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looked at three leading schools of strategy and what expert intuition adds to them. In this chapter, we take a closer look at some of the key tools and techniques from those schools, so that we can add expert intuition to them in practice. We also study some tools and techniques that spring directly from the art of what works. These methods can be seen as a toolbox, a menu to choose from, or a quiver of arrows that you carry on your back. You never know which ones you will need until the situation arises. A traditional step-by-step approach, where you do first this, then that, then a third thing, doesn t work. In strategy, everyone starts from a different position, in a different situation. You can t predict the steps you need to take, in what order, or over what period of time. Or you can think of these tools and techniques as being like the elements of the 83 campaigns of the 7 great captains that Napoleon studied. He could not predict which ones he would need to draw on, in what combination, in what situation. So, like Napoleon, you gather as many tools and techniques as possible.

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When the moment comes, coup d oeil gives you the signal. You reach back into your quiver, pull out the arrow you need, and let it fly.

Is hot-water flow adequate when two fixtures are turned on Are hot and cold supply lines incorrectly installed (reversed) Does water heater contain a properly installed temperature-pressure relief valve Is the relief valve dripping Look for signs of corrosion or past leakage: Tank type (gas-fired unit): corrosion dust and flaking metal in burner area. Tankless coil: rust and deposits around fittings and gasket. Is there an instant hot-water return line Ckeckpoint summary 229

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In recent decades, strategic planning has spread down through the Saqqara pyramid, and now all departments have to do it. But how That s easy. The department gets together and brainstorms. In emergent strategy, you do the same thing, except that you do it over and over again, whenever your strategy changes. In the learning organization, you brainstorm spontaneously, in small or large groups that cut across departments. Even in competitive strategy you find a common technique in which a team does all the research it needs, then goes into a room and brainstorms. That s how you arrive at a strategy. So now we ask, what is brainstorming The dictionary defines it as a group problem-solving technique that involves the spontaneous contribution of ideas from all members of the group. The word entered the English language in 1953 thanks to the first book on brainstorming, Applied Imagination, by Alex Osborn.1 Osborn was a founder of the great advertising firm BBDO (his name gave it the O). In 1938, BBDO almost went out of business, thanks to the Great Depression. Osborn came up with brainstorming as a way to get more ideas, fast. He won a major account, B. F. Goodrich. That saved BBDO and gave brainstorming its first official success. Thanks to Osborn s book, brainstorming spread beyond advertising to organizations of all kinds.2 Osborn tells us that science supports his method. The University of Buffalo taught a course in brainstorming, and two professors there studied 330 students over 14 months. Osborn reports that this scientific test showed that subjects who took the course produced 94 percent more good ideas than subjects who did not take the course.3 But again we ask: What is a good idea

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Osborn tells us: The ideas which the researchers scored as good were those which were potentially useful and relatively unique. If we go back to the study Osborn cites, we find that it asked the students to list all possible uses for a wire coat hanger. A good score had two dimensions:

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1. uniqueness degree to which the response departed from the hanger s conventional use 2. value the degree to which the response was judged to have social, economic, aesthetic, or other usefulness.

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We can see right away that the value score depends on who is judging. Nobody tried to implement the ideas that came up during the study, so we have no empirical test of whether they worked or not. Instead, you use your judgment and I use mine to decide what we think is useful. Most likely, the scorers use expert intuition: They think an idea is useful because it resembles something else that s useful. But from the study, we just don t know whether the judges were right. So the value score is not very scientific. That leaves us with uniqueness, and here Osborn shines. The results are beyond question :4

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One group produced 45 suggestions for a home-appliance promotion, 56 ideas for a money-raising campaign, 124 ideas on how to sell more blankets. In another case, groups brainstormed one and the same problem and produced over 800 ideas.

Air-conditioning capacity 231 Air-conditioning systems 232 Integral system 232 Split system 232 Inspection procedure 233 Heat pump 240 Evaporative cooler 241 Checkpoint summary 241

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