Transcript Creative Thinking Process Toward Success 薛智文 助理教授 台大資訊＆網媒所 [email protected] http://www.csie.ntu.edu.tw/~cwhsueh/ “It is difficult to say what is impossible, for the dream of yesterday is the hope of today and.

Creative Thinking Process
Toward Success
薛智文
助理教授
台大資訊＆網媒所
[email protected]
http://www.csie.ntu.edu.tw/~cwhsueh/
“It is difficult to say what is impossible,
for the dream of yesterday is the hope
of today and the reality of tomorrow.”
- Robert H. Goddard
2015/11/6
The Creative Thinking Process @CS.NPIC
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Outline
• Information Overflow
• 教育的未來
• Why this seminar?
• Basic Elements of Successful R&D
• Positioning your research
• Developing a R&D road map
• Getting Your Ideas across
• Creative Thinking Process Workshop
• Conclusion
• Q&A
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工欲善其事、必先利其器
The entrance to graduate school marks a critical
phase of transition for most graduate students from
absorbing knowledge to creating knowledge…
- Prof. Lui Sha, UIUC
• To excel in research, we must sharpen our
skills in
• positioning R&D strategically
• identifying and formulating high impact problems
• communicating ideas and results effectively
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Why this seminar?
• Why you listen to anything?
• Why you write your report that way?
• 老生常談
• ？到
• ？道
• Instruct, Invite, Inspire
Enable, Empower, Energize 劉炯朗, 我愛談天你愛笑
• Accept, Achieve, Accomplish
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數中有詩 詩中有數
• 軟中帶硬 以硬引軟
•
•
•
•
先軟後硬 軟硬兼施
尊軟貶硬 微軟太硬
崇硬抑軟 死硬不軟
…
• 黑不明白 路可知道
•
•
•
•
•
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黑白不明 可知道路
黑，不明白; 路，可知道。
抹黑不明漂白; 小路可知大道。
黑髮不明白頭; 過路可知得道？
…
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Cone of Learning (Edgar Dale)
• After two weeks, we tend to remember:
• Passive learning:
•
•
•
•
10% of what we read
20% of what we hear
30% of what we see (pictures)
50% of what we hear and see
• Active learning:
• 70% of what we say
• 90% of what we say and do 
So we want you to say
and do in this workshop
The more energy that you put into a subject, the more you can remember.
- Prof. Lui Sha, UIUC
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Level of Educational Objectives (B.
S. Bloom)
• Level 1: Knowledge: List, and recite
• Level 2: Comprehension: Explain, and paraphrase
• Level 3: Application: Calculate, solve, determine, and
apply
• Level 4: Analysis: Classify, categorize, derive, and
model
• Level 5: Synthesis: create, predict, construct, design,
imagine, improve, and propose
• Level 6: Evaluation: judge, critique, verify, and debate
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R. Keith Sawyer
• Innovation requires no special thought
processes, says an expert. Creative people
just work harder at it.
• Ideas don’t magically appear in a genius’ head
from nowhere. They always build on what
came before. And collaboration is key.
• Creative people have tons of ideas, many of
them bad. The trick is to evaluate them and
mercilessly purge the bad ones. But even bad
ideas can be useful.
from “The Hidden Secrets of the Creative Mind”
Time Magazine, Jan. 16, 2006
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Why You Should Learn Creative
Thinking Process ?!
You don’t want to be the
lower part of M-Society.
(下流社會 -- 中產階級
蒸發了), Mar 15, 2006
• It’s your responsibility
and duty as a person
living in Taiwan.
• Recognize yourself.
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M形社會
• 世界的共同危機--美、日、英中產階級蒸發
• 美國，向來強調努力就有希望，但是最近調查卻發現，
年收入兩萬五千到七萬五千美元的中等收入人口逐年減
少，但兩萬五千美元以下，和七萬五千美元以上的兩個
族群都在增加
• 日本認為自己在社會上居於中間階層的人，十年來掉了
近十個百分點；而認為自己屬於下層階級的，卻增加一
三．三％。
• 英國則出現「IPOD世代」，年輕一代承受
• 沒安全感（insecure）、壓力大（pressured）、過重的稅
負（overtaxed）及高築的債務（debt-ridden）
• 對人生喪失熱情
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What’s Next about Taiwan and You?
• The World is FLAT.
• Are we still in East Asian Four Tigers?
• How could we compete with BRICs?
• What is the role of Taiwan in the world?
• Original Equipment Manufacturer (OEM)
• Original Design Manufacturer (ODM)
• Intellectual Property Creator (IPC)
• What are you going to do after graduation?
•
•
•
•
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Be an engineer or a scientist?
Be a professor?
Be an enterpriser?
Any else, for example… ?
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世界是平的(2005/11)
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大國崛起(2006/11)
1. 推平柏林圍牆 (1989/11/9)
1. 葡萄牙
2. netscape IPO (1995/8/9)
2. 西班牙
3. workflow, 服務業標準化
3. 荷蘭
4. open source, 知識分享
4. 英國
5. out source, 策略聯盟
5. 法國
6. 岸外生產, 國際合作
6. 德國
7. supply chain, 全球運籌
7. 日本
8. in source, UPS 企業內化
8. 俄羅斯
9. search engine, 資訊平等
9. 美國
10. 輕科技類固醇, 加強推力
10. 中國
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Basic Elements of Successful R&D
Active learning and thinking at higher levels
• How to transit from lower levels of learning to higher
levels of learning: a shift
• from a focus on recites, apply, and solve
• to a focus on categorize, critique, and create.
• What are the habits that you plan to
• Overcome?
• Cultivate?
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Basic Elements of Successful R&D
1. Positioning your research
• What is gift and what is your gift?
• To what degree it overlaps with your interests?
• “May the force be with you”: what are forces in
R&D that can help you?
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Research Focus
The path to success consists of three simple elements.
Find what interests you1 that you can do well2, and is needed by the people3.
- Prof. Lui Sha, UIUC
Gifts
Interests
Societal
Needs
Research
Focus
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Being Wisdom - Understanding
Yourself
Understand others is intelligence.
Understand yourself is wisdom. - Lao Tze
知 人 者 智 ， 自 知 者 明 - 老子
• What is easier for you?
• Writing a complex software program?
• Proving a difficult theorem?
• What excites the community at large and what
excites you?
• Does it play into your strength?
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Basic Elements of Successful R&D
2. Developing a R&D road map
• What is the role of concrete application
scenarios in research?
• How do you spot opportunities that could
create new trends of R&D?
• What is the key factor that makes a result
significant?
• What are the categories of research and their
• Risks
• Impacts
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Creating an Exciting Application
Scenario
“As a mathematical discipline travels far from its empirical source, or still
more, if it is a second and third generation only indirectly inspired by the
ideas coming from ‘reality,’ it is beset with very grave dangers.
…
that the stream, so far from its source, will separate into a multitude of
insignificant branches, and that the discipline will become a
disorganized mass of details and complexities.”
- John Von Neumann, “The Mathematician,” 1957
• Exciting application scenarios will
• motivate you,
• expose the limitations of existing solutions, and
• help you to focus your efforts.
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Thinking Out-of-Box
Great advancements in science and engineering often are the
repudiation (rejection) of generally accepted beliefs.
- Anonymous
• Most researchers/engineers are constrained by models
and generally accepted assumptions of the real world.
But our knowledge of the nature is never perfect, and
the underlining technologies are rapidly changing.
• Velocity of light is constant – embrace it as a low of
physics and we have the theory of relativity.
• Clients request and server computes… -- Why not send
some of the code to client instead?
• E.g.,
• Is TCP appropriate for wireless communication?
• Is fairness a good metric for real-time computing?
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Pick the Right Problems to Work on
• What is the difference between a theorem and
a homework problem to be proven by students?
• Both were proven to be correct.
• In fact, some homework problems are harder than
some of the theorems.
• E.g., stack scheduling protocol and priority ceiling
protocol are easy but useful.
• Therefore…
If we decide to spend time on a problem, shouldn’t
we work on a problem with greater potential impacts?
Of course, you should persuade your advisor if you find a
great impact topic. ^^
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Know What has been Done and
Estimate the Impacts
• New directions
• Challenging long-held beliefs and pioneering a new path
• Broad applicability
• For the further development of the theory
• For solving practical problems
• Unification / Integration
• Proving a unifying structure or theory and give deeper
understanding to seemingly diversified approaches
• Advancement along an established line of inquires
• You need to significantly improve performance, reliability,
or scale.
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Basic Elements of Successful R&D
3. Getting Your Ideas across
• How can we help audience understand your
points?
What should be made concise and what
should be elaborated?
• How can we make our presentations?
‧More informative
‧More interesting
‧More insightful
- Prof. Lui Sha, UIUC
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Impart an Understanding
• Understanding is an act that builds a bridge
between what your audience already know to
what they need to know.
• Focus on key ideas and key results, go from
specific to general and from concrete to
abstract.
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Managing Human “cache memory”
•
Human short term memory can only hold about 5 unfamiliar
items
•
•
Don’t load it up with unimportant details.
Suppose you need to present an OS overhead formula
unfamiliar to your audience, (2S + …).
•
•
Don’t say we now add “two S” to …. This forces others to
remember what S means. Poor use of human short term memory.
Say we add “round trip context switching time to…”
•
Think carefully about the new ideas you want your audience to
absorb.
•
Keep them in the “cache” by periodic refreshing during your
talk, until your audience “write the new ideas” into their long
term memory.
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Techniques that help get ideas
across
Techniques that reduce “unfamiliarity” and help “write through”:
‧Read out the physical meaning of the terms.
‧Use analogy familiar to your audience.
An ideal presentation is one that is:
‧Informative
‧Interesting
‧Insightful
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Being Informative
Inform: give new knowledge…
• “New” is relative to your audience.
• What they already know?
• What they should know after your presentation?
• What are the steps in-between?
• For example:
• Managers: the key ideas, expected impacts, and
costs.
• Experts: new challenges and new insights/results
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Being Interesting
Interesting: unexpected, counter intuitive, difficult to believe
• Seemingly unimportant fact that actually holds the key
• Seemingly true but it is in fact false
• A “difficult” problem is solved with ease and elegance.
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Being Insightful
Insight: impart a deeper understanding
• Explain a seemingly complex and confusing problem in
a way that is easy to understand.
• Unearth hidden/unstated assumptions. And quickly put
an argument to rest.
• Show things in new angles, new lights and new forms
and gain new understandings.
• Demonstrate subtle but important connections/interdependencies between seemingly unrelated subjects.
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Syllabus
• Meeting 0: Introduction
• Meeting 1: Creative thinking process, case
study, and team formation
• Meeting 2: Presentation – each team should
propose two potential research topics.
• Meeting 3: Discussion and refinement
• Meeting 4: Presentation (discussion, and
refinement) – each team should further
elaborate one research topic.
• Meeting 5: Final presentation
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Assignment
• Each one has to prepare a five-minute
presentation, which should introduce:
•
•
•
•
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The global trends that you think
Your interests
Your gifts/strengths
The trends related to your interests or strengths
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“The Creative Thinking Process”
Workshop
Meeting 1
Creativity is a mechanical and
learnable process.
- Prof. Lui Sha, UIUC
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Creative Thinking Process
•
Identify potential research topics in the context of people’s gifts
and interests.
• Position the research focus on the intersection of your gifts, your
interests, and societal needs.
•
Examine the Trends
•
•
•
•
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How the idea relates to the research trends?
What are the key related works?
How to spot opportunities that could create new trends?
Look deeper into the Challenges
• What can be solved by current technology?
• What needs to be invented?
• What is the estimated effort?
• What is the key factor that makes a result significant?
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Creative Thinking Process (Cont.)
•
Estimate the Impacts
• What are the categories of research and their
risks/impacts?
• new directions, unification/integration, broad applicability,
incremental improvements.
•
Look ahead into the Future
• What else will the future technology enable?
• What are the new and exciting application scenarios that
established technologies stop working?
• What is truly hard and what can be removed from your
design?
• understand the true nature of constraints and separate the
hard constraints from the soft ones.
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Creative Thinking Process (Cont)
•
Expand to a Device Family
• A group of devices where each member is complemented
and reinforced with each other .
• What are their intrinsic characteristics?
• What are their strength and limitations?
•
Layout an Elegant Architecture
• Optimally use the advantages of each member.
•
Build Low Level Details
• Publish papers and file patent.
• Create new architectures, protocols,…
• Prototype demonstration and identify industrial partners.
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End Products
• From incremental improvements to existing
architectures & product lines
• To the creation of a new product line
• architecturally different from the existing products
• new form of information sharing and exchanging
• enabled by emerging technologies
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The Process to Find the NextWave Technology
Details
Trends
gifts
A New
Architecture
interests
societal
needs
Research focus &
next-wave
technology
Device Family
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Challenges
Product Line
Future
Impacts
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Creative Thinking Process Summary
How the idea relates to research trends?
Identify
Potential Research Topics
Trends
Key related works
Estimated efforts
What needs to be invented?
Challenges
Look Deeper
What can be solved by current technology?
What are the key factor/cores?
Expected impacts
Impacts
Creative Process
-Mechanical
-Learnable
Nature of impacts
New directions
Broad applicability
Unification/integration
Incremental
Look Further
What else will the future technology enable?
Extend to
Device Family
Role Setting
for Each Member
Intrinsic characteristics
Strength and limitations
Optimally use the advantages
Elegant
Architecture
Build
Low-Level Details
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Successful Stories
• Apple Computer Company
• E-Ink Corporation
• Discussion
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Case 1
The Apple Computer Company
Steven Wozniak and Steve Jobs had been friends in high
school. They had both been interested in electronics, and
both had been perceived as outsiders. They kept in touch
after graduation, and both ended up dropping out of school
and getting jobs working for companies in Silicon Valley.
(Steven Wozniak for HewlettPackard, Steve Jobs for Atari)
Apple Computer was born on
April 1, 1976. At that time
Jobs was 21 and Wozniak
was 26.
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Product History (1/2)
1976 Apple I
1977 Apple II
1983 Lisa / Lisa 2 / Mac XL
1984 Graphical User Interface (GUI)
Macintosh
1987 Macintosh II
1989 Macintosh Portable
1991 Power Book
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Product History (2/2)
1993 Newton Message Pad
Macintosh Color Classic II
1994 Power Macintosh
1998 iMac
1999 iBook
2004 iPod Mini
2007 iPod touch
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Steve Jobs
• He is the CEO of Apple Computer and the
Chairman and CEO of Pixar Animation
Studios.
• He was stripped his duties in 1985. After that,
he founded NeXT Computer.
• In 1986, Steve Jobs bought Lucasfilm's
computer graphics division from George
Lucas for $10 million and named the new
computer animation studio Pixar.
• In 1996, Apple bought NeXT for $402 million,
bringing Jobs back to the company he
founded.
• Stay hungry, stay foolish – 2007 Stanford 畢業
典禮
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Case 2
The E-Ink Corporation
Electronic Ink is a display technology designed to mimic
the appearance of regular ink on paper. Unlike a
conventional flat panel display, which uses a backlight to
illuminate its pixels, electronic paper reflects light like
ordinary paper and is capable of holding text and images
indefinitely without drawing electricity or using processor
power; as these resources are only required to change or
erase the image.
Sony Librie EBR-1000EP, 2004
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Technology Review
Developed in 1997
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Product Lines
• High Resolution Displays
• Segmented Displays
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台灣軟體大廠
• 趨勢
• 病毒
• 防火牆
• 資安保險服務
• 訊連
• product
• bundle
• service
• 聯發科
• driver
• IC design
• EM Service
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Discussion
• Please give us your opinions.
• How to keep a company alive?
• Does every creative product work?
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Reference
• http://www.apple.com
• http://www.apple-history.com/
• http://www.eink.com/
• http://www.wikipedia.org/
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Homework 2
• Team formation – 2 to 4 people in a team
• Select one possible research topic or new product. The
slides should includes:
•
•
•
•
•
•
•
The trend related to your topic
Your topic or your product
Target feature or system architecture
Claimed goal (give us the killer application if possible)
Key related work such as paper or data sheets
The Strength of each member related to your topic
Related issues and challenges when marching to the goal
(rank the priority of these challenges)
• List possible future technologies related to your topic in the
future if needed
• Expected Impacts
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工研院創意中心
• 魔境 水之械 廢土花盆 吸水泥土 光電共生原生植
物園 導電玻璃罐 影舞集 幸福科技 運動果汁機
innovation
future
before
innovator
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moderate
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adaptor
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25,000
2007 樂觀
20,000
2007 持平
2007 保守
15,000
2008 樂觀
10,000
2008 持平
2008 保守
5,000
2009 樂觀
0
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技
位
生
容
2009 保守
數
服
訊
資
內
務
訊
通
示
影
像
顯
半
導
體
2009 持平
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未來的一軍-商業周刊1006期
• 全球的時代，『移動力』就是競爭力。
• 全球移動人口 1965年78.8M2005年191M。
• 教育體系應加強培養全球水平移動的能力。
• 美國教改四大加強方向
•
•
•
•
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認識世界文化與語言的能力
思考的彈性
聰明運用資訊科技的能力
人際關係的能力
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移動八大能力- 歐盟百大指標企業升遷要件
文化包容力
15%
專業
30%
學習力
15%
英語
10%
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自信
10%
資訊運用
能力
5%
第二外語
5%
顯性能力
45%
溝通與合作
10%
隱性能力
55%
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新世紀領導的6大能力- 天下365期
• 整合性思考
• 人類學家的文化洞察力
• 家庭治療師的溝通力
• 像藝術家的直覺
• 正向價值觀
• 傾聽內在的召喚
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不同時代需要不一樣的人才
- 李開復 做21世紀的人才
20 世紀最需要的人才
21世紀最需要的人才
• 勤奮好學
• 融會貫通
• 專注於創新
• 創新與實踐相結合
• 專才
• 跨領域的綜合性人才
• IQ
• IQ＋EQ＋SQ
• 個人能力
• 溝通與合作能力
• 選擇熱門的工作
• 從事熱愛的工作
• 紀律、謹慎
• 積極、樂觀
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成功者必須具備的六種態度
- 李開復 做21世紀的人才
霸道
自卑
積極
愚勇
勇氣
胸襟
自信
自傲
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自省
懦弱
同理心
盲從
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品格是教育的根本
- 李開復 做21世紀的人才
• 21 世紀需要新態度 新人才標準，
也有不變的成功特質：
• 誠信的價值觀
• 多元化的成功
• 快樂的人生觀
• 崇高的理想
• 融會中西文化
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工作大未來
- 村上龍,商業周刊982期
• 黃金十年：
• 十三歲起探索興趣
• 出社會前就該知道自己想做什麼
• 全球性趨勢：
• 英國鼓勵十四歲學技藝
• 德國近七成國中畢業生選技術教育
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開放式創新-天下383期
• 危機是創新的動力
• 軟體＋電子＋石油＋汽車 – Google
• 創新不是發明
• 鹽井 油井
• 創新是什麼？
• 創造財富或社會福利的新產品、商業流程或組織結構變革 –
OECD, 國際經合組織
• 可以創造價值的新想法 –高盛銀行學習長
• 無政府狀態的創新模式
• 哪種企業適合
• IBM - Open Source 0.4B USD/y saved
• 寶鹼- 合作發明實驗室
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好點子從哪裡來？- 2006 全球CEO意見調查
2015/11/6
伴
顧
客
顧
競 問
商 爭
內 會 對
部 商 手
銷 展
售 會
服 議
務
部
內 門
部
研
發
學
術
企
業
夥
員
工
45
40
35
30
25
20
15
10
5
0
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Conclusion
• 台灣製造台灣創造
• 削弱填鴨式補習文化
• 重要的不是創新 而是有用的創新 – 李開復
• 創意心法 – 工研院
• neuro-linguistic programming
• 絕不是靠運氣 – Eliyahu M. Goldratt
• Innovation = invention ＋ insight
• 個人成功要件
• skills + expertise + intrinsic motivation (passion)
• 團隊成功要件
• people + product + press （氛圍） + platform
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Q&A
•
How to be an architect?
•
•
How to think （out-of-box) ?
•
•
recognize yourself, respect others
思考的技術 – 大前研一
What is the main problem of Taiwan industry?
•
culture
•
What is T S M C?
•
Why is your theses topic? SIG?
•
What is 8 100 13 150 16 400?
•
What is 20 10 30 100 40 1000 50 x ?
•
What to do next?
•
•
•
•
•
2015/11/6
PNP = NPP ?
Real-Taiwan OS
mu-Department
NUWeb
…
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