Introduction to Simplex Concepts
Introduction to Simplex Concepts
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Process Roles
Content Roles
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Relax
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Quantity
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Stream of options
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Radical options
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Think in pictures
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Build onto fragments
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Clarify meanings
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Use relevant criteria
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Focus on a few
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Consider risky options
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Modify and refine
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Move toward action
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Separate divergent
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Divergent and Convergent Skills are
used in each Step
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Killer Phrases
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Good idea, but…
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Not in the budget
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Be practical
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Leadership wont support it
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We’ve already tried it
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Let’s form a committee
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It’s too hard to track
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Has anyone else tried it?
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It’s too hard to administer
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We don’t have time
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It needs more study
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Against policy
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We’ve always done it this way
Divergent Thinking Guidelines
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No evaluation or logic
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Relax your brain
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Don’t worry about being right, have fun
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Quantity is King
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Don’t interrupt yourself - stream your thoughts
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Reach for radical, wild ideas
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Think in pictures - use your five senses
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Build, Build, Build
Converging Skills
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View differences in perception as constructive
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Explain exactly what the words mean to you
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Listen carefully to what others say about an option
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Build on points of agreement
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Give unusual options a good hearing
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Work towards full group participation
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Don’t let higher status/more vocal people swing the group
Questions
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Kirsten
8:50
At Ivy Tech, we use a lot of different tools and models to help us tackle the challenges we encounter. Among them are:
• Simplex
• Project Management
• Process Improvement
In particular, today we’ll spend time with Simplex. Not only is Simplex being integrated into our college culture, but it is what prompted many of your ALPs.
The power of Simplex Concepts, divergent and convergent thinking, and practical guidelines for effective problem-solving. Learn to navigate challenges, enhance creativity, and drive innovation by utilizing divergent and convergent skills in a structured approach. Master the art of problem-solving and decision-making through a blend of judgement, logic, and creativity.
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Presentation Transcript
as solving one problem also leads to new challenges and opportunities
Facilitator Coach Process Roles Participants Owner / Client Content Roles
Yes Judgment Yes Logic No Judgment No Logic Deferral of Judgment Clarify meanings Use relevant criteria Focus on a few Consider risky options Modify and refine Move toward action Relax Quantity Stream of options Radical options Think in pictures Build onto fragments Separate divergent and convergent thinking
Divergent and Convergent Skills are used in each Step This speeds up Good Thinking
Killer Phrases Good idea, but Not in the budget Be practical Leadership wont support it We ve already tried it Let s form a committee It s too hard to track Has anyone else tried it? It s too hard to administer We don t have time It needs more study Against policy We ve always done it this way
Divergent Thinking Guidelines No evaluation or logic Relax your brain Don t worry about being right, have fun Quantity is King Don t interrupt yourself - stream your thoughts Reach for radical, wild ideas Think in pictures - use your five senses Build, Build, Build
Converging Skills View differences in perception as constructive Explain exactly what the words mean to you Listen carefully to what others say about an option Build on points of agreement Give unusual options a good hearing Work towards full group participation Don t let higher status/more vocal people swing the group
