Transcript Geen diatitel

Creativity at work
Torino September 25 2007
Han van der Meer
Basic skills
1. Gathering and interpreting data
2. Writing reports
3. 1 : 1 conversation (interviewing, consulting)
4. Presenting (to a group)
5. Facilitating interactive session
CPS is multi usable
•
•
•
•
•
•
Product development
Process development
Market research
Long Range planning
Business Planning
Technology transfer
Content
1. Foundations
2. Techniques for divergent stages
3. Creative person
4. Techniques for convergent stages
5. Setting up a session
Basic model
present
situation
problem
problem
solving
desired
situation
Open and closed problems
Open
 Solution
unpredictable



Exploring process
Correctness of
solution cannot be
verified
Dependent of person
solving the problem
Closed
 Solution predictable



Purposeful process
Correctness of
solution can be
verified
Independent of
person solving the
problem
Open problems
Starting with:
How to …?
In what ways might we …?
Wouldn’t it be nice if …?
Open questions
dream
wouldn’t it be
nice if
now
Free after Robert Fritz “Creating” 1991
Natural process
idea
solutions
Idea  solution
• Separate stages
• Different rules for each
stage
The creative process
preparation
incubation
illumination
verification
Wallas (1926)
CPS (Creative Problem Solving) model
fact
finding
problem
finding
divergent option
generation
idea finding
convergent option
selection
solution
finding
Osborn (1953)
acceptance
finding
Osborne Parnes
model
Buffalo, New York
NIH
NOT INVENTED
HERE
Adjusted model
Fact finding
Acceptance finding
convergent
Content finding
divergent
Free after Geschka 2004
Basic model content finding
task
- focus on task
- generate options
divergent
convergent
- select options
result
- share results
- decide on next step
Parallel and/or serial
X
X
Content
1. Foundations
2.
Techniques for divergent
stages
3. Creative person
4. Techniques for convergent stages
5. Setting up a session
Basic model
Fact finding
Acceptance finding
convergent
Content finding
divergent
Golden rules of diverging
divergent
convergent
•
•
•
•
Defer judgement
Strive for quantity
Seek combinations
Freewheel
Defer judgement
YES, BUT
YES, AND
Golden rules of diverging
divergent
convergent
•
•
•
•
Defer judgement
Strive for quantity
Seek combinations
Freewheel
Generate in 1 minute as much
FRUITS
Energy
Extended effort
• Everyday
• Unusual
• Common
• Silly
• Expected
• Little
apparent
usefulness
1st wave
2nd wave
Time
Source: Parnes, 1968
• Novel
combined
with useful
3rd wave
Goal of diverging
many
divergent
convergent
as
ideas as possible
original
Golden rules of diverging
divergent
convergent
•
•
•
•
Defer judgement
Strive for quantity
Seek combinations
Freewheel
Three main categories
divergent
convergent
• Associative methods
• Methods based on
confrontation
• Systematic methods
Three main categories
divergent
convergent
• Associative methods
• Methods based on creative
confrontation
• Systematic methods
Associative methods
• Basic principle
Every person has different associations and
associations chains
Interaction will lead to chain reactions within a group
Associative methods
• Basic rules
- Quantity breeds quality
- Stepping stones
- Defer judgement
• Important techniques
- Brainstorming (Osborne)
- Brainwriting
(Brainwriting with Post-Its™; 6-3-5; Brainwriting Pool)
Brainstorm rules
1. Freewheel
2. Seek combinations
3. Defer judgement
4. Strive for quantity
(repetition allowed)
How to improve a bath tub
Classical brainstorm
• What helped / was useful
• What hindered / was disturbing
Guidelines for using Post-its
Make Your Responses...
• Readable - Write them clearly, legibly and
large enough to be seen
• Concise - Keep them brief, use
“telegraphic” form
• Specific - Share the essence, one option
per Post-it
Three main categories
divergent
convergent
• Associative methods
• Methods based on creative
confrontation
• Systematic methods
Methods based on creative
confrontation
• Basic principle
Force an ‘AHA-experience’ through conscious alienation
from the problem (excursion) and relating the strange
elements to the problem (force fit)
problem
in other
field
excursion
problem
as given
solutions
for other
field
forced fit
new
solutions
Methods based on creative
confrontation
• Basic rules
Estrange from the familiar (excursion)
familiarise the strange elements (forced fit)
Important techniques
• Random stimulus
• Hidden presumptions
• SCAMPER
• Focus points from analyses
• Guided Fantasy
• TRIZ
Brainstorm Enhancers: SCAMPER
S ubstitute
C ombine
A dapt
M odify Magnify Minify
P ut to other uses
E liminate
R earange, Reverse
Three main categories
divergent
convergent
• Associative methods
• Methods based on creative
confrontation
• Systematic Methods
Systematic methods
Basic principle
Every problem consists of sub-problems
and is part of a larger problem
Basic rules
• Systematic exploration, arrangement and clustering
of elements of the problem
• Systematic exploration of relations between the
problem and other problems
or
of relations within a problem
Systematic methods
Important techniques
• Progressive abstraction (or Ladder of Abstraction)
• Morphology
Progressive abstraction
Basic principle
Regard a problem as a
derivative of a
problem of a higher level of
abstraction
WHY
HOW
Example progressive abstraction
Too many farmers
Stop bonus
?
Too many cows
Stop bonus
School milk
Export
Too much milk
Cheese
Dried milk
Butter mountain
Cheap surplus butter
Sell to Russia
Ladder of Abstraction
Why else?
NEW STATEMENT:
WHY ELSE?
NEW STATEMENT:
WHY ELSE?
Why?
NEW STATEMENT:
WHY?
NEW STATEMENT:
WHY?
Why else?
NEW STATEMENT:
WHY ELSE?
NEW STATEMENT:
WHY ELSE?
INITIAL STATEMENT
HOW ELSE?
HOW?
NEW STATEMENT:
NEW STATEMENT:
HOW ELSE?
HOW?
NEW STATEMENT:
NEW STATEMENT:
How else?
How?
HOW ELSE?
NEW STATEMENT:
HOW ELSE?
NEW STATEMENT:
How else?
Morphology
Especially appropriate for complex
technical problems
Basic principles
• Divide the problem into parts
(dimensions)
• Find alternative solutions for the main
dimensions
• Find total solutions by combining
Example: packaging of fruit juice
Example Morphological box
How to pack fruit juice
Dimension
Alternatives
Material
Glass
Tin
Paraffined
cardboard
Form
Rectangle
Triangle
Bag
Opening
Screw top
Puncture
Tear open
Outside
coating
Printed
Plastic
Aluminium
Solution: Tetrapack
Example Morphological box
How to pack fruit juice
Dimension
Alternatives
Material
Glass
Tin
Paraffined
cardboard
Form
Rectangle
Triangle
Bag
Opening
Screw top
Puncture
Tear open
Outside
coating
Printed
Plastic
Aluminium
Solution: ?
Content
1. Foundations
2. Techniques for divergent stages
3.
Creative person
4. Tecnniques for convergent stages
5. Setting up a session
4 P’s of Creativity
Product
Process
Person
Pressure
KAI
K(irton) A(daption) I(nnovation) Inventory
high
level
style
A
I
low
Style issue: Paradigm
High adaptor is seen as:
• As sound, conforming, safe, predictable,
inflexible, wedded to the system, intolerant
of ambiguity.
• Tend to accept the problems as defined with
any generally agreed constraints.
• Prefer to generate a few novel, creative,
relevant and acceptable solutions.
• Prefer well-established, structured
situations.
• Essential for the ongoing functions
High Innovator is seen as:
• Glamorous, exciting, unsound, impractical, risky,
abrasive, threatening the established system and
creating dissonance.
• Reject the generally accepted perception of
problems and redefine them.
• Produce numerous ideas, some of which may
not appear relevant.
• Prefer less structured situations.
• Essential in times of change or crisis
A - I and mental models
A
I
Content
1. Foundations
2. Techniques for divergent stages
3. Creative person
4.
Techniques for
convergent stages
5. Setting up a session
Convergent stages
divergent
convergent
Log10 number of ideas
The ideas mountain
4
3000 plain ideas (unwritten)
3
300 introduced ideas
125 small projects
2
15 significant developments
1
8 largest developments
4 launches
1 success
0
1
2
3
4
5
6
stage NPD process
Source: Stevens & Burley, Industrial Research Institute, 2000
7
Mortality curve from
3000 to 1
3000
1e screening
15
evaluation
10
development
5
introduction
time
1 successful
product
Objective selection tools
3000
15
- fast selection /
cost reduction
normal
- success
improvement
10
want
5
time
Stages and techniques
3000
intuitive techniques
15
argumentative techniques
10
weighting techniques
5
financial techniques
time
Golden rules of converging
1. Use affirmative judgement
2. Have action in mind
3. Consider the “mother” criteria
- Novelty
- Effectivity
- Feasibility
1st screening
Intuitive techniques
• hits
• clustering
intuition, gut feeling
Clustering
• Look for “common” ideas (resemblance)
• Put them in categories (clusters)
• Spontaneous (no lists/theories from books)
• Rest category = Other
• Restate theme (cluster) with attractive title
Characteristics of a “Hit”
An Option “Hits” You When It Is ...
• On target
• Intriguing
• Relevant
• Fascinating
• Interesting
• Workable
• Clear
• “Right on the money”
Or When It ...
•“Sparkles” at you
• Solves the problem
• Feels right
• Goes in the right
direction
Source: Treffinger 1987
evaluation
Argumentative techniques
• itemised response / ALUo
• hurdless (must, should, extra)
3.1
ALUo
Advantages
•
•
•
Limitations
•
•
Unique properties
•
Overcoming Limitation
•
•
•
•
Action Plan
What




First Step
•
Source: Isaksen, Dorval, Treffinger (1994)
Who
When
Hurdless
Hurdle 1: Pass the Must criteria
Hurdle 2: Pass the Should criteria
Hurdle 1: Pass the Bonus criteria
development
Weighting techniques
• multicriteria analyse
• success / fail factors
• feasibility study
Newprod
Multi criteria analyses
Criterium
Value
 Expected
turnover
1. < f. 0,5 mln.
Weight
5
2. 0,5 – 1
3. 1 – 3
4. 3 – 5
5. > f. 5 mln.
 Technological
newnes
1. > 80% new
2.
3.
4.
5. < 20% new
 Etc.
Total weighted score
3
Score
Research Cooper
Theoretical background
Consulting experience
Great number of
questions
Emperical study
• 100 Canadian companies
• 103 success - cases
• 95 fail - cases
48 relevant questions ) Newprod
8 clusters (factors) ) model
Success factors innovation projects
1. Product superiority
37%
2. Project / company fit
22%
3. Market need, size
15%
4. Newness to the firm
11%
5. Organisation strength
9%
6. Competitive
6%
Source: Cooper R.G., 1992; Van der Meer 1996
Financial techniques
• Return On Investment
• Net Present Value
3.1
introduction
Best practise selection
Information
hits
clustering
ALUo
Newprod
Information / ideas
number of ideas
Tools
Net Present Value
time
time
Content
1. Foundations
2. Techniques for divergent stages
3. Creative person
4. Techniques for convergent stages
5.
Setting up a session
Setting up a session
1. People
Fact finding
Acceptance finding
convergent
Content finding
divergent
2. Process
3. Techniques, Tools
4. Organisation
5. Materials
People: 3 basic roles
• Problem owner
Information finding
convergent
Acceptance finding
Content finding
divergent
Provides the problem;
involve in the actual idea
generation session?
• Facilitator
Supervises the process,
systematically records all
results and other relevant information
• Resource group
Bring in new information/experience;
Source of brainpower;
Platform for change
Interactions between 3 roles
Problem owner
Facilitator
Resource Group
Presents initial situation;
explains the task
Chooses 1-3 problem
statements, assigns priorities and
designates reasons as well as
emphasis.
Choose 3 - 10 ideas and
indicate:
Generate 12-15 problem
statements How to…?
1. Generate 50 - n00
idea proposals
2. Select 5 - 20 appealing
ideas
• desires
• weak points
Go to next step
• positive reasons
•next step (action plan)
Free after Synectics
Facilitator  probleem owner
Intake: - Task appraisal
- Choice of tools
task
diverging
- Explanation background task
- Examples off wanted outcomes
- Check on progress
- Enough options to consider
converging
- Check on progress
results
- Evaluation of results
- Next step
Process
Form
Storm
Norm
Perform
Acceptance finding:
How to stimulate change
Helps
1. Dissatisfaction with the status quo
2. A shared vision of a better state
3. Knowledge of practical first steps
Hindrances
1. Economic costs of changing
2. Psychological costs
Source: Beckhard, R., Harris, R.T., Organizational
Transitions: Managing complex change;
Addison-Wesley; 2e druk; Californië; 1987
Techniques
• Mastering the technique leads to good results;
practice and experience is required
• Choice of techniques based on:
- stage in process
- personal preference
Basic design
• Task:
Ladder of Abstraction
Information finding
acceptance finding
convergent
content finding
divergent
• Divergent: tools to
facilitate the 3 waves
• Convergent:
- Hits
- Clustering
- ALUo
• Preparing action next step
Energy
Extended effort and techniques
• Brainstorming
with
Post-its™
• Creative
confrontation
• Go with the
flow
1st wave
2nd wave
3rd wave
Time
Source: Parnes, 1968
Organisation
• Location
f.i. leave normal environment
• Devote enough time to preparation and
elaboration of the session: 2:1:2
• ‘Warming up’ to build up trust within the group
and between group and facilitator
• Devote enough time to the problem definition
phase
• Explore logistics
Materials
•
•
•
•
•
Flipcharts + markers
Post-its / coloured markers
Paper + pens
Coloured stickers
Etc.
Ideas pay
Ideas nurtured per day
Number of ideas
115
Top
1 Poor
Low
18
Moderate
Financial Performance
Source: PriceWaterhouseCoopers 2001
High
4 times counter intuitive
1. Role rigidity
(problem owner, facilitator, resource group)
2. Separate 4 stages
- tasks
- divergent
- convergent
- result / action
3. Divergent stage: more options
4. Convergent stage: affirmative judgement
Additional reading 1
The innovators handbook; problem solving,
communication and teamwork
Vincent Nolan
Sphere Books Limited, 1989
Creativity at Work
Tudor Rickards
Management Library, 1991
Problem solving in Business and Management
Michael J. Hicks
Chapman & Hall, New York, 1991
Additional reading 2
Lateral Thinking
Edward de Bono
Word Lock, 1970
Synetics, the Development of Creative Capacity
W.J.J. Gordon
Harper & Row, New York, 1961
Creating a shared vision
Marjory Parker
Dialog International, Clarendon Hills, USA, 1990
Adapters and innovators
Michael Kirton (editor)
Routledge, London, 1994
Additional reading 3
Creative Approaches to Problem Solving
Scott G. Isaksen, K. Brian Dorval Donald J. Treffinger
Kendall/Hunt Publishing Company, 2000
40 Principles: TRIZ Keys to Technical Innovation
TRIZ Tools, Volume I
Genrich Altshuller
Technical Innovation Center, Inc., 2001
Further information
www.eaci.net
Further information
China Creative Studies Institute
President: Mr. Yuan Zhang – du
665 Ti Yu Hui Road (east)
BeiShiHuan XiLu
200083, SHANGHAI
E-mail: [email protected]