Rose Bud Thorn

Rose Bud Thorn

The Rose, Bud, Thorn tool is consistently the most downloaded tool in the kit. I have to admit that particular statistic from our website’s analytics always puzzled me a bit. I mean, RBT is a fine little method but it never struck me as particularly special. In fact, I always thought it looked pretty basic (that’s the term the kids use these days, right?). All you’re doing is listing the positive (rose), potential (bud), and negative (thorn) aspects of a project. No big deal, right?

Apparently my meh opinion was based on the fact that I’d never really used it before. When I finally did give it a try with a workshop last week, it pretty much blew me away.

What’s so awesome about this tool? Why do I love it now? Well, it is hugely accessible, for starters. There are no complicated steps to explain, no detailed procedures to follow, no subtle nuances to watch for. You’d think a guy who literally wrote the book on simplicity would be better at recognizing elegant simplicity when he sees it, but that’s the thing about simplicity. It often appears underwhelming at first blush. Sometimes the real value only becomes apparent when we look closer or take the thing out for a spin. I should probably go re-read my own book.

Last week’s workshop helped me see the RBT is a powerful lens groups can use to assess, analyze, and strategize. It reveals hidden assumptions and enables us to see past superficial considerations and achieve a deeper understanding of our situation. This participants spent an hour going through the RBT analysis, and it really set the stage for the rest of the two-day event.

If you’re going to use this with your team (and I highly recommend it!), I have one facilitation tip to consider: resist the urge to write the same thing in all three columns. This was a very common error in all the groups I worked with last week. Over and over again people said “We think X belongs in all three columns, because it has positive (rose), negative (thorn) and potential (bud) aspects.” Yes, the thing they’re talking about has roses, buds, and thorns. But the whole point of the tool is to distinguish between the roses, buds, and thorns. So putting the same word in all three columns isn’t terribly helpful. Once the groups began writing down the actual good, bad, and promising aspects of those things… the results were amazing.

How about an example? Consider a medical treatment that cures an illness. The cure is the ROSE. However, the treatment also has negative side effects. That’s the THORN. And let’s say that some (but not all) patients experience a secondary benefit. That would be the BUD.

Writing TREATMENT X in all three columns is not very helpful or insightful. It’s the wrong way to use the tool. Instead, I would suggest writing “Cures the disease” in the rose column. Then list the negative side effect (e.g. Causes significant fatigue) in the thorn column. Finally, describe the potential benefit (e.g. “Clears up acne for some patients”) in the bud column. We could now evaluate the relative costs and benefits of the treatment and decide how to proceed.

I hope you’ll give this tool a try – and we’d love to hear your stories of how you used it!

ITK & F-35

ITK & F-35

This week’s guest post is by Rick Dunham, from MITRE’s Air/Ground Surveillance Program, and it highlights a recent application of the Innovation Toolkit to the F-35 program.

Image of the MITRE F-35 Team Builds a Foundation for Success

Lead Human Factors Engineer Jessica Yu (standing) briefs F-35 Lightning II Enterprise Focus team members on using the Innovation Toolkit.

On Nov. 5-6, MITRE’s F-35 Lightning II Enterprise Focus team met in Dayton, Ohio, to build collaborative FY20 strategic foundations, covering shared-knowledge, sponsor-specific deliverables and outcomes. The diverse team, which includes more than 65 MITRE engineers from across the U.S., is charged with delivering F-35 Continuous Capability Development and Deployment (C2D2) to the field faster and more efficiently.

An Air Force Portfolio High-Profile Program, F-35 Enterprise team leads Portfolio Manager Jen Hebert and Project Leader Chris Jella—facilitated by the Innovation Toolkit Team—pioneered and challenged four main focus area groups: Reduce Live Fly; Implement Advance Capabilities; Integrate US, Partner, and International Efforts; and Modernize Mission Support and Infrastructures. The goal is to leverage and link cross-functional expertise in building shared mission-driven impactful products and outcomes.

This team-based approach and visionary mindset is why our F-35 Enterprise sponsors have come to rely on MITRE to organize work so that it magnifies the delivered capability to any one individual sponsor. By synthesizing MITRE’s internal, full-spectrum-funded research, labs, direct sponsor work, and related activities, the government pays once for a capability that benefits many sponsors and stakeholders.

MITRE F-35 Challenge Coin 500.jpgAdditionally, shared deliverables are a centerpiece of the MITRE F-35 Enterprise strategy. Each focus area group has both a set of sponsor-specific deliverables and a well-crafted outcome that contributes to a higher strategy while addressing local sponsor priorities.

This collaborative, get-to-know-you comradery structure will pay dividends, strengthening MITRE’s core excellence and service and ultimately, solving our sponsor’s most challenging C2D2 needs.


INTERVIEW: Daniel Hulter

INTERVIEW: Daniel Hulter

This week, ITK is chatting with Daniel Hulter who we came across on LinkedIn. On separate occasions Dan Ward and I saw Daniel’s posts and were inspired to reach out and connect. One of Daniel’s recent posts asked the community about upskilling and training personnel so they can be empowered to more proactively solve problems. In addition to hosting a fantastic open discussion, we learned that Daniel is not only encouraging the larger community to make progress in this area but also works with his local base to enable, encourage, and empower personnel. His passion for empowering people and making problem solving approaches/methodologies accessible is something we at ITK feel strongly about as well so we wanted to learn more.

A: Tell us about yourself – what would we NOT be able to find on your LinkedIn profile.
Something that is likely not readily apparent on LinkedIn is the fact that I am deadly serious about what I’m sharing there. I also desperately need to find joy in my work, so I sometimes write on serious subjects in a way that amuses me. I love to laugh, but am pulled perpetually in by the gravity of realities more serious than I think most people want to face every day.

None of what I am would be possible without my wife Jessica, who has sacrificed an incredibly unfair amount to ensure that I can be functional, stay sane, and dedicate myself to the work that I care about while she battles school districts, doctors, insurance gremlins, and children, to ensure our two children can thrive to the best of their abilities. Our 14-year-old daughter Rebecca has been severely disabled since she was born. My wife has had her aspirations on hold for as long as I’ve been in the Air Force, and that lends a certain degree of gravity to me making the most of my time here. I think sometimes people wonder why I’m cranking it up to eleven with the whole ‘empowering Airmen’ routine. The truth is that having a voice and being empowered to spark change is an extremely personal cause for me. I am simultaneously more sincere and more just kidding around than I think most people realize.

A: I know you do a lot of writing and share via your own blog, what was the catalyst or genesis for starting to do this? What article do you think has resonated most with your readers?
I’ve basically always been a writer, ever since I was a little kid. My first serious foray into writing was a fiction series of about 10 books that I wrote in third grade about snakes. Each book was probably 20 pages long, and I bound them with staples myself. I think it’s safe to say my fiction game peaked early. I’m only just recently getting back into that medium.

I’ve been writing essays about leadership and ‘why I hate giving high-fives’ for some time, but really picked up the pace a few years ago when I was fighting the Air Force assignment system to not send me on a three-year unaccompanied tour while my daughter was actively dying.

At that point that I was either going to fix the assignment issue or end my Air Force career. I started writing about the difficulties I faced and the types of leadership that helped or hindered my efforts to resolve them. Having nothing to lose gave me a reason to keep pushing past gatekeepers and speaking out until the situation was resolved. I wrote about innovating policy, culture-change, and leadership. It quickly became clear that as an NCO and a life-long frustrated innovator, mine was an underrepresented voice that might hold some value.

There have been two particular pieces that really seemed to resonate with the largest number of people. The first was an essay called A Few Thoughts on Air Force Innovation, in which I  shared my theory that the Air Force is pursuing innovation by facilitating competition between ideas, when a better approach would be to connect them. The second piece was an article called Keeping Off the Grass, which The Strategy Bridge published. In that article, I described a new way of looking at design and execution of our products, systems, and processes that could bring about continuous innovation and eliminate the cycle of catastrophic failure being the catalyst for change.

A: Why do you think it’s important to upskill and train personnel in more discovery-design methods?
We need to ensure that every one of our people is able to articulate the needs and opportunities they face within their own unique context. Every one of us should probe our particular adjacent-possible for avenues to evolve and innovate. Discovery, in all its various forms, is the process of probing into that dark void to feel out what’s within reach. It’s like echolocation- we can’t really see the possible futures all around us unless we’re bouncing noises off of them; and the environment is always changing, so we should really get used to never not chirping away like bats.

A: There’s no AF-wide solution for that now although I saw quite a few programs and efforts mentioned in your LinkedIn discussion. What kinds of things are you doing locally to move the ball forward? What are you currently working on or towards?
The AF is doing some exciting stuff with training specific solution-development skills into some of the workforce, like agile software development, UX design and data-science. What I discovered is that there are more basic skills in discovery and problem framing that could help Airmen everywhere shine a light within their specific context when highly technical solution development isn’t necessary.

At my last assignment, we began offering discovery, design, and scoping sessions for groups, units, and flights, bringing experience in human centered design and design-thinking, methods like Think Wrong from the company Solve Next, and other practices to facilitate discovery and solution development to whatever their need was. That effort is still going strong, and they’re proving the value of these practices in an operational setting, at multiple tiers. I’ve had the pleasure of leading small groups through workshops in which biases were circumvented, creativity stimulated, and participants connected, collided, and grew ideas collaboratively. These methods could be employed every time we gather to collaborate. Our default approaches to brainstorming, assumption mapping, prioritization, etc. simply don’t work that well.

I’m going to keep writing and pushing my ideas, hopefully luring Air Force leaders into more conversations with experts who could help facilitate the pursuit of what I’m trying to sell here. Hopefully one day I get an opportunity to do the innovation enablement stuff full-time, to help implement these ideas.

A: What is the most challenging part of your work? The most rewarding?
I’d say the most challenging part of my Air Force innovation work is that it’s not my real job. I do what the Air Force wants me to do full-time, and then when they’re not looking, I write articles, offer to facilitate discovery sessions, and host events to try and force discovery where there is no existing process.

The most rewarding part of my efforts is knowing that I’m pushing for a change that will make a big difference in a lot of people’s lives- both personally and in their missions. I’ve had the opportunity to help spark that sense of purpose and empowerment in a few young Airmen, and that’s incredibly rewarding. I always stubbornly pushed to change things despite feeling unempowered, and I got through a lot of moments where I felt too tired to keep pushing. It’s great to help others not have to deal with that.

A: What advice would you have for someone who wants to do something similar?
I think it’s so important to start with being connected. Get involved in a group like the Defense Entrepreneurs Forum, find the wrong-thinkers and design-thinkers on LinkedIn, follow Carmen Medina, Dan Ward, Molly Cain, and all the other government innovation nerds on LI and Twitter. Create connections with like-minded change-makers in other contexts. Become a node yourself. A community can help sustain you in the midst of your inevitable failures- keep close to those who recognize the process as valuable regardless of outcome. It can enable you to benefit from others’ failures, making success exponentially more within reach.

Besides that, my advice would be to read books, engage with a diversity of viewpoints, write, post progress, cry for help, and work out loud for the sake of discovery and so that others might discover from you.

A: Reading any great books now? Any essential reads you would recommend to folks?
I just finished Rita McGrath’s book Seeing Around Corners which I thought was wonderful. It’s mostly about discovery as a way of detecting the weak signals of incoming inflection points and how to navigate them as a business.

I’m reading a book of short stories by Kelly Link right now, as well as the John Green book Turtles All the Way Down (I’ve been listening to his amazing podcast, “The Anthropocene Reviewed” and had to check out his books). I’m enjoying both of those immensely. I’m also on my second read of Chris Beckett’s haunting sci-fi Dark Eden. I think it’s so important to read fiction. Non-fiction is all well and good, but fiction tends to better speak to the human experience. Boiling things down to theories and formulas is a way of limiting reality to make it easier to digest and navigate. That’s very useful, and can be enlightening, but the real truth is in the gross, sweaty, joyful, tragic, and mundane experiences of human beings, not in dynamical shifts measured at a distance. It’s important to mix it up. I think a lot of folks get too caught up in the language of non-fiction and it decouples them from the reality of humanity. Reality is messy and blurry, something that non-fiction often fails to capture.

My essential non-fic on the subject of innovation is in this Goodreads list. I also recently finished Dare to Lead by Brene Brown and would say that’s an essential read on leadership, along with Kim Scott’s Radical Candor.  For fiction, some of my favorites are The Three Body Problem series by Cixin Liu and The Girl With All the Gifts by M.R. Carey.

A: For people who are too impatient to read and will likely scroll to the bolded, highlighted, or italicized text – what would you like them to know or walk away from this interview with?
I want people to understand how backwards we still are in our approach to management. We’re failing to train and implement some of the most important leadership competencies and cultural conditions. There is a way to be productive, innovative, fast-moving, resilient, and experience joy in our work; and our current approach isn’t the way to do it.

A: What do you think is next for you – what will Daniel Hulter 2077 be doing?
I’d like to have more time to really get some writing done. I’m barely able to get time for it right now with everything I’ve got going on. I’d really like to get to a place where I am focusing most of my energy on organizational culture and innovation-enablement. I always end up working on that stuff anyways. It would be neat if it wasn’t at the expense of what others think I’m supposed to be doing. I hope to serve out the rest of my Air Force career doing all that I can to facilitate and empower innovation at the level of execution; beyond that is yet to be discovered.