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--- articles:using_red_team_vs_blue_team_to_improve_quality [2023/02/20 08:48] – [The Tools] rrandall
+++ articles:using_red_team_vs_blue_team_to_improve_quality [2023/02/20 11:08] (current) – [The Tools] rrandall
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 __Red Team__ \\
-People identified as "pessimistic" or "negative" often have the untapped ability to identify risks... which is exactly what we're seeking for this exercise. in fact, the worst people for performing a risk assessment are the positive people who only see rainbows and unicorns. They tend to avoid thoughts of bad things happening... and often end up with a higher risk tolerance than the "negative" people.
+People identified as "pessimistic" or "negative" often have the untapped ability to expertly identify risks... which is exactly what we're seeking for this exercise. In fact, the worst people for performing a risk assessment are the optimistic/positive people who only see rainbows and puppy dogs. They tend to avoid thoughts of bad things happening... and often end up with a higher risk tolerance than "negative" people.
-An optimist simply doesn't think the same way that a pessimist does. They often cannot imagine the worst-case scenarios that a pessimist can clearly imagine.
+Some managers hold and promote a completely delusional view of the world - which they mischaracterize as optimistic or "positive". And these managers often mischaracterize anyone who recognizes "reality" as pessimistic or "negative" (always imagining the worst). Management is often dismissive of people categorized as "pessimistic" or "negative" because, while they can see the flaws (problems), they lack the:
+  * ability to articulate a solution, or
+  * problem-solving skills to develop a solution.
-Unfortunately, pessimistic/negative people are often depressed because of their ability to see these worst-case scenarios. Consequently, they're often social outcasts and loners. However, that is a different topic (involving psychology/therapy.
+Rarely do we ever see management being dismissive of positive/optimistic people because they fail to identify risks!
+In reality... effective "risk identification" and "problem-solving" are two completely different skill sets.
+An optimist simply doesn't think the same way that a pessimist does. An optimist often cannot imagine the worst-case scenarios that a pessimist can clearly imagine. While many pessimistic/negative people are social outcasts and loners, there are two types of pessimists. The people we DON"T want are those who consider themselves "//unlucky//"... because they:
+  * lack foresight in doing things like ensuring that their car is fueled and maintained in order to get to work every day;
+  * lack the self-discipline to consistently arrive at work on time;
+  * are constantly on the verge of being evicted because they fail to manage their money and make payments;
+  * constantly make mistakes because they lack focus and/or take no pride in their work;
+  * are irritable and/or sarcastic;
+  * often suffer from [[https://www.psychologytoday.com/us/articles/200307/is-depression-contagious|depression (which can be a social contagion)]] and/or physical illness (associated with poor diet and lack of exercise).
+When these pessimists complain, they're blaming either other people or inanimate objects for their own shortcomings. These pessimists are stuck in [[https://www.karpmandramatriangle.com/|Karpman's Drama Triangle]].
+The pessimists that we DO want are observant, //critical thinkers// who take pride in their work... and refuse to "cut corners". These pessimistic/negative people are often personable, responsible, and highly intelligent. They're sometimes described as eccentric, typically avoid social gatherings, and have few friends.
-The best people to identify risks are observant, analytical, //critical thinkers// who take pride in their work... and refuse to "cut corners". Some managers hold and promote a completely delusional view of the world - which they mischaracterize as optimistic or "positive". And these managers often mischaracterize anyone who recognizes "reality" as pessimistic or "negative" (always imagining the worst). Worse, some people are categorized as "pessimistic" or "negative" because while they can see the flaws (problems) they lack the:
-  * ability to articulate a solution, or
-  * problem-solving skills to develop a solution.
-MANY well-educated optimistic/positive people lack these skills as well.
 __Blue Team__ \\
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 In order for each team to do its job, it must be equipped with the proper tools.
-However, BOTH teams should be trained in "Cause and Effect Chain" (CEC) analysis methods (e.g., 5 Whys, [[articles:those_who_fail_to_plan|Ishikawa (fishbone) diagrams]], Apollo RCA, Fault Tree analysis). Contrary to popular belief, CEC analysis is NOT problem-solving. While CEC analysis is most often used in "problem-solving" to "refine" an overarching problem into one or more specific problems by asking "__Why__ did this happen?", CEC analysis can also be used for risk identification by asking "What __can__ or __could__ go wrong?".
+However, BOTH teams should be trained in "Cause and Effect Chain" (CEC) analysis methods (e.g., 5 Whys, [[articles:those_who_fail_to_plan|Ishikawa (fishbone) diagrams]], Apollo RCA, Fault Tree analysis). Contrary to popular belief, CEC analysis is NOT a problem-solving methodology. While CEC analysis is most often used in "problem-solving" to "refine" a high-level problem into one or more specific problems by asking "__Why__ did this happen?", CEC analysis can also be used for risk identification by asking "What __can__ or __could__ go wrong?".
 __Red Team Tools__ \\
-Upon being trained in the use of FMEAs (Failure Modes and Effects Analysis), pessimistic/negative people are often very good at estimating risk probability and severity.
+Upon being trained in the use of FMEAs (Failure Modes and Effects Analysis), pessimistic/negative people are often very good at assessing risk probability and severity. Whether risks are identified and handled through an FMEA, a Risk Matrix or any other tools is dependent upon the preference of the team. Ultimately, once a tool is selected, it must be used consistently by the team. There should be some lively discussions/debates relating to topics such as whether a RPN (Risk Priority Number) is useful, whether "Detection" should be included in determining the RPN (or whether it is simply a component of the risk mitigation put into place), how the RPN is different from determining "Risk Tolerance", how "Risk Tolerance" levels should be categorized, etc.
-When I encounter a person (whether perceived as "positive" or "negative") who lacks problem-solving skills, I teach them different "Cause and Effect Chain" (CEC) analysis methods (e.g., 5 Whys, Fishbone/Ishikawa Diagrams, Apollo RCA, Fault Tree analysis). While this is NOT problem-solving, it gets us started in "defining" the specific problem(s) as to "why" something won't work. For simple problems, the solution will become obvious. For more complex problems, additional training is required (e.g., understanding and applying TRIZ).
-When I encounter a person (whether perceived as "positive" or "negative") who lacks problem-solving skills, I teach them different "Cause and Effect Chain" (CEC) analysis methods (e.g., 5 Whys, [[articles:those_who_fail_to_plan|Ishikawa (fishbone) diagrams]], Apollo RCA, Fault Tree analysis). While this is NOT problem-solving, it gets us started in "defining" the specific problem(s) as to "why" something won't work. For simple problems, the solution will become obvious. For more complex problems, additional training is required (e.g., understanding and applying TRIZ).
 __Blue Team Tools__ \\
 Contrary to popular belief, "Brainstorming" is an incredibly poor "idea sourcing" methodology. And it is NOT a "solution-sourcing" methodology.
+In order to find a solution to a problem, the Blue Team MUST first distill the high-level problem down to its constituent, individual "causes" – using one or more "Cause and Effect Chain" (CEC) analysis methods (e.g., 5 Whys, [[articles:those_who_fail_to_plan|Ishikawa (fishbone) diagrams]], Apollo RCA, Fault Tree analysis). The [[articles:those_who_fail_to_plan|Ishikawa (fishbone) diagram]] should incorporate the "5 Ms” with an additional “M” for physical environmental conditions (“Mother Nature”). These six elements influence variation in virtually all processes—whether manufacturing or providing services.
-helps "define" specific problem(s) as to "why" something won't work. For simple problems, the solution will become obvious. For more complex problems, additional training is required (e.g., understanding and applying TRIZ).
+Once the individual causes and any contributing factors are identified, these can be assessed and categorized as "common cause" or "assignable cause" variations in the process. Common cause variations can only be eliminated through fundamental changes in the process (e.g., using different or more modern equipment) OR a re-design of a product (e.g., combining or eliminating parts). Most often, emphasis should be placed on identifying and implementing risk mitigation (and counter-measures. ONLY causes resulting from "assignable cause" variations can be "eliminated" (e.g., through Corrective Action).
-Some great tools, to begin with, include the [[articles:those_who_fail_to_plan|Ishikawa (fishbone) diagram]] incorporating the "5 Ms” with an additional “M” for physical environmental conditions (“Mother Nature”). These six elements influence variation in virtually all processes—whether manufacturing or providing services.
+For simple problems, the solution will become obvious. For more complex problems, additional training is required. Some of the best problem-solving tools are some of the least known. For example, [[articles:triz_application|TRIZ]] provides a comprehensive "toolbox" for innovative problem-solving and continuous improvement.
-Some of the best problem-solving tools are some of the least known. For example, [[articles:triz_application|TRIZ]] provides a comprehensive "toolbox" for innovative problem-solving and continuous improvement.
 You can learn more about TRIZ at: \\