Harbarian process modeling: Difference between revisions

Revision as of 13:38, 7 December 2016

Revision as of 15:46, 7 December 2016

Line 68:

===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>({{cite web|url=https://www.mindtools.com/brainstm.html|title=Brainstorming: Generating many radical, creative ideas|last=|first=|date=|website=Mind Tools,|publisher=|accessdate=7 September 2016b)2016}}</ref>

====Prepare the group====

Line 86:

=====Design=====

The third stage, design, focuses on teams articulating how they could turn what was identified in the dream stage into a reality.<ref name=":0">{{cite book|author1=Cooperrider, andD.L. |author2=Whitney, (D|year=2001)|chapter=A positive revolution in change|editor1=Cooperrider, D. L.|editor2=Sorenson, P.|editor3=Whitney, D.|editor4=Yeager, T.|lastauthoramp=y|title=Appreciative Inquiry: An Emerging Direction for Organization Development|pages=9–29|___location=Champaign, IL|publisher=Stipes}}</ref> indicate that "once strategic focus or dream is articulated attention turns to the creation of the ideal organization" and the "actual design of the system" (p.&nbsp;10). Questions should focus on action planning and identifying where specific improvements could be made within existing processes to make their optimistic futures tangible. Where the dream stage asked stakeholders to overlook deficits and struggles, the design stage asked stakeholders to develop new solutions that fixed or bypassed existing issues by using the teams' strengths.

=====Destiny=====

Line 92:

===Final documentation===

At this point, all relevant information has been elicited from the organizational teams and is ready to be documented. First, HPM process diagrams should be updated to reflect feedback and insights from stakeholders. Second, the collective HPM process diagrams of each team are reviewed and analyzed. Systems thinking is then applied to identify a "deeper understanding of the linkages, relationships, interactions and behaviours among the elements that characterize the entire system".<ref>({{Cite book|url=http://www.who.int/entity/whosis/whostat/EN_WHS09_Full.pdf?ua=1|title=World Health Organization,Statistics 2009,|last=|first=|publisher=World p.Health Organization|year=2009|isbn=9789241563819|___location=|pages=33)|quote=|via=}}</ref>

==Business psychology concepts==

Line 98:

===Flowcharts===

[[Flowcharts]] are "easy-to-understand diagrams that show how the steps of a process fit together".<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> 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]] [IIBA], |year=2015, p. |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 Tools, 2016a)</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." (Mind<ref>{{Cite Toolsweb|url=https://www.mindtools.com/brainstm.html|title=Brainstorming: Generating Many Radical, 2016b)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>(Dugosh, Paulus, Roland, & Yang, 2000)</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>Cooperrider and Whitney (2001)</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>Cooperrider andname=":0" Whitney (2001)</ref> 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.

AI was incorporated into the HPM method for its promotion of positive perspectives to stakeholders.,<ref>{{cite journal|author1=Cooperrider, D. L.|author2=Srivastva, S.|date=1987|title="Appreciative inquiry in organizational life"|journal=Woodman, R. W. & Pasmore, W.A. Research in Organizational Change And Development|volume=1|___location=[[Stamford, Connecticut]]|publisher=JAI Press|pages=129–169}}</ref> the creators of AI, assert that AI focuses on the positive philosophy behind the approach rather than viewing AI solely as a problem-solving technique. AI-based questions can be used to elicit constructive ideas and solutions from stakeholders throughout the elicitation portion of the project.