INTRODUCTION

ow many times have you seen a group get together to work on a problem, only to
find themselves taking a strong position one way or the other and then arguing to try
to convince other people. You may leave the session frustrated and unclear about the
decisions made. It doesnt have to be that way. There are many quality tools that
can help groups come together to discuss, brainstorm, sort and prioritize ideas, record action
items, and tap into each others capabilities. This Tool Kit is designed, not only to tell you
about how to implement the tools, but also to share tips about how to make the tool work
best.

We have selected 9 of our very best and most often utilized group process tools, to share with you
at no cost. If you find that you are having great success with these, you may want to consider
purchasing our larger, companion Tool Kit, called Strategies for Successful Project
Implementation for sale online via our website, www.newdirectionsconsulting.com/products.
Heres to a successful experience with your group or team.
- The New Directions Performance Strategy Team

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Affinity Diagram
The Affinity Diagram is a basic technique for brainstorming and grouping ideas. (Also
known as the KJ Method, after its inventor, Japanese anthropologist Jiro Kawakita.)
WHEN TO USE: The Affinity Diagram is useful to a team as a way of collecting a large number

of random thoughts around a given topic and ordering them into categories, using Post-Its.
HOW TO USE: Four easy steps:
1. State the Topic. Phrase the issue under discussion.
2. Capture All Ideas. Everyone writes down his or her ideas, one to a Post-it. Typically, an

affinity exercise has at least 20 ideas per person. Tip: Use at minimum a noun and a verb on
each Post-it and try to encourage people to be clear in their descriptions. Use markers so
that the words on the Post-it are easy to see.
3. Grouping of Ideas. The Post-its are spread out on a table, wall or flipchart and the team

arranges them into related groupings. Traditionally, this step is done in silence, but silence is
not necessary in a well functioning team where no members dominate the activity. It is ok for
some notes to stand alone.
4. Look for Patterns. The team talks about what they see as the rationale for the groupings that

have emerged and reach final agreement on the groupings. Then the team circles the grouping
and gives it a header or title. This header may be used to prioritize the various groups later
on. It also can be used to compare one groups results to anothers.
BENEFITS OF THE METHOD:
It's simple and quick. In a very short time (often a matter of 1015 minutes), a large number

of ideas/issues are generated and order is created in what seemed to be random thoughts.
It allows people to discover patterns on their own and encourages non-traditional connections

among ideas or issues.

It's a consensus builder and ownership generator.
Overcomes team paralysis which is brought on by an overwhelming array of options.
Allows unspoken items to surface in an environment that protects anonymity.

Notes: When using the Affinity Diagram, make sure that all the post-its go up on the wall

(or flipchart sheets) together so no one person is singled out. Also, do the sorting of the
post-its as a group (or in sub-groups if the whole group is too large). When the sorting
is done, identify a category header for each group of post-its. Sometimes its valuable
(if time allows) to read through the post-its and be certain that the team agrees on all
the post-its included within the category. When done with the activity, place clear tape
over the post-its so they can be transcribed into notes for the team.
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The Four-Blocker

The Four-Blocker is a quick technique for sorting and prioritizing to determine

which problems to address or which tasks to do first. It looks at two variables. For example it
might be the impact (high vs. low) the problem has on the organization/team coupled with the
ease of implementing a solution (easy vs. hard). It addresses the question: Does it make sense for
us to spend our time doing this?
WHEN TO USE: Use to determine the highest priority items and those that are quick, easy (what

is sometimes called low hanging fruit) to fix.

HOW TO USE: Lead a discussion of each problem or solution to determine if it has a high or low

impact on the organization/team and how easy it would be to implement a solution. Based on the
chart, put the item in the appropriate square. When you have completed your list, you should have
sorted those that are easy to implement with high impact (low hanging fruit) from those that are
hard to implement but have high impact (a possible Kaizen event).

hard

Implementation

Low, Hard

High, Hard

Low, Easy

High, Easy

easy
Low

High

Impact

Notes: The 4-Blocker is a great tool to use directly after Affinity Diagramming. Take the

headers from the Affinity Diagramming and then place them in the 4-Blocker
according to the appropriate square. When facilitating the 4-Blocker exercise, its
important to explain clearly what each square will represent, as people are not always
accustomed to thinking in two variables.
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Gap Analysis
Gap Analysis is a means of identifying blocks to achieving a desired goal. Gap
Analysis forces a realistic look at the present and helps identify the things that need
to be done to arrive at the desired future. Gap Analysis is often combined with the development
of a Vision Statement to help identify the from-here-state to the to-there-state and how big
the gap is between the two states.
WHEN TO USE: Use when a group needs to understand the gap between where they currently are

and where they ultimately want to end up, often to determine the amount of effort that will be
required.
HOW TO USE:
1. Identify the future state. The description of the future must be detailed. Post the information

on the right hand side of a large work space on the wall.

2. Identify the present state. How are things now? Describe the same components featured in the

future state, only do so in real, present terms. Again be very detailed. Post the ideas generated
on the left-hand side of the wall space.
3. Focus on the gaps. Discuss: What are the gaps? What are the other barriers? Whats missing?
4. Share ideas as a group and post these on the wall between the present and the future.
5. Once there is consensus on the gaps, divide the large group into subgroups and give each

group one or more gap items to problem solve.

Current
From State

The GAP

Proposed To
State (our
vision of the
future)

How big is the gap between where we are

now and where we want to be?
What are the barriers and constraints in the
way that will prevent us from closing the
gap?

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Implications Wheel
Another great way to get people looking at issues in a constructive manner is to explore the
implications of the various options being discussed. Rather than talking and talking about a
single option, the Implication Wheel encourages the exploration of multiple options. For
example, you might ask the group - what are the implications of not acting on a certain situation,
of deciding to grow by a certain percent, or of adding new staff.
WHEN TO USE: Use the Implications Wheel when you want to explore the effect of a decision or

action, and then the next layer of implications of the previous action.
HOW TO USE: Draw a large circle and write the topic in the middle of the circle. Then draw a

circle off from the original one and discuss one implication of the original topic. Based on that
implication, create circles to the third or fourth level of implication. Then move on to another
implication of the original circle. Dont end until all the implications have been written down and
carried to at least one or two levels. Then prioritize the most significant implications in terms of
some criteria selected by the group or team (e.g. cost, time requirement, amount needed, etc.).
Ask: What are the implications of making this particular choice? What are the implications of
those implications?

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BENEFIT OF THE METHOD:

The Implications Wheel allows the group to explore potentially negative outcomes in a

positive, dynamic fashion. It allows worries and concerns to surface and get addressed
without overwhelming the group or putting anyone on the spot.
Notes: When doing the Implications Wheel, do each level of implication before going on to
the next level. Its also fun to use Highlighter Tape (via Trainers Warehouse) to highlight key
insights.

SIPOC MAPPING
The word SIPOC stands for Supplier-Inputs-Process-Outputs-Customer. Many times when
people are talking about problems or issues, they dont really have a good sense of an entire
process, just the part that they are responsible for completing. SIPOC mapping encourages the
group to see the whole picture to determine where issues might be arising.
WHEN TO USE: We often use SIPOC mapping in the beginning of a teambuilding, so that the

team is immediately engaged in identifying their challenges along their entire process. It also can
be used when orienting a new person so that he or she can see an entire process on paper.
HOW TO USE: Provide the manager or supervisor with a blank SIPOC map and ask him/her to

write in the process steps that are under discussion (blue boxes). Then ask them to identify the
Inputs to the process (light green boxes) and the Outputs of each process (yellow box). They
may also want to include the Issues (orange boxes) that typically occur at each stage on the map.
Ask: How does the process begin? Whats the next step in the process? What inputs are
necessary for the process to work? What is the expected output from the process?

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BENEFIT OF THE METHOD:

The SIPOC Map creates an easy visual for people to see each step in the process. It can also

be a great tool to surface confusion about a process.

When working on team goal-setting, a high-level SIPOC map of the entire process of work

through the department can help unify team members to the whole, rather than just focusing
on their own work.
Highlighting problems on the SIPOC helps to identify areas for continuous improvement

without people having to speak out the problem, which may come across as attacking. By
putting the problems on starbursts and putting those starbursts on the SIPOC minimizes the
accusations or negative mindset.

Notes: It may help to have the manager complete the SIPOC ahead of time and then the

team or group can use starbursts to identify their problems with any step in the process.
Often well get 40-50 problems emerging in a process that can then be sorted using the
4-blocker exercise. We find that putting the process steps on butcher block paper and
then wrapping the paper on the wall around the room makes a very dynamic process
improvement exercise.

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Work Breakdown Plan

The Work Breakdown Plan is a tool to help the group or team identify the goal and then
determine the buckets of work that need to be completed to reach the goal. Often its easy to
identify the goal, but difficult to agree on an approach for how to achieve the goal. The WBPlan
makes the plan very visible to everyone.
WHEN TO USE: Use the Work Breakdown Plan, after identifying a problem to fix or an

objective to achieve. Each bucket includes the milestone to be achieved, plus the activities that
will make up the work to do to achieve the milestone.
HOW TO USE:
1. Develop a goal statement of what needs to be achieved. Remember to word the goal carefully

using the SMART approach (specific, measurable, achievable, results-oriented and time
bound.
2. Develop the major sub goals to pursue to achieve the big goal. To develop these sub goals,

ask of the goal statement, How can this be accomplished? The sub goals become the major
headings in the squares labeled Major Milestones.
3. Break each major milestone into greater detail by again asking, How can this be

accomplished? Continue building detail until youve identified specific, assignable actions.
4. Review the completed Work Breakdown and ask the following questions:
Is there something obvious we have forgotten?
Will doing this help to accomplish the original objective?
Are all the specific actions sufficient to accomplish the objective?

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Work Breakdown Plan:

Goal:

Major Task/Milestone:
Scheduled Start

Scheduled Finish

Major Task/Milestone:
Scheduled Start

Major Task/Milestone
Scheduled Start

Scheduled Finish

Major Task/Milestone
Scheduled Start

Scheduled Finish

Major Task/Milestone
Scheduled Start

Scheduled Finish

Scheduled Finish

Major Task/Milestone
Scheduled Start

Scheduled Finish

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BENEFITS OF THE METHOD:

Moves the team from theoretical goals to the real world.
Keeps everyone linked to the overall goals and sub goals of a task.
Allows the team to check for completeness at every level of the plan detail.
Reveals the real level of complexity involved in reaching the goals.

Notes: Many teams struggle with how to move from identifying a solution to actually

implementing it. The Work Breakdown Plan helps all members of the team to isolate
the major milestones that need to be accomplished to achieve the solution, place them
in sequence order and identify start and stop dates. Then sub-items can be generated for
each bucket of work with start dates, resource requirements, etc. Many times it helps
to have a good facilitator initiate this process with the team to get the ball rolling.
We love the Work Breakdown Plan as a great technique to do group goal-setting and
initiative development. We make large, flipchart size WB sheets that are blank and
placed around the room on the walls. After the goals are determined, they are written
on the WB Plans and then participants roam from sheet to sheet filling in the important
milestones and initiatives/activities that they think are important to achievement of the
goal.

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Force Field Analysis

As you develop your Work Breakdown Plan and begin to move forward, you may want to
complete a Force Field Analysis to examine the driving and restraining forces you will face. This
tool, developed by Kurt Lewin, an organizational researcher, is for listing, discussing and dealing
with forces that make possible or obstruct a change you want to make.
WHEN TO USE: Use this tool to identify the factors that work for or against the solution of an

issue or problem so that the positives can be reinforced and/or the negatives eliminated.
HOW TO USE:
1. Draw a line down the center of the paper. This line represents the situation as it exists

today...our problem statement.

2. At the right of the page draw another vertical line. This line represents the situation as we

would like it to be...the desired state.

3. Identify and list the things that are currently preventing us from reaching that desired state,

the hindering forces, on the right of the center line.

4. Identify and list the things that are currently supporting us reaching that desired state, the

helping forces, on the left of the center line.

5. In some cases it will help to give relative strengths to the helping and hindering forces. A

scale of 1 to 5 with 1 meaning weak and 5 meaning strong, and different size arrows
based on these differences will give greater clarity to the analysis.
6. Always finish a Force Field Analysis by making a list of action items. If restraining forces are

too overwhelming, consider a different solution.

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Force Field Analysis

Ways to Strengthen

Pressures Working
For the Goal

Pressures Working
Against the Goal

Ways to reduce or
relieve

VARIATIONS TO FORCE FIELD ANALYSIS:

Pros

Cons

Things we are doing well

Things we could do better

Hopes

Fears

Best case scenario

Worst case scenario

Assets

Liabilities

Strengths

Weaknesses

Positives

Negatives

Opportunities

Obstacles

BENEFITS OF THE METHOD:

Presents the positives and the negatives of a situation so that they can be easily

compared.
Helps to identify serious restraining forces that will prevent goal attainment.
Determines if the solution can get needed support.
Suggests actions for reducing the strength of the obstacles.
Encourages the team to agree about the relative strength of factors on each side of the

balance sheet.
Encourages reflection on the real underlying roots of a problem and its solution.

Notes: Force Field Analysis works very well when paired with Gap Analysis From/To

Statements. First the group identifies where they want to move from and where they
want to go to. These are written as From and To Statements. The next step is to
complete the Force Field Analysis to identify what factors will help drive the initiative
forward and what will hold it back. When these are weighted, it clarifies for the group
exactly the amount of effort needed to generate change.
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Accountability RASCI Matrix

Now youre ready to go to work on the project or tacking the problem. The work and decision
making responsibility needs to be clarified before you begin so no one is confused. The
Accountability RASCI Matrix helps the team define who is involved in the implementation
of a solution and to what extent is their involvement.
WHEN TO USE:

When accountability needs to be shared among team members.

When needing to test that no team members are overloaded with work.
HOW TO USE:
1. Formulate a list of actions, decisions or activities with respect to your solution. List the

activities on the vertical axis of the accountability chart.

2. Then identify the people involved in each action or decision and list these people on

the horizontal axis of the chart.

3. Chart the appropriate behavior of each person with regard to each action using the

following criteria:
R has the responsibility for a particular action (but not necessarily authority). The
doer who takes responsibility for getting the task done
A has authority to make decisions has blocking or veto power
S has support role must provide resources for the action
C must be consulted before the action, but cannot block
I must be informed before the action, but cannot block
People Involved

Decisions
or Action

Person/

Person/

Person/

Person/

Person/

Person/

Group A

Group B

Group C

Group D

Group E

Group F

Task A
Task B
Task C

BENEFITS OF THE METHOD:

Defines accountability before implementation begins to see where overloads are occurring.
Helps track responsibilities and accountabilities.

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Conducting a Gemba
In any process or project you may find that things are not going as well as planned. Rather than
sitting around a table and guessing what the problems might be, the best idea is to conduct a
gemba a Japanese term for the real place, real time, real thing. Conducting a gemba
means bringing together a group of people who will go watch a process to see where the
problems are occurring.
.
WHEN TO USE:

When reviewing data or hearing about a problem is not giving you all the answers you need.
When seeing how the process/project works will provide great insight.
HOW TO USE:
1

Determine who should be included in the gemba observation group and what part of the
process will be observed. Schedule the gemba visit.

Identify the questions that will be asked during the gemba to learn more about what is
happening in the process.

Chart the results of the gemba so that the group can see what has been learned. The
group may also want to take notes during the gemba and then hear the observations of
each other before formalizing the notes.
Typical Gemba Questions
1. How does this process work? Where does this process go next? What are their
expectations with this process?
2. Does the process produce many defects? Are they tracked in any way?
3. Is the process moving ahead of schedule or behind schedule?
4. What are examples of improvements you are seeing already?
5. How many suggestions for improvement are generated by the group?
6. What are the quality control procedures?
7. Is key information/standards always available/attached to the work area?
8. Do people understand why they are doing this work and how it fits into the bigger
picture?
9. What metrics are being tracked by the group (time, materials, and personnel)?

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Other Quality-Focused Products from New Directions:

Strategies for Successful Project

Implementation
Strategies for Successful Project Implementation
booklet is designed to supplement our Project
Implementation training module by highlighting a
number of useful tools to implement projects from
start to finish. The 74-page booklet provides
directions for how to use each tool, plus notes from us
about what works particularly well when using the
tools in a team environment.

The Meeting Fixer

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This booklet will walk you through a step-by-step
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