40 Inventive Principles in classical and modern TRIZ

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12 Innovation principles for business and management

Pavel Livotov, Vladimir Petrov

TRIZ Innovation Technology. Product Development and Inventive Problem Solving.
Handbook / Pavel Livotov, Vladimir Petrov. Berlin: TriS Europe GmbH, 2010-2014, 284 pages.

The 12 double principles for Business and Management assist the user
resolving organisational contradictions and conflicts. They broaden the individual
experiences and intuition of the manager and in addition help them to quickly
formulate several different approaches to difficult situations.
Each principle represents two contradictory lines of action, which have to be taken into
consideration when searching for solutions. There is no recommendation as to which
action is the more suitable. The user is thus stimulated to think in a dialectic and
creative way.
1. Combination – Separation
2. Symmetry – Asymmetry
3. Homogeneity – Diversity
4. Expansion – Reduction
5. Mobility – Immovability
6. Consumption – Regeneration
7. Standardisation – Specialisation
8. Action – Reaction
9. Continuous– Interrupted action
10. Partial action – Excessive action
11. Direct action – Indirect action
12. Preliminary action – counteraction

Example
In companies quite often problems arise due to difficulties in communication. As an
example the communication lack between a highly technically competent and thus
important individual and the rest of the staff can be used. The resulting personal
conflicts then have a negative effect upon the productivity and the working climate.
Here are some suggestions using the principles as to how to defuse the problem:

Principle 1. Combination – Separation:
• «Isolate» the person for the staff to avoid direct contact and organize a central
counsellor.
• Arrange for the «difficult» person to work at home or to have flexitime.
• Set up a database or an Expert System to make the expertise of the person
available to others.
Principle 2. Symmetry – Asymmetry:
• Reduce asymmetry in company expertise; internally train or hire several experts.
Principle 3. Homogeneity – Diversity:
• Encourage psychological homogeneity and raise the tolerance threshold of the
colleagues.
Principle 4. Expansion – Reduction
• Reduce the individual’s direct involvement with colleagues and in projects.
Principle 5. Mobility – Immovability:
• Reduce the individual’s sphere of movement within the company through
organizational means.
Principle 6. Consumption – Regeneration
Principle 7. Standardisation – Specialisation:
• Standardise company knowledge and working methods. Introduce knowledge
management.
• Use the unique (or specialist) knowledge of the individual to build up the
knowledge management system or have them organize this task.
Principle 8. Action – Reaction:
• Arrange a social and psychological guidance program for the individual.
Principle 9. Continuous action – Interrupted action:
• Only involve the individual in a consultative role and in certain phases of a project.
Principle 10. Partial action – Excessive action:
• Reduce the amount of time that the individual spends in projects.
Principle 11. Direct action – Indirect action:
• Provide a mediator or a social buffer for the individual in the team or in the
company.
Principle 12. Preliminary action – counteraction

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