SDI

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'Systematized Direct Induction (SDI) was developed by Bosticco (1971) and described by VanGundy (1981; 1988). It is a useful method for tackling ‘people issues’. Workshops involving from 4 up to 100 individuals are organised using members of same or different departments (see also Metaplan Information Market ).

This method addresses issues that members of staff may have with ‘change’. Involving staff at the planning stage, allowing them to put forward their ideas and preferred conditions etc… makes the implementation of ‘change’ somewhat smoother.

A Planning meeting held by an elected staff member and a small group of the organizational staff will outline the problem/issue, i.e. ‘can we improve our sales performance, if so how’ and decide if which staff (if any) need attend. They need to ensure that the Stakeholders are suitably presented at the meeting.

The Meeting

  1. Initial Introductions, to encourage inter-departmental mixing and supervisor/supervisee combinations, all staff are encouraged to sit at tables of four. The problem to be addressed is described and displayed and participants are reassured that all suggestions will remain anonymous
  2. Practice exercise, a specific coloured slip of paper (say yellow) is issued to all participants. They are requested to ‘identify their main issue in their daily work’, write this on the coloured paper, which are then collected
  3. Identifying and discussing the Key problems, another set of differently coloured paper is handed out (say red) with “how to” written across the top. Each individual must now complete the ‘how to’ sentence with what they feel the company does that prohibits the workshop sorting out their highlighted problem. Each table has a 5 – 10 minute ‘buzz’ session discussing their thoughts
  4. Identifying up to Four more Problems, Each participant completes another four red slips, completing the ‘how to’ sentence four more times.
  5. Ranking the Five Problems, Each participant now ranks their five problems, marking the most important pink slip ‘1’ and the least important ‘5’.
  6. Break, Coffee/lunch taken and during the break, yet more slips are placed on each table of a different colour (say green)
  7. Cycle of Generating and Discussing Solutions, after the break….. each participant selects their ‘No.1’ pink slip problem, and writes a solution for it on a green slip. Each table has a short ‘buzz’ session discussing their solutions. This process is repeated for all 5 pink slips creating 5 matching green slips.
  8. Workshop Ends, Each participant clips their pink ‘problem’ slips and green ‘solution’ slips together in a cluster and the workshop closes
  9. Subsequent Analysis, Each cluster is collected, collated and analysed to generate a management report. If the workshop was large a small team may be required to do this. Incorporating company staff as well as external consultants will likely affect the final relevance and acceptability of any ‘changes’ that are implemented as a result.