Disruption as a process tool

Henrik Just Fruergaard / hf@promentum.ae

One of the major hurdles in effective optimization and development in the companies’ processes, is partly to create commitment among the employees and teams where changes must take place, and to ensure that the everyday implementation and anchoring happens successfully.

Another important key is, of course, that these are the right initiatives, and the right way to look at the challenges and development opportunities.

These 3 areas and elements can you assure and process by changing your approach to creative and disruptional thinking. And what is that?

Disruptional thinking as a process tool, can be seen as the ability to ask stupid questions. The right stupid questions, of course – the questions that make yourself and others view opportunities and working methods from a different angle and in a different light than it has been previously. It creates a creative approach, that creates an “enlightened” and well-thought-out process, where the participants have their own motivated and enlightened approach.

But how?
Let’s start with why instead… when taking this approach, where everyone agrees, to play the devil’s advocate at once, you also get far more roads to follow, far more elements you can work on – and they are emerged from the group and from several “levels”. That means that far more people take ownership of the process because it is “their own” ideas. At the same time, you are much more likely to find the most low-hanging fruits to work on – so you both create quick results, and create the feeling of success – and thus the desire to work on the heavier parts of the process afterwards.

So now to “how”…
I always recommend that any process starts with involvement – and this can easily be done at a team meeting, a four-night meeting, or at a short workshop, with a duration of 2-3 hours (max). Here, an introduction to the process is given, and a facilitator (preferably neutral and external), starts the process of asking the first “stupid questions”. Now the flow is running, and the creative process has started, and now all the great ideas just have to be picked up, prioritized – and then a plan must be made for each one.

Whether you want to use the process to create improvements in the sales department, savings in purchasing, better processes in production, cultural changes or something completely different – We are happy to take part in the task. So let’s either start with a cup of coffee or a workshop where we are the “the neutral facilitator”.

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