Creativity at work Torino September 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 Techniques for divergent stages 3. Creative person 4. Techniques for convergent stages 5.Setting up a session Foundations

present situation desired situation problem problem solving Basic model

Open and closed problems

Open problems Starting with: How to …? In what ways might we …? Wouldn’t it be nice if …?

Open questions now dream Free after Robert Fritz “Creating” 1991 in what ways might we how to wouldn’t it be nice if

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 solution finding problem finding idea finding Osborn (1953) Buffalo, New York divergent option generation convergent option selection acceptance finding Osborne Parnes model

NIH NOT INVENTED HERE

Fact findingAcceptance finding Adjusted model Free after Geschka 2004 Content finding divergent convergent

Basic model content finding divergent convergent task result - focus on task - generate options - select options - share results - decide on next step

Parallel and/or serial X X

Content Techniques for divergent stages 1.Foundations Creative person 4. Techniques for convergent stages 5. Setting up a session

Basic model Fact finding Acceptance findingContent finding divergent convergent

Golden rules of diverging Defer judgement Strive for quantity Seek combinations Freewheel divergent convergent

YES, BUT Defer judgement YES, AND

Golden rules of diverging divergent convergent Defer judgement Strive for quantity Seek combinations Freewheel

FRUITS Generate in 1 minute as much

Extended effort Everyday Common Expected Unusual Silly Little apparent usefulness Novel combined with useful 1st wave2nd wave3rd wave Time Energy Source: Parnes, 1968

Goal of diverging as many original ideas as possible divergent convergent

Golden rules of diverging divergent convergent Defer judgement Strive for quantity Seek combinations Freewheel

Three main categories Associative methods Methods based on confrontation Systematic methods divergent convergent

Associative methods Methods based on creative confrontation Systematic methods divergent convergent Three main categories

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

Make Your Responses... Guidelines for using Post-its  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 

Associative methods Systematic methods divergent convergent Three main categories 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 as given problem in other field solutions for other field new solutions forced fit excursion

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

S ubstitute C ombine A dapt M odify Magnify Minify P ut to other uses E liminate R earange, Reverse Brainstorm Enhancers: SCAMPER

Associative methods Methods based on creative confrontation divergent convergent Three main categories 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

Butter mountain Cheap surplus butterSell to Russia Too much milk Too many cows Too many farmers Cheese Dried milk School milk Stop bonus Export Stop bonus ? Example progressive abstraction

Why else?Why?Why else? How else?How?How else? NEW STATEMENT: INITIAL STATEMENT NEW STATEMENT: HOW?HOW ELSE? HOW?HOW ELSE? WHY?WHY ELSE? WHY?WHY ELSE? Ladder of Abstraction

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 DimensionAlternatives Material Form Opening Outside coating Glass Rectangle Screw top Printed Tin Triangle Puncture Plastic Paraffined cardboard Bag Tear open Aluminium Solution: Tetrapack How to pack fruit juice

Example Morphological box DimensionAlternatives Material Form Opening Outside coating Glass Rectangle Screw top Printed Tin Triangle Puncture Plastic Paraffined cardboard Bag Tear open Aluminium Solution: ? How to pack fruit juice

Content 1.Foundations 2. Techniques for divergent stages Tecnniques for convergent stages 5.Setting up a session Creative person

Product Process Person Pressure 4 P’s of Creativity

KAI

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 adaptor 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 High Innovator is seen as:

A I A - I and mental models

Content 1.Foundations 2. Techniques for divergent stages 3. Creative person 4. 5.Setting up a session Techniques for convergent stages

Convergent stages divergent convergent

The ideas mountain Source: Stevens & Burley, Industrial Research Institute, plain ideas (unwritten) 300 introduced ideas 125 small projects 15 significant developments 8 largest developments 4 launches 1 success

Number of ideas time 1 successful product introduction development evaluation 1e screening Mortality curve from 3000 to 1

Objective selection tools Number of ideas time normal - fast selection / cost reduction - success improvement want

Number of ideas time financial techniques weighting techniques argumentative techniques intuitive techniques Stages and techniques

1. Use affirmative judgement 2. Have action in mind 3. Consider the “mother” criteria - Novelty - Effectivity - Feasibility Golden rules of converging

Intuitive techniques hits clustering 1st screening 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

An Option “Hits” You When It Is... Characteristics of a “Hit” On target Relevant Interesting Clear Intriguing Fascinating Workable “Right on the money” Or When It... “Sparkles” at you Feels right Solves the problem Goes in the right direction Source: Treffinger 1987

Argumentative techniques 3.1 itemised response / ALUo hurdless (must, should, extra) evaluation

ALUo Advantages Limitations Unique properties Overcoming Limitation Action Plan First Step Source: Isaksen, Dorval, Treffinger (1994)

Hurdless Hurdle 1: Pass the Must criteria Hurdle 2: Pass the Should criteria Hurdle 1: Pass the Bonus criteria

Weighting techniques multicriteria analyse success / fail factors feasibility study Newprod development

Multi criteria analyses

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 superiority37% 2. Project / company fit22% 3. Market need, size15% 4. Newness to the firm11% 5. Organisation strength 9% 6. Competitive 6% Source: Cooper R.G., 1992; Van der Meer 1996

3.1 Financial techniques Return On Investment Net Present Value introduction

Tools number of ideas time hits clustering ALUo Newprod Net Present Value Information Best practise selection time Information / ideas

Content 1.Foundations 2. Techniques for divergent stages 3. Creative person 4.Techniques for convergent stages 5. Setting up a session

1.People 2.Process 3. Techniques, Tools 4. Organisation 5. Materials Fact finding Acceptance findingContent finding divergent convergent

People: 3 basic roles Problem owner 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 Information finding Acceptance finding Content finding divergent convergent

Interactions between 3 roles Presents initial situation; explains the task Chooses 1-3 problem statements, assigns priorities and designates reasons as well as emphasis. Choose ideas and indicate: desires weak points positive reasons next step (action plan) Problem owner Facilitator Generate problem statements How to…? 1. Generate 50 - n00 idea proposals 2. Select appealing ideas Go to next step Resource Group Free after Synectics

Facilitator  probleem owner Intake: - Task appraisal - Choice of tools task diverging converging results - Explanation background task - Examples off wanted outcomes - Check on progress - Enough options to consider - Evaluation of results - Next step - Check on progress

Process Form Storm Norm Perform

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 Acceptance finding: How to stimulate change Source: Beckhard, R., Harris, R.T., Organizational Transitions: Managing complex change; Addison-Wesley; 2e druk; Californië; 1987

Mastering the technique leads to good results; practice and experience is required Choice of techniques based on: - stage in process - personal preference Techniques

Basic design Task: Ladder of Abstraction Divergent: tools to facilitate the 3 waves Convergent: - Hits - Clustering - ALUo Preparing action next step Information findingacceptance finding content finding divergent convergent

Extended effort and techniques Brainstorming with Post-its™ Creative confrontation Go with the flow 1st wave2nd wave3rd wave Time Energy Source: Parnes, 1968

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 Organisation

Flipcharts + markers Post-its / coloured markers Paper + pens Coloured stickers Etc. Materials

Ideas pay Ideas nurtured per day Financial Performance Number of ideas Top Moderate Poor Source: PriceWaterhouseCoopers 2001 LowHigh

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

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 2

Creative Approaches to Problem Solving Scott G. Isaksen, K. Brian Dorval Donald J. Treffinger Kendall/Hunt Publishing Company, Principles: TRIZ Keys to Technical Innovation TRIZ Tools, Volume I Genrich Altshuller Technical Innovation Center, Inc., 2001 Additional reading 3

Further information

China Creative Studies Institute President: Mr. Yuan Zhang – du 665 Ti Yu Hui Road (east) BeiShiHuan XiLu , SHANGHAI Further information