Using "Red Team vs. Blue Team" to Improve Quality

The “red team vs. blue team” approach has long been used in military, security, cybersecurity, and business settings. It typically features a “red team” tasked with testing assumptions, identifying vulnerabilities, and role-playing from adversarial perspectives, to see whether a “blue team” can adequately defend prevailing ideas.

Can this concept be applied to quality improvement?

The purpose of any robust Quality Management System (QMS) is to establish controls to identify and eliminate, or mitigate, risks to consistently fulfilling customer requirements and any established expectations (commitments) relating to the provision of products and/or services.

In the context of quality improvement, the “Red Team” would identify quality-related risks, which “Blue Team” would address (e.g., through developing controls to mitigate or eliminate those risks).

Red Team
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. 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;
• constantly make mistakes because they lack focus and/or take no pride in their work;
• are irritable and/or sarcastic;
• often suffer from depression (which can be a social contagion) and/or physical illness.

When these pessimists complain, they're blaming either other people or inanimate objects for their own shortcomings. These pessimists are stuck in Karpman's Drama Triangle.

The pessimists that we DO want observant, critical thinkers who take pride in their work… and refuse to “cut corners”. These pessimistic/negative people are often social outcasts and loners because others find that being around them can be depressing.

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.

Rarely do we ever see management being dismissive of positive/optimistic people because they identify risks!

In reality… effective “risk identification” and “problem-solving” are two completely different skill sets.

Blue Team
The best people to address risks are those who view themselves as “fixers”. People who enjoy the challenges of being a “problem-solver”. These “fixers” tend to be creative/inventive and able to “think outside the box” through exploring a variety of options. They're more concerned with finding the “best” solution rather than “being right”… and they welcome a critique of their proposed solutions.

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, 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?”.

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.

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, 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.

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).

Some great tools, to begin with, include the 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.

Some of the best problem-solving tools are some of the least known. For example, TRIZ provides a comprehensive “toolbox” for innovative problem-solving and continuous improvement.

You can learn more about TRIZ at:

• https://triz-journal.comThe TRIZ Journal
• Technical Innovation Center
• Oxford Creativity
• Free TRIZ eBooks, Videos & Training Materials