Problem Tackler

Type of record:
  • Tool
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Ideal innovation phases for this method:
  1. Innovation Phase
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The Problem Tackler is a tool to turn disgusting problems into attractive challenges. This is always important if employees are to develop ideas into problems to which they have no connection.

Benno van Aerssen has been working for several years on the question of why, for example, small start-up teams usually solve their problems much more imaginatively than many a team in a large company. If you examine teams and their ability to solve problems, you will naturally find topics such as passion, commitment, motivation, agility and inventiveness. But there is also the other side - the side of the problem.

One can also ask oneself the question: "Which characteristics have problems that were solved creatively, quickly and successfully? If one brings both sides together, then it is about the simple relationship between the problem and its problem solvers.

If there is a good relationship between the problem and the problem solver, then a creative solution works much better than if the relationship is bad, says Benno van Aerssen. In other words, from the point of view of the problem solver, there are ugly, unattractive problems and beautiful, attractive problems.

The problem tackler now starts at the point where it is about turning an ugly problem into an attractive one. The tool helps with a worksheet and specific help questions to find the hidden meanings of the given problem through aversion. It is not important when and what caused the aversion to the given problem.

The dislike can arise from the fact that ...

- The person has already processed the problem several times and has not yet been able to solve it.
- the problem is known by colleagues and described as completely unattractive
- the problem is closely linked to other negative experiences
- the person simply cannot suffer or smell the problem giver
- or or or
  • Effective for all innovation types
  • Effective for disruptive innovations
  • Effective for highly complex challenges
  • Effective for incremental innovations and improvements
  • Effective for low complex challenges
  • Effective for medium complex challenges
  • Effective for radical innovations
  • P2 Analysis (problems - challenges - environment - people - products)
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