An Integral, Including Framework
Over the last three decades, we have seen enormous progress. Things unimaginable before, like smartphones and orders being delivered the next day, have become commodities. At the same time, new problem areas arose, in organisations and at the society level.
This framework was developed from:
“We can’t solve problems by using the same kind of thinking we used when we created them.”
Letting go of the thinking that created the problem situation.
Practices, able to solve tough problems at their root causes, have been lost.
Countless, highly effective solutions exist today.
Exceptions granted, highly effective solutions get stuck in a system optimized for a world gone by.
Where can the highest impact be made at the lowest effort, costs and risks?
Where decisions are made: From service desk employee up to the Chief Executive Officers (CEO)
The framework has been developed from listening to experience experts. Experience experts have been clients, citizens, employees, experts, managers and politicians. Those negatively impacted, initiative owners and inventors of (highly) effective solutions were listened to a little bit more to than those of other groups. This included listening to CxOs and politicians.
When listening, the following points had the highest priority:
- What are the root causes of highest damage hiding behind seemingly insolvable problems?
- How can the root causes of the highest damage be solved with minimum effort, costs and risks?
- Apply Einstein’s quote: We can’t solve problems by using the same kind of thinking we used when we created them.
- Ignore restrictions like identifying root causes within the boundary of a method, area or silo.
- Be open to whatever might be the most effective solution or framework.
Until about 2005: Highly effective, innovative solutions were welcome.
From around 2005 and through a gradual development: The higher the possible value of innovative solutions, the quicker they get stuck in the popular solution thinking, bureaucracy and complexity. This was even the case with Lean Start-Up.
Countless, highly effective and often low-risk, innovative solutions exist, even for seemingly unsolvable problems and wicked problems.
Quiet often, it was possible to reduce highly complex problem situations to just a few root causes.
Found root causes did not fit into the popular solution thinking, procedures, regulations and the areas receiving budget. Nobody felt responsible for these root causes.
Which changeable causes of the highest damage stand in the way of innovative solutions?
Which solutions provide the highest impact at minimal effort, costs, risks and new damage?
Where is the intervention space through which, with minimal effort, costs and risks, the highest impact can be to achieve the goals above?
→ In decision-making processes, at all levels.
What is necessary to get over the tipping point from which the solution or framework works?
→ A holistic solution or framework