REASONS FOR FAILURE
DISCOVERY SKILLS
I/O MATRIX
CANDOR
MISCELLANEOUS
100
Name any 5 reasons for failure identified earlier.
Arrogance, Wishful Thinking, Selective Thinking, Filtered Information, Denial, Fear, Complacency, Emotional Over-investment.
100
Name all five discovery skills.
Associational Thinking, Questioning, Observing, Networking, Experimenting.
100
What does I/O stand for?
Influence/Openness
100
Name 5 behaviors that describe the level of candor in a team.
Confront, Personalize, Generalize, Globalize, Externalize.
100
What are Red Waters?
Contested Markets
200
What were the top 3 reasons for failure we all agreed upon earlier?
Arrogance, Wishful Thinking/Selective Hearing, Denial.
200
Explain briefly what we mean by 'associational thinking'.
Associating happens as the brain tries to synthesize and make sense of novel inputs. It helps innovators discover new directions by making connections across seemingly unrelated questions, problems, or ideas. Therefore, associational thinking refers to making connections across seemingly unrelated questions, problems, or ideas.
200
What lies in the top right quadrant of the I/O Matrix?
Right/Influence
200
'I am wet because I left my umbrella at home,' is an example of which behavior?
Winner's Mindset Vs. Victim Mindset
200
What is a Blue Ocean?
Uncontested Markets
300
Define emotional over-investment.
People can accomplish great things when they're deeply committed. The downside is that their emotional investment in a project may blind them to its weaknesses. Often the mindset of the organization cannot accept a new reality because it goes against all belief and culture. Some of the most poignant victims of emotional over-investment are companies with great histories of innovation. Circumstances change, substitutes come along, and nobody has the courage to say that the splendid history is just that - history.
300
What are some of the things that innovators can observe to gain better insights?
Innovators are careful observers and they sometimes watch the world around them including customers, products, services, technologies, companies, etc.
300
'If an individual is in the bottom right quadrant of the I/O Matrix, it is a positive sign for the organization.' Is this statement true or false?
False
300
How can we develop a culture of candor within our teams?
By using behavior that increases confrontation and personalization of actions.
300
What is the value curve? (The two axis)
High Low on the x axis and Value Proposition on the y axis.
400
When we say 'The information may be good, but it's no good if the decision maker turns deaf when it's presented,' which reason for failure are we talking about?
Selective Hearing
400
What are some of the reasons for using Questioning as a discovery skill?
Questions provoke new insights, new possibilities, new connections, and new directions. They also help us to understand how things really work, why things are a certain way, how they can be changed, etc.
400
Should a team leader lie in the top left quadrant of the I/O Matrix? Support your answer with a brief explanation.
No, a team leader should not lie in the top left quadrant of the matrix. This is because a team leader should know right from wrong and if he/she is right, she/he should be assertive enough to stand by his/her original belief and not get influenced by someone who is incorrect.
400
Burger King's sales staff claimed that their sales were low because of the increase in health consciousness all of a sudden. What is this an example of?
Externalize
400
What 4 decisions do you need to make using the value curve?
Eliminate, Increase, Decrease, Add.
500
Name a company that failed because of Arrogance.
Ford Motors
500
What did author Frans Johanssen describe the phenomenon of associational thinking as?
The Medici Effect
500
How can you use the I/O Matrix to your benefit?
By identifying positions we take when making decisions; identifying the sequence of our thinking; and making sound decisions.
500
What is the difference between 'generalize' and 'externalize?'
Generalize: Describes behavior without naming individuals. Externalize: Describes behavior vaguely and blames external circumstances. Therefore, the difference is that in generalizing one does not specify anything while in externalizing, things beyond control are specified.
500
What are the 4 promises we made on the morning of day 1?
Breakthrough, Respond not React, No Complacency, No Blame Displacement.
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