Jawn Lam

FOCUS Ideation

Problem Solving & Decision MakingEssay4 min read

A chart that addresses each aspect of a complex problem one at a time while keeping the overall objective in view.

Builds on Osborn and Parnes's Creative Problem Solving (Alex Osborn, Applied Imagination, 1953; Sidney Parnes, Creative Behavior Guidebook, 1967) and Toyota's current condition, target, obstacles, and countermeasures pattern (Durward Sobek and Art Smalley, Understanding A3 Thinking, 2008; Mike Rother, Toyota Kata, 2009), and shares its name with the Hospital Corporation of America's FOCUS-PDCA (Paul Batalden and colleagues, late 1980s).

What it is for

The purpose of the FOCUS Ideation thinking tool is to facilitate effective problem-solving and strategic planning in complex, long-term projects. This tool is designed to help teams and individuals systematically address each aspect of a project or problem, ensuring that all elements are considered both individually and as part of the overall objective. The process involves:

  1. Foundation. Assessing the current situation to understand the starting point.
  2. Objective. Clearly defining the end goal or desired outcome of the project.
  3. Constraints. Identifying and acknowledging obstacles that may impede progress.
  4. Understanding. Gaining deeper insights into the challenges and overall context of the situation.
  5. Strategy. Developing actionable ideas and plans to navigate through the challenges and achieve the objectives.

This structured approach allows for a comprehensive understanding of the situation, clear goal setting, identification of barriers, in-depth analysis, and strategic planning. By breaking down the process into these distinct areas, FOCUS Ideation enables teams to develop coordinated, effective strategies that align with the overarching goals of their projects.

Why use it

When dealing with complex, long-term projects, focusing on specific aspects one at a time is beneficial, while also keeping in mind how these aspects fit into the overall picture. This helps develop coordinated ideas that collectively work toward the overarching goal. The FOCUS technique uses brainstorming to help clarify, pinpoint, and develop ideas by addressing barriers to achieving the goal. This method organizes information into these distinct areas:

  1. Foundation. Defines the current situation or starting point.
  2. Objective. Outlines the ultimate goal or desired outcome.
  3. Constraints. Identifies obstacles or hurdles in the way.
  4. Understanding. Gathers insights and deeper understanding of the challenges and the overall situation.
  5. Strategy. Proposes ideas and actions needed to overcome challenges and move toward the goal.

How to use it

  1. Establish Framework. Write the headings "Foundation, Objective, Constraints, Understanding, Strategy" on a whiteboard or use a template.
  2. Foundation Assessment. Brainstorm and list all the aspects of the current situation in the Foundation column. Ensure all elements are well understood, agreed upon, and based on factual data rather than bias or rumors.
  3. Objective Definition. For each element in the Foundation, define the desired outcome in an ideal (yet realistic) scenario. List these in the Objective column.
  4. Identify Constraints. Determine the primary constraints or obstacles for each Objective, and list them in the Constraints column.
  5. Enhance Understanding. Gather deeper insights and understanding related to each constraint. This can involve additional research, discussions, or analysis, and should be listed in the Understanding column.
  6. Strategize Solutions. Develop ideas and actions that address the constraints and enhance understanding. List these strategies in the Strategy column. Utilize other ideation tools as needed to stimulate innovative thinking.
  7. Analyze and Prioritize Actions. Review the FOCUS chart to determine which strategies and courses of action merit further exploration or implementation.

The template gives each component its subcomponents and key questions, and adds a sixth band, Intersecting Attributes, that checks the strategies against one another before you prioritize them.

The FOCUS components and their key questions

Each component's subcomponents, with the key question to ask, what it examines, the workshop activity that answers it, and the outcome to expect. Tick the questions that fit your project and copy them, or let the figure pick three.

1 question picked0 questions picked

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Three questions drawn at random will show here.
  1. Synergy and Integration Opportunities. Where can we integrate or synergize different parts of our strategy?
  2. Synergy and Integration Opportunities. Where can we integrate or synergize different parts of our strategy?
  3. Synergy and Integration Opportunities. Where can we integrate or synergize different parts of our strategy?

Foundation: Current State Analysis

  1. Examine the external factors affecting the current situation. Workshop activity: PESTLE analysis to assess external factors. Expected outcome: Detailed profile of external influences.
  2. Evaluate internal strengths and weaknesses. Workshop activity: SWOT analysis to evaluate internal capabilities. Expected outcome: Clear view of internal capabilities and needs.

Objective: Goal Setting

  1. Articulate a clear vision for the project or initiative. Workshop activity: Vision statement workshops. Expected outcome: A compelling vision statement for guidance.
  2. Break down the ultimate goal into achievable milestones. Workshop activity: Timeline workshops to map out milestones. Expected outcome: A roadmap with key milestones toward the goal.

Constraints: Barrier Identification

  1. Break down barriers into smaller, manageable problems. Workshop activity: Problem decomposition exercises. Expected outcome: A breakdown of barriers into smaller problems.
  2. Assess the impact of each barrier on achieving objectives. Workshop activity: Impact analysis sessions. Expected outcome: Prioritized list of barriers based on impact.

Understanding: Insight Gathering

  1. Use data to gain insights into constraints and the situation. Workshop activity: Data collection and analysis sessions. Expected outcome: Data-backed insights into the situation.
  2. Incorporate feedback from all relevant stakeholders. Workshop activity: Stakeholder interviews and surveys. Expected outcome: Comprehensive feedback for informed understanding.

Strategy: Solution Development

  1. Generate a wide range of ideas to overcome challenges. Workshop activity: Brainstorming and ideation sessions. Expected outcome: A diverse set of potential solutions.
  2. Evaluate the feasibility and potential impact of each idea. Workshop activity: Feasibility studies and impact assessments. Expected outcome: A list of viable and impactful strategies.

Intersecting Attributes

  1. Identify how resources are interconnected across the project. Workshop activity: Resource mapping exercises. Expected outcome: Optimized resource allocation plan.
  2. Map out how potential risks correlate with contingency plans. Workshop activity: Risk matrix development and contingency planning. Expected outcome: Aligned risk and contingency strategies.
  3. Explore potential synergies between different strategy components. Workshop activity: Integration workshops and synergy brainstorming. Expected outcome: Increased efficiency and effectiveness of strategies.

Where it fits

The process recommends it at Root Causes and the Case for Going Back, the first step of the Vision phase, where it gives a structured path from the current state through the barriers to strategies. Its FOCUS spells different words from the FOCUS of FOCUS-PDCA (Find, Organize, Clarify, Understand, Select).

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