Creativity Tools 101
Contents Introduction...................................................................................................................................... 3 Problem (re)definition tools ............................................................................................................ 4 The reframing matrix................................................................................................................... 4 Backwards forwards planning .................................................................................................... 4 Assumption busting................................................................... Error! Bookmark not defined. Idea generation tools ...................................................................................................................... 7 Brainstorming .............................................................................................................................. 7 Asking the “right” questions ........................................................................................................ 7 Reversal....................................................................................................................................... 9 Six Thinking Hats ........................................................................................................................ 9 Idea selection tools ....................................................................................................................... 11 Triage ......................................................................................................................................... 11 Assess on “soft” criteria ............................................................................................................ 11 Further sources of information ..................................................................................................... 13 On the web ................................................................................................................................ 13 Books ......................................................................................................................................... 13
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Introduction I have argued that creativity is essential to develop remarkable products and those remarkable products are essential for the survival of an organization, it therefore follows that creativity is essential for the survival of an organization. I have also argued that creativity is not the exclusive reserve of artists and geniuses, but that while it may seem that some people are just naturally creative (in that they make it look easy), anyone can generate creative ideas with some work and the help of the right tools. The purpose of this paper is to introduce you to some of these tools and provide you with some resources to find more. I have divided the tools introduced here into 3 sections relating to the stages of a creative process: •
Problem (re)definition
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Idea generation (divergent thinking)
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Idea selection (convergent thinking)
These tools have been selected from a huge range that you can find in books and on websites dedicated to creativity. I have listed a few of these resources at the end of this paper. One of the important things about creative tools is that they should work for the people that use them, that is, they should help you generate creative ideas. Unlike physical tools, where often there is only one tool to do a job, with creative tools there are many to do the same job. So, if you find that one the tool you have chosen is not working for you and your team, then leave it aside for now and try another one. You can always try it again later.
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Problem (re)definition tools The first stage of any deliberate creative process is to define or redefine the problem you are trying to solve. The following tools can be used to help you ensure you are focusing on the right problems. The reframing matrix A reframing matrix is a simple technique that helps you to look at problems from a number of different viewpoints. It expands the range of creative solutions that you can generate. The approach relies on the fact that different people with different experience approach problems in different ways. What this technique helps you to do is to put yourself into the minds of different people and imagine the descriptions of the problem or the solutions they give. We do this by putting the question to be asked in the middle of a grid. We use boxes around the grid for the different perspectives (see example below).
One approach to using a reframing matrix is to look at the problem from the viewpoints of different stakeholders in the process. The way, for example, that a doctor would look at a problem might be different from that of a restaurant owner or the children of the target group. Try thinking of those people who might have an interest in W! Games relationship with your target customer – how might the frame the problem and what solutions might they come up with? (N.B. Where you come up with solutions rather than problem statements you can work back from the solution to see how the stakeholder saw the problem.) Source: Adapted from http://www.mindtools.com/pages/article/newCT_05.htm
Backwards forwards planning Backwards forwards planning is a process to help you define the problem, and make sure you are not experiencing tunnel vision (you cannot see the real problem because you have already decided you know the “real problem). The process has three stages.
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1. Write down the short version of the problem, preferably starting with "How to…" or “How do we…”. 2. If you were to solve the problem in statement 1, what higher-level problem would it also solve? Write this down. Continue asking what higher-level problem it solves and writing these down. Try to generate at least 3 problem statements. 3. Going back to statement 1, ask what other benefits would flow from it, if it were a solution. Make sure these are different from those in stage 2. You can then look at the various definitions and decide which is the most appropriate statement of the problem. As an example, you are at home, your car is at the garage for repairs and you feel you really need to go and do the food shopping. Your first statement might be: “How do I get to the shops." If you were to work down the list of additional problems this would solve you might write down: “I could get all the food and drink for the week" Followed by: "I could relax and not worry any more about where the food was" Which may lead you to: "I could finish that painting I want to hang in the living room" Working the other way, what benefits would you also have if you could get to the shops may lead to: “I could have a look at some clothes whilst I was there." "I could enjoy some retail therapy" "I could call in on my friend for a chat since they live near the shop." You now have 7 potential problem statements to choose from, it may be that your original statement is the problem to be solved, or it may be that "How do I find time to complete the picture I'm painting" is more important to you. Source: Adapted from http://www.mycoted.com/Backwards_Forwards_Planning
False Faces This technique allows you to list all your assumptions about the problem and then look at how you might make the reverse true. It can help you generate ideas, it can help you challenge assumptions, or it can help you reframe the problem. Here is how it works: 1. State the challenge you are trying to deal with (this is the problem statement) – write it down. (e.g. How can we encourage 50 – 60 year old “singles” to play games on the Wii?) 2. List every assumption that you make when thinking about this challenge. (e.g. the target group doesn’t own a Wii, they are lonely, they don’t like computer games, etc.) 3. Now challenge every assumption, is it true – discuss this with your team (e.g. are they really lonely or do they just want more company?). Change any assumptions that you think are not true.
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4. Now reverse all the assumptions you have left (e.g. “the target group does not own a Wii”, might become “the target group does own a Wii”). 5. Finally discuss how you might make the reverse of each assumption true. nd
Source: Michalko, Michael (2006), Tinkertoys: A Handbook of Creative-Thinking Techniques 2 Edition, Berkley, CA: Ten Speed Press, pp. 43 – 52.
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Idea generation tools Brainstorming Brainstorming is probably the most popular and simplest tool to help generate many ideas quickly. It is very often criticized as being ineffective, (I once heard an arrogant advertising copyrighter say that brainstorming is for losers – it isn’t), however this is partly to do with the fact that it is often done very badly. The key thing about brainstorming is that you should avoid pre-judging (vooroordelen) any ideas generated. Here is a simple way to brainstorm: •
Define the problem to be brainstormed (or use the problem you have already defined using the techniques above). o
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Set a time limit on the brainstorm session o
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Around 10 minutes is enough per session
Assign one person to capture all the ideas o
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Remember do not assume that you know the problem
Use a white board or flip-over sheet to do this
Make sure you focus on the problem o
Do not evaluate or criticize any ideas: write them down (including any that have already been written down)
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Encourage everyone to contribute
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Do not stay on one track for too long
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Listen to the ideas and see if this gets you thinking
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Look for associations
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Have fun
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Write up all the ideas and evaluate them later
To generate more ideas try to generate another version of the problem and brainstorm this. By doing this many times you can easily generate 100s of ideas in the space of an hour or so. A variation on this technique is to make a game of brainstorming by using “idea killer!” cards. At the beginning of the brainstorming session each member of the group is given an equal number of cards with “Idea Killer!” printed on them. Each time someone kills an idea (e.g. says “but…”, “that’s not possible!”, “can’t…” etc.) the person whose idea has been killed gives the idea killer one of their “idea killer!” cards, the loser is the person with the most idea killer cards at the end of the session. (You can think of your own “punishment” for losing – personally I think the idea killer should write up all the ideas generated into a Word document.) Asking the “right” questions This technique relies on asking questions about the existing situation (or product). The goal of the questions is to prompt you to explore other options and discuss things with your colleagues. It is especially useful in looking for ways to improve products or to deal products that are failing. Like brainstorming, it is important to keep an open mind, not to kill ideas (you -7-
might want to use the idea killer cards here too) and to capture your answers to the questions. Below is a list of questions that might help: Put to other uses
New ways to use it as it is now?
"Are there…"
Other uses if it is modified?
What else instead?
Adapt
What else is like this?
Other ingredient?
What other idea does this suggest?
Other material?
Does the past offer any parallels?
Other process?
What could we copy?
Other power?
Whom could we emulate?
Other place?
Modify
Give it a new twist?
Other approach?
"Could we…"
Change meaning, color, motion, sound, odor, form, shape?
Other tone of voice?
Substitute?
Who else instead?
Use other shapes?
Rearrange?
Interchange components?
Make larger
Add something?
"Can we…"
Use another pattern?
"Could we…"
Allow more time?
Use another layout?
Increase frequency?
Use another sequence?
Make it stronger?
Transpose cause and effect?
Make it higher?
Change pace?
Make it longer?
Change schedule?
Make it thicker?
Reverse?
Transpose positive and negative?
Add extra value?
"Can we…"
How about opposites?
Add an ingredient?
Turn it backward?
Duplicate it?
Turn it upside down?
Multiply it?
Reverse roles?
Exaggerate something / it?
Change shoes?
Make smaller / less
Subtract something? (if yes then what could we subtract?)
Turn tables?
"Could we…"
Make it smaller?
Turn other the cheek?
Condense?
Combine?
Use a blend, an alloy, an assortment, an ensemble?
Miniaturize?
"Could we…"
Combine units?
Make it lower?
Combine purposes?
Make it shorter?
Combine appeals?
Make it lighter?
Combine ideas?
Omit something(s)? Streamline? Split it up? Understate (something)?
Source: Adapted from http://members.optusnet.com.au/~charles57/Creative/Techniques/osb_quest.htm
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Reversal Reversal is a good tool for improving a product or a service. To use it, ask the opposite of the question you want to ask, and apply the results. Example: Imagine that you want to improve the response of a service centre. Using Reversal you would ask 'How would we reduce customer satisfaction?'. After considering this question, you might give the following answers: •
Not answering the phone when customers call
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Not returning phone calls
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Have people with no product knowledge answering the phone
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Use rude staff
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Give the wrong advice
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Etc.
After using Reversal, you would ensure that appropriate staff members were handling incoming phone calls efficiently and pleasantly. You would set up training programs to ensure that they were giving accurate and effective advice. Source: http://www.mindtools.com/pages/article/newCT_01.htm
Six Thinking Hats This is a technique developed by Edward de Bono. It is a little more complex so I have managed to locate a Dutch translation of the technique: SIX THINKING HATS VAN EDWARD DE BONO De techniek van Six Thinking Hats van Edward de Bono is een model dat voor het onderzoeken van verschillende perspectieven naar een complexe situatie of een uitdaging kan worden gebruikt. Het zien van dingen op diverse manieren is vaak een goed idee in strategievorming of complexe besluitvormingprocessen. De techniek STH wordt ontworpen om individuen doelbewust te helpen een verscheidenheid van perspectieven onderzoeken over een onderwerp dat van zeer verschillend kan zijn die zij het natuurlijkst zouden kunnen veronderstellen. Bij het dragen van een bepaalde het denken hoed, spelen de mensen rollen, of „alsof“ zelf in een bepaald perspectief. Bijvoorbeeld, kon men de verdediger van de duivel, zelfs als spelen slechts omwille van het produceren van bespreking. Het doel van het bepleiten van de duivel is een idee doelbewust uit te dagen: kritiek ben, zoeken wat met het verkeerd is. Elk van de Hoeden wordt genoemd want een kleur die van perspectief één mnemonically beschrijvend is wanneer het dragen van de bijzondere hoed goedkeurt. Bijvoorbeeld is het bepleiten van de duivel wat één in wanneer het dragen van de Zwarte het Denken Hoed in dienst neemt. De zes Hoeden •
Wit (Waarnemer) Witboek; Neutraal; nadruk op informatie beschikbare, objectieve FEITEN, wat nodig is, hoe het kan worden verkregen
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Rode (Zelf, andere) Brand, warmte; EMOTIES, GEVOEL, intuïtie, hunches; huidige meningen zonder verklaring, rechtvaardiging
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Zwarte (Zelf, andere) Strenge rechter die zwarte robe draagt; judgmental; kritiek; waarom iets verkeerd is; LOGISCHE NEGATIEVE mening.
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Gele (Zelf, andere) Zonneschijn; optimisme; LOGISCHE POSITIEVE mening; zoekt voordelen, wat goed is.
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Groene (Zelf, andere) Vegetatie; Het CREATIEVE denken; mogelijkheden en hypothesen; nieuwe ideeën
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De blauwe Hemel (van de Waarnemer); koel; overzicht; CONTROLE VAN PROCES, STAPPEN, ANDERE HOEDEN; voorzitter, organisator; het denken over het denken
De hoeden van de Bono zijn indicatief van beide emotionele staten evenals kaders van mening (d.w.z., perspectief waarvan een kwestie wordt bekeken). Hij nam van nota: De „emoties zijn een essentieel onderdeel van onze het denken capaciteit en niet alleen extra iets dat mucks omhoog onze het denken“ (1985, p27). Één het denken stijl (of de hoed) zijn niet inherent „beter“ dan een andere. Een volledig, evenwichtig team erkent de behoefte aan alle hoeden opdat het team alle aspecten overweegt van de kwesties zij onder ogen zien. 1.
Hoofd voordelen van de methode van Six Thinking Hats
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Sta toe om dingen zonder risico te zeggen
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Creëren voorlichting dat er veelvoudige perspectieven op de dichtbije kwestie zijn
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Geschikt mechanisme voor „switching gears“
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Regels voor het spel van het denken
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Het denken van de nadruk
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Leid tot het creatievere denken
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Verbeter communicatie
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Verbeter besluitvorming
Source: http://www.12manage.com/methods_bono_six_thinking_hats_nl.html
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Idea selection tools If you have been successful with idea generation then you should have many ideas: the next stage is to screen these and select the ones to explore further. Triage Some of the ideas you generated might be clearly good or clearly impossible, but there is a third category of ideas: those that could lead to other interesting ideas. One way to find these ideas is to use a system of triage. This mean allocating a mark to each idea from the following list: •
A good
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A weak or impossible
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An interesting idea
You can do this in a number of ways, but one fun and interactive way is to write each idea on an index card, Post-it note or piece of paper and then place them on a surface that has been divided into the three categories. Each of you should take some ideas and then place them in the category you think they fit. Once you have allocated each idea you should then discuss as a team whether each idea is in the right place – those who want to change things have to argue why. Once you have agreed on the final placing, you can get rid of the weak / impossible ideas, keep the good ideas and finally discuss the interesting ideas. This is good to do because discussing interesting ideas often lead to new good ideas. Assess on “soft” criteria Een idee kan lange tijd moeilijk te beoordelen zijn op 'harde' criteria. Bij productideeën zijn dit criteria als verkoopaantallen, prijs, technische haalbaarheid, investeringsomvang et cetera. Het vervelende is dat ook op een moment dat beoordeling op dergelijke criteria nog niet mogelijk is, het toch beoordeeld moet worden. Bijvoorbeeld wanneer het management dient te beslissen of er steun verleend dient te worden aan de verdere ontwikkeling. Of in een creativiteitssessie, wanneer er een convergerende stap genomen dient te worden. In plaats van te beoordelen op harde, objectieve criteria, kan er gebruik worden gemaakt van de volgende 'zachtere', subjectieve criteria: 1. Relatieve voordeel: in welke mate wordt het idee waargenomen als superieur aan andere ideeën, eigen en concurrerende producten? 2. Compatibiliteit: in hoeverre past een idee binnen de heersende waarden en normen, strategie, huidige producten en ideeën uit het verleden? 3. Complexiteit: in welke mate is het idee complex: is het idee, de markt of de technologie erachter moeilijk te begrijpen en te ontwikkelen? 4. Communiceerbaarheid: in hoeverre is het idee over te brengen? Dit hangt samen met de hierboven besproken visualisatie en 'kracht' van een idee
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5. Probeerbaarheid: zijn er mogelijkheden om verder vertrouwd te raken met het idee, ermee te experimenteren et cetera? 6. Ervaren risico: in welke mate wordt (de verdere ontwikkeling van) het idee als risicovol gezien? Denk aan bijvoorbeeld financiële en imago risico's, maar ook de invloed van het idee op andere producten of activiteiten. Source: http://www.cocd.org/downloads/GroeistuipenIdee.pdf
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Further sources of information On the web Problem solving tools: http://www.mindtools.com/pages/main/newMN_TMC.htm Creativity tools: http://www.mindtools.com/pages/main/newMN_CT.htm http://www.mycoted.com/Category:Creativity_Techniques General (some creativity tools – in Dutch) http://www.12manage.com/i_cs_nl.html Books De Bono, E., 2004, De Bono's Thinking Course, BBC Active, London. (ISBN: 0563522046) Hale-Evans, R., 2006, Mind Performance Hacks: Tips & Tools for Overclocking Your Brain, O’Reilly Media Inc., Sebastopol: CA. (ISBN: 0596101538) Michalko, M. 2006, Thinkertoys: A Handbook of Creative-Thinking Techniques, Ten Speed Press. (ISBN: 1580087736)
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