1) WHAT IS THE PROBLEM OR DECISION TO
BE MADE?
Decide whether genetically designed food should be encouraged.
2) WHAT ARE THE POSSIBLE OPTIONS
/ALTERNATIVES?
What if genetically designed food is encouraged.......?
What if genetically designed food is discouraged.......?
3) WHAT OPTIONS/ALTERNATIVES ARE THE
BEST?
a) Consequences of each option/alternatives
- I have to make predictions as to the
consequences of each option or course of
action. (what if GD food was encouraged? Or
what if it GD food was discouraged?
- I have to support each prediction with credible
evidence (what evidence do I have that GD food
should be encouraged or discouraged?)
b) Value of each consequence
- I have to rank each consequence according to
priority based on a value system
4) SELECTION OF BEST OPTION
- I have to compare the various
options/alternatives based on their consequences.
- Decide which is the best option/alternative
5) HOW DO I IMPLEMENT MY DECISION?
- I have to establish what I need to implement my
decision.
The PMI
This is a technique introduced by Edward De Bono (De Bono's Thinking Course, 1982. London: BBC Books. pp. 19- 25). It is a powerful thinking tool for the generation of alternatives, options or courses of actions.
P = Plus or Good Points
M = Minus or the Bad Points
I = Interesting or the Interesting Points
According to de Bono, the PMI is "an attention-directing tool" (p.20) in which one begins with the 'Plus' followed by the 'Minus' and finally the 'Interesting' points. The idea is to deliberately to focus the individual's attention in one direction and then to switch to another direction.
The 'Interesting' element consists of neither positive nor negative factors/reasons/ideas/etc. This element encourages individuals to explore possibilies that may be outside the usual realm of pro or con; negative or positive; 'white or black. With the 'interesting' element, it does not confine the individual to come up with ideas directly related to the issue but also ideas that fall within the 'grey areas'', i.e."Your ideas are not related to what we are discussing, but there are some interesting aspects".
The ALU
The ALU was introduced by Scott Isaksen & Donald Treffinger (Creative Problem Solving: The Basic Course, Buffalo: Bearly Ltd. (1985) as a technique for idea finding.
A = Advantages
L = Limitations
U = Unique Connections
The ALU is a technique that may be used to examine the alternatives/options/solutions/courses of action generated more closely. The alternatives generated may be so many that one needs to sort them and establish which ones might hold the greatest potential.
Advantages: From the list of possibilities ask what advantages does each alternative offer? What are its strongest points? What makes it attractive or appealing? What potential do I see in it?
Limitations: Next ask, what limitations are there? Are there obvious flaws or weaknesses to be overcome if we work with this alternative/option/course of action? Are there possible trouble spots? What might limit the attractiveness ot ineffectiveness of this alternative?
Unique Connections: Finally, ask yourself. "Does this alternative/option/course of action/idea suggest any new or unusual connections I was not aware of before? Are there any "hidden potentials" here?
(Adapted from Isaksen & Treffinger, 1985. p. 112)
