Although I love methods, standards (hey, I’m from Lean!) and the like, I also like when people come up with ways to look at their work and their company in perspectives that external people (us here) might not have imagined.
So, also to keep things simple, I would consider teaching people (and making corresponding “templates”) about DSRP as a way to learn differently than only linear thinking. See http://www.thinkingateverydesk.com/ to know more on that systems thinking approach or method.
Faced with a problem (a process to be improved for instance), DSRP would allow to ask broader-view questions such as:
- Distinctions: what are we looking at? What’s missing from the picture? Who could provide for other distinctions?
- Systems: what systems (notice the plural here) does this process contribute to? What sub-systems is it composed of?
- Relationships: how are parts of the process interacting with each others, especially differently than from what’s written on paper (possible ISO 9001 documentation)? What relationships are we blind to? How could we know best? How is this process related to other processes (both formally AND informally)?
- Perspectives: what assumptions are we making regarding this process and how it is supposed to function? What assumptions make it (dys)function the way it does? What other perspective might we take to enlight the process differently? What might we learn, then?
And of course, there’s the possibility to use DSRP to craft positive and appreciative questions. I haven’t much given thoughts to this, but I will surely address the topic in my book “The Colors of Change“.