Tool 219: Wishful Thinking

AKA

N/A

Classification

Analyzing/Trending (AT)

Tool description

The wishful thinking tool is based on fantasy and may not be supported by many more pragmatic-minded team participants. Yet a logic-based approach can often overlook new ideas or solutions to a problem, since any deviation from a more structured approach is carefully avoided by many individuals. The wishful thinking tool does provide a way to redefine a problem or situation, which is helpful in gaining new insights.

Typical application

• To allow fantasy and wishful thinking to produce some novel ideas.

• To use a nonlogical, unstructured method to find potential solutions to a problem.

Problem-solving phase

	Select and define problem or opportunity
	Identify and analyze causes or potential change
→	Develop and plan possible solutions or change
→	Implement and evaluate solution or change
	Measure and report solution or change results
→	Recognize and reward team efforts

Typically used by

	Research/statistics
1	Creativity/innovation
	Engineering
3	Project management
	Manufacturing
4	Marketing/sales
6	Administration/documentation
5	Servicing/support
	Customer/quality metrics
2	Change management

Notes and key points

• A fantasy-based tool for surfacing useful perspectives. A move away from reality to create new thinking modes.

links to other tools

before

• Analogy and Metaphor

• Wildest Idea Technique

• Fresh Eye

• Stimulus Analysis

• Buzz Group

after

• Creativity Assessment

• Value analysis

• Starbursting

• Scenario Writing

• Run-It-By

Step-by-step procedure

• STEP 1 The team defines a problem, issue, or opportunity. See example Work Redesign Concerns.

• STEP 2 The facilitator provides an overview and some examples of the wishful thinking tool. The team engages in discussion to ensure a shared understanding of the process involved.

• STEP 3 Participants engage in fantasizing and make wishful thinking statements such as:

  • "We should have the authority to schedule our own work hours" (to solve scheduling conflicts).

  • "There would be more job satisfaction if we could manage ourselves" (communications).

  • "They cannot take this job away from me" (job security).

    All statements are recorded on flip charts.

• STEP 4 Next, participants examine all statements and discuss more practical applications. Back to reality questions are: "How can we really do this?" "What exists today that we could use to respond to the concerns?" "What could happen if we try this idea?"

• STEP 5 Steps 3 and 4 can be repeated after restating the problem, issue, or opportunity.

Example of tool application