The short-hand definition of the Challenge Process is “brainstorming and continual questioning in order to find a better way.” Note that brainstorming comes first. You need to have ideas on the table before you can start dissecting them with your analytical tools.

And it does not matter how sharp your analytical tools are if they are being used on a bunch of poorly prepared ideas. You may select the best alternative but it may not be good enough to make an impact or succeed in the market. The quality of your recommended course of action depends on the quality of the alternatives generated during the brainstorming phase, which depends in turn on the quality of your brainstorming process.

These complementary components of the Challenge Process are embedded in some of the most productive MBM tools, the MBM Problem-Solving Process and the Decision-Making Framework. In fact you’ll find them in most general problem-solving and decision-making tools. There is almost always a “generate alternatives” step, typically without instruction on how to brainstorm, followed by an “evaluate alternatives” step with more elaborate instructions about considering pros and cons, costs and benefits, secondary and tertiary consequences.

The Challenge Process is less explicitly contained inside the Human Action Model. The second step of this important mental model, “a vision of a better state,” implies a brainstorming process (or at least an epiphany – a brainstorm with yourself), followed by analysis in the third and final step, “belief that you can reach the better state.”

I tend to think of applying the Human Action Model to individuals but even if it starts with an individual, typically you need a team or organization to share that vision before you can turn it into reality. Next week I’ll elaborate on that theme.

Thoughts on the ubiquity of the Challenge Process? Please share them in the comments!

Challenge Process, Decision-Making Framework, Human Action Model, Problem Solving Process