Transcript PART TWO CONCEPT GENERATION

PART TWO
CONCEPT GENERATION
Concept Generation
Figure II.1
Chapter 4
Preparation and Alternatives
Genius Thinking Strategies
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Geniuses find many different ways to look at a problem. Einstein, for example, and
da Vinci, were well known for looking at their problems from many different
perspectives.
Geniuses make their thoughts visible. Da Vinci’s famous sketches, and Galileo’s
diagrams of the planets, allowed them to display information visibly rather than relying
strictly on mathematical analysis.
Geniuses produce. Thomas Edison had a quota of one invention every ten days.
Mozart was among the most prolific composers over his short life.
Geniuses make novel combinations. Einstein found the relationship between energy,
mass, and the speed of light (the equation E=mc²).
Geniuses force relationships. They can make connections where others cannot.
Kekule dreamed of a snake biting its tail, immediately suggesting to him that the shape
of the molecule he was studying (benzene) was circular.
Geniuses think in opposites. This will often suggest a new point of view. Physicist
Neils Bohr conceived of light as being both a wave and a particle.
Geniuses think metaphorically. Bell thought of a membrane moving steel, and its
similarity to the construction of the ear; this led to the development of the telephone
earpiece.
Geniuses prepare themselves for chance. Fleming was not the first to see mold
forming on a culture, but was the first to investigate the mold, which eventually led to the
discovery of penicillin.
Historic Roadblocks to Creativity
“I think there is a world market for maybe five computers.”
Thomas Watson, Chair, IBM, 1943.
“Computers in the future may weigh no more than 1.5
tons.” Popular Mechanics, 1949.
“I can assure you that data processing is a fad that won’t
last out the year.” Business books editor, Prentice-Hall,
1957.
“So we went to Atari and said, ...’We’ll give it to you. We
just want to do it. Pay our salary, we’ll come work for
you.’ And they said no. So then we went to HP, and
they said ‘We don’t need you, you haven’t got through
college yet.’” Steve Jobs, co-founder, Apple Computers.
“640K of RAM ought to be enough for anybody.” Bill Gates,
Microsoft, 1981.
Historic Roadblocks to Creativity
“Who the hell wants to hear actors talk?” H.M. Warner, Warner
Bros., 1927.
“Stocks have reached what look to be a permanently high
plateau.” I. Fisher, Prof. of Economics, Yale, 1929.
“We don’t like their sound, and guitar music is on the way
out.” Dick Rowe, Decca Records executive, rejecting the
Beatles’ demo tape, 1962.
“This ‘telephone’ has too many shortcomings to be seriously
considered as a means of communication [and] is
inherently of no value to us.” Western Union, 1876.
“Heavier-than’air flying machines are impossible.” Lord
Kelvin, President, Royal Society, 1895.
“Everything that can be invented has been invented.” C. H.
Duell, Commissioner, U.S. Office of Patents, 1899.
4-6
Barriers to Firm Creativity
• Cross-functional diversity: Diversity leads to
more creative stimulation but also to problem solving
difficulties.
• Allegiance to functional areas: Team members
need to have a stake in the team’s success, or won’t be
loyal to the team.
• Social cohesion: If interpersonal ties among team
members are too strong, candid debate may not occur,
resulting in less innovative ideas.
• Role of top management: Management should
encourage the teams to be adventurous, otherwise only
incremental changes will occur.
4-7
The Role of Management in Stimulating Creativity
•
•
•
•
Recognize individuality
Be tolerant of mistakes
Be supportive under stress
Techniques include:
– Competitive teams
– Idea bank of unused ideas for possible reuse
– Encourage interaction – even in how offices
are laid out
4-8
Required Inputs to the Creation Process
• Form (the physical thing created, or, for a service, the set
of steps by which the service will be created)
• Technology (the source by which the form is to be
attained)
• Benefit/Need (benefit to the customer for which the
customer sees a need or desire)
Technology permits us to develop a form that
provides the benefit.
4-9
Some Patterns in Concept Generation
Customer need  firm develops technology
 produces form
Firm develops technology  finds match to
need in a customer segment  produces form
Firm envisions form  develops technology to
product form  tests with customer to see
what benefits are delivered
Note: the innovation process can start with
any of the three inputs.
4-10
What is a Product Concept?
• A product concept is a verbal or prototype
statement of what is going to be changed
and how the customer stands to gain or
lose.
• Rule: You need at least two of the three
inputs to have a feasible new product
concept, and all three to have a new
product.
4-11
Why Do You Need a Product Concept and
Not Just an Idea?
• Needed to judge whether it is worthy of
development
• Potential customers do not have enough
information to judge the worthiness of an idea:
the product concept gives them the required
information.
• Ex.: Would a taxi operator like cars with a 10
cents per mile operating cost? (need)
– Not if it used Caterpillar tractor technology instead of
wheels! (need plus technology)
4-12
New Product Concepts and the
New Product
Figure 4.4
C
Need
Form
C
C
“C”=
Concepts
Technology
New
Product
4-13
The Designer Decaf Example
• Benefit: “Consumers want decaffeinated
espresso that tastes identical to regular.”
• Form: “We should make a darker, thicker,
Turkish-coffee-like espresso.”
• Technology: “There’s a new chemical extraction
process that isolates and separates chemicals
from foods; maybe we can use that for
decaffeinating espresso coffee.”
Why would each of these taken individually not be
a product concept?
4-14
The Toilet Brush Example
• Idea: A new and improved toilet brush.
• Concept: A toilet brush that contains
detergent, refillable, and easy for the
customer to attach to the handle.
• Product (executions of this concept):
– Lysol Ready Brush
– Scrubbing Bubbles Fresh Brush
– Clorox Toilet Wand
– Others?
4-15
What a Concept Is and Is Not
IS: “Learning needs of computer users can be met by
using online systems to let them see training videos
on the leading software packages.” (good concept;
need and technology clear)
IS NOT: “A new way to solve the in-home
training/educational needs of PC users.” (need only;
actually more like a wish)
IS NOT: “Let’s develop a new line of instructional
videos.” (technology only, lacking market need and
form)
4-16
Methods for Generating Product Concepts
Two Broad Categories of Methods:
• Gathering Ready-Made Product Concepts
• Using a Managed Process Run by the
New Products Team
4-17
Best Sources of Ready-Made New Product
Concepts
Figure 4.5
• New Products Employees
– Technical: R&D, engineering, design
– Marketing and manufacturing
• End Users
– Lead Users
• Resellers, Suppliers, Vendors
• Competitors
• The Invention Industry (investors, etc.)
• Idea exploration firms and consulting engineers
• Miscellaneous (continued)
4-18
Best Sources of Ready-Made New Product
Concepts (continued)
Figure 4.5
• Miscellaneous Categories
– Consultants
– Advertising agencies
– Marketing research firms
– Retired product specialists
– Industrial designers
– Other manufacturers
– Universities
– Research laboratories
– Governments
– Printed sources
– International
– Internet
4-19
Lead Users
• An important source of new product ideas.
• Customers associated with a significant current
trend.
• They have the best understanding of the
problems faced, and can gain from solutions to
these problems.
• In many cases, have already begun to solve
their own problems, or can work with product
developers to anticipate the next problem in the
future.
4-20
Toolkits for User Innovation
• A set of design tools that customers can use to
customize a product best suited to them.
• Can incorporate CAD/CAM or rapid prototyping.
• Example: International Flavors and Fragrances:
Internet-based toolkit that provides a database
of flavor profiles and rules on how to combine
them. Customer can specify flavor mixes that
are immediately made into samples; customer
can then make adjustments until the desired
flavor is obtained.
4-21
Open Innovation
• The process by which a firm searches for research,
innovation, technologies, and products.
• Increases speed of research and innovation, cuts risks,
and generates new innovative ideas.
• Viewed by some as the dominant innovation model of
the 21st century.
• Inputs can come from internal sources (marketing,
strategic planning) and external ones (customers, market
information, etc.).
• Sources such as inventors, startup companies, or
university laboratories are actively sought out.
4-22
Open Innovation at Work: P&G
• P&G’s “Connect and Develop” program, designed to allow for
internal intellectual property to be marketed outside, spun off, or
licensed.
• Avoids the “not invented here” syndrome.
• To execute Connect and Develop, P&G assigned a team to find
external partners, build brand equity, access new technologies, and
create new product categories.
• Examples:
– SunHealth Solutions (a P&G partner) developed the UV sensing
technology used in Huggies swimpants with UV sensors, that
help parents monitor their child’s exposure to UV radiation.
– Mr. Clean scrubbing brush uses technology originally used as
insulation in the auto industry.
– Magic Eraser cleaning pad was sourced from a German
chemicals company, and first noticed by P&G in use in Japan.
4-23
Chapter 5
Problem-Based Ideation: Finding and
Solving Customers’ Problems
McGraw-Hill/Irwin –
Merle Crawford Anthony Di Benedetto 9th Edition
Copyright © 2008 by The McGraw-Hill Companies, Inc. All Rights Reserved.
Problem-Based Concept Generation
Figure 5.1
5-25
Problem Analysis: General Procedure
1. Determine product or activity category
for study.
2. Identify heavy users.
3. Gather set of problems associated
with product category.
– Avoid “omniscient proximity” -- rate
importance of benefits and levels of
satisfaction.
4. Sort and rank the problems according
to severity or importance.
5-26
Problem Analysis Applied to the Cell Phone
Figure 5.2
• Keeping the unit clean.
•
• Breaks when I drop it.
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• Battery doesn’t stay
charged long enough.
•
• Finding it in dark.
•
• Battery dies in mid•
conversation.
•
• Who “out there” hears me?
• Dropped calls.
•
• Looking up numbers.
•
• Voice fades in and out.
•
• Hard to hold.
Health risks?
Can’t cradle between
ear and shoulder.
Antenna breaks off.
Flip cover breaks off.
Disruptive instrument.
Can’t see facial/body
language.
Rings too loud/too soft.
Wrong numbers.
Fear of what ringing
might be for.
5-27
The Bothersomeness Technique of Scoring
Problems
Figure 5.3
List of pet owners' problems:
Need constant feeding
Get fleas
Shed hairs
Make noise
Have unwanted babies
A
Problem Occurs
Frequently
98%
78
70
66
44
B
Problem is
Bothersome
21%
53
46
25
48
AxB
.21
.41
.32
.17
.21
5-28
Problem Analysis: Sources and Methodologies
• Experts
• Published Sources
• Contacts with Your Business Customers or
Consumers
– Interviewing
– Focus groups
– Observation of product in use
– Role playing
5-29
Typical Questions for Problem Analysis
Focus Groups
• What is the real problem here – what if the
product category did not exist?
• What are current attitudes and behaviors of
focus group members toward the product
category?
• What product attributes and benefits do the
focus group members want?
• What are their dissatisfactions, problems, and
unfilled needs?
• What changes occurring in their lifestyles are
relevant to the product category?
5-30
Observation and Role Playing in Problem
Analysis
• Carmakers send their designers out to parking
lots to watch people and how they interact with
their cars (Ford called this “gorilla research”).
• Honda got insights as to how large the
passenger compartments of their SUVs should
be by observing U.S. families.
• Bausch and Lomb generated ideas on making
contact lenses more comfortable by getting pairs
of executives to act out skits in which they
played the eyeball and the contact lens.
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Scenario Analysis
• “Extending” vs. “leaping”
• Using seed trends for an “extend“ scenario
• Techniques:
– Follow “trend people”/”trend areas”
– “Hot products”
– Prediction of technological changeover
– Cross-impact analysis
5-32
Relevance Tree Form of Dynamic Leap
Scenario
Figure 5.4
5-33
Wild Card Events and
Their Consequences
Figure 5.6
• No-Carbon Policy: Global warming may cause governments
to put high taxes on fossil fuels, shifting demand to alternative
sources of energy. This changes the allocation of R&D
investment toward alternative energy, possibly causes new
“energy-rich” nations to emerge, and ultimately may lead to a
cleaner environment for everyone.
• Altruism Outbreak: This is the “random acts of kindness”
movement – solve social problems rather than leaving it up to
the government. Schools and other institutions will revive due
to community actions, and perhaps inner cities would be
revitalized.
• Cold Fusion: If a developing country perfects free energy, it
becomes prosperous overnight. It gains further advantages
by becoming an energy exporter.
5-34
Solving the Problem
• Group Creativity Methods/Brainstorming
• Principles of Brainstorming:
– Deferral of Judgment
– Quantity Breeds Quality
• Rules for a Brainstorming Session:
– No criticism allowed.
– Freewheeling -- the wilder the better.
– Nothing should slow the session down.
– Combination and improvement of ideas.
5-35
Brainstorming Techniques
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•
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•
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Brainstorming circle
Reverse brainstorming
Tear-down
Phillips 66 groups (buzz groups)
Delphi method
5-36
Electronic Brainstorming
• Supported by GSS (group support systems) software.
• Overcomes many drawbacks of brainstorming (only one
can talk at a time, fear of contributing, “social loafing”).
• Participants sit at networked terminals.
• Contributions are projected on screen, and also recorded
(so no errors are made in transcription).
• Can be done over multiple sites via computer linkups or
videoconferencing.
• Can handle larger size groups (into the hundreds).
5-37
Chapter 6
Analytical Attribute Approaches:
Introduction and Perceptual Mapping
McGraw-Hill/Irwin –
Merle Crawford Anthony Di Benedetto 9th Edition
Copyright © 2008 by The McGraw-Hill Companies, Inc. All Rights Reserved.
What are Analytical Attribute Techniques?
• Basic idea: products are made up of
attributes -- a future product change must
involve one or more of these attributes.
• Three types of attributes: features,
functions, benefits.
• Theoretical sequence: feature permits a
function which provides a benefit.
6-39
Gap Analysis
• Determinant gap map (produced from
managerial input/judgment on products)
• AR perceptual gap map (based on
attribute ratings by customers)
• OS perceptual map (based on overall
similarities ratings by customers)
6-40
A Determinant Gap Map
Figure 6.2
6-41
A Data Cube
2.
1
Figure 6.3
700
.
.
1
2
3
.... Options .... X
Ideal
Attributes
1
2
.
.
.
.
.
.
.
15
6-42
Obtaining Customer Perceptions
Figure 6.4
Rate each brand you are familiar with on each of the following:
Disagree
1. Attractive design
2. Stylish
3. Comfortable to wear
4. Fashionable
5. I feel good when I wear it
6. Is ideal for swimming
7. Looks like a designer label
8. Easy to swim in
9. In style
10. Great appearance
11. Comfortable to swim in
12. This is a desirable label
13. Gives me the look I like
14. I like the colors it comes in
15. Is functional for swimming
Agree
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
6-43
Snake Plot of Perceptions
(Three Brands)
Figure 6.5
Ratings
5
4.5
4
Aqualine
3.5
Islands
3
2.5
Sunflare
2
1.5
1
1
2
3
4
5
6
7
8
9
10 11 12 13 14 15 Attributes
6-44
Data Reduction Using Multivariate Analysis
• Factor Analysis
– Reduces the original number of attributes to a smaller
number of factors, each containing a set of attributes
that “hang together”
• Cluster Analysis
– Reduces the original number of respondents to a
smaller number of clusters based on their benefits
sought, as revealed by their “ideal brand”
6-45
Percent Variance
Explained
Selecting the Number
of Factors
45
40
35
30
25
20
15
10
5
0
The Scree
1
2
3
4
5
Factor
Eigenvalue
1
2
3
4
5
6
7
8
9
6.04
3.34
0.88
0.74
0.62
0.54
0.52
0.44
0.40
6
7
8
9
Figure 6.6
Percent Variance
Explained
40.3
22.3
5.9
4.9
4.2
3.6
3.5
3.0
2.7
No. of Factors
6-46
Factor Loading Matrix
Attribute
1. Attractive design
2. Stylish
3. Comfortable to wear
4. Fashionable
5. I feel good when I wear it
6. Is ideal for swimming
7. Looks like a designer label
8. Easy to swim in
9. In style
10. Great appearance
11. Comfortable to swim in
12. This is a desirable label
13. Gives me the look I like
14. I like the colors it comes in
15. Is functional for swimming
Factor 1 -“Fashion”
.796
.791
.108
.803
.039
.102
.754
.093
.762
.758
.043
.807
.810
.800
.106
Figure 6.7
Factor 2 -“Comfort”
.061
.029
.782
.077
.729
.833
.059
.793
.123
.208
.756
.082
.055
.061
.798
6-47
Factor Scores Matrix
Figure 6.8
Attribute
1. Attractive design
2. Stylish
3. Comfortable to wear
4. Fashionable
5. I feel good when I wear it
6. Is ideal for swimming
7. Looks like a designer label
8. Easy to swim in
9. In style
10. Great appearance
11. Comfortable to swim in
12. This is a desirable label
13. Gives me the look I like
14. I like the colors it comes in
15. Is functional for swimming
Factor 1 -“Fashion”
0.145
0.146
-0.018
0.146
-0.028
-0.021
0.138
0.131
-0.021
0.146
-0.029
0.146
0.148
0.146
-0.019
Factor 2 -“Comfort”
-0.022
-0.030
0.213
-0.017
0.201
0.227
-0.020
0.216
-0.003
0.021
0.208
-0.016
-0.024
-0.022
0.217
Sample calculation of factor scores: From the snake plot, the mean ratings of Aqualine on Attributes
1 through 15 are 2.15, 2.40, 3.48, …, 3.77. Multiply each of these mean ratings by the corresponding
coefficient in the factor score coefficient matrix to get Aqualine’s factor scores. For example, on
Factor 1, Aqualine’s score is (2.15 x 0.145) + (2.40 x 0.146) + (3.48 x -0.018) + … + (3.77 x -0.019)
= 2.48. Similarly, its score on Factor 2 can be calculated as 4.36. All other brands’ factor scores are
calculated the same way.
6-48
Figure 6.9
Comfort
The AR Perceptual Map
Aqualine
Gap 1
Islands
Molokai
Fashion
Splash
Sunflare
Gap 2
6-49
Dissimilarity Matrix
Figure 6.10
Aqualine
Islands
Sunflare
Molokai
Splash
Aqualine
X
Islands
3
X
Sunflare
9
8
X
Molokai
5
3
5
X
Splash
7
4
7
6
X
6-50
The OS Perceptual Map
Figure 6.11
Aqualine
Islands
Splash
Molokai
Sunflare
6-51
Comparing AR and OS Methods
Figure 6.12
AR Methods
OS Methods
Input Required
Brand ratings on specific attributes
Overall similarity ratings
Attributes must be pre-specified
Respondent uses own judgment of similarity
Analytic Procedures Commonly Used
Factor analysis; multiple discriminant analysis
Multidimensional scaling (MDS)
Graphical Output
Shows product positions on axes
Shows product positions relative to each other
Axes interpretable as underlying dimensions
Axes obtained through follow-up analysis or must
(factors)
be interpreted by the researcher
Where Used
Situations where attributes are easily articulated or
Situations where it may be difficult for the
visualized
respondent to articulate or visualize attributes
Source: Adapted from Robert J. Dolan, Managing the New Product Development Process: Cases and Notes
(Reading, MA: Addison-Wesley, 1993), p. 102.
6-52
Failures of Gap Analysis
• Input comes from questions on how brands differ
(nuances ignored)
• Brands considered as sets of attributes;
totalities, interrelationships overlooked; also
creations requiring a conceptual leap
• Analysis and mapping may be history by the
time data are gathered and analyzed
• Acceptance of findings by persons turned off by
mathematical calculations?
6-53
Chapter 7
Analytical Attribute Approaches:
Trade-Off Analysis and Qualitative
Techniques
McGraw-Hill/Irwin –
Merle Crawford Anthony Di Benedetto 9th Edition
Copyright © 2008 by The McGraw-Hill Companies, Inc. All Rights Reserved.
Trade-Off (Conjoint) Analysis
• Put the determinant attributes together in
combinations or sets.
• Respondents rank these sets in order of
preference.
• Conjoint analysis finds the optimal levels
of each attribute.
7-55
Conjoint Analysis Input: Salsa Example
Figure 7.2
Thickness
Spiciness
Color
Actual
Ranking*
Regular
Regular
Regular
Regular
Regular
Regular
Thick
Thick
Thick
Thick
Thick
Thick
Extra-Thick
Extra-Thick
Extra-Thick
Extra-Thick
Extra-Thick
Extra-Thick
Mild
Mild
Medium-Hot
Medium-Hot
Extra-Hot
Extra-Hot
Mild
Mild
Medium-Hot
Medium-Hot
Extra-Hot
Extra-Hot
Mild
Mild
Medium-Hot
Medium-Hot
Extra-Hot
Extra-Hot
Red
Green
Red
Green
Red
Green
Red
Green
Red
Green
Red
Green
Red
Green
Red
Green
Red
Green
4
3
10
6
15
16
2
1
8
5
13
11
7
9
14
12
17
18
* 1 = most preferred, 18 = least preferred.
Ranking as
Estimated
by Model
4
3
10
8
16
15
2
1
6
5
13
11
7
9
14
12
18
17
7-56
Conjoint Analysis: Graphical Output
Figure 7.3
Thickness
Spiciness
Color
2
1
0
-1
-2
Regular
0.161
Thick
0.913
Ex-Thick
Mild
-1.074 1.667
Medium-Hot
0.105
Ex-Hot Red
Green
-1.774 -0.161
0.161
7-57
Conjoint Analysis:
Relative Importance of Attributes
Figure 7.3
(cont’d.)
0
20
40
Spiciness
80
100 %
59.8%
Thickness
Color
60
34.6%
5.6%
7-58
Some Qualitative Attribute Analysis
Techniques
• Dimensional Analysis
• Checklists
• Relationships Analysis
– There are many others.
7-59
A Dimensional Attribute List
Figure 7.4
•
•
•
•
•
•
•
•
•
•
Weight
Rust resistance
Length
Color
Water resistance
Materials
Style
Durability
Shock resistance
Heat tolerance
•
•
•
•
•
•
•
•
•
•
Explosiveness
Flammability
Aroma
Translucence
Buoyancy
Hangability
Rechargeability
Flexibility
Malleability
Compressibility
7-60
An Idea Stimulator Checklist
for Industrial Products
Figure 7.5
• Can we change the physical/chemical properties of the
material?
• Are each of the functions really necessary?
• Can we construct a new model of this?
• Can we change the form of power to make it work better?
• Can standard components be substituted?
• What if the order of the process were changed?
• How might it be made more compact?
• What if it were heat-treated/hardened/cured/plated?
• Who else could use this operation or its output?
• Has every step been computerized as much as possible?
7-61
Templates for Creativity
Figure 7.6
• Attribute Dependency: Find a functional dependency between two
attributes. Ex.: color of ink on coffee cup is sensitive to heat and
can reveal message if coffee is too hot.
• Replacement: Remove a component and replace with one from
another environment. Ex.: antenna is replaced by headphone cord
on Walkman.
• Displacement: Remove a component and its function to change the
product. Ex.: Removing floppy drives resulted in ultra-thin PCs.
• Component Control: Find a new connection between a component
internal to the product and one external to the product. Ex.:
Toothpastes with whiteners, suntan lotions with skin moisturizers.
Source: Jacob Goldenberg and David Mazursky, Creativity in Product Innovation, Cambridge University Press, 2002.
7-62
Relationships Analysis
• Force combinations of dimensions (features, functions,
and benefits) together.
• Techniques:
– Two-dimensional matrix
– Multidimensional (morphological) matrix
• Two-dimensional example: person/animal insured and
event insured against.
• Household cleaning products example used six
dimensions:
– Instrument used, ingredients used, objects cleaned,
type of container, substances removed, texture or
form of cleaner
7-63
Another Form of Dimensional Analysis
Figure 7.8
Two key dimensions for winning new product
ideas:
 Utility lever: How the product will affect the
customer’s life (such as simplicity, fun/image,
environmental friendliness, reduced risk,
convenience, and productivity).
 Buyer’s experience cycle: The stage when/where
the product will affect the customer (purchase,
delivery, use, supplements, maintenance, disposal).
Source: W. C. Kim and R. Mauborgne, “Knowing a Winning Business Idea When You See One,” Harvard
Business Review, Sept.-Oct. 2000, pp. 129-138.
7-64
Morphological Matrix:
New Coffee Maker
Heating:
Heating element in pot
Open flame under pot
Microwave unit
Adding Coffee:
By spoon
Built-in measuring cap
Automatic feed
Keeping Coffee Warm:
Thermal insulating technology
Warming unit in put
External heat source
Pouring Coffee:
Valve under pot
Pump in lid of pot
Espresso-like jets
Filtering:
Filtering paper
Porous ceramic filter
Centrifuge method
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Other Methods:
Lateral Search Techniques
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Free association
Stereotype activity
Lateral thinking -- avoidance
Creative stimuli words
Studying “big winners”
Use of the ridiculous
Forced relationships
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Lateral Thinking -- Avoidance
Keep an idea from dominating thinking as it always
has in the past by asking avoiding questions.
• Ask “Is there another way of looking at this?”
• Ask “Why?”
• Focus on an aspect of the problem other than
the “logical” one.
• List all possible alternatives to every aspect of
the analysis.
• Break apart aspects (concepts) of the problem,
or combine them to create even more concepts.
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Some Creative Stimuli Words
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Guest stars
Alphabet
Truth
Outer space
Charity
His and hers
Style
Nation
Family
Videotape
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Photography
Testimonials
Decorate
Fantasy
Hobbies
Holidays
Weather
Calendar
Push button
Snob appeal
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Use of the Ridiculous
• How can you join two wires together?
– Hold them with your teeth.
– Use chewing gum.
• Can you think of others?
• Do any of these ridiculous ideas suggest a
not-so-ridiculous solution?
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