After a session with Mark Paauwe one summer evening, I determined to use my newly found technique on my client immediately the next day.
The technique involves looking at the phenomena that annoys you, stakeholders, and users at large. By extrapolating and analysing the causes of the annoyance and doing some swift root analysis, you can determine the principles that cause these annoying concepts.
Ingenious! This set me off looking for all those things that annoyed my client, who was more than a willing participant in the ensuing tirade, he really let it all out and we dissected the causes for these annoyances. What we came to was a list of situations caused by malfunctioning designs and occurrences which we felt would have been perfectly avoidable IF only someone had the insight and foresight to lay down Design Guidelines.
Thus by assembling these principles, we formed the Design Guidelines and determined concepts to form the basis of the future procurement contract for the operational support systems that would eliminate the problems facing the enterprise in that area. What we found was that these guidelines were also suitable for applying to the wider enterprise and underpinned the planning and development of future capability.
Who could have predicted that going about discovering annoyances could be so highly entertaining and also so productive. Now, not only did we find that we had discovered the root of many of our perceived problems, but it also served to strengthen the relationship with the client.
There is something powerful about the human dimension that I am starting to explore, one that has not been highlighted in our discipline, yet all consultants understand the importance of the relationship with one’s client. Somehow there is a clue in the technique, whereby together you forge a bond by breaking down annoyances and throwing rocks at it. By building up solutions together there is a deeper participation and sense of ownership.
Paauwe, I think you’ve hit on something here!