PROBLEM SOLVING USING
DIAMOND MODEL
PRITAM DEY
pritam.dey@gmail.com
www.linkedin.com/in/pritamdey
Diamond Model – A Method for Analyzing Problems
Ground the problem in reality
Develop a conceptual model to address the problem
Evaluate how well the model applies to the problem
Implement a solution that solves the problem
Source: Lecture Notes (Lecturer: Alan Fine), Innovation & Change, University of Minnesota, 2007.
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Diamond Model – A Method for Analyzing Problems
Problem
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B u il
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Conceptual
Case Model
Reality
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So od
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Solution
Source: Lecture Notes (Lecturer: Alan Fine), Innovation & Change, University of Minnesota, 2007.
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Circle Chart– Four Basic Steps in Inventing Options
WHAT IS WRONG WHAT MIGHT BE DONE
Step II. Analysis Step III. Approaches
• Diagnose the problem • What are possible strategies
• Sort symptoms into categories or prescriptions?
• Suggest causes • What are some theoretical
IN THEORY • Observe what is lacking cures?
•Note barriers to resolving the • Generate broad ideas about
problem what might be done.
Step I. Problem Step IV. Action Ideas
• What’s wrong? • What might be done?
IN THE REAL • What are current symptoms? • What specific steps might be
WORLD • What are disliked facts contrasted taken to deal with the
with a preferred situation? problem?
Source: Lecture Notes (Lecturer: Alan Fine), Innovation & Change, University of Minnesota, 2007.
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Running the Bases of Diamond Model to Address a Problem
Describe Case Reality
Problem Develop Model
• Visit & study it
• Map & diagnose it • An answer with arguments
• Crucial proposition
M • Plausible alternatives
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Question/Problem el • Key assumptions / context
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• From who’s perspective? B u il
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• Identify clients/users
g Criterion – Validity
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Criterion - Relevance
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Conceptual
Case Model
Reality
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Study / Evaluate the Model
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Apply / Implement solution o • Evidence substantiating model
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m •Revisions needed to apply model
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• Knowledge for what? Who? So od • Test model revisions,
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• Apply findings to problem ng
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qualifications
• Develop implementation plan • Data collection & analysis
• Local adaptation & reinvention methods
Criterion - Impact Criterion – Truth
Solution
Source: Lecture Notes (Lecturer: Alan Fine), Innovation & Change, University of Minnesota, 2007.
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A Good Solution is a Strong Argument
CLAIM REASON EVIDENCE
proposal major premise minor premise
proposition logic underlying claim data backing reason
hypothesis grounds warrants
QUALIFIERS RESERVATIONS
Limitations – Grounds for Rebuttal
when claim holds
assumptions logical refutations: validity
boundary conditions empirical refutations: truth
contingencies cogency of argument: persuasiveness
Source: Stephen Toulmin, The Uses of Argument, Essay III. Cambridge: Cambridge University Press, 1958.
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Argument for Diamond Model on Problems
REASON (major premise) EVIDENCE (minor premise)
Low quality decisions are often
Decision quality and creativity
produced by jumping to solutions
increase by applying problem
without adequate problem formulation,
formulation, model development and
by selecting models that are invalid or
testing, and problem solving steps in a
too general in addressing the
consistent, balanced way.
particulars of a case, or that do not
permit local adaptation or reinvention.
RESERVATIONS
CLAIM Unless the problem, question, model, or
QUALIFIERS solution are pre-determined, one-sided or
Diamond model promotes closed-minded.
learning & understanding Most likely…
of a case or problem. Unless time or talents prevent analyst
from covering all four bases of the
diamond model.
Source: Lecture Notes (Lecturer: Alan Fine), Innovation & Change, University of Minnesota, 2007.
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Steps for Improving Quality & Motivation in
Decision Making & Problem Solving
Insist on data, adopt evidence-based decision making.
Obtain multiple perspectives and alternatives on question or issue.
Challenge and debate the assumptions and conclusions, consider improbable or unpopular
perspectives.
Develop strong argument for proposed solution (claim, reasons, evidence, assumptions and
reservations).
Generate solution quality and motivation by involving different stakeholders in stages of
planning or problem solving process.
Reservations
These steps do not guarantee success. However, they decrease cognitive biases that lead to faulty decisions and increase
motivations of relevant stakeholders who are critical for implementing the decision.
Source: Lecture Notes (Lecturer: Alan Fine), Innovation & Change, University of Minnesota, 2007.
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