new objects are obtained. Analysis and synthesis make it possible to separate the essential from the nonessential, the complex to reduce to the simple, classify objects and phenomena.
Visualization
Design thinking methods are also used to generate a new one. The value of analogy, as noted above, is that it allows you to transfer knowledge obtained about one object to another object with varying degrees of probability. Of great importance in the creative process is the analogy of relationships, which can establish an unlimited number of signs of similarity between the most remote regions. With skilful management, such an analogy can become the device for the formation of absolutely new ideas. However, inference by analogy does not give reliable knowledge.
Generalization
Generalization is the definition of a general concept, in which the main, basic, characterizing objects of a given class is reflected. This means for the formation of new scientific concepts, the formulation of laws and theories.
Secondly, with this examination, it is necessary to take into account the changes taking place in the object, its development. Thirdly, in the object it is necessary to identify inconsistencies, opposites and contradictions in functioning and development. Moreover, according to dialectics, it is very important in the creative process to understand the unity and struggle of opposites, their mutual transformations. This allows you to cognize the phenomena in time, see the trend of the transition of the positive to the negative, the stimulus to the brake; gives the opportunity to predict events. Dialectical thinking is the basis of many algorithmic methods of creativity (Liedtka, Salzman & Azer,2017).
Heuristic methods To the irrational heuristic methods is, above all, intuition. If the above rational methods of thinking are amenable to description, algorithmization and, consequently, to management, then intuition is not. Intuition is defined as the direct discretion of the truth, the solution of the posed problem without any reasoning and proof.
Intuition is in the subconscious, it is characterized by unconsciousness, surprise, improbability, immediate evidence. The result of an intuitive creative act is insight – an insight giving an instant response. Argentine philosopher M. Bunge: “Intuition is a collection of rubbish, where we dump all intellectual mechanisms that we do not know how to accurately analyze or even name them, or those whose name or title does not interest us (Docherty,2017).
The French mathematician and philosopher A. Poincaré: “By means of logic they prove by intuition they invent”. Although often intuition is opposed to logic, insight is impossible without prior accumulation of facts and their analysis – and the subconscious needs working material. An intuitive solution requires logic checking, often it is not reliable. There are a number of ways that stimulate intuition:
Brainstorming
The group method – “brainstorming”, which stands out as an independent; • the way of “incubation”, in which attention is shifted to another area of ??activity for some, sometimes very considerable time; • The personal way, which is that before the dream is formulated the problem, in the morning, at the first signs of awakening, for the present the consciousness has not completely mastered the brain, attention is returned to this problem, an intuitive hint of its solution is possible; development of the imagination, which in turn stimulates intuition. Heuristic methods also include methods of activating creativity, which include:
Assumption Development
The method of brainstorming. Was proposed by A. Osborn (USA) in the 40-ies. Two groups of people are created, the first include people of various specialties, capable of generating ideas, the second – prone to critical analysis. The problem and rules for generating ideas are defined: Any criticism and passing judgment on the idea is not allowed; •Activity of each participant in the generation of ideas; freedom of expression of ideas when announcing an idea; it is desirable that the ideas of one be picked up by others; Rules of expression of ideas – one minute. The total duration of the assault is about one hour. All statements are stenographed or recorded on a tape recorder. Thus the staff can offer solutions without any criticism.
When searching for solutions by this method, it is recommended that the members of the group are not personally interested in the results of decisions. However, they do not have to be specialists on this issue, but they must have a general idea. This method is informal, it increases the number of solutions (trials and errors), stimulates the intuition of people and, in addition, thanks to the principle of synergy, not only the quantity but also the quality of solutions is multiplied.
The method of the Journey mapping. This synectic method is based on brainstorming, but the assault is conducted by a group of professionals who constantly accumulate experience in solving problems in this way. The main difference between the method of journey mapping and the method of brainstorming is the use of four stimulating techniques based on analogy: direct analogy – analysis of ways of solving a problem similar to this one in other areas. The company requires those with experience in a particular area of interest to offer solutions to the problem.
A simple graphic summary of the entire design process we have it in Daniel Newman’s scribble. In it we can see how the apparent chaos and uncertainty, the thoughts “Out of the box”, the multiple ideas and paths, through research and the creation of prototypes everything is clarified. In the end, the focus, the solution, is simple and simple. In this way, innovation (Not necessarily Disruptive Innovation) and design takes place.
At the stage of nomination and formulation of alternatives, options for solving the problem, the leader organizes this process in the group, involving all its members and using group creativity and appropriate methods. When choosing the option, comparative evaluation of alternatives, taking into account the most essential criteria (speed of achievement of results, costs, quality of results, consequences, etc.), an arsenal of methods for organizing collective mental activity is also relevant (Borgianni, Cascini & Rotini,2015).
Conclusion
By using the above methods, a company can successfully redesign the processes within the company thus effectively coming up with new solutions that will solve the company’s problems.
The development of a plan for the implementation of an alternative and its implementation require the ability to apply the appropriate organizational and economic methods. Evaluation and interpretation of the results, apparently, also require the use of methods for organizing productive collective mental activity (Liedtka, 2015).. It is obvious that at all stages of the problem-solving process, the leader applies tools, methods of activating mental processes, thinking activity, launching group creativity, choosing the most suitable ones and at the same time relying on their personal creativity. Creative methods for solving problems, including methods for activating collective mental activity (they will be discussed further on) .
References
Bitner, M. J., Patr?cio, L., Fisk, R. P., & Gustafsson, A. (2015). Journal of service research special issue on service design and innovation: developing new forms of value cocreation through service. Journal of Service Research, 18(1), 3.
Bresciani, S., & Eppler, M. J. (2018). Key Dimensions of Visual Design Thinking: An Application to the Social Innovation Context.
Borgianni, Y., Cascini, G., & Rotini, F. (2015). Business process reengineering driven by customer value: a support for undertaking decisions under uncertainty conditions. Computers in Industry, 68, 132-147.
Carlgren, L. (2013). Design thinking as an enabler of innovation: Exploring the concept and its relation to building innovation capabilities. Chalmers University of Technology.
Chang, J. F. (2016). Business process management systems: strategy and implementation. Auerbach Publications. Chang, J. F. (2016). Business process management systems: strategy and implementation. Auerbach Publications.
Durkin, C., & Gunn, R. (Eds.). (2016). Social entrepreneurship: A skills approach. Policy Press.
Docherty, C. (2017). Perspectives on Design Thinking for Social Innovation.Policy Press.
Gayialis, S. P., Papadopoulos, G. A., Ponis, S. T., Vassilakopoulou, P., & Tatsiopoulos, I. P. (2016). Integrating Process Modeling and Simulation with Benchmarking using a Business Process Management System for Local Government. International Journal of Computer Theory and Engineering, 8(6), 482.
Liedtka, J., Salzman, R., & Azer, D. (2017). Design thinking for the greater good: innovation in the social sector. Columbia University Press.
Liedtka, J. (2015). Perspective: Linking design thinking with innovation outcomes through cognitive bias reduction. Journal of Product Innovation Management, 32(6), 925-938.
Manzini, E. (2015). Design, when everybody designs: An introduction to design for social innovation. MIT press.
Rosemann, M., & vom Brocke, J. (2015). The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer, Berlin, Heidelberg.
Ritchie, J., Tinker, A., & Power, J. (2016). The effectiveness of Design Thinking techniques to enhance undergraduate student learning. In Futurescan 3: Intersecting Identities. Association of Fashion & Textiles (FTC), Loughborough University.
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