My Book on Strategic Decision Making
Applying the Analytic Hierarchy Process
Showing posts with label Structured Brainstorming. Show all posts
Showing posts with label Structured Brainstorming. Show all posts
Monday, June 20, 2011
Tuesday, March 25, 2008
Work-life Balance, Vedic Triggers and Brainstorming
About a year back we did a brainstorming session using Vedic Triggers on HOW TO CREATE WORK_LIFE BALANCE facilitated by Karthik. Just reproducing the results below:
INITIAL IDEAS W/O TRIGGERS
•Let Office be Open 24 hours (Flexi-hours – Put in 45 Hours a week)
•Tele-working – Allow all to work from home
•Make “Work” “Life” = Come to work with Life (spouse kids) – Let Work become Life
•Force people to leave office everyday after they have continuously put 10 hours – Office Ejection Seat
•Make work Fun -> Can games be used as a process to develop work?
•For each person – let him/her decide Life and work and develop his own plan to work and life
Vedic Trigger – One Less than Before
•Do a complete Value stream on yourself for a week or two – Eliminate the least important activity systematically from the activities – One Less wsteful activity per week – e.g. watching TV
•Look at # of meetings in your workplace -> can we reduce one meeting less per day
•Minimize Ad-hoc interventions to other and avoid to yourself also
Vedic Principle – Turn it Around
•Create work life Imbalance – For one week work for 24 hrs/day and next week live life 24 hrs/day
•Time/Activities in Life where work can be embedded and in work time/activities where life can be embedded
•Start working as if that is life and Live as if it is Work
Vedic Trigger – Join and Separate
•Can some elements of work and life be joined – Create Modular Life and Modular Work – Plug and Play Work-Life – in Time and Space
•Life during work – Find Life (friends, family) in work – Create your own group of like minded common friends – Start your company Jointly
•Separate work completely from life – Clear demarcated time points – For Life and Work
INITIAL IDEAS W/O TRIGGERS
•Let Office be Open 24 hours (Flexi-hours – Put in 45 Hours a week)
•Tele-working – Allow all to work from home
•Make “Work” “Life” = Come to work with Life (spouse kids) – Let Work become Life
•Force people to leave office everyday after they have continuously put 10 hours – Office Ejection Seat
•Make work Fun -> Can games be used as a process to develop work?
•For each person – let him/her decide Life and work and develop his own plan to work and life
Vedic Trigger – One Less than Before
•Do a complete Value stream on yourself for a week or two – Eliminate the least important activity systematically from the activities – One Less wsteful activity per week – e.g. watching TV
•Look at # of meetings in your workplace -> can we reduce one meeting less per day
•Minimize Ad-hoc interventions to other and avoid to yourself also
Vedic Principle – Turn it Around
•Create work life Imbalance – For one week work for 24 hrs/day and next week live life 24 hrs/day
•Time/Activities in Life where work can be embedded and in work time/activities where life can be embedded
•Start working as if that is life and Live as if it is Work
Vedic Trigger – Join and Separate
•Can some elements of work and life be joined – Create Modular Life and Modular Work – Plug and Play Work-Life – in Time and Space
•Life during work – Find Life (friends, family) in work – Create your own group of like minded common friends – Start your company Jointly
•Separate work completely from life – Clear demarcated time points – For Life and Work
Friday, January 18, 2008
Structured Brainstorming from HBR
The article from HBR on Structure Brainstorming is an interesting one.
Although the article summarizes the process, it doesnt give anything that is not known - or practiced. Yet the way these articles get written and published seems to be consolidation of existing methods or literature.
Should not be taken as criticism of HBR, as I have found some really excellent papers and ideas over the years.
Yet .....
Although the article summarizes the process, it doesnt give anything that is not known - or practiced. Yet the way these articles get written and published seems to be consolidation of existing methods or literature.
Should not be taken as criticism of HBR, as I have found some really excellent papers and ideas over the years.
Yet .....
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