“you cannot think about thinking without thinking about ...steve jobs, co-founder, apple...

Creativity Research

“You cannot think about thinking without thinking about something”

(De-Kleer, J)

Creativity in Advertising

Creative Ads

Market is a Complex System

• Market research revealed that during the last year the satisfaction of the consumers was increased. There were no changes in the product or the marketing activities. Good or bad news?

• In the firm’s portfolio of products you can spot a product that is an absolutely disaster in its design: All the attributes are in the lowest level compared to the competing brands.what is your suggestion?

Ideal points and satisfaction

Perceptual Map stage 1

Brand 1

Perceptual Map stage 2

Brand 1

Brand 2

Decoy products

Brand A and brand B competing

The market before Decoy

No one buys the decoy product, however...

The market after Decoy

Saddle’s Ubiquity

0

2000

4000

6000

8000

10000

12000

14000

1975 1980 1985 1990 1995 2000

Saddle in Personal Computers

0

5000

10000

15000

20000

25000

30000

35000

1975 1980 1985 1990 1995 2000

Saddle in Cordless Phones

Different types of adopters

The Chasm

Saddle’s explication

Dual Market - the saddle case

Time

Sale

s InnovatorsMajorityTotal Market

Saddle’s Criticality

Dual Market - the non-saddle case

Time

Sale

s InnovatorsMajorityTotal Market

Fax Machines

Fax Machines

0

500

1000

1500

2000

2500

3000

3500

4000

1986 1988 1990 1992 1994 1996 1998 2000

?

Fax Machines - Do not forget the Take off

Fax

0

500000

1000000

1500000

2000000

2500000

1960 1965 1970 1975 1980 1985 1990 1995

What Is a New Product?

• New-to-the-World Products• New Category Entries• Additions to Product Lines• Product Improvements• Repositionings

Why do Products Fail?

• Inadequate market analysis• Competitive strength• Insufficient mktg. effort• Higher costs• Poor timing• Inadequate sales force• Inadequate distribution• Product deficiency

• Bad estimates of market potential

• General lack of market information

• Inadequate market size• Over enthusiasm of product

sponsor• Resistance and impatience• Internal conflicts

Results of some Older Studies:

Why do Products Fail?Project Newprod: A study of over 200 industrial products • “Better mousetrap nobody wanted” -- 28% of failures• “Me-too product meeting competitive brick wall” -- 24%• “Competitive one-upmanship” -- 13%• “Environmental ignorance” -- 7%• “Technical dog product” -- 15%• “The price crunch” -- 15%

Source: Cooper and Calantone (1979).

The Pillars of Success• Unique, superior product• Marketing knowledge and proficiency• Technical (product) knowledge and proficiency

Together: Winning Strategy

Best strategy: A unique, superior product (in the eyes of the customer) that delivers unique benefits.

The Conflicting Masters of New Products Management

• Three inputs to the new products process: the right quality product, at the right time, and at the right cost.

• These conflict with each other but may have synergies too.

• Issue: how to optimize these relationships in a new product situation.

Quality

Time Cost

Value

Failure or Success ?

Polo Harlequin

Is it possible that the car designers are not familiar with the customers taste ?

market researches did not predict such a car

Post-It• A failure• An accident• A rare event• An insight• A mistake• Dedication - Test Marketing• New Product

Why did the marketing researchers of 3M fail to identify the need for such a product ?

?12 years

What Separates the Winners from the Losers

• New Product Process Success Factors:– 1. Developing a superior, differentiated product with

unique benefits and superior value to the customer or user.

– 2. Having a strong market orientation throughout the process.

– 3. Undertaking the predevelopment homework up front.– 4. Getting sharp, early product definition before

development begins.

Source: Robert G. Cooper (1996).


– 5. Quality execution -- completeness, consistency, proficiency -- of activities in the new product process.

– 6. Having the correct organizational structure: multifunctional, empowered teams.

– 7. Providing for sharp project selection decisions, leading to focus.

– 8. Having a well-planned, well-resourced launch.– 9. Correct role for top management: specifying new

product strategy and providing needed resources.


– 10. Achieving speed to market, but with quality of execution.– 11. Having a multistage disciplined new product game plan.

• Project Selection Success Factors:– 1. Having a unique superior product.– 2. Product-market environment:market attractiveness, competitive

situation, PLC stage.– 3. Synergy and familiarity.

In Short: a winning strategy is:• A unique, superior product (in the eyes of the customer)

that delivers unique benefits.

A Mortality Curve of New Product Ideas

Cumulative Time

No. ofIdeas

Screening

BusinessAnalysis

Development

TestingCommercialization

One SuccessfulNewProduct

Uncertainty in New Product Development

Uncertainty Amountat Stake

IDEA ------------------------------------------------------------ LAUNCH

Ideally, a new product development should:--Reduce uncertainty over the development process--Keep amounts at stake low while uncertainty is high

A Typical NPD Process

Opportunity Identification:

Market definition, Idea Generation

Screening

Design: Customer needs, Product positioning, Segmentation, Sales forecasting, Engineering, Marketing mix.

Testing: Product tests, Market tests, Pretest and Pre-launch forecasting, Tests marketing

Concept tests

Introduction: Launch planning, Tracking the launch

Increased expenditures

Decreasing uncertainty

The Me-Too Rationale

80% - 95% of new products fail

Most of the expenditures on new products are required at the introduction stage

On average, over 50% of firms’ revenues consists of new products that were launched during the past 5 years

Some firms are reluctant to innovate

Me Too products

Over 98% of concept tests support a “go decision”

The Me Too Fallacy

•While some firms’ strategies consist of “me too”, more than 75% of the “top 3 firms” constantly innovate.

•The “Me Too” products’ failure rate is of the same magnitude of order.

•A “Me Too” product has no contribution to firm infrastructure, dimensions of growth or synergy.

Rate of Use of NPD Steps among PDMA Members

Concept searching 90%Concept screening 76%Concept testing 80%Business analysis 89%Product development (technical) 99%Use testing/market testing 87%

Ending Idea Erosion: One List of “Killer Phrases”

• It’s just not right; I can’t tell you why.

• I know what I want; when I see it I’ll tell you.

• Here’s my idea, now execute it!

• It shouldn’t take more than an hour to do.

• Put it in writing!• Don’t ask questions; just

follow the rules.

• You need the approval of five unit heads.

• I personally wouldn’t do it, but you can try.

• Why say thank you? It’s his job, isn’t it?

• What will the boss think?• Don’t rock the boat.• We’ve never done it this

way before.

Historic Roadblocks to Innovation

“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 Innovation “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.” M..

Smith, Decca Records, 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 novalue 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.

Product Superiority Vs. Market Mix

The impact of a product Superiority far outweighs other elements of marketing mix (e.g. sale force, brand equity, promotion) in determining success

Robert G. Cooper (1996) New Products, What Separates Winners from Losers. In PDMA Handbook of New Product Development, John Wiley & Sons, NY.

Newness Maps

Newness to the World = Firm Newness + Market Newness

Market Newness

Firm Newness

Low

Low

Mod

Mod High

High

Cannibalization or Incremental sales

Product Company fit issues

Product Market fit issues

The Prevailing Paradigm

Market

Ideas for a really new product

MindNew Technologies

What Are The Market Conditions For An Unexpected Idea?

Two virtual market situations:

time

I II

Knowledge

I Early stages of awareness for a new needII A strong demand

“Creativity” Science Is Rather Young• Connolly T., Routhieaux R. L., Schneider S.K. (1993). On the

Effectiveness of Groups Brainstorming: Test of One Underling Cognitive Mechanism. Small Group Research, 24, 490-503.

• Dasgupta Subrata (1994), Creativity In Invention And Design -Computational and Cognitive Explorations of Technological Originality. Cambridge University Press.

• Diehl M., Stroebe W. (1987) Productivity Loss in Brainstorming Groups: Toward the Solution of the Riddle. Journal of Personality and Social Psychology, 53 p. 497-509

• Finke Ronald A , Thomas B. World and Steven M. Smith (1992), Creative cognition. MIT Press Cambridge Massachusetts.

• Perkins D.N (1981 ) The mind’s best work, Harvard University Press

• Weisberg Robert W. (1992), Creativity Beyond The Myth Of Genius. W.H. Freeman Company NY.

The Famous “Getting out of the square” Puzzle

• In the 70’s only 20% solved this riddle• In a replication (1989), participants where supplied

with further instructions: "In order to solve the riddle intersections of lines out of the imaginary square should be created."

The Role of Product Evolution

The market-based parameters are constantly mapped into the set of product-based parameters due to a selection process

Improving the product and

inducing customer preferences into the product attributes.

The set of product-based parameters

The set of market-based parameters

Edison’s Gate

Kinetic Compaq

Battery Status

Full -

Empty -

Cellphone speaker

SETI@home

Approaches To The Research Of Creativity

Personality ResearchWho is the creative person

Research of the Thinking ProcessThinking patternsThinking models

Research of Creative IdeasReconstruction of the objective logic of

the ideas themselves

If we wish to find an innovating new product - there is no point to look for it in the market

Conclusion

The market cannot indicate a need, if it does not aware that such a need exists

Property UseLength of chairs’ legs

The back of the chair

The arms of the chair

Adjustable back

Chair on wheels

Brings the body to desired height

Support the back

Support the arms

Adjustment to body

Ability to move with the chair in space

Products EvolutionExample: The Chair

Advantages Underlying the Set of Product-Based Parameters: The Product-Based Set of Parameters is

Manageable• The parameters are noticeable.

• The size of this set is relatively small (compared to market-based sets).

• Similar to factors drawn from factor-analysis, the product-based set allows efficient manipulations.

• The parameters can be controlled to create new forms of the product.

• The history of the development of customer preferences is already embedded in the relations between the product-based parameters.

Attributes Dependency

Template

Y

X

Y

X

Graphic Presentation of Attributes Dependency

Y

X

Y

X

At Polo Harlekino

Color Color

Type of vehicles’ part

Type of vehicles’ part

Graphic Presentation of Attributes Dependency

Attribute DependencyExample: Pizza Deliveries

Domino's Pizza dominates the pizza delivery market. A competing chain interested in penetration to this market is forced to choose one of two alternatives:

1. 2.

A long and fierce competition.Introduction of an innovative product or service.

The Dilemma

The competitor introduces a new

product

Me too

Disregard


There is no dependence between price and time

of delivery

Price

Delivery time

The price is dependenton time of delivery

Price

Delivery time

The market before Domino's

The market after Domino's


There is no dependence between the price and a

certain value

Price

?

The price is dependenton a certain dimension

Price

?

Before adding a new dimension

After adding a new dimension

The size of the pizza

Taste

Adding a bottle of soft drink

Temperature

Distance between customer and pizza shop

Amount of previous orders

The price is already dependent on the pizza size

New dependency for pizza deliveriesAttribute Reason

No

Yes

Maybe

No

Maybe

Yes

Possibility

Although relevant and measurable, sometime the price already changes according previous orders

Easy to measure, but not so relevant

Very relevant, easy to measure

A bottle is a component, not an attribute

The attribute is relevant, but difficult for measuring


There is no dependence between the price and

the temperature

Price

temperature

The price is dependenton the temperature

Price

temperature

Price and temperature

Solution - a new dimension

A Basic Candle

Y

X

Context of use

color

“The voice of the customer” leads to the emergence of a variety of colors

Attribute DependencyExample: Candle in the wind

Candle's Diameter

Melting point temperature

Candle's Diameter

Melting point temperature

Attribute DependencyA Real-Life Example

R

?

Attribute DependencyExample: Pain Reliever

The same doses is being used during night and day.

The doses are higher at night time.

Therapeutic Substances

doses

Time

Therapeutic Substances

doses

Time

Attribute DependencyTwo ways of implementing new attributes dependency:

Within a product Between products

Internal and External AttributesAn Internal attribute is under the manufacturer’s control; its values are determent by the manufacturer.

An external attribute is outside the control of the manufacturer but in direct contact (locality in time and space) with the product.

Internal attributes in a TV set are : screen size, resolution, color.

External attributes in a TV set are: number of users, video type, time viewed

Dependent and Independent Attributes

(A) Client Height

(B) Coat length

A B

Option 1:


(A) Client Height

(B) Coat length

B A

Option 2:


Dependent attribute will always be defined on the

Y axis

External attributes cannot be controlled by definition, and cannot be dependent attributes.

Therefore, dependent attributes will always be internal attributes, while independent attributes might be internal or external.

Independent attribute will always be defined on the

X axis

TransparencyHeat ConductivityColorDiameterHeightHeight

DiameterColor

Heat ConductivityTransparencyTemperature

Alcohol PercentageSugar Percentage

TransparencyHeat ConductivityColorDiameterHeightHeight

DiameterColor

Heat ConductivityTransparencyTemperature

Alcohol PercentageSugar Percentage

TransparencyHeat ConductivityColorDiameterHeight0000Height000Diameter00Color0Heat Conductivity

Transparency00000Temperature00000Alcohol Percentage00000Sugar Percentage

TransparencyHeat ConductivityColorDiameterHeightD -0C - 0B - 0A - 0HeightG -0F -0E - 0DiameterI - 0H -0ColorJ - 0Heat Conductivity

TransparencyO -0N - 0M - 0L - 0K - 0Temperature

00000Alcohol Percentage00000Sugar Percentage

TransparencyHeat ConductivityColorDiameterHeight TransparencyHeat ConductivityColorDiameterHeightHeight

DiameterColor

Heat ConductivityTransparency

Forecasting MatrixExample: A glass

000

Attribute Dependency(A) Height - Diameter

height

diameter

diameter

height

Attribute Dependency (A) Height - Diameter

FFF- Function Follows Form

Color

Attribute Dependency (B) Height - Color

height

Heat Conductivity

Attribute Dependency (C) Height - Heat Conductivity

height

Heat Conductivity

height

Color

Temperature

Attribute Dependency (M) Temperature - Color

Heat conductivity

Temperature

Heat conductivity

Temperature

Attribute Dependency (N) Temperature - Heat Conductivity

Option A Option B

Forecasting MatrixExample: A Babies’ Ointment

(E) Amount of

lipidic substances

(D) Color

(C) Amount of therapeutic substances

(B) Odour

(A) Viscosity

(1) Amount of excertions in a given time(2) Acidity Level(3) Skin sensativity(4) Age(5) Food(6) Time

(E) Amount of

lipidic substances

(D) Color

(C) Amount of therapeutic substances

(B) Odour

(A) Viscosity

00000(1) Amount of excertions in a given time

00000(2) Acidity Level

00000(3) Skin sensativity

00000(4) Age0000(5) Food00000(6) Time

Attribute Dependency (B1) Amount of Excretions - odour

Amount of Excretions

Odour

Amount of Excretions

Odour

Attribute Dependency (A6) Viscosity - Time

Time

Viscosity

Time

Viscosity

Attribute Dependency (C4) Amount of therapeutic substances - Age

Amount of therapeutic substances

Age Age

Amount of therapeutic substances

Food FoodSkin Sensitivity Skin Sensitivity

Attribute Dependency (C4) Amount of therapeutic substances - Age

Amount of lipidic

substances

Amount of lipidic

substances

Food Food

DCBA1234

DCBA1234

Forecasting Matrix

DCBA00001000020000300004

Degenerate Matrix

DCBA11111111121111311114

Saturated Matrix

DCBA1234

Forecasting MatrixImproving the Scanning

DCBA00001000020000300004

DCBA00001010020000300004

Forecasting MatrixExample: Mattress

Mattress Length

Mattress Stiffness

1. Write down the product’s internal variables (i.e. variables within the manufacturer’s control)

2. Identify a number of associated external variables (i.e. variables outside the control of the manufacturer but in direct contact with the product)

3. Construct a ‘New Dimensions Matrix’:Columns - internal variables Rows - both internal and external variables

4. Create dependencies between independent variable pair

5. Identify consumer needs which match the new product form

Attributes Dependency - Instructions

Replacement Template

Wind

ReplacementCar Door

ReplacementKinetic Compaq

Battery Status

Full -

Empty -

The Conflicting Masters of New Products Management

• Three inputs to the new products process: the right quality product, at the right time, and at the right cost.

• These conflict with each other but may have synergies too.

• Issue: how to optimize these relationships in a new product situation.

Quality

Time Cost

Value

ReplacementFlat Tire

creativity evaluation

proximity to problem sourceThe Idea

LowFarUsing portable phoneLowFarRequesting help from driving-by cars

IntermidiateIntermidiateUsing a pipe to extend the cross (increasing the

IntermidiateIntermidiateUsing engine oil or brakes oil for digest the rust

IntermidiateIntermidiateDriving backwards when the cross is on the screw-nut

HighCloseAttaching the jack to the cross in order to rotate it

HighClose

Lifting the car, sticking a stone between te car and the ground, and lowering the car so that the car weight will produce the power needed

creativity evaluation

proximity to problem sourceThe Idea

Using portable phoneRequesting help from driving-by carsUsing a pipe to extend the cross (increasing theUsing engine oil or brakes oil for digest the rustDriving backwards when the cross is on the screw-nutAttaching the jack to the cross in order to rotate itLifting the car, sticking a stone between te car and the ground, and lowering the car so that the car weight will produce the power needed

Replacement - Definition

Using a component in the configuration or its immediate environment in order to fulfill

required function

Internal and External ComponentsAn Internal Component is under the manufacturer’s control; its parameters are designed and chosen.

An external component is not under the manufacturer’s control and it is in the immediate environment (locality in time and space) of the product.

Internal components in the case of the chair: Legs, seat, back.

External Components in the case of the chair: Floor, user etc.

Chair leg

Car door

Cupboard handle

Font in an advertisement

Picture in the newspaper

Cream in a coffee

Moisture in an ointment

Filling to a pillow

Height of the leg

Color of the door

Matterial from which the handle is made

Font size/color

Picture size/color

Amount of cream, fat percentage

Level of moisture

Filling type

Components and attributes

A Link’s Definition

• X controls Y’s parameters

• The control is intentionalX

Y

A Link (Seat-Legs Relation)

seat

legs

12

A Product Configuration

Definition: The complete set of the product links

The Product Configuration contains the evolutionary interaction between the product and its market.

A Chair’s Configuration

Seat back

legs

floor

humanbody

1

2

3

4

56

ReplacementExample 1: A Chair

Note that the legs’ function remains (as an unsaturated function)

Seat back

humanbody

1

4

56

Stage 1 - Split and Exclude an Intrinsic Component

A list of External Components:• wall• Floor• Table• Ceiling• Carpet

Seat back

Table

humanbody

1

4

56

Stage 2 - Find an External Component with Similarity to the Unsaturated Function


Seat back

Table

humanbody

1

4

56

Stage 3 - Include and Join the Chosen Component to the Dangling Link


Steam

ReplacementExample 2: Butter Patties in A Vat

A Partial Configuration of The Melting System

Vat Steam

Butter


Eliminating of an Intrinsic Component Without Eliminating Its Function (“Split” and “Exclude”)

A “dangling link”

Vat

Butter

Milk

Joining an External Component to the Unsaturated Function (“include” and “Join”)


Mirror

Filter

Light beams

CCD

Light

Mirror Filter

CCD

ReplacementExample 3: A Scanner

Replacing The Costly Filter

Mirror

Light beams

Mirror

Light beams

CCD

Light

Mirror

CCD

?

ReplacementExample 3: A Scanner

ReplacementExample 4: Pizza deliveries

Pizza

Box Oven

• Building the configuration

Pizza

Box?Engine

• Split and Exclude the Oven• Include and Join the Engine

Displacement Template

Displacement

Mango

Instant Cakes

WalkMan

Displacement - Definition

Removing a component and its associated functions from the configuration, in a way that generates a quality change.

DisplacementExample 1: Catalogs

Regular catalog size

New catalog size

A Chair’s Configuration

Seat back

legs

floor

humanbody

1

2

3

4

56

DisplacementExample 2: A Chair

Human Body

Seat Back

Both the component and the function were displaced

DisplacementExample 2: A Track

DisplacementExample 3: A TV Set

Remote Control

Receiver

Package

The Show

Audio SystemScreen


Remote Control

Receiver

Package

The Show

Audio System

BenefitsUnbundlingDisplacementThe product

unicycle

insurance program which cost less, and offers less cover areas

walkman

calendar with no days for multiple usage

Decafe

Fingerless gloves

BenefitsUnbundlingDisplacementThe productNew sport

entertainmentunicycle

insurance program which cost less, and offers less cover areas

Compact and portable radiowalkman

Thriftinesscalendar with no days for multiple usage

Healthier and does not cause awakeningDecafe

Enables free movement of the

fingersFingerless gloves

DisplacementUnbundling Vs. Displacement

1. Write down the product’s internal components(i.e. components within the manufacturer’s control)

2. Identify each component’s function in the product3. Define which are the essential components4. Remove a component with its associated function5. Visualize the resulting product form6. Search for any consumer needs which match the

new product form

Displacement - Instructions

Components Control

Table

Note

Product configuration of a note, before the appearance

of the “Post It”

Table

Post-It Note

The product configuration of “Post-It”

Components ControlExample 1: Post-It

Orbit Gum

Flavor gland

Components ControlExample 2: Gum

caries

Radiation

The computer radiation is an external component, which reflect negatively on the user

Radiation filtering component resolves the negative influence

User

Computer Monitor

Low Radiation Monitor

User

Radiation

Components ControlExample 3: Low-Radiation Monitor

Soap

DirtHair

Basic shampoo configurationAnti-dandruff shampoo configuration

Scalp Skin Shampoo

Components ControlExample 4: Shampoo

Shampoo

Dirt

Hair

Scalp Skin

Another shampoo products configuration

louse Eyes


Shampoo

Dirt

UV Radiation

Hair

Product configuration of a basic shampooFinding an external componentFinding a negative connection between the external component and the product configuration


DirtHair

Eliminating the negative connection by adding a new component to the product configuration

UV Filtering Shampoo

UV Radiation


Pantyhose

Cold

Light

UV Radiation

The components control creates a new configuration to the product, even though no change was made in the product

Pantyhose Configuration

Components ControlExample 5: Pantyhose

Pantyhose

Cold

Light

Sweat

A negative connection exists with a component on the immediate environment

Pantyhose Configuration

Components ControlExample 5: Pantyhose

The allegedly negative connection, has been found to be a positive one, without a single change in the product.

Attributes DependencyExample 5: Pantyhose

Color

Perimeter

Color

Perimeter

The Marketing Research Paradox

Strong marketing orientation is a key factor in success

Perhaps ironically, marketing orientation leads to reduced time to market...

Marketing expenditures may reach 50% of the product budget (mainly during launch)

Using marketing techniques during R&D costs are ,normally, much less than the R&D itself

In 75% of new product projects, marketing studies are omitted….

The Distribution of Templates in Developed ProductsA soap related category

Simple detergent

Shampoos Shaving foams

"Non-body"Soaps"Body" Soaps

Soap Household Washingpowders

Dishwashing

The Distribution of Templates in Developed ProductsA soap related category

0

100

200

300

400

500

600

700

0 1 2 3 4 5Non Templates

Attribute Connection

Component Connection

Replacement Displacement Division

Experimental Validation Does CT Knowledge Lead to Superior Ideas?

Originality ValueCT

Trained inCreativityTemplates

C1Trained inothertechniques

C2No trainingat all

CTTrained inCreativityTemplates

C1Trained inothertechniques

C2Notraining atall

Ointment 5.52* 1

(0.51)3.91

(1.16)3.66

(2.00)4.90* 1

(0.57)2.87

(1.00)2.51

(1.36)

Mattress 4.79* 1

(0.59)4.14

(1.26)4. 17

(0.88)4.79* 1

(0.71)3.45

(0.55)3.15

(0.54)

Experimental Validation:Does CT Knowledge Lead to Superior Ideas?Template Originality Value Template Originality Value

1 yes 6.1666667 6.25 26 4.57142857 3.85714292 yes 4.5 5.25 27 4.875 3.6253 yes 5.5 5.125 28 5.71428571 3.6254 6 5 29 3.25 3.55 5.625 4.875 30 4.625 3.56 yes 5.875 4.875 31 4.75 3.3757 5.5 4.75 32 4.875 3.3758 5.625 4.625 33 4.5 3.3759 4.75 4.5 34 3 3.25

10 5 4.5 35 3.75 3.12511 4.5 4.375 36 3.75 3.12512 yes* 5.75 4.375 37 4.125 313 yes 5.5 4.375 38 5.2 314 yes 4 4.375 39 2.875 315 yes 5.5 4.25 40 4.375 316 yes* 5.25 4.25 41 2.57142857 2.87517 yes* 5.8333333 4.2 42 3.71428571 2.7518 3.5 4.16666667 43 5.57142857 2.714285719 yes 4.625 4.16666667 44 3.875 2.62520 5 4.125 45 4 2.521 6 4.125 46 4.71428571 2.522 4.5714286 4 47 4 2.2523 5 3.875 48 4 1.87524 4.375 3.875 49 3.875 1.87525 2.8571429 3.85714286

“you cannot think about thinking without thinking about ...steve jobs, co-founder, apple...

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