This page describes how to use VIS-IT™ Tools and Techniques in a wide variety of important group-based applications. The links below will introduce our approach to these important idea-processing activities.

Click on an application listed above to decide if a simplified VIS-IT Technique could begin helping you and your team members discover more options and make better choices. Download detailed Technique descriptions and "how-to’s" from our Free Training page.

VIS-IT™ TOOLS are large, colorful, multi-shaped Post it‘ and sticky notes used by groups in idea processing activities to capture, create, arrange, evaluate, connect, and implement ideas more efficiently and effectively. They are sold individually or in convenient sets. In most meetings, they cost less than the coffee and soda! To order, go to our On-line Catalog, call Toll Free 1-888-439-7237, or email edward@thinkingtools.net. Major credit cards accepted. Next day delivery is available. We ship throughout the globe.

VIS-IT™ TECHNIQUES are specific idea processing activities, usually performed in meetings, to solve problems, create or share knowledge, make decisions, take purposeful actions, or stimulate creative, causal, or critical thinking. Simply put, our techniques are designed to make organizations more productive.

All VIS-IT™ Techniques use of "Focus Questions" to keep the group’s thinking on point. Each application description includes Focus Questions that are appropriate to that application.

PROBLEM SOLVING

A "problem" is the undesirable gap between the desired condition and the actual condition of something important. As such, a problem is an effect resulting from the interaction of either known or unknown causes.

A "solution" involves taking corrective actions to close the problem gap by eliminating or mitigating the causes of the problem. Hence, in order to achieve an enduring solution, it is necessary to identify all of the problem’s causes.

For most problems, there are direct causes, which are near in time and distance to the problem effects they produce. These direct causes are more apparent and, therefore, easier to detect. There are also, however, additional higher level, or "root" causes to a significant problem. These causes are further away in time and distance, and, therefore, much more difficult to detect.

The Double-Loop Problem Solving approach, which we suggest, recognizes these different levels of causality and how they produce problems. We suggest problem solvers work on two separate, but related, solution loops. Solution Loop 1 is aimed at detecting the most direct cause of the problem, and then designing and implementing temporary solutions. Solution Loop 2 seeks to discover the higher level causes, and then design and implement root cause solutions. The theory is described in the causal loop diagram shown below.

                                     Double-Loop Problem Solving

Many problems can’t wait for root cause solutions, and need immediate temporary solutions. Sometimes, the temporary solutions are sufficient, especially if they are not expensive to implement, or do not drain away other essential resources. Plus, there are many cases where the temporary solution works so well that it becomes, in fact, a permanent solution to the problem. In these latter cases, there are no significant higher level causes producing effects that, over time, overwhelm the temporary solution.

Therefore, Double-Loop Problem Solving involves:

• Identifying the problem, not just the symptoms;
• Detecting direct causes, and rapidly applying temporary solutions;
• Evaluating the success of the temporary solutions
• Deciding if root cause analysis is needed; and if so
• Detecting higher level causes; and
• Designing root cause solutions.

Problems can be evaluated on (a) their degree of importance, and (b) the likely complexity of their solutions. Importance is determined by the financial and non-financial costs of allowing the problem to remain unsolved. Complexity depends on the number of interconnecting variables and interests involved in the problem’s likely solution.

Groups or teams get involved in problem solving when the importance of the problem is sufficiently high to justify their attention, and when it is clear that one person alone can neither develop nor implement a satisfactory solution. Otherwise, unimportant problems do not require an investment for group problem solving activities.

VIS-IT Techniques stimulate and accelerate group problem solving in the following ways:

• Focus thinking with explicit "Focus Questions" that get at What, When, Where, Who, How, and Why.
• Use highly visual tools, involving meaningful colors and shapes, to energize, reinforce and organize ideas.
• Capture and build a comprehensive group memory.
• Generate decisions and commitments.
• Facilitate communication and follow-up.

The comprehensive VIS-IT Double Loop Problem Solving approach involves eight phases:      

1. Write an initial problem statement. 
2. Catalog and categorize the problem’s symptoms.
3. Write a revised problem statement
4. Identify the first-level, direct causes of the problem (Solution Loop 1)
5. Develop and implement a temporary solution
6. Discover the root causes of the problem (Solution Loop 2)
7. Evaluate root cause solution options
8. Select and implement a solution option.

Relevant VIS-IT Techniques include:

• Causal Thinking – Drivers Diagram
• Causal Thinking – Loop Diagram
• Flowcharting with Flow Shapes – User Guide
• Matrix Thinking – An Overview
• Matrix Thinking – Options Evaluation
• Thinking with Hexagons – An Overview
• Thinking with Hexagons – Five Whys
• Thinking with Hexagons – H.A.T.S.

VIS-IT Tools for group problem solving include:

• Large, colorful, Post-it‘ Hexagons to capture, create, arrange, and connect ideas in response to Focus Questions
• Post-it‘ Flow Shapes‘ to capture, arrange, and re-engineer elements of work processes. 
• Big Idea Pads to create matrices for evaluating ideas, proposals, solution options, or scenarios.
• Very large Great Big Ideas Pad sheets to capture problem statements.
• Some Suggested Focus Questions for group problem solving, usually presented in the following order, include:
• What is the Initial Problem Statement? 
• What are the associated Problem Symptoms?
• What should be happening and what is actually happening? 
• When does it happen and where does it happen?
• What relevant fact-based data is available?
• What are the perceived obstacles to solving the problem? 
• Who are the stakeholders involved and what are the effects on each of them, either positive or negative?
• What are the Direct and Indirect Causes of the Problem?
• What are the issues and factors that must be understood to achieve a lasting solution to the problem?
  How are these issues and factors connected or related to each other? [Used when the group is being asked to create either a causal loop diagram or a causal drivers diagram.]
• What are the first-level Direct Causes (the "drivers") of the problem?
  What are the Five-Why’s associated with each direct cause?
• What is the Revised Problem Statement?
• What Temporary Solutions are possible for rapid, interim implementation?
• What are the Solution Objectives for the problem?
• What are the permanent Solution Options for the problem?
• What are the Tasks (and related Costs, Risks and Duration) associated with each solution option?
• Which Solution Option should be selected for implementation?
• Who are the persons accountable for implementing the selected solution tasks? 

Each question stimulates ideas that are captured or created for further ideas processing activities.

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DECISION MAKING

Decision making involves thoughtfully considering plausible options and then reaching a conclusive judgment on which option, if any, to adopt. When groups are asked to make decisions on a course of action, they seek to create a consensus, which means, at least, that each of the participants can "live with" the selected option.

VIS-IT Techniques stimulate and accelerate group decision making in the following ways:

• Focus thinking with explicit "Focus Questions" that get at What, When, Where, Who, How, and Why.
• Use highly visual tools, involving meaningful colors and shapes, to energize, reinforce and organize ideas.
• Capture and build a comprehensive group memory.
• Generate decisions and commitments.
• Facilitate communication and follow-up.

For decision-making, the first question to consider is: "What are the success factors that will serve to measure the "goodness," or quality, of the decision we make?" In other words: how will we know the decision was a good one? To answer that question, we need to know the goals and objectives of the decision. Asked another way: What do we expect to see – and how much of it – if the decision achieves our aims?

Knowing the objectives of the decision in advance, when they are expressed as quantifiably as possible, allows the group to establish appropriate limits to the level of financial and non-financial resources that can be associated with each option. The group can suggest additional decision criteria based on the values, culture, and strategic vision of the organization. Thus, the second question for the group to consider is: "What are the decision criteria and limits against which each decision option will be evaluated?"

When the objectives of the decision are known, as well as the decision evaluation criteria, then the group, working together or in sub-groups, begins to develop and articulate distinct strategic and operational options, or specific "plans," for achieving the desired objectives. Each plan (i.e., option) should be given a distinctive name.

VIS-IT Techniques are designed to help the group discover more options. The discovery activity is a divergent thinking activity. The Thinking with Hexagons Technique and Speed Thinking Technique for brainstorming support this activity very well. The "Planning and Organizing" application, also described on this page, makes a useful contribution to decision making sessions.

Matrix Thinking Techniques, like the Options Evaluation Matrix Technique or the Scenario Planning Matrix Technique are highly useful for helping the group thoughtfully consider the options and then select the "best" based upon the decision limits and criteria that apply.

After evaluating each option against the decision criteria, there remains a final question to be answered before making the decision, which is: "What is the probability of success of each option?" The "success criteria" are usually different than the decision evaluation criteria in that they go to the "implementability" of each option, involving the assessment of criteria like level of commitment, clarity of ownership and accountability, political skills, etc.

• Causal Thinking – Drivers Diagram
• Causal Thinking – Loop Diagram
• Matrix Thinking – An Overview
• Matrix Thinking – Factor Analysis
• Matrix Thinking – Options Evaluation
• Matrix Thinking – Scenario Thinking
• Matrix Thinking – What if and if
• Prioritization – Nominal Group Technique
• Prioritization – Paired Comparison Leapfrog
• Thinking with Hexagons – First Meeting
• Thinking with Hexagons – H.A.T.S.
• Thinking with Hexagons – Speed Thinking

VIS-IT Tools for decision making include: 

• Large, colorful, Post-it‘ Hexagons to capture, create, arrange, and connect ideas in response to Focus Questions.
• Large Big Idea Pads to create matrices for evaluating ideas, proposals, solution options, or scenarios.
• Some Suggested Focus Questions or Instructions useful in decision-making sessions are:
• What are the success factors that will serve to measure the "goodness" or quality of the decision we make?
• What are the decision criteria and limits against which each decision option will be evaluated?
• Let’s seek, by consensus, to rank the decision-making criteria. [Use a Prioritization technique with the group.]
• What is the full range of plausible options (plans) to consider before making the decision?
• What are the action steps or tasks that could be arranged as component parts of distinct plans?
• Using the Options Evaluation Matrix technique, let’s try to reach a consensus about how well each option satisfies the decision limits and criteria. [For example, the matrix invites one of the following at each matrix intersection: Good, Fair, or Poor. Other terms can be used instead. 

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VISIONING WITH GROUPS

One purpose of visioning is to describe a desirable and compelling future, which will motivate people within an organization to work, in a purposeful way, to achieve the vision. Another purpose of visioning is to stimulate thinking about the strategies and actions the organization will implement in order to realize the vision.

VIS-IT Techniques help visioning with groups in the following ways: 

• Focus thinking with explicit "Focus Questions" that elicit the description of plausible, desirable future events and conditions. 
• Use highly visual tools, which can be freely moved around, and which have distinctive colors and shapes to classify ideas by meaningful distinctions,
• Capture and build a comprehensive group memory.
• Generate decisions and commitments.
• Facilitate communication and follow-up. 

The VIS-IT approach to Visioning in Groups includes the following elements.

1. When working with large groups, divide the participants into smaller breakout teams, with no more than ten people in each.
2. Appoint a facilitator for each breakout team, who will lead the visioning activity with that team. The aim of each breakout session is to generate ideas that describe and represent the desired future – the vision.
3. The facilitator will use the Thinking with Hexagons technique to generate ideas in response to a Focus Question like the following: "Imagine that you are at work five years from now, and that the organization has achieved great success: what are the events and conditions you see around you? Among our customers? Among our employees? Among our community members? Among our other stakeholders?"
4. Allow each breakout team about 30-45 minutes to generate and share their ideas, capturing each distinct idea on a hexagon. We suggest that each team use a different hexagon color.
   
5. Following the breakout sessions, bring the whole group back together, and invite them to share their ideas in the following way:
        
   • Think in advance about several different categories into which the ideas generated by the breakout groups could be sorted. For example, the categories might include: market and customer relationships, financial performance, supplier relationships, employee relationships, leadership, organizational structures, new products and services, production and distribution relationships, etc. Write each category as a heading on a flip chart sheet or on a section of a white board.
     
   • When the groups return, ask each group to sort their ideas and post them on the appropriate flip chart sheet (or white board space). Note: the meeting leader will add new categories as suggested by the participants.
     
   • After all the ideas have been posted for all to see, the meeting leader will go to each category and, with the group listening, identify and share many significantly attractive and challenging ideas from each category.
     
   • The vision ideas will be left on the flip chart sheets for future reference, and for use in creating the Vision Narrative, which will be drafted later.
     
6. Next, ask either the same, or newly formed, breakout teams to get back together to address a Focus Question like this: "What are the strategies, decisions, or actions that will have to happen in order for our vision to be realized, and when should each occur?" As before, the breakout facilitator will capture the responses on hexagons. As before, allow 30-45 minutes for each team to develop and capture their ideas. 
   
7. Invite the whole group to come back together to share ideas about how the vision will be realized. The following approach may be useful.
          
   

   • Identify in advance some of the categories into which the ideas could be arranged. For example, the categories might include: marketing, pricing, sales, production, engineering, new product development, business development, finance and accounting, R&D, partnerships and alliances, acquisitions, etc. Write each category as a heading on a flip chart sheet or on a section of a white board.
     
   • When the groups return, ask each group to sort their ideas and post them on the appropriate flip chart sheet (or white board space). Note: the meeting leader will add new categories as suggested by the participants.
     
   • After all the ideas have been posted for all to see, the meeting leader will go to each category and, with the group listening, identify and share many significantly attractive and challenging ideas from each category.
        
8. The ideas generated by the group should be documented as part of the group memory. As suggested above, the vision ideas should be arranged and crafted into a compelling Vision Narrative, which provides concrete examples of attaining the future vision. Plus, the implementation ideas should be organized, with duplicates removed, to document suggested actions by the organization.

Also, see the Brainstorming Application, described elsewhere on this page, for use in visioning activities.

VIS-IT Tools for brainstorming include:

• Standard "Six-inch" Hexagons, which come in six colors, for working with groups of fifteen or fewer people.
• Jumbo hexagons, which are almost twice as large as the standard hexagons, for working with large groups where those in the back may otherwise find it difficult to see smaller hexagons.

Some Suggested Focus Questions are:

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