Step 1 is to define YOUR Problem – an important problem you feel responsible for dealing with.
To ensure it is important enough to invest your / your team’s limited attention into resolving, you should define first “Why it’s bad for you?” and then ”Why its bad for other stakeholders?”.
To edit any box, simply touch inside it if you are using a touch device or double click on it or right click and then click on “Edit Title” if you are using a desktop browser. The edit box will appear showing the question you need to answer. Simply type in your answer and then click on “Ok” at the bottom right corner of the Edit box.
Upon completion of all three boxes, click on “Go to Next Step” which will navigate you to Step 2 where you will define the decision you/your team face in dealing with the problem and the decision faced by the one you blame for causing the problem.
Step 2a is to define YOUR Decision - the decision you/your team face in dealing with YOUR Problem to prevent mistake of just jumping to a solution.
The “Solution” is the CHANGE part of the Decision, while the NO CHANGE is the STATUS QUO.
In the case where maintaining the STATUS QUO is not an option, the Decision will be between CHANGE vs. ALTERNATIVE CHANGE.
Once you have entered your answers for YOUR Conflicting Tactics, you should define the unique PROS (positives) and unique CONS (negatives) for the CHANGE vs. NO CHANGE.
Then finally, define your GOAL and THREAT. Once completed you can define THEIR DECISION or click on GO TO NEXT STEP to navigate to STEP 3a.
Step 3 is how to RESOLVE YOUR AND THEIR Decision with 4 different OPTIONS rather than compromising and giving up PROS you/them WANT to gain or keep and/or retaining CONS you/them DON’T WANT to gain or keep.
The 4 options include:
Step 4 is to identify all the “Yes, buts” you and/or other stakeholders might have that can block or distract you from implementing your decision resolutions without compromising.
For the Option you selected to resolve your decisions, identify 3 types of Yes, buts.
For each “Yes, but”, click on the relevant text box, enter the stakeholder that raised it, what the “Yes, but” is, and the “Yes, And” to overcome it.
Once completed click on GO TO NEXT STEP to move to Step 5.
Step 5 is the final step where HARMONY DECISION MAKER automatically summarizes your full analysis into a “Experiment Design” format that clearly answers the WHAT FOR, HOW TO and WHY’s related to your new Decision Resolution.
WHY#1 is a summary of Step 1 to answer why a change is needed.
WHAT FOR is a summary of the PROS you want to gain and retain and CONS you don’t want to gain and retain to answer what the objective is of the new change
WHY#2 is a summary of assumptions challenged in Step 3 and YES, BUTS that needed to be overcome in Step 4.
HOW TO is a summary of the full Tactic from Step 3 and 4.
You can edit any box by clicking on it.
The last step is called “Just Do it!”. You have now completed all 5 steps of your analysis and have done the best possible analysis and preparation to identify a NEW CHANGE to solve your problem.
But unless you actually implement it, you will never know if it would work or not. In this final step, you will monitor and report the project status of your experiment.
Your project can be in one of 5 states:
"F" is used when you want to stop multitasking to focus on a higher priority project. As the status changes, click on the new Status to show your progress to other stakeholders.
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