The Innovation Workshop
Problem Identification Workshop
Page 1
Rational Objective: Participants have identified
a set of problem statements for a given problem
arena as a focus for their idea generation
session.
Step (time)
Objective of
Step
Existential aim: Participants are
overwhelmed by the complexity and the
many different ways to approach a problem
and therefore focus on opportunities, which
may have been ignored or missed in the
past.
Procedure
Pre-program
checks
1.
Participants 1. Welcome the people.
2. Introduce the team and sponsor.
Introduction know the
objectives of
(10’)
the workshop
& what is
expected of
them.
2.
Introduction
of
participants
(20’)
Participants
know name
and
background
of other
participants.
1. Introduce yourself to the group.
I am... and my role today will be to facilitate the
process of problem identification and idea
generation that will hopefully help … (sponsor)
to come up with an innovative idea. I would like
to start with an introduction of the different
people in this room. Let us go around the room
and give each other our name, a bit of our
specific background relative to our reason for
being here today, and one contribution you
expect to be able to make.”
2. Go around the room and let all participants
introduce themselves to the rest of the group.
Exercise ‘control’ by keeping eye contact with
the person talking.
Keep in mind
-Check ahead of
time whether the
presenter wants to
use flipchart or
overhead projector.
-Tables preferably
set in groups of 4/6.
Alternative is a Ushape.
- Put up slide “The
Innovation
Workshop Problem
Identification
Workshop”
- Make sure
different people
from different
backgrounds sit
together.
-Use name tags,
preferably stickers,
since people will
move around the
room rather than
stay in one seat all
the time.
- The group should
be fewer than eight
but never less than
four.
The Innovation Workshop
Problem Identification Workshop
Page 2
Rational Objective: See above.
Step (time)
Objective of
Step
3. Approach Participants
of the
know the
Challenge
steps that will
be taken in
(20’)
this program
and know the
rules that all
need to
adhere to.
Existential aim: See above.
Procedure
Keep in mind
1. In this program we will go through two
workshops with some time in between to gather
information and do some homework. In this first
session all we want to do is to collect the
different views, understanding, sources of
information, feelings and perspectives on the
problem arena. We do that for several reasons:
-Show “Innovation
Workshop
Process:”
“…Prework”,
“…Workshop I”,
“…Homework”,
“…Workshop II”
and “…Follow-up”

We do not want to state an attractor without
having done some analysis of the situation.
We may be premature in identifying an
attractor.

We want to generate ideas (in workshop II)
on a specific, agreed problem statement
-You may want to
state an example,
given as
attachment to this
document.
-Show slide
“Guidelines for
Creative and
Effective Dialogue”
At the end of this session, probably in two hours
from now, we hope to have one (or two)
problem statement(s) that we all can work on
and generate ideas for in workshop II.
I would like us to take a minute and listen to the
rules we need to agree upon in order to make
this workshop work for all of us. Walk through
the ground rules
4.
Introduction
of the
Challenge/
Mess
Finding
(20’)
Participants
know the
focus of the
problem
arena they
will work on.
1. I invite the initiator of this process to present
the attractor arena to us.
2. Initiator of the workshop explains the problem
arena and the specific questions he/she has
relative to this arena.
-Prevent long
organisational
background;
encourage
specificity and
some visual
support.
3. Check for clarification by asking for questions
for clarification. Make sure discussion will not
take place yet. Explain that the group will spend
two sessions on this problem and will include as
many perspectives on this problem as possible.
Keep in mind that the program is split up in
identification and solutions. You may, listening
to the comments that are made, want to say
where the comments will be dealt with.
4. Consider making a quick scan by asking
participants:
Having listened to this introduction, what comes
to your mind?
-Quickly capture the
comments on
flipchart
The Innovation Workshop
Problem Identification Workshop
Page 3
Rational Objective: See above.
Existential aim: See above.
Step (time)
Objective of
Step
Procedure
Keep in mind
5. Data
finding
Participants
have built a
comprehensive
picture of the
problem
arena.
1. Our first step in this process is to collect
information that seems relevant to add to our
understanding of the problem arena. This is
where your different views, perspectives,
feelings and experiences matter however,
without judging any of those. Let me give you an
example.
-Show sheet
“Sources of data”
(90’)
2. Mind you, I am not asking for solutions, all we
do here is getting a comprehensive picture of
the problem arena! (You may have to repeat this
a few times) Creativity at this stage is to
challenge existing practices and assumptions
and critically look for things that seem obvious
without valuing one observation above the
other.
3. Assign tables to brainstorm elements of the
problem arena. Include see, taste, smell, hear
etc. Also include the five W’s (who, what, where,
when, why and How). Hand out instructions to
the tables.
4. While groups are working, get a feel for the
kind of clusters that will emerge. After 20
minutes ask the groups to come to the front of
the room and put their post-its on the board.
Invite the group to do the clustering. When they
are finished, capture the clusters and their
names. Now ask the group to try to cluster again
using a different organising principle.
5. When done: We have built a great picture of
the problem arena now. When looking at the
problem, there seem to be a few components
we need to consider. This cluster refers to ……
Walk through the clusters and name while
reading out the post-its
6. Reflecting on all of the cluster titles identified
so far, what seems to be the most obvious
component? Which one is a new one? Which
one would be challenging to start working on?
-Show example of
Innovation
Workshop
-You may want to
take 10 minutes to
do the ‘Meet the
Peanut’ exercise.
Include ‘see, taste,
smell, hear, touch/
feel, other. See
method “Meet ithe
Peanut”.
-Instructions include
example questions
and a checklist of
perspectives to be
included. Groups
get post-its to write
on.
- Re-cluster as
many times as the
group can and
there is time for.
You are after new
ideas not old ones.
-Mark while asking
the clusters
mentioned by the
group.
The Innovation Workshop
Problem Identification Workshop
Page 4
Rational Objective: See above.
Existential aim: See above.
Step (time)
Objective of
Step
Procedure
Keep in mind
6. Problem
finding
Participants
have
identified a
few problem
statements
they want to
work on.
1. Our last task in this workshop is to identify a
few challenging problem statements that will
help us generating ideas. Let me show you a
few examples.
-Give instructions
on good problem
statements. Show
slide “Examples of
Problem
Statements”.
(30’)
2. I would like us to generate at least 5 or 6
problem statements, using your understanding
of the problem as well as your creativity in
coming up with a new view or picture of the
problem.
3. Let's choose then the one or two problem
statements you would want to work on.
4. After 15 minutes, write the selected problem
statements on a flipchart. Read them out aloud
and ask the group:
5. Which one is the most exciting one? Mark
with star.
6. Which one is the most challenging one?
Mark.
7., Which one or two would be the ones you
want to start working on?
7. Next
steps
(20’)
People have
agreed on next
steps in this
process.
1.Distribute 5 blue cards to each person. Say:
Each one of you is responsible for generating at
least 3 great ideas to address one of these
problems. You may do benchmarking or other
research, or simply note down ideas or insights
that strike you. Please use complete sentences,
as other people will have to read them.
2. Announcement of workshop opportunities etc.
-Collect statements
and keep those that
are not chosen.
They may be
interesting
alternatives for the
next session.
Consider, if too
many different
views, using hits.
Give people 3 small
stickers and let all
give their priority by
putting stickers next
to the statements.
Choose most
popular ones.
If the group
indicates that they
have few ideas for
addressing the
problem (or not
much interest), then
you may wish to
ask the team to
help you arrange a
session before your
3. Discuss with the group how much time they need before second workshop.
the next workshop, whether they will be present and who
else should be present.
Instruction For Groups In Data Finding
It is your task to collect as many perspectives, questions, elements and views on the
attractor arena that you just heard. In order to do so, please follow the following instructions.
Assign one person to capture all contributions. You may do this on a flipchart, or have people
put their ideas on post-its (one per idea) and put them up on a white board. This is a
brainstorm, so do not judge or disqualify any contribution, we are interested in the large
picture rather than seemingly opposing views. Here are some questions that may help. Do
not worry about going through them all; just see with your group which ones might provide
new views or perspectives.
When done, collect the views or elements that are, according to your group, most crucial,
and write them on post its. One element per post it. You will do the first clustering. You are
invited to bring them to the front of the room and to start clustering them along with the
information from the other teams.
An attractor may be a problem, a new challenge due to changing regulations or
environmental standards, or an opportunity provided by new technology or developments in
other industries or fields of science or a change in the business environment, etc.
Use the following brainstorm questions about the attractor arena.






















Who are the important people involved?
Why are they involved?
How are they involved?
Who are groups that are involved?
What is their involvement?
Who has special strengths or resources
in this area?
What are the strengths or resources?
Who might have gone through a similar
process?
Who suffers most from this problem
arena?
What is the effect on them?
Who benefits most of this attractor
arena?
How do they benefit?
Who contributes to this arena?
What do they contribute?
How do they make contributions?
Why do they contribute?
What are some symptoms of the
problem or challenge arena?
Where do you see those?
What might be some underlying causes
of this attractor?
How visible are these?
To what extent are they acknowledged?
What advantages exist for solving this
problem?
What are the disadvantages in solving
the problem?
 What difficulties can we expect in
solving it?


What are moments that we experience
the effects of this attractor?


What are elements that often are
overlooked relative to this attractor?
What does this attractor feel like for
you?
What does this attractor feel like for
others?
What has been the development of this
attractor over time?
What is my gut feeling about this mess?

Where is the attractor most visible?



Why has it not been solved before?
Why do we want to solve it now?
Why have previous attempts failed?



How do others see this attractor?
How are feelings influencing the
behaviour around this attractor arena?
 How do different views affect this
attractor arena?


Sources of Data
Information
Knowledge
Facts
Intelligence
Memory
Comprehend
Recollection
Discovery Lenses
Trends/discontinuities
Orthodoxies
Core Competencies
Impressions
Intuitive guess
Hunch
Image
Reasonable expectation
Belief
Vague notion
DATA
Feelings
Questions
Emotions
Sentiments
Awareness
Affective
Desires
Sensitivity
Sympathy/empathy
Inquiry
Doubt
Perplexity
Difficulty
Uncertainty
Curiosities
Observations
Notice
Watch
Perception
Comment
Take into account
Guidelines for Effective &
Creative Dialogue
1. You are right as are
others.
2. Use criticism as a
source.
3. Look for
information that may
provide new insights.
4. Do not disqualify
doubts.
Perspectives Available in Workshop
Technical Expertise
Name
Expertise
Current work
Company /
Organization
Business Expertise
Name
Expertise
Current work
Company /
Organization
Other Perspectives
Name
Expertise
Current work
Company /
Organization
Examples of Attractor
Statements
• In what ways might we help teams to
overcome their fear of failure?
• In what ways might we better inform the
community of the process?
• In what ways might we enable teams to be
less defensive in a team challenge?
• In what ways might we set time and space
for idea generation?