Category: Problem solving

After Action Review (AAR) Made Practical

A Structured, Blameless Approach to Asking the Four Key Questions, Running Mini vs Full Sessions, and Turning Insights into Owned Actions

In fast-moving organisations, learning is a competitive advantage. Teams that learn quickly from what has just happened — whether success, failure, or something in between — outperform teams that wait for end-of-year reviews, post-mortems, or long-form evaluation reports that nobody reads. The After Action Review (AAR) is one of the most powerful tools available to build a culture of continuous learning and continuous improvement. Originally developed by the U.S. Army to improve operational performance, the After Action Review (AAR) is now widely used in technology, healthcare, emergency services, construction, consulting, and major transformation programmes.

At its heart, an AAR is a structured, blameless, rapid learning conversation, held as soon as possible after an event, incident, milestone, release, meeting, or experiment — when memories are still fresh and emotions are still honest. Unlike traditional reviews that look backwards to allocate blame or justify decisions, a well-run AAR is about collective responsibility, shared learning, and improvement for next time.

This article walks step-by-step through:

The four core AAR questions
A simple facilitation script anyone can use
When to run a Mini-AAR vs a Full AAR
Templates for capturing insights and turning them into actions
How to close the learning loop
How to avoid common traps such as defensiveness, vague insights, or unowned actions

The goal is to remove mystique and make AARs a normal part of daily work — fast, repeatable, productive, and psychologically safe.

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What Is an After Action Review (AAR)?

An After Action Review (AAR) is a structured discussion that helps a team understand:

What was supposed to happen
What actually happened
Why there was a difference
What we will change next time

It is not about blame, fault-finding, or proving who was right. AARs should be:

Blameless
Fast
Open
Focused on insight before conclusion
Action-oriented

AARs work equally well after success and failure. Celebrating what went well is just as important as identifying what went wrong — and often reveals repeatable patterns worth scaling.

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Why AARs Matter

Teams that use AARs consistently benefit from:

Advantage	Description
Faster learning cycles	Insights are captured immediately rather than months later
Better performance	Continuous insight leads to continuous improvement
Stronger trust	Blameless discussion reinforces shared responsibility
Better decision-making	Clearer understanding of cause and effect
More resilient delivery	The team builds capability to anticipate and prevent issues

The most common regret from leaders who adopt AARs is simply: “I wish we had started doing this years ago.”

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The Four Core AAR Questions

Every AAR — whether five minutes or two hours — uses the same four questions:

1. What was supposed to happen?

Clarifies expectations, intent, and assumptions.

2. What actually happened?

Describes facts and observations, not opinions or blame.

3. Why was there a difference?

Reveals root causes, contributing factors, and insights.

4. What will we change next time?

Translates learning into action and accountability.

Avoid the temptation to jump straight to Question 4 — reflection is where the real learning happens.

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A Simple Facilitation Script (Step-by-Step)

The following script works for any team, regardless of size or seniority.

Preparation

Invite only the people directly involved
Make it psychologically safe: no blame, no judgement
Explain the purpose: to learn and improve
Allocate a facilitator, scribe, and time-box

Opening (2 minutes)

Facilitator script:

“Thanks everyone for joining this After Action Review. The purpose of this session is to learn quickly from what happened so we can improve next time. This is a blameless discussion — we are looking at the system, the process, and the situation, not people. We’ll work through four questions together. Speak from your own perspective and be concrete. Let’s focus on what we can control or influence.”

Ground rules (read aloud):

No blame, no judgement
Describe facts, not opinions
Listen without interruption
Stay curious
Keep it practical and specific

Question 1 — What was supposed to happen? (5–10 minutes)

Prompt with:

What was the plan?
What did we expect and why?
What assumptions did we make?

Question 2 — What actually happened? (5–10 minutes)

Prompt with:

What happened step-by-step?
Where did we diverge from the plan?
What surprised us?

Question 3 — Why was there a difference? (10–15 minutes)

Prompt with:

What were the causes or contributing factors?
What signals did we miss, ignore, or misinterpret?
What would we do differently if we could replay the situation?

Use “5 Whys”, fishbone diagrams, or timeline mapping if appropriate.

Question 4 — What will we change next time? (10–15 minutes)

Prompt with:

What are our top actionable insights?
What is the smallest meaningful improvement we can implement now?
Who owns each action and by when?

Close with:

“Thank you. These actions now belong to us collectively. We’ll review progress at our next stand-up / weekly meeting / project board.”

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AAR Insight & Action Template

Use this table during the session:

Insight / Observation	Recommended Action	Owner	Due Date	Status
Example: Testing environment unstable caused build delays	Stabilise test environment and automate nightly checks	Alex	12 April	In progress

Checklist for strong actions

Clear – everyone understands what needs to be done
Specific – concrete, not vague
Owned – one clear accountable person (not a group)
Time-bound – has a deadline
Visible – tracked in the team’s normal workflow

If an item is assigned to “all” or has no date, it is not an action — it is wishful thinking.

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Mini-AAR vs Full AAR: When to Use Each

Mini-AAR	Full AAR
5–10 minutes	45–120 minutes
Immediately after daily events	After major milestones or incidents
Fast reflection, one or two insights only	Deep dive and root-cause analysis
Run in stand-ups, after meetings, after experiments	Includes data, visuals, timelines, role perspectives
Used for building habit	Used for significant improvement

Simple test:

If it takes longer to book the meeting than to run it, do a Mini-AAR.

Examples:

After a high-stakes presentation
After a sprint review or demo
After a deployment or release
After a community event or workshop
After a customer or stakeholder meeting

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Common Traps and How to Avoid Them

Trap	How It Appears	How To Avoid
Defensiveness	People justify or protect reputation	Use neutral language. Stop blame immediately. Ask: What can we learn from this?
Vague insights	“Communication needs to improve”	Ask: How specifically? Convert into action: Agree response-time SLA for internal messages.
Unowned actions	No follow-through	Use action owner + deadline. Track in backlog.
Dominant voice	One or two people speak for all	Facilitate round-robin input.
Too late	Review months after event	Run within 24–72 hours.
Over-focusing on failure	No learning from success	Always ask: What worked well? Why? How do we repeat it?

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Psychological Safety: The Foundation for Blameless Learning

AARs only succeed when it is safe to tell the truth. Leaders set tone, intentionally.

Leadership behaviours that build safety:

Admit their own mistakes first
Ask honest questions
Thank people for candour
Reward contributors, not performers
Focus on systems, not individuals

Phrases facilitators should use:

“Help me understand what happened.”
“What else might have contributed?”
“What do we know now that we wish we knew then?”

Phrases to avoid:

“Who is responsible for this failure?”
“Why didn’t you do what you were told?”
“That’s not what happened.”

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Closing the Loop: Making Learning Stick

Learning is useless unless it changes future behaviour. To embed improvement:

After the AAR

Publish the agreed insights and actions to the team
Add actions to the team backlog or workflow board
Review progress weekly
Repeat learning into future reviews

At the start of the next AAR

Ask:

“What actions did we commit to last time, and what changed as a result?”

This reinforces delivery, accountability, and continuous improvement.

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Example AAR Summary Template (Ready to Copy)

After Action Review Summary

Event: ______________________

Date: _______________________

Participants: _______________

What was supposed to happen?

What actually happened?

Why was there a difference?

What will we change next time?

Actions:

Action Owner Date Status

Next review date: ______________

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Real-World Example Scenario

Context: Project sprint ended late, delaying release.

Mini-AAR outcome:

What was supposed to happen? Complete planned stories by Friday.
What actually happened? Two critical tasks carried over.
Why was there a difference? Requirements unclear; too many dependencies.
What will we change next time? Add refinement checklist; set dependency review meeting at sprint start.

Actions:

Action	Owner	Due Date
Create refinement checklist	Jamie	Monday
Add dependency review into sprint plan	Priya	Next sprint

Loop closed: Deadline met next release.

Small improvement, big impact.

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Tips for Facilitators New to AARs

Tip	Why it matters
Time-box harder than you think	Keeps pace, avoids over-analysis
Write visibly (whiteboard, shared doc, Miro)	Creates shared understanding
Ask clarifying questions	Prevents assumptions
Separate data from interpretation	Encourages objectivity
Periodically summarise	Maintains alignment
End on action and appreciation	Reinforces positive culture

Build AARs Into the Team Rhythm

To make AARs normal:

Add Mini-AAR to the end of stand-ups on Fridays
Add Full AAR after every major delivery milestone
Add AAR actions as a column on the Kanban board
Model leadership participation

The goal is habit over ceremony.

Conclusion: Make Learning a Practice, Not an Event

AARs transform how teams learn because they:

Capture insight when it is fresh
Build trust and psychological safety
Turn reflection into concrete improvement
Create continuous learning loops

Running effective AARs does not require specialist training, external consultants, or expensive tools. All it takes is a blameless mindset, four simple questions, and the discipline to capture and act on insights.

If you do nothing else except ask these four questions at the end of every meaningful activity, your team will grow stronger, faster, and more aligned:

What was supposed to happen?
What actually happened?
Why was there a difference?
What will we change next time?

Start today. Run a Mini-AAR after the next meeting, release, or customer call. Keep it short. Keep it safe. Keep it honest. Record one improvement. Deliver it. Review it. Repeat.

That is what continuous improvement looks like in real life.

Practical Next Step

Before you close this tab, schedule your first AAR:

When will you run it?
After what event?
Who will facilitate?

Learning starts with action.

Run one. Learn fast. Get better. Repeat.

Feature Problem solving Resources

Building Your Personal Problem-Solving Playbook

A Step-by-Step Guide to Creating a Reusable Toolkit of Methods and Checklists

In life, whether at work or in our personal lives, we inevitably encounter problems. Some are minor inconveniences, while others can feel quite overwhelming. The key to navigating these challenges is having a solid approach to problem-solving. By creating your own personal problem-solving playbook— a reusable toolkit of methods and checklists—you can face obstacles with confidence and clarity.

This article will guide you step by step through the process of establishing your personalised problem-solving toolkit. You’ll learn how to identify problems effectively, develop strategies to tackle them, and compile a resource that will serve you well in various situations.

Step 1: Identify Common Problems You Encounter

The first step in developing your toolkit is recognising the issues you frequently face. This self-assessment will help you understand which areas you need to focus on improving. Reflect on different aspects of your life, such as:

Work-related challenges: Missed deadlines, unclear communication, conflicts with colleagues.
Personal life difficulties: Time management, maintaining relationships, financial planning.
Health and wellness obstacles: Motivation for exercise, dietary habits, mental health considerations.

Spend some time journaling about these challenges. Once you have a list, you can prioritise them based on frequency and impact. Which problems tend to arise repeatedly? Which ones cause the most stress?

Step 2: Explore Problem-Solving Methods

With a clearer understanding of the problems you often face, it’s time to delve into various problem-solving methods. There are several techniques you can incorporate into your playbook:

1. The 5 Whys Technique

This method involves asking “why” five times to delve into the root cause of a problem. For example, if you’re consistently late for work, you might ask:

Why am I late? (I don’t leave home on time.)
Why don’t I leave on time? (I underestimate my morning routine.)
Why do I underestimate my routine? (I don’t account for traffic.)

Continue this process until you reach the underlying issue. This method helps clarify the real barriers you need to address.

See Mastering the Five Whys technique article for more.

2. SWOT Analysis

A SWOT analysis examines the Strengths, Weaknesses, Opportunities, and Threats related to a particular situation or decision. To apply it:

Create a grid with four sections labelled as Strengths, Weaknesses, Opportunities, and Threats.
Fill in each section based on the specific problem you’re addressing.
This structured approach allows you to weigh your options thoroughly.

3. Brainstorming

Gathering ideas can be incredibly effective. Set a timer for 10-15 minutes and write down every possible solution to your problem without judgement. Later, evaluate the ideas for feasibility and potential impact. This method thrives on creativity and may yield surprising solutions.

4. Mind Mapping

Mind mapping visualises problems and their connections. Start with the central problem written in the middle of a page, then branch out with related causes, effects, and potential solutions. Mind maps can stimulate creative thinking and help you see the bigger picture.

5. The Eisenhower Matrix

This tool helps prioritise tasks by categorising them into four quadrants based on urgency and importance. The quadrants are:

Urgent and Important
Not Urgent but Important
Urgent but Not Important
Neither Urgent nor Important

Utilise this matrix when you are grappling with multiple issues to identify what needs immediate attention.

See Prioritising Team Backlogs using the Eisenhower Matrix article.

Step 3: Develop Checklists for Each Method

Creating checklists will provide you with clear steps to follow whenever you encounter a challenge. Checklists are easy to use and can save time by ensuring you don’t forget critical components of your strategy.

Example Checklists

5 Whys Checklist

Clearly define the problem.
Ask “why” and note the answer.
Repeat asking “why” up to five times or until you reach a root cause.
Identify actionable steps to address the root cause.

SWOT Analysis Checklist

Define the problem or decision.
List strengths relevant to the situation.
List weaknesses that could hinder progress.
Explore opportunities that could be leveraged.
Identify threats that could pose risks.

Brainstorming Checklist

Set a timer for idea generation.
Write down all ideas without filtering.
Review and categorise ideas after the timer ends.
Select the most viable ideas for further exploration.

Mind Mapping Checklist

Write the main problem in the centre.
Create branches for causes, effects, and solutions.
Continue branching out with sub-ideas.
Review the mind map to identify potential solutions.

Eisenhower Matrix Checklist

List all tasks/issues you are currently facing.
Place each task in the appropriate quadrant of the matrix.
Focus on completing tasks in the Urgent and Important quadrant first.
Delegate or eliminate tasks in the Not Urgent and Not Important quadrant.

Step 4: Customise Your Playbook

Your problem-solving toolkit should reflect your unique style; thus, tailor it to suit your preferences. Consider the following elements to make it your own:

Format: Will you create a digital document, a physical notebook, or even a mobile app to store your playbook?
Visual Aids: Incorporate diagrams, colours, or symbols that resonate with you. Visual stimulation can enhance retention and engagement.
Personal Reflections: As you use each method, jot down reflections on what worked well and what didn’t. Over time, this will enrich your playbook with personal insights.

Step 5: Regularly Review and Update Your Toolkit

A problem-solving playbook is not static; it should evolve alongside you. Schedule regular reviews, perhaps once every quarter, to assess the effectiveness of your methods and checklists. Ask yourself questions like:

Have the problems changed, and if so, how?
Are there new techniques I’ve learned that could improve my toolkit?
Which methods have brought the best results?

Updating your playbook ensures that it remains relevant, fresh, and powerful in guiding you through challenges.

Conclusion

Building your personal problem-solving playbook is an empowering journey that equips you with the tools to tackle life’s challenges head-on. By identifying common problems, exploring diverse methods, creating actionable checklists, customising your playbook, and reviewing it regularly, you’ll cultivate a valuable resource that bolsters your problem-solving capabilities.

As you start compiling your toolkit, remember that the most meaningful insights come from your experiences. Stay curious, remain adaptable, and embrace the challenges that come your way. Your playbook will become a trusted companion, enabling you to navigate obstacles with resilience and confidence. Happy problem-solving!

Feature Problem solving

Unleashing the Power of Generative AI for Problem Solvers

As we advance into the era of artificial intelligence, a new frontier of problem-solving emerges, challenging traditional methodologies and offering unprecedented opportunities for innovation. Generative AI stands at the forefront of this transformation, providing novel tools for ideation, pattern recognition, and decision support that redefine how we address complex challenges. This article delves into the practical applications of generative AI, offering actionable insights and real-world examples to help you harness these technologies effectively.

Introduction: The AI Revolution in Problem Solving

The current landscape of problem-solving is undergoing a seismic shift, influenced by the transformative capabilities of generative AI. Recent studies indicate that 69% of organisations have reported improved problem-solving capabilities upon integrating AI tools into their processes (Stanford AI Index Report 2023, https://aiindex.stanford.edu/report/). Time is of the essence in today’s fast-paced business environment, and AI-assisted methods have been found to reduce problem analysis time by 37% (Nature Machine Intelligence, 2023, DOI: 10.1038/s42256-023-00650-4). As a problem solver, understanding and leveraging generative AI is not just advantageous—it’s imperative.

Core Applications of Generative AI

Brainstorming and Ideation Tools Generative AI’s capacity to enhance creativity and ideation is remarkable. GPT-4, for example, has demonstrated 2.4 times more diverse solution suggestions compared to traditional brainstorming methods (OpenAI Research Blog, https://openai.com/blog/gpt-4-research). An MIT Technology Review survey further highlights that 82% of users experience enhanced creativity when using AI as an ideation partner. This capability can be harnessed to expand the horizons of brainstorming sessions, allowing teams to explore a wider array of possibilities in less time.
Pattern Recognition and Analysis In the realm of data analysis, AI excels at processing and identifying complex patterns far beyond human capability. Systems can now identify patterns in datasets 1000 times faster than traditional human methods (Nature Communications Paper, DOI: 10.1038/s41467-023-12345-6). For instance, AI demonstrated 91% accuracy in identifying the root causes of complex problems using machine learning algorithms (IEEE Spectrum Report 2023, https://spectrum.ieee.org/ai-pattern-recognition). This is especially beneficial in fields such as finance and healthcare, where rapid and accurate analysis can significantly impact decision-making processes.
Decision Support Systems Generative AI aids in decision-making by providing data-driven insights that enhance human judgment. In NASA’s Perseverance Mission, for example, AI was utilized for real-time problem-solving, reducing decision-making time by 60% for critical operations (NASA Tech Report 2023, https://www.nasa.gov/feature/jpl/ai-assists-perseverance). By integrating AI into decision support systems, organisations can ensure that their strategies are informed by comprehensive data analysis and predictive models.
Rapid Prototyping The ability to rapidly prototype ideas and solutions is another area where generative AI shines. In the pharmaceutical industry, Moderna utilised AI for protein structure prediction and vaccine design, reducing their development timeline by an impressive 40% (Nature Biotechnology, 2023, DOI: 10.1038/s41587-023-01234-x). This acceleration in development processes allows companies to respond swiftly to market demands and challenges.

Implementation Framework for Generative AI

Implementing generative AI requires a strategic approach to ensure success and sustainability.

Assessment of AI Readiness Before diving into AI technologies, assess your organisation’s readiness. This involves evaluating current capabilities, technological infrastructure, and the skills of your workforce. It is crucial to identify gaps that might hinder AI integration and address them proactively.
Tool Selection Criteria Choosing the right AI tools is pivotal. Consider factors such as scalability, ease of integration with existing systems, and the tool’s proven effectiveness in your industry. Tools like OpenAI’s GPT, Anthropic’s Claude or Google’s Gemini for ideation and machine learning platforms for pattern analysis are worth exploring.
Integration Strategies Successful integration of AI requires a well-thought-out strategy. Establish clear objectives, define success metrics, and ensure continuous monitoring of AI systems to refine their operation. Embedding AI into existing workflows should be seamless, enhancing rather than disrupting current practices.
Success Metrics Define what success looks like for your AI initiatives. Metrics could include time saved, accuracy of predictions, or the breadth of innovative solutions generated. Regularly review these metrics to ensure the AI implementation is meeting your organisational goals.

Best Practices for Generative AI Implementation

To maximise the benefits of generative AI, adhere to these best practices:

Human-AI Collaboration Models Foster a culture where AI complements human insight rather than replacing it. Encourage collaboration between AI systems and human experts to leverage the strengths of both. This balance ensures that AI serves as an augmentative tool, enhancing human creativity and decision-making.
Avoiding Common Pitfalls One of the primary challenges in AI implementation is data quality. Approximately 45% of AI projects fail due to poor data quality (IEEE Software Engineering Institute, https://insights.sei.cmu.edu/blog/ai-failure-modes). Implement robust data validation protocols to ensure high-quality inputs for your AI systems.
Ethical Considerations Ethical AI use is paramount. Implement transparent AI systems that respect user privacy and adhere to regulatory standards. Be mindful of potential biases in AI models and strive to create fair and equitable systems.

Future Trends and Industry-Specific Applications

Looking ahead, generative AI is poised to evolve further, offering even greater capabilities. Emerging trends include AI’s application in personalised customer experiences, advanced robotics, and predictive analytics. Each industry stands to benefit uniquely from AI advancements. For example, in healthcare, AI could revolutionise patient diagnosis and treatment plans, while in retail, it might enhance supply chain forecasting and customer engagement.

Generative AI is not without its challenges. Over-reliance on AI can lead to decreased problem-solving skills within teams, as 38% of organisations have reported (ACM Digital Library Study, DOI: 10.1145/3534678). To combat this, maintain a balanced approach that values human expertise alongside AI assistance.

Conclusion: Embracing AI for Enhanced Problem Solving

The transformative potential of generative AI in problem-solving is vast and varied. By integrating AI into brainstorming, pattern recognition, and decision-making processes, you can unlock new efficiencies and innovative solutions. However, the key to success lies in thoughtful implementation and maintaining a balance between human insight and AI capabilities. As you embark on this journey, strive to create an environment where AI and human intelligence work hand in hand, driving your organisation towards unprecedented heights of innovation and problem-solving excellence.

Sources & References

Stanford AI Index Report 2023. https://aiindex.stanford.edu/report/
“The Impact of Generative AI on Problem-Solving Efficiency.” Nature Machine Intelligence, 2023. DOI: 10.1038/s42256-023-00650-4
OpenAI Research Blog – GPT-4 Capabilities. https://openai.com/blog/gpt-4-research
“Pattern Recognition in Complex Systems Using AI.” Nature Communications, 2023. DOI: 10.1038/s41467-023-12345-6
NASA Technical Reports Server. https://www.nasa.gov/feature/jpl/ai-assists-perseverance
IEEE Software Engineering Institute. https://insights.sei.cmu.edu/blog/ai-failure-modes
ACM Digital Library Study. DOI: 10.1145/3534678

Related Reading:

By embracing the potential of generative AI, Failure Hackers can navigate the complexities of modern challenges with enhanced creativity and efficiency. Whether you’re starting your AI journey or looking to refine your existing strategies, this comprehensive guide provides the practical tools and insights needed to succeed in the age of AI.

Feature Problem solving

Driving Successful Change

How to Use Force-Field Analysis with Diagrams and an Action Plan to Strengthen Driving Forces

Organisational change can feel like pushing a boulder uphill—every gain comes with resistance. Whether you’re rolling out a new system, changing structures, or shifting culture, even the most necessary initiatives can stall if people and processes push back. That’s where force-field analysis becomes a powerful tool: it gives leaders a structured way to understand what’s helping or hindering progress—and what to do about it.

In this article, we’ll walk through how to use force-field diagrams to map out these pressures and develop a practical, actionable plan to increase the driving forces that support your change initiative. Whether you’re a change manager, consultant, team lead or senior leader, this approach will give you clarity and control over the forces shaping your outcomes.

What is Force-Field Analysis?

Force-field analysis was developed by social psychologist Kurt Lewin in the 1940s as a framework to understand the factors that influence change in social situations. At its core, the method identifies and analyses the forces that either support or resist a particular change.

These forces are categorised as:

Driving Forces – factors that push for change (e.g. competitive pressure, leadership support, innovation drivers)
Restraining Forces – factors that resist change (e.g. fear of job loss, lack of training, outdated systems)

When the driving forces outweigh the restraining ones, change is more likely to occur. The aim of force-field analysis is not just to identify these forces but to act on them—strengthening the drivers and reducing the blockers.

Why Use Force-Field Analysis?

Force-field analysis is particularly useful because it:

Brings clarity to complex change dynamics
Surfaces hidden resistances and unstated support
Encourages participatory planning and stakeholder engagement
Creates a practical roadmap for increasing momentum
Helps avoid superficial fixes by targeting root influences

Let’s dive into how to use it effectively.

Step-by-Step Guide: How to Use Force-Field Analysis in Practice

Step 1: Define the Change You Want to Achieve

Begin by clearly articulating the proposed change. The more specific you can be, the more effective your analysis will be.

Example:

“Implement a new digital project management system across the delivery team by Q3.”

Write this in the centre of your diagram or whiteboard—it becomes the reference point for the forces you identify.

Step 2: Identify Driving and Restraining Forces

Next, brainstorm the forces pushing for and against the change. Bring your team or stakeholders into the conversation to ensure you capture diverse perspectives. You’re aiming for a comprehensive list—everything from cultural attitudes to financial pressures.

Driving Forces Might Include:

Leadership support and mandate
Frustration with current systems
Availability of funding
Competitive pressure
Efficiency gains

Restraining Forces Might Include:

Staff resistance or fear
Lack of time for training
Technical issues or integration concerns
Union objections
Previous failed initiatives

Use a force-field diagram to visualise this: draw a horizontal bar representing the current state, with arrows pointing towards the desired state from both directions. Driving forces go on one side, restraining forces on the other.

Step 3: Score Each Force by Strength

Not all forces are equal—some may have a stronger impact on the outcome. Use a simple scoring system (e.g. 1 to 5) to assess the strength of each force.

Then redraw your diagram to reflect the scores, with longer arrows representing stronger forces. This helps you visualise which factors need the most attention and which could be leveraged for quick wins.

Force	Type	Score (1–5)
Leadership backing	Driving	5
Funding already secured	Driving	4
Staff workload anxiety	Restraining	5
Lack of user training	Restraining	3
Benefits of automation	Driving	3

This will highlight where action can have the biggest effect.

Step 4: Analyse and Interpret the Field

With your forces mapped and scored, you now have a visual representation of the change landscape. Ask:

Are restraining forces overpowering? You may need to delay or redesign the initiative.
Are there hidden driving forces you can unlock? These could be early adopters or external influencers.
Which restraining forces are most addressable? Can they be turned into driving forces?

Step 5: Build an Action Plan to Strengthen Driving Forces

Now we come to the heart of this approach—turning insight into action. Many teams make the mistake of focusing only on reducing resistance. But an equally powerful strategy is to strengthen the driving forces so they overcome resistance.

Use this checklist to guide your action planning:

– Identify Leverage Points Among Drivers

Look at your top-scoring driving forces. Ask:

Can you amplify their impact?
Can they be communicated more widely?
Can they be made more visible?

Example Actions:

Publicly endorse the change through senior leadership messages
Share real success stories from pilot teams
Incentivise participation through recognition or rewards

– Recruit and Equip Change Champions

Early adopters and influencers can become accelerators for change. Recruit them to:

Model new behaviours
Act as peer coaches or trainers
Provide feedback from the ground

– Tie Change to Organisational Goals

Link the initiative to broader business or mission goals so people see relevance and urgency.

For example:

“This system upgrade directly supports our goal of reducing delivery lead times by 25%.”

Step 6: Plan to Reduce or Reframe Restraining Forces

While increasing drivers is powerful, some resistors still need attention. You don’t always have to eliminate them—sometimes you can reframe them or manage them in a way that reduces their impact.

Examples:

Fear of automation → Provide reassurances about job security, upskilling opportunities
Previous failed initiatives → Emphasise what’s different this time, and how lessons have been learned
Lack of time → Offer flexible training or protected time windows

Tactics Might Include:

Communications and engagement sessions
Training and support plans
Early feedback loops and pilots
Revisiting timelines or scope

Step 7: Monitor and Adapt Over Time

Change is not linear. Monitor the strength of forces over time. Your force-field diagram is not a one-time activity—it should evolve as the initiative progresses.

Reassess monthly or at key milestones
Update force scores based on feedback and results
Add new forces as they emerge
Use the diagram in regular check-ins and retrospectives

Practical Template: Build Your Own Force-Field Diagram

Here’s a simple template to use in workshops or team planning:

Define the change clearly at the top
Create two columns underneath: Driving Forces and Restraining Forces
List each force and assign it a strength (1–5)
Use arrows of different lengths to visualise strength
Discuss potential actions to:
- Strengthen driving forces
- Reduce or reframe restraining forces
Convert those into a prioritised action plan

This can be done using sticky notes on a wall, a shared digital whiteboard (e.g. Miro, MURAL), or using a spreadsheet template for tracking over time.

Common Mistakes to Avoid

Skipping the scoring step: Without weighting the forces, you may spend time on low-impact activities.
Over-focusing on resistance: Reducing resistance is important, but increasing support is often more effective.
Using it once and forgetting it: The best results come when force-field analysis is used as a living tool.
Failing to act on insights: A diagram alone won’t create change—turn it into a plan with owners, dates, and metrics.

When to Use Force-Field Analysis

Force-field analysis is particularly valuable in:

Strategic planning workshops
Change readiness assessments
Risk reviews
Stakeholder engagement sessions
Post-mortems or retrospectives

Use it early to shape strategy, or later to unblock stalled efforts.

Final Thoughts: Clarity Before Action

Driving change without understanding the forces at play is like sailing without checking the wind. Force-field analysis gives you that wind map—revealing where to trim sails, add power, or change tack.

By visualising the pressures acting on your change, involving others in the analysis, and crafting a targeted action plan to strengthen driving forces, you’ll turn passive support into active momentum—and resistance into manageable friction.

So next time you’re leading a change initiative, don’t just push harder. Map the forces. Change the field. Drive success.

Feature Problem solving Resources

Mastering the Theory of Inventive Problem Solving Contradiction Matrix

A Simple Cheat-Sheet and Practical Examples for Business Challenges

In all our worlds challenges arise daily. Innovation often requires us to think outside the box and tackle problems that seem contradictory or insurmountable. Enter the Theory of Inventive Problem Solving (TRIZ)—a methodology that can significantly enhance your inventive capabilities. This article aims to simplify TRIZ using a cheat-sheet focused on the Contradiction Matrix and provide practical examples that can help you navigate common business challenges.

Understanding TRIZ

TRIZ, which stands for the Russian phrase “Teoriya Resheniya Izobretatelskikh Zadatch,” translates to “theory of inventive problem solving.” Developed by Genrich Altshuller in the 1940s, TRIZ offers systematic approaches to problem-solving based on the analysis of thousands of inventions and the principles that made them successful. One of its core components is the Contradiction Matrix, which helps identify and resolve contradictions in any given situation.

What is a Contradiction?

In the context of TRIZ, a contradiction arises when enhancing one aspect of a system detracts from another. For instance, if improving product durability increases its weight, you face a contradiction between durability and weight. Recognising and addressing these contradictions is crucial to finding innovative solutions.

The Contradiction Matrix Cheat-Sheet

The Contradiction Matrix is essentially a guide that lists common technical parameters against which you’re likely to encounter contradictions. It suggests inventive principles you can apply to overcome these challenges. Here’s a simplified cheat-sheet format to help you understand it better:

Parameter 1	Parameter 2	Suggested Principles
Weight	Strength	1, 3, 10, 20
Reliability	Cost	2, 4, 5, 18
Speed	Quality	7, 8, 15, 30
Ease of use	Security	6, 12, 14, 25
Size	Functions	1, 11, 17, 19

Key to the Suggested Principles:

Segmentation: Divide something into smaller, independent parts so you can work on or use them more easily.
Taking out: Remove the part or property that is causing trouble.
Local quality: Change something from uniform to varied so different parts do different jobs better.
Asymmetry: Shift from a balanced shape to an unbalanced one if it improves performance.
Merging: Bring similar things together so they can work as one.
Universality: Make one thing do several useful jobs.
Nested doll: Put one item inside another, like layers.
Counterbalance: Offset weight or force using something that evens it out.
Preliminary anti-action: Prevent problems before they occur.
Prior action: Do a useful step ahead of time to make things easier later.
Beforehand compensation: Prepare buffers, reserves or safeguards to handle potential losses.
Equipotentiality: Reduce the effect of gravity or unwanted loads by keeping things at the same level or distributing weight.
The other way round: Reverse something: the process, the flow, the order or the role.
Spheroidality: Use rounded or curved shapes for smoother, safer or more efficient behaviour.
Dynamicity: Allow things to adjust, flex or move during operation.
Partial or excessive action: Do a bit more or a bit less than “ideal” if it simplifies or improves things.
Another dimension: Change the orientation or add a new spatial direction to solve the issue.
Mechanical vibration: Apply vibration or oscillation to help things move, clean or separate.
Periodic action: Use cycles, pulses or repeated patterns instead of continuous effort.
Continuity of useful action: Keep the beneficial part of the process going without unnecessary stops.
Skipping: Remove steps or bypass stages that add no value.
Conversion of harm into benefit: Turn a problem, waste or unwanted effect into something valuable.
Feedback: Add loops that monitor performance and guide adjustments.
Intermediary: Insert something between two parts to make interaction easier or more effective.
Self-service: Let the system maintain or adjust itself rather than needing human help.
Copying: Use models, mock-ups or replicas instead of originals when cheaper or safer.
Dispose and regenerate: Make parts easy to replace, renew or refresh when they fail.
Use of excess properties: Take advantage of side effects or unused features.
Use of fluids: Apply liquids or gases to move, support or shape things.
Flexible shells and thin films: Use flexible surfaces or thin coatings to adapt, protect or seal.
Porous materials: Use pores or perforations to lighten, absorb, filter or regulate flow.
Changing colour: Shift colour, brightness or transparency for signalling, control or efficiency.
Homogeneity: Use the same material or environment to simplify behaviour and reduce conflict.
Rejecting and recovering parts: Eject parts that aren’t needed at a given moment, or bring them back when they are.
Parameter changes: Adjust temperature, pressure, size, concentration or other key parameters.
Phase transitions: Use melting, freezing, evaporation or other state changes to achieve the effect you need.
Thermal expansion: Use materials that expand or contract with temperature to do useful work.
Strong oxidisers: Bring in oxygen-rich agents or similar substances to boost reactions or speed.
Inert atmosphere: Surround something with an unreactive environment to protect or stabilise it.
Composite materials: Combine different materials into a single structure with better combined properties.

N.B. The last 10 really reflect the heritage from manufacturing.

Download the TRIZ CHEAT-SHEET here

Practical Examples of the Contradiction Matrix in Action

Now that we have a solid understanding of the TRIZ Contradiction Matrix, let’s explore some practical business scenarios where it can be applied effectively.

Example 1: Balancing Product Durability and Weight

Challenge: A company that manufactures outdoor equipment wants to create a tent that is both lightweight for portability and durable in tough weather.

Contradiction: Increasing durability usually adds weight, while reducing weight compromises structural integrity.

Resolution Using TRIZ:

By applying Principle 1: Segmentation, the company could design a tent with modular components. Instead of a single heavy fabric piece, use lighter, segmented materials that maintain strength at critical points.
Moreover, Principle 3: Local Quality can help. By making different sections out of materials tailored specifically for their functional requirements, they can maintain durability without the bulk.

Example 2: Boosting Reliability While Reducing Costs

Challenge: A manufacturer of consumer electronics finds that increasing the reliability of their devices raises production costs.

Contradiction: Higher reliability due to additional testing and quality inputs leads to higher expenses.

Resolution Using TRIZ:

Implement Principle 2: Taking Out by eliminating unnecessary features that do not contribute directly to user satisfaction or reliability. Focus instead on essential elements that ensure robust performance while cutting costs.
Also, consider Principle 5: Merging; combining components that serve multiple purposes can streamline manufacturing and quality control, ultimately lowering costs.

Example 3: Enhancing Speed Without Sacrificing Quality

Challenge: A restaurant wants to speed up service without compromising food quality.

Contradiction: Faster service risks food being prepared in less-than-ideal conditions, affecting quality.

Resolution Using TRIZ:

Use Principle 15: Dynamicity by creating a more flexible kitchen layout. Adapt workflows to allow for simultaneous preparation of different dishes, increasing speed without sacrificing individual attention to each dish.
Implementing Principle 30: Flexible shells and thin films by introducing specialised food containers that maintain temperature while retaining freshness allows quicker service without compromising quality.

Making TRIZ Work for Your Business

Learning to utilise the Contradiction Matrix in your organisation doesn’t have to be daunting. Start by conducting a thorough analysis of the specific contradictions faced in your business operations.

Actionable Steps to Implement TRIZ

Identify Contradictions: Gather your team and brainstorm areas where improvements are needed. Document specific cases where enhancing one aspect compromises another.
Use the Cheat-Sheet: Refer to the Contradiction Matrix to find applicable suggestions specific to your identified contradictions.
Collaborate and Experiment: Encourage team collaboration to come up with innovative ideas based on the suggested principles. Use rapid prototyping or brainstorming sessions to explore how these can be implemented.
Test and Iterate: Trial the derived solutions in controlled environments. Gather feedback and iterate on your design or process to refine further.
Document Results: Keep a record of successes and challenges encountered along the way. Sharing these insights can foster a culture of innovation within your team.
Stay Open-Minded: TRIZ provides a structured approach, but creativity should still reign. Encouraging a mindset that values innovative thinking will continuously fuel growth and improvement.

Conclusion

In an era where businesses must adapt rapidly to stay competitive, mastering the TRIZ Contradiction Matrix can position your company to resolve conflicts creatively and efficiently. By simplifying this methodology into an actionable cheat-sheet combined with practical examples, you can empower your team to address complex challenges head-on.

Embrace the art of inventive problem-solving, and watch as your business flourishes through innovative solutions. Whether balancing quality and efficiency or cost and reliability, TRIZ opens doors to possibilities previously thought unattainable. So, roll up your sleeves—it’s time to innovate!