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--- week02 [2021/06/21 08:37] – [Monday 21 June 2021] suhaw
+++ week02 [2021/06/24 08:10] (current) – suhaw
@@ Line 1: / Line 1: @@
 ====== Week 002 ======
+===== Thursday 24 June 2021 =====
+==== Ananda ====
+===== Wednesday 23 June 2021 =====
+  * Bill Gates - Co-founder of Microsoft
+    * there are many paths to success
+    * basic knowledge of sciences, economics
+      * not necessary to actually know how to do it, but to know what is possible or not
+  * Howard Schultz - CEO of Starbucks
+    * Believe you can succeed
+  * Reed Hastings - CEO and Co-founder of Netflix
+    * Hierarchy of factories had dominated
+    * creativity needs new ideas, lot more freedom, tolerate small mistakes
+    * manage on edge of chaos
+    * flexibility and innovation, not efficiency
+    * inspiring people instead of supervising them
+  * Richard Branson - Founder of Virgin Group
+    * Passion, enjoy what you do
+===== Tuesday 22 June 2021 =====
+==== Herbert Lian ====
+  * (Re)Frame/Define Problem: SCQ first
+    * Situation: don't waste time, just align with what client wants
+    * Complication: what has changed ?
+    * Question: how to solve the problem arising from the change.
+    * Only when we have a good grasp of the problem framing before moving on to generating hypotheses. Otherwise, go back to fact-finding to be more sure of your diagnosis.
+    * We start off by Framing, then come back to ReFrame if our discussions find the original problem framed is not adequate/appropriate/too wide/narrow, i.e. when the team is stuck
+  * Generate Hypotheses: to Converge ideas: testable assumption/solution/option
+    * Six Sigma DMAIC is purist/comprehensive way of solving problems
+      * that's why for consultants, use hypotheses solving, place your bet by testing
+      * bet based on back of envelop testing
+      * if selected hypothesis is not proven, move on to next bet
+      *
+    * Options are always many, usually the problem is how to whittle down the many solutions into workable action plans
+    * Why turning possible solution into either it works or not, hence result in convergence of possible solutions, i.e. verify or falsify assumptions
+    * Pyramid Principle
+      * Sub-hypotheses: Breakdown the main hypothesis into its component parts
+        * e.g. create new sub-hypotheses to address the people, equipment and location/venue, i.e. pre-conditions
+        * to test the assumptions underlying assumptions
+        * identify the main categories of assumptions that are necessary for the Core Hypothesis
+          * MECE: Mutually Exclusive, Collectively Exhaustive
+  * Plan Your Work
+    * Check/Test hypotheses
+  * Prioritise analyses
+    * Back of envelope/ball park numbers
+    * prioritise: effort required x impact, 80/20 rule
+      * modelling
+      * Quick wins, Big wins(big impact), wild shot(low impact, high effort),possible traps
+    * estimate whether something in consideration is significant
+    * overcome fear of lack of numbers
+    *
 ===== Monday 21 June 2021 =====
-Andrew Osborne
+==== Andrew Osborne ====
+=== Creative Problem Solving ===
-Creative Problem Solving
   * Deductive thinking
@@ Line 19: / Line 85: @@
     * Different perspective, e.g. Apples iPhone, iPad, etc, are not new
   * Tools to shift mental models
-    * De-contrain
+    * De-constrain
       * Specify problem
       * List inherent beliefs
@@ Line 43: / Line 109: @@
     * Diverge: quantity of ideas, crazy ideas, brainstorm
     * Converge: running out of time, judge, analyse, selection criteria
+      * discuss/align/debate
+      * eliminate impractical options
+      * combine options
+      * edit options
+      * list pros and cons
+      * list "good" criteria to judge
+      * take to higher authority
+      * vote: green (low hanging fruits), amber (lay the groundwork for future), red
+      * identify cost(benefit) vs impact
+        * go for low-hanging fruits first
     * Act:
   * asd
-Structuring & Problem Solving
+==== Structuring & Problem Solving ====
 Four stages: