Harbarian process modeling: Difference between revisions

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===Follow-up elicitation & collaboration===

After all preliminary HPM process diagrams are drafted, follow-up meetings with each of the teams is conducted. These meetings open with a review of the respective team's HPM process diagrams for accuracy. This review also serves as a means to prime stakeholders for the three stages of [[brainstorming]]: (1) prepare the group, (2) present the problem, and (3) guide the discussion.<ref name="mindtools.com">{{Cite web|url=https://www.mindtools.com/brainstm.html|title=Brainstorming: Generating Many Radical, Creative Ideas|website=www.mindtools.com}}</ref>

====Prepare the group====

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===Flowcharts===

Flowcharts are "easy-to-understand diagrams that show how the steps of a process fit together".<ref name="ReferenceA">{{Cite web|url=https://www.mindtools.com/pages/article/newTMC_97.htm|title=Flow Charts: Identify and Communicate Your Optimal Process|website=www.mindtools.com|access-date=2016-12-07}}</ref> They provide a visual reference to stakeholders so that steps can clearly be followed in a chronological order. Flowcharts are "used commonly with non-technical audiences and are good for gaining both alignment with what the process is and context for a solution".<ref>{{Cite book|url=http://www.iiba.org/|title=BABOK: A guide to the business analysis body of knowledge (3rd Ed.)|last=|first=|publisher=International Institute of Business Analysis|year=2015|isbn=|___location=|pages=320|quote=|via=}}</ref>

This [[neuroscience]] tool was incorporated into the HPM method for its numerous applications: (a) defining a process, (b) standardizing a process, (c) communicating a process, (d) identifying bottlenecks or waste in a process, (e) solving a problem, and (f) improving a process.<ref name="ReferenceA"/> Flowcharts provide a useful and straightforward visual reference for all members of an organization. Utilizing flowcharts offers increased process transparency and decreased ambiguity, often resulting in an increase to overall workplace efficiency.

===Brainstorming===

Brainstorming is an effective neuroscience tool that can be used with groups to generate ideas that draw on the experience and strengths of all stakeholders. This tool was incorporated into the HPM method for its potential to provide teams with the opportunity to "open up possibilities and break down incorrect assumptions about the problem's limits." <ref name="mindtools.com"/> Additionally, studies have shown that groups that engage in brainstorming "can be cognitively stimulated as a result of exposure to the ideas of others".<ref>{{Cite journal|lastlast1=Dugosh|firstfirst1=Karen Leggett|last2=Paulus|first2=Paul B.|last3=Roland|first3=Evelyn J.|last4=Yang|first4=Huei-Chuan|title=Cognitive stimulation in brainstorming.|journal=Journal of Personality and Social Psychology|volume=79|issue=5|pages=722–735|doi=10.1037/0022-3514.79.5.722|year=2000|pmid=11079237 }}</ref> This implies there is a [[Synergy|synergistic]] relationship among stakeholders' individual strengths and the ideas generated throughout a brainstorming session.

===Appreciative inquiry and the 4-D cycle===

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===Systems thinking===

[[Systems thinking]] is a theory that provides stakeholders with an "understanding [of] how the people, processes, and technology within an organization interact allow[ing] business analysts to understand the enterprise from a holistic point of view".<ref>{{Cite book|url=http://www.iiba.org/|title=BABOK: A guide to the business analysis body of knowledge (3rd Ed.)|last=|first=|publisher=International Institute of Business Analysis|year=2015|isbn=|___location=|pages=191|quote=|via=}}</ref> While traditional forms of analysis look at specific parts of a system, systems thinking looks at the "big picture," focusing on the interactions between parts including dependencies and synergistic relationships.<ref>{{cite web|last1=Aronson|first1=D.|title=Overview of Systems Thinking|url=http://www.thinking.net/|access-date=2016-12-07|archive-date=2007-09-05|archive-url=https://web.archive.org/web/20070905005743/http://www.thinking.net/|url-status=dead}}</ref>

While there are many approaches and models of systems thinking,<ref>{{cite book|title=The Social Psychology of Organizations|author1=Daniel Katz|author2=Robert L. Kahn |publisher=[[John Wiley & Sons]]|edition=2nd|date=1978|isbn=978-0471023555}}</ref> provide an [[open system (systems theory)]] that analyzes a system by its (a) inputs, (b) throughputs or transformations, (c) outputs, (d) feedback, and (e) environment. This model has been adapted for use in analyzing each of the organizational teams as a system through their (a) inputs, (b) transformations, (c) outputs, (d) feedback loops, (e) goals, and (f) environment.