Collaborative & Creative Problem Solving (C2PS)

Problem solving underlies much of the work we do to achieve innovation. Our problem solving methodology has several components that make it both unique and powerful. The two key aspects are collaborative and creative. The model incorporates a wide array of data-based tools, so encompasses fact-based and intuitive approaches. See our C2 Problem Solving model at bottom.

Collaborative aspect

A great technical solution is worthless if it is not implemented. All too often, implementation is prevented by people who do not accept the solution. When we begin work on a problem we identify who the stakeholders are - those people who will be affected and/or who can veto or slow down implementation. We then create a plan to build their understanding and commitment, from beginning through implementation.

Creative aspect

Most people think of generating a novel solution as creativity. We know that creativity begins with how the problem is defined, and can be built in to every step along the way to implemented solution. For example, how the problem is defined often sets the stage for the degree of creativity in the solution.

C2PS is equally useful for small (devising a sales pipe model) to large (reengineering a value chain) problems, at any level in any field. Because it is so widely applicable, the parts that are used vary by situation. Thus the model represents the craft of problem solving; the art is in how we use it.

Problem solving is often not linear, and our use of this model reflects that. There are some basics, however, that we stick to. For example, the adage that "If you don't agree on the problem, you won't agree on the solution" guides our work of building stakeholder agreement to the problem before beginning work on the solution.

Goal is at the center of our model and our work. We begin with a specific customer-defined goal, and always work toward that target.

Continuous improvement is built in to C2PS. Fixing a problem is not enough; nor is keeping it fixed. For major issues, continuous improvement is where the long-term benefit lies.

Learning distinguishes great organizations from the rest. A logical time to capture learnings is at the conclusion of a problem solving experience. Our model drives the discipline of capturing and spreading learnings.

Tools supplement the model. We have an arsenal of dozens of tools for data gathering, analysis and display; for creativity, benchmarking, planning, monitoring. Furthermore, our model links well with related approaches such as six sigma and process improvement.