Educazione per la Vita, Innovazione Sociale e Problem Solving

Alfonso MolinaDirettore Scientifico, Fondazione Mondo DigitaleProfessor of Technology Strategy, The University of Edinburgh

Presentazione per Workshop “Meet No Neet. Il Passaporto per le Competenze del XXI Secolo,” 12, June 2013, Roma.

Agenda

1. Education for Life

2. Innovazione Sociale

3. Problem Solving - Problem/s Definition or Analysis

Education for Life

Tecnologia

Multi-piattaforme(hardware / software)

Multi-modalità Cognitiva

Ambienti Esperienziali Multi-livello

Phyrtuality (Physical + Virtual)

Big, Open Data e Contenuto

Progressi Scientifici e Tecnologici Multipli

Società

Reti Multi-organizzazione e Multi-settore

Orientamento alla Conoscenza e alle

Metodologie e Pratiche più Efficaci

Processi di Innovazione

Tecnologica e Sociale Aperti

Apprendimento Attivo Individuale e

Sociale(Brain-based)

Crowdfunding –Crowdsourcing

Italia – Crisi (2013)

Crisi Economica,Evasione, Corruzione

Invecchiamento della Popolazione

Egoismo Individuale e Corporativo

Giovani – Precarietà, Disoccupazione

Neets

Debolezze dell’educazione per il 21° secolo

Debolezze Istituzionali

AmbienteMigrazioni

Disoccupati – >38% (15-29 anni)

NEET – 2 milioni(15-29 anni)

Precari – >3.3 millioni

-26.000 imprese (2012)

Costo di corruzione – €60 miliardi

Evasione fiscale – €180 miliardi

Conflitto di interesse

Debito – 126% PIL

>24% over 60 (2000)>35% over 60 (2025)

Stranieri in Italia – 5.4 millione (Gen 2012)

L’Italia centra target -7% emissioni (2008 - 2012)

480 mln di tondi CO2(limite 483)

Tagli -8 miliardi dal 2008

Italia – Crisi è Opportunità

Crisi è Opportunità

Solidarietà Intergenerazionale

Forte Crescita del Settore Sociale

Eccellenza nel Disegno

Capacità Scientifica e Tecnologica

PatrimonioStorico

Industria Produttiva

ImprenditoriaStraniera

Il paese con il più grande numero di World Heritage

Sites in the world – 47 (UNESCO)

Il settore industriale contribuisce 25% del PIL italiano e 30.7% della forza di lavoro

(2010)

€ 67 miliardi4.3% del PIL650 mila addetti4 milioni di volontari

Quasi 500 mila imprese7.8% del totale (2013)

Il Più Potente Strumento nell’Universo

Emotions

Character

Body

Intelligences

La Persona – Multi-dimensionalità Dinamica

Amore

Emotion

Felicità

Calma

Onore

Temperanza

Compassione

Lussuria

Desolazione

Vergogna

Rabbia

Odio

Paura

Crueltà

Senza Paura

Innovazione Sociale

Innovazione Sociale

L’Innovazione sociale comprende nuove strategie, concetti, idee e organizzazioni che soddisfano bisogni sociale di tutte classe – da condizioni di lavoro ed educazione allo sviluppo della comunità e la salute – e questo e rinforza ed espande la società civile (Wikipedia)

Social innovation refers to new strategies, concepts, ideas and organizations that meet social needs of all kinds — from working conditions and education to community development and health — and that extend and strengthen civil society. (Wikipedia)

Innovazione Sociale – Chi sono i beneficiari?

INCLUSIONE è una parola chiave nell’innovazione sociale

I beneficiari dell’Innovazione Sociale sono o l’intera società, come nel caso dell’educazione pubblica, o i settori più svantaggiati della popolazione, come i poveri, i disabili, i disoccupati, i rifugiati, etc.

In altre parole, non è un’innovazione commerciale a beneficio esclusivo degli individui e gruppi più privilegiati nella società.

Innovazione Sociale – Che Si Innova?

Innovazione Sociale – Che Tipo di Problemi si Affrontano?

Organizzazione del settore orientato al

profittoOrganizzazione del

settore sociale

Organizzazione del settore pubblico

Organizzazione del settore comunitario

Innovazione Sociale - Chi Contribuisce?

Organizzazione del settore orientato al

profittoOrganizzazione del

settore sociale

Organizzazione del settore pubblico

Organizzazione del settore comunitario

Comuni Aziende sanitarie

Centri di Anziani

Fondazione Mondo Digitale

Scuole

Aziende ICTper la salute

Aziende ICT

Anziani esclusi e Studenti

Nonni su Internet

Associazioni di volontariato

locale

Auser

Anteas

Strutture assistenziali per anziani

RegioneProvince

Cooperative di servizi

Nuovo Spectro di Organizzazioni dal Settore Sociale al Settore Forprofit

Problem Solving Problem/s Definition or Analysis

Some Basic Principles

The “Problem Iceberg” Metaphor

The “problem iceberg” metaphor expresses well the idea that the visible part represents only a small part of the entire problem, while most of it remains hidden “under the surface” (i.e., the underlying problems). Of course, the “problem iceberg” mainly draws attention to the hidden underlying problems; it does not offer a systematic approach to think about these underlying problems.

Underlying part of the problem – root causes

Visible part of the problem - symptoms

80%

20%

80%

20%

Input Output

80/20 Rule or Pareto Principle 20% of input (items) are responsible for 80% of

output (impact), while the remainder 80% of input is responsible for the remainder 20% of output

Establishing Priorities – 80/20 Rule or Pareto Principle

The 80/20 Rule or Pareto Principle states that broadly roughly 80% of the output or effects come from 20% of the inputs or causes. The first to notice this relationship was the Italian economist Vilfredo Pareto (1848-1923) who, in the early 1990s, observed that 20% of the people owned 80% of the wealth in his country. The rule is empirical and tends to apply to many situations, for instance, 20% of customers create 80% of revenues. For problem solvers, the 80/20 Rule leads to prioritize the identification of the 20% of factors having 80% of impact.

Cause-and-Effect Trees

Trees follow two general formats. The tree on the left follows the MECE format associated to McKinsey Consultants. MECE is the acronym for Mutually Exclusive and Collectively Exhaustive, a principle used to organize information into categories that do not overlap and, when added together, cover or exhaust all possible options. Mutually exclusive means that the occurrence of one event effectively precludes the occurrence of another. Collective exhaustion means that all possible options are listed at least once. The MECE tree allows for a very clean structuring of information and thinking, but excludes relationships between several root causes when these exist. The tree on the right permits the visualization of relationships between various causes at any level.

ProblemProblem Problem

MECE Tree

5 WHYs

5 WHYs

The “5 Whys” technique is simple. As it names says problem solvers must ask why until they get to the root cause of problems (e.g., defects in production processes). The number of 5 questions is not absolute, it can be less or more. The technique comes from Toyota Motor Corp. and it is associated to Taiichi Ohno, architect of the Toyota Production System. It is part of the quality management programmes in the industrial work.

AdvantageSimplicity, as problem solvers must follow a sequence of Whys

LimitationIt does not work well with complex, ill-structured problems having multiple causes. Answers are only qualitative and based on personal knowledge and experience (perceptions).

Organization and Instruments for 5 Whys analysis. The group must secure the production, recording and structuring of ideas. There are many instruments to support these activities from simple pen and paper to flipcharts, computers, low-cost interactive whiteboards, and templates and software to produce templates, tables and diagrams.

5 WHYs

5th Why?

4th Why?

3rd Why?

2nd Why?

1ST Why?

Describe Problem (What):

Describe 1st level cause:

Describe 2nd level cause:

Describe 3rd level cause:

Describe 4th level cause:

Describe 5th level cause: ROOT CAUSE PROBLEM

5 WHYs Template

Cause-and-Effect Trees

Why Tree

RCA Tools – Why Tree

The Why Tree follows the logic of the 5 Whys analysis but allows for the analysis of problems with multiple causes.

Why Tree Example

Use of Why Tree (video)

Problem Tree

RCA Tools – Problem Tree

The problem tree is a cause-effect visualization approach that places the problem on the tree trunk (centre ), the effects on the tree branches (top), and causes on the tree roots (bottom). If the analysis identifies sub-levels of causes and effects, a tree diagram with boxes is useful. The box-based diagram shown is only an example. The possible forms of tree diagrams are infinite depending on the sub-levels and relations between factors inside causes and effects.

Problem

Effects

Causes

Problem

Effects

Causes

Two Problem Tree Examples

The two examples of problem trees show a MECE format. Note that the example on the left (“lack of sufficient clean water) has an inverted shape with “causes” at the top of the diagram

Found at http://www.odi.org.uk/sites/odi.org.uk/files/odi-assets/publications-opinion-files/6461.pdf

Found at http://web.mit.edu/urbanupgrading/upgrading/issues-tools/tools/problem-tree.html

Problem Tree Example - Malnutrition

Application of the problem tree to the problem of malnutrition (core or focal problem). At the top are the various sub-levels of effects of malnutrition; at the bottom the various sub-levels of causes. Different groups of problem solvers can produce different trees.

Found at http://motherchildnutrition.org/info/malnutrition-problem-tree.html

From Problem Tree to Solution Tree

Once a Problem Tree is completed, it is a simple step to develop a Solution Tree. It suffices to reverse the negative causes and effects in the problem tree into aims that represent the solution to the problem – the result is a solution tree. Below, the powerpoint presentation “Developing Problem and Solution Trees” and the video “Problem Tree and Solution Tree” show how a problem tree is constructed and how its is transformed into a solution tree.

Developing Problem & Solution Trees

Powerpoint - Problem & Solution Trees Video - Problem Tree and Solution Tree

From Problem Tree to Solution Tree - Example

The example below show, on the left, a problem tree applied to the focal problem “Outbreak of Cholera,” while on the right this tree has been transformed into a solution tree with the objective “Prevention of Cholera.” Note that the content of the cause and effect boxes has been turned into the opposite and the shape of the tree remains the same.

Found at http://www.wsscc.org/node/796

Problem Tree

Solution Tree

Issue Tree

The Issue Trees –as well as the MECE (mutually exclusive, collectively exhaustive) approach- are associated with the McKinsey’s problem-solving methodology. This methodology tackles problems or challenges by seeking to generate possible solutions (i.e., solution hypotheses) that are then tested for their effectiveness. The Issue Trees do not search directly for the root causes (“why?) of a problem. They rather unpack the key components of a problem and build towards a possible solution by identifying the factors involved in the problem (what’s involved?), assessing the current state of those factors (what’s the current situation?), identifying actions for a possible solution (how to change or improve?), checking for the feasibility of the changes (can it be done?), if it can be done, what is required? Problem solver must feel free to use the types of questions that are most productive for them. All rigidities must be avoided.

Issue Trees (What and How Trees)

What?

AdvantageHigh readability of visual representation. The structuring of the information is very clear. Enables the identification of key issues concerning the problem (what); and allows for the build up of possible solutions (“how” hypotheses)

Limitation Issue trees do not identify root causes directly, although they may arrive to them as they identify potential solutions. For complex problems, it may be difficult to fulfil the “collectively exhaustive” principle. A knowledgeable experienced team can help here.

“What Tree” for Profitability (Friga, 2009, p.92)

The What Tree helps gain a deep understanding of the problem by allowing for (1) a clear organization and visualization of all issues or aspects important to the problem (“what’s involved?”) and (2) an assessment of the current situation. The What Tree below on the left focuses on the problem of profitability, the one on the right focuses on the problem of increased product sales. Both trees list key aspects or issues associated to their respective problems. These aspects are also mutually exclusive, that is, they do not overlap or interfere with each other. Problem solvers may be unsure about whether they have really identified all issues. The key point is to have those aspects that enable the construction of an effective solution or answer to the problem.

What Trees – Identifying the Issues in a Problem

“What Tree” for Increased Sales (Raisel, 1999, p.12)

Increased

Product Sales

Profit

The What Tree shown below on the left assesses the current situation (“what’s the situation?”) regarding higher than expected expenditures in street cleaning. The video on the right shows the this construction of the tree. This “what tree” allows for a more precise identification of where the problem may be located. It follows the identification of issues shown in the “what’s involved?” tree of the previous slide. Problem solvers may also feel that they can construct directly a “what’s the situation?” tree, specially if they are confident of their knowledge regarding the issues involved in the problem. This tree enables a gradual step forward towards identifying potential solutions to a problem (see How Tree? In next slide).

What Trees – Assessing Current Situation of Issues in a Problem

Video on Issue Treehttp://www.youtube.com/watch?v=WO9DhnMubUUWTE = Whole Time Equivalentlocum = substitute for another person

The How Tree deals with the “how path” towards the potential solution or solutions. It can be called “How To Do It Tree,” or, simply, “How Tree.” The tree below on the left is concerned wit “how to reduce expenditures;” the tree on the right with how to increase monthly money without debt. The second tree includes the first. The next step towards the potential solution/s is to prioritise. So far, all the issues listed in the “How Tree” have equal standing and this makes it too complex to arrive at potential solutions. One way is to apply the “80/20 Law,” stating that 20% of factors or issues are responsible for 80% of a problem. This step leads closer to root causes. The other is to apply the “Can they be implemented?” question to the proposed mechanisms.

How Trees – Identifying potential solution/s

“How Tree” for Money Increasehttp://www.strategyhub.net/2011/03/problem-solving-techniques.html

How could you reduce your expenditure

each month?

Pay less for same quantity of items

Buy fewer items

Less food

Less clothing

Less entertainment

Less travel

Lower quality items

Items at discount/on sale

Share costs of items (e.g., split

rent with roommate, car

pool)

Problem Statement

How? How?

“How Tree” for Expenditure ReductionMcKinsey & Company (2011), p.19.

The “Can they be implemented?” or “Can It be Done?” question is a general question that can be decomposed into several sub-question concerning, for instance, the capacity of the organization (e.g., skills, technology, etc.) to implement a change, or, the existing regulations in the environment where the organization operates, or, the impact of the changes on the quality and cost of a product/process/service. In short, the suggested mechanisms must be examined to see if they are really possible and really lead to the desired results. Depending on the answers to the “Can It Be Done?” question, further questions and answers may be required. For instance, if the answers to “can it be done with the technology of the organization is “No,” then the new question will be “What is Required?”

How Tree – Establishing Priorities through “Can It Be Done” Question

How to increase profits

Reduce costs

Increase revenue

Increase price

Increase quantity

Reduce variable costs

Reduce fixed costs

Problem Statement

How? How?

“How to Increase Profit” Tree

Reduce cost / unit

Reduce quantity

without becoming uncompetitive?

How? Can It Be Done?

without increasing costs of production

without market saturation

with the skills set of the organization

with the technology of the organization

Can It Be Done?

by reducing labour costs

by increasing productivity

with the skills set of the organization

with the technology of the organizationby reducing people

without negative impact by improving energy

or materials consumption Buildings,

machinery

through access to new energy forms & materials

with the technology of the organization

Cause-and-Effect Trees – Instruments

Decision Tree (manual)

Tools for Cause-and-Effect Tree Diagrams. The group must secure the free production, recording and grouping of ideas, leading to the generation of the tree diagram containing the root causes of the problem. There are many instruments to support these activities from simple pen and paper to whiteboards, flipcharts, stickers, computers, low-cost interactive whiteboards, and software such as excel, CMap or other specialised diagram software such as SmartDraw and several iPad apps for diagrams (e.g., Xdiagram, Shapes)

Molte Grazie!