Harbarian process modeling: Difference between revisions

Revision as of 15:46, 7 December 2016

Revision as of 15:56, 7 December 2016

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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>{{citeCite web|url=https://www.mindtools.com/brainstm.html|title=Brainstorming: Generating manyMany radicalRadical, creativeCreative ideas|last=|first=|date=Ideas|website=Mind Tools|publisher=|accessdate=7 September 2016www.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>{{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>(Mind{{Cite Tools,web|url=https://www.mindtools.com/pages/article/newTMC_97.htm|title=Flow 2016a)Charts: Identify and Communicate Your Optimal Process|website=www.mindtools.com|access-date=2016-12-07}}</ref> 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>{{Cite web|url=https://www.mindtools.com/brainstm.html|title=Brainstorming: Generating Many Radical, Creative Ideas|website=www.mindtools.com|access-date=2016-12-07}}</ref> 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|last=Dugosh,|first=Karen Leggett|last2=Paulus,|first2=Paul B.|last3=Roland, &|first3=Evelyn J.|last4=Yang,|first4=Huei-Chuan|title=Cognitive 2000)stimulation in brainstorming.|url=http://dx.doi.org/10.1037/0022-3514.79.5.722|journal=Journal of Personality and Social Psychology|volume=79|issue=5|pages=722–735|doi=10.1037/0022-3514.79.5.722}}</ref> This implies there is a synergistic relationship among stakeholders' individual strengths and the ideas generated throughout a brainstorming session.

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

[[Appreciative inquiry]] (AI) is based on recognizing a "positive core" by appreciating the qualities and strengths of the people who make up an organization.<ref>{{cite journal|title=A positive revolution in change: Appreciative inquiry|author1=David L Cooperrider|author2=Diana Whitney|date=2001|journal=Public administration and Whitneypublic (2001)policy|volume=87|publisher=Marcel Dekker, Inc.}}</ref> assert that "human systems grow in the direction of what they persistently ask questions about and this propensity is strongest and most sustainable when the means and ends of inquiry are positively correlated" (pp.&nbsp;3–4). This implies that asking positive and optimistic questions will likely guide a group or organization towards a positive, optimistic future.

AI involves four key stages, known as the 4-D cycle: (1) discovery, (2) dream, (3) design, and (4) destiny.<ref name=":0" /> Each stage engages stakeholders in appreciating their organization, constructing a holistic appreciation for the people they work with, and creating a "positive core" that allows the organization to change and grow.

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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>(IIBA,{{Cite 2015,book|url=http://www.iiba.org/|title=BABOK: A guide to the business analysis body of knowledge (3rd pEd.)|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 1996)of Systems Thinking|url=http://www.thinking.net/}}</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.