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Creativity and Innovation Techniques

"Everything that can be invented has been invented." --Charles H. Duell,

Commissioner, U.S. Office of Patents, 1899.


Quotations

• "Standing still is the fastest way of moving backwards in a rapidly changing world. Imagination is the highest kite one can fly" -- Lauren Bacall.

• "If at first, the idea is not absurd, there is no hope for it." -- Albert Einstein

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Creativity Techniques

• Like most tools these creativity techniques all have their good and bad points. I like to think of these creativity techniques as tools in a toolbox in much the same way as my toolbox at home for DIY.

• It has a saw, spanner, hammer, knife and all sorts of other things in it, they are all very useful, but you have to pick the right tool (creativity technique) for each job.


Can you think logically?• Shown above are 4 men buried up to their

necks in the ground. They cannot move so can only look forward. Between A and B is a brick wall which cannot be seen through. They all know that between them they are wearing 4 hats, 2 x black and 2 x white, but they do not know what colour they are wearing. In order to avoid being shot one of them must call out to the executioner the colour of their hat. If they get it wrong, everyone will be shot. They are not allowed to talk to each other and have 10 minutes to fathom it out.

• After 1 minute, one of them calls out. • Question: Which one of them calls out? • Question: Why is he 100% certain of the

colour of his hat? • This is not a trick question. There are no

outside influences nor other ways of communicating. They cannot move and are buried in a straight line. So A & B can only see their respective sides of the wall, C can see B, and D can see B & C

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Answer

• C calls out that he is wearing a black hat. Why is he 100% certain of the colour of his hat ? After a while, C comes to the realization that he must answer.

• This is because D can't answer, and neither can A or B. • D can see C and B, but can't determine his own hat

colour. B can't see anyone and also can't determine his own hat colour. A is in the same situation as B, where he can't see anyone and can't determine his own hat colour.

• Since A, B, and D are silent, that leaves C. C knows he is wearing a black hat because if D saw that both B and C were wearing white hats, then he would have answered. But since D is silent, C knows that he must be wearing a black hat as he can see that B is wearing a white hat.



• Problem Definition - including problem analysis, redifinition, and all aspects associated with defining the problem clearly.

• Idea Generation - The divergent process of coming up with ideas.

• Idea Selection - The convergent process of reducing all the many ideas into realistic solutions

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Laterally

• Three switches outside a windowless room are connected to three lightbulbs inside the room. How can you determine which switch is connected to which bulb if you are only allowed to enter the room once?



• Problem definition– “I keep six honest serving-men: (They

taught me all I knew) Their names are What and Where and When And How and Why and Who.”

– Six thinking hats– Collective notebook


Six thinking hats


Collective Notebook

• A book with a problem or challenge stuck in the centre of the page.

• Everyone takes turns to create an idea or way forward.


Collective Notebook

• Task: Using the SIX thinking hats you have 5 minutes to think about each design brief and write or draw your thoughts on the sheet.

• The book will then be created from all of your thoughts.

• "Many ideas grow better when transplanted into another mind than in the one where they sprang up." -- Oliver Wendell Holmes


Beginning to funnel the problems


Identifying needs

• Which 3 briefs now need further analysis?

• Write approx 100-150 words

• Explain why you are considering these three briefs

• Typed or free hand


Conclusion to Collective notebook

• Now analyse three briefs in detail on A2 sheets.

• USING analytical techniques, e.g. brainstorming, brainwriting, ACCESSFM, Thinking hats, chance, analogy, proverbs, What and Where and When And How and Why and Who

• Think of questions and answers


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Focus on a real problem


DESIGN TOOLKITS


Design Toolkits

• Brainstorming• Brainwriting• SCAMPER• Parametric analysis• Collective notebook• Orthographic analysis• Analogies

• Dot Sticking• Cliches and proverbs• Evaluation – PIPS• ACCESSFM• Lateral thinking


Brainstorming• Arrange the meeting for a group of the right size and makeup

(typically 4-8 people) • Write the initial topic on a flipboard, whiteboard or other system

where everyone can see it. The better defined, and more clearly stated the problem, the better the session tends to be.

• Make sure that everyone understands the problem or issue • Review the ground rules

– Avoid criticising ideas / suspend judgement. All ideas are as valid as each other

– Lots, Lots & Lots - a large number of ideas is the aim, if you limit the number of ideas people will start to judge the ideas and only put in their 'best' or more often than not, the least radical and new.

– Free-wheeling. Don't censor any ideas, keep the meeting flow going. – Listen to other ideas, and try to piggy back on them to other ideas. – Avoid any discussion of ideas or questions, as these stop the flow of

ideas.


Brainstorming

• Have someone facilitating to enforce the rules and write down all the ideas as they occur (the scribe can be a second person)

• Generate ideas - either in an unstructured way (anyone can say an idea at any time) or structure (going round the table, allowing people to pass if they have no new ideas).

• Clarify and conclude the session. Ideas that are identical can be combined, all others should be kept. It is useful to get a consensus of which ideas should be looked at further or what the next action and timescale is.


Brain writing

• Similar to brainstorming except you write your ideas in isolation and only read others when you need inspiration


Parametric Analysis

• Using qualitative parameters that can be used to rank products in relation to others, e.g. which one looks the best?

• Using quantitative parameters to break up the problem size, weight, pressure, temperature

• Categorical parameters to break the problem into categories e.g. electrical or petrol driven solution, swivel head or bends at the elbow, built in or separate mouse etc


Parametric Analysis

A cosmetics manufacturer wishes to make their packaging more environmentally friendly. A competitor has, what they describe as environmentally-friendly. A competitor has, what they describe as environmentally-friendly packaging, but it does not go as far as the manufacturer would like. The problem they have set themselves is to develop a bottle for shampoo, liquid soaps, lotions and oils which is fully recyclable.

Parameter Category 1 Competing product Variable

Cost Comments Ideal product available

Bottle Material HDPE Good for recycling HDPE

Bottle %from recycled

0% Need to do more Target 40%

Bottle Mass (g) 105 Could use less materials Less than 100

Cap Material Polypropylene Different materials HDPE

Label Material Paper Different materials Direct printing

Label Ink No. of dyes 4 Synthetic 2


Problem Abstraction

• WHY?– WHY?

• WHY?

• This method of analysis asks the question why.

• LOTS and LOTS of times.• By writing the problem in its simplest form

you can continually ask WHY to derive a suitable and NECESSARY product.


Problem Abstraction

• Getting to the root of why will help solve a real need, not what YOU think is needed, or the first thing you thought of…

• You will find out your ultimate goals an motivations.

• You should get the limitations or boundaries of the problem.

• You will become a designer for a need not a designer of want.


Section in sketch book• PROBLEM ABSTRACTION (WHY? WHY? WHY?)1. Pick an examination brief you have analysed to work on and explain your

interpretation of the problem in your own words.2. Why do you need to solve this problem? 100 words and pictures.3. Why has someone else not (or perhaps they have) tackled this problem

before you? Another 100 words and pictures.4. Why do people need this problem solved? 100 words and pictures.5. Why will your solution to this problem be the best? 100 words and pictures.6. Why are you not tackling any of the other problems? 100 words.7. Why can you not solve the problem now? 50 words.8. Why …………… (think of your own questions to ask)? 50.9. Why …………… (think of your own questions to ask)? 50.10.Why …………… (think of your own questions to ask)? 50.

• Present your work typed or free hand neatly, thoughtfully and with colour.


Section in sketch book

• PROBLEM ABSTRACTION – WHY?

• WHY? – WHY?


Morphological Analysis

Aesthetics Cost Client Environment Size Safety Function MaterialsTotal/10

Product 1

Product 2

Product 3

Product 4

Conclusions

Analyse why designers have made the choices they have for each of the products chosen.


Analogies

• An analogy is a particular form of thinking or reasoning in which the properties of one object are thought of in terms of a second object which is different but has certain properties in common.

• So a length of rope could be thought of as a rattlesnake when coiled up on the floor but as an escape chute when suspended from an upstairs window


Analogies

• Analogies can be used to simply change your perspective on a problem to ‘free up’ your thinking.

• More specifically they can be used to explore new functions, new features and new applications for a product.


Analogies

• RULES– Think of the essence

of the problem in abstract terms. A can opener removes part of a can, a cup is a container, a belt grips or squeezes the object it is tied around. Use this abstract description to stimulate analogies


Analogies

• RULES– Find analogies which

have an element of action or movement associated with them. Biological analogies such as the rattlesnake or gripping hand are good in this respect


Analogies

• RULES– Do not force the analogy to fit the problem too

quickly. Take your time and think in simple steps. Generate a list of analogies without thinking about the problem. Then write down a list of associations for each analogy. Again withhold judgement about their relevance to the problem. Now try to force fit between each association and the problem to be solved.


Analogy examples

A manufacturer of home security equipment is looking for innovative products to protect homes from burglary. After problem abstraction the essence of this problem is seen as ‘prevention’.

Prevention analogies Associations Stimulated ideas

Seat Belt Heads hits windscreen.

Inertia reel

Prevent windows from being broken; window shutters; perhaps automatically closed by motorised reel when front is locked

Peace negotiator Face to face

Ultimatum

Hidden flash camera; signs promising horrible consequences for uninvited visitors

Lifejacket Flare Device to light all lights, sound an alarm and play music to create a lot of noise.

Contraception PILL

Vasectomy

Withdrawal method

Cut power cables to device

With draw into a lcked box at back of deveice


Creative Strategy

• Putting it all together1. Preparation

2. Idea generation

3. Idea selection

4. Reviewing the process


Preparation

• Explore expand and define the problem

• Exhaust the possibility of existing solutions

• Achieved by using– Parametric analysis– Problem abstraction


Idea Generation

• Think only of ideas in principles leave the practicalities until later

• Seek ideas from outside the normal frame of reference• Use techniques like

– Problem expansion– Problem reduction– Problem digression

• Techniques could include– Collective Notebook– Brain writing (in a group)– SCAMPER– Analogies– Cliches and Proverbs– Product feature and function analysis

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