d2.2 - annex 1(development) cues from the theory of complexity life dynamic equilibrium at the edge...
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D2.2 - ANNEX 1Working material for the sessions 3, 4, 5 and 6
(English version)
Beyond Efficiency towards Discontinuity………………… 2 -> 28
Through the Lens of Creativity……………………………. 29 -> 49
Attribute Value Chain………………………………………. 50 -> 82
Provocation & Movement………………………………….. 83 -> 97
Creativity Template…………………………………………. 98 -> 132
Six Thinking Hats…………………………………………… 133 -> 161
INDEX SLIDES
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BEYOND EFFICENCY
TOWARDS DISCONTINUITY
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SummaryFrom Dante to Merloni (through Santa Fe)
Operative excellence, or the praise of continuity
Creative destruction, or the praise of discontinuity
Creative disorganization, or the dynamic equilibrium between continuity and discontinuity
All things are ready, if our minds be so (Shakespeare, 1599)
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SummaryFrom Dante to Merloni (through Santa Fe)
Operative excellence, or the praise of continuity
Creative destruction, or the praise of discontinuity
Creative disorganization, or the dynamic equilibrium between continuity and discontinuity
All things are ready, if our minds be so (Shakespeare, 1599)
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Midway upon the journey of our life
I found myself within a forest dark,
For the straightforward pathway had been lost.(Dante Alighieri, La Divina Commedia, Inferno, 1306)
FOREST DARKFOREST DARK = COMPLEXITY = COMPLEXITY
MIDWAY UPON THE JOURNEY OF OUR LIFE = STORE OF KNOWLEDGE
Provocations from Middle Age
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DISORDER
CR
EATI
VE D
ESTR
UC
TIO
N
ORDER
Provocations from Santa Fe
4
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DISORDERDISORDERORDERORDER
Between Deserts and Tornados
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DISORDERDISORDERORDERORDER
Between Bureaucracy and Anarchy
5
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DISCONTINUITY
CONTINUITY
Death for fossilization
Death fordisintegration
orderdisorder
involution(decline)
evolution(development)
Cues from the Theory of Complexity
LIFELIFE
Dynamic equilibrium at the edge of chaos
Disequilibrium
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Provocations to companies
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SummaryFrom Dante to Merloni (through Santa Fe)
Operative excellence, or the praise of continuity
Creative destruction, or the praise of discontinuity
Creative disorganization, or the dynamic equilibrium between continuity and discontinuity
All things are ready, if our minds be so (Shakespeare, 1599)
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Sharing to improve the context
Plan the present
Continuity(+)
(+) (+)
(+)(+)
STATE
OBJECTIVE
ACTION
EFFECT
Operational Excellence
RELATIONAL CAPACITY
Lever
Praise of Continuity: the 'Excellence' Circle
[source: De Toni - Comello, 2005]
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Praise of Continuity
Incremental improvement of:
Processes
Products/services
Organizational-managerial models
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SummaryFrom Dante to Merloni (through Santa Fe)
Operative excellence, or the praise of continuity
Creative destruction, or the praise of discontinuity
Creative disorganization, or the dynamic equilibrium between continuity and discontinuity
All things are ready, if our minds be so (Shakespeare, 1599)
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Quick loss of Competitive Advantage
[source: D’Aveni, 1995]
Launch
Exploitation
Counterattack
Period (years)
Profits from sustainablecompetitive advantage
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[source: D’Aveni, 1995]
The Strategy of Upsetting
The enterprise has already moved to advantage n.2
Exploitation
Counterattack
Profits from a series of repeatable actions
Period (years)
Launch
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Creation of new contexts
Imagine the future
Discontinuity(+)
(+) (+)
(+)(+)
STATE
OBJECTIVE
ACTION
EFFECT
Creative destruction
CREATIVE CAPACITY
Lever
Praise of Discontinuity: the 'Creation' Circle
[source: De Toni - Comello, 2005]
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Praise of Discontinuity
Creative disorder of :
Processes
Products/services
Organizational-managerial models
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Logic takes you from A to B. Imagination takes you everywhere. (Albert Einstein, 1955)
Imagination is the first source of human happiness
(Giacomo Leopardi, 1837)
Future belongs to those who can imagine it
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SummaryFrom Dante to Merloni (through Santa Fe)
Operative excellence, or the praise of continuity
Creative destruction, or the praise of discontinuity
Creative disorganization, or the dynamic equilibrium between continuity and discontinuity
All things are ready, if our minds be so (Shakespeare, 1599)
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Plan the present
Operational excellence
(+)Sharing to improve the
context
RELATIONAL CAPACITY
Lever ACTION
STATE
Imagine the future
Creative destruction
(+)
CREATIVE CAPACITY
LeverACTION
STATE
Creation of new contexts
MANAGERIAL APPROACH ENTREPRENEURIAL APPROACH
ORDER DISORDER
OBJECTIVEOBJECTIVE
'Excellence' Circle'Excellence' Circle 'Creation' Circle'Creation' Circle
Cre
ativ
e di
sorg
aniz
atio
nC
reat
ive
diso
rgan
izat
ion
EDGE OF CHAOSEDGE OF CHAOSEDGE OF CHAOS
EFFECT EFFECT
DiscontinuityContinuity
Dynamic equilibrium at the edge of chaos
[source: De Toni - Comello, 2005]
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‘‘ExcellenceExcellence’ ’ circlecircle
‘‘CreationCreation’ ’ CircleCircle
EDGE OF CHAOSEDGE OF CHAOS
ORDER
DISORDER
PERFECT ORDER
CHAOTIC ORDER
CHAOTIC DISORDER DISINTEGRATION
LIFE
FOSSILIZATION
Continuity
Discontinuity
Hydraulic Analogy at the Edge of Chaos
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Between Formal and Informal Systems
FORMAL SYSTEM INFORMAL SYSTEM
PREDOMINANT SYSTEM EFFECTS
ORDER: perfect order
Structure Defined procedures e control systemslll
ConformismRisk aversionInertia
Formal system Death forfossilization
ORDER & DISORDER: chaotic order See above See below
Equilibrium between formal and informal system
Life
DISORDER: chaotic disorder lll
> Diversity > Risk propensity > Change
Informal system Death for disintegration
Undefined procedures e control systems
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DISCONTINUITY
CONTINUITY
Operational excellence
Creative destruction
order
involution (decline)
evolution (development)
Dynamic equilibrium at the edge of chaos
Disequilibrium
Creative Creative pathpath
Efficient Efficient pathpath
CREATIVE CREATIVE DISORGANIZATIONDISORGANIZATION
Towards creative disorganization
disorder
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SummaryFrom Dante to Merloni (through Santa Fe)
Operative excellence, or the praise of continuity
Creative destruction, or the praise of discontinuity
Creative disorganization, or the dynamic equilibrium between continuity and discontinuity
All things are ready, if our minds be so (Shakespeare, 1599)
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Conclusions: ready to catch the creative moment
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Dedicated to…
… the wise people
who live at the edge of chaos …
… move on, we’ll be lucky …
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Alberto F. De Toni: [email protected]
Alessandro Bonanni: [email protected]
Alessandro Ganzit: [email protected]
Mauro De Bona: [email protected]
Contacts
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Through the Lens ofThrough the Lens ofCREATIVITYCREATIVITY
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Creativity is to……PUT TO OTHER USES
…ADAPT…MODIFY
…MAGNIFY…MINIFY
…SUBSTITUTE…COMBINE…REVERSE
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Creativity is to……PUT TO OTHER USES
Post-it
• Other ways to use as is?
• Other uses if slightly modified?
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Environmental packaging for fast food
• Made with potatoes, limestone and fiber
• Biodegradable
• McDonald’s testing them
• Also eatable?
Creativity is to……PUT TO OTHER USES
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NitroglycerinTeflon
Creativity is to……PUT TO OTHER USES
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…ADAPT
Razor blades
• What else works like this?
• What else could I copy?
Interchangeable brush head
Creativity is to…
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"Breathing" shoe "Breathing" jacket
Creativity is to……ADAPT
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Electric chicken-pluck Epilady
Creativity is to……ADAPT
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…MODIFY
Ergonomic grip for water bottles
• Change meaning, colour, shape, movement, ...?
Creativity is to…
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Snap-saver No-brainer ®
• Snap the lids on the bottom
• No need for looking for lids anymore
• 20$ for a 12-container set
Creativity is to……MODIFY
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…MAGNIFY• Stronger, larger, exaggerated?
• Add an ingredient, a component?
Gillette Mach3
ShickQuattro
Gillette M3Power
Creativity is to…
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Chillow® - Refrigerated Pillow
• A chiller that goes into your pillow so that you have a cool spot to place your head
• Non electric, non toxic, no noise
• $30
• Also for dogs! ($40)
Creativity is to……MAGNIFY
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…MINIFY
from Hard Disk to CD to USB drive
• Smaller, lighter, shorter?
• Subtract an ingredient, a component?
Creativity is to…
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Walkman
Creativity is to……MINIFY
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…SUBSTITUTE
Car speakers for mobile phone
• Other material, process, power source, approach?
Creativity is to…
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Cellphone + Camera + MP3 player
• Blend, alloy, ensemble?• Combine units, purposes, processes?
Creativity is to……COMBINE
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Antibacterial paint
• Calcium hydroxide added to paint
• 20 harmful microbes killed for 6 years
• Redecorate and disinfect at the same time
Creativity is to……COMBINE
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Shick razor ‘Intuition’• Hair-removing cream and razor together
• Can be used in the shower
• Depilating in a single move
Creativity is to……COMBINE
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…REVERSE
iMac design
• Backwards, upside down, inside out?• Open, close?
Creativity is to…
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Ketchup Top -Down• New design for bottles
• You don't need to shake the bottle anymore
• Sauce flows out gently
Creativity is to……REVERSE
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CONTACTS:CONTACTS:
Alberto F. De Toni: [email protected]
Alessandro Bonanni: [email protected]
Alessandro Ganzit: [email protected]
Mauro De Bona: [email protected]
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ATTRIBUTEATTRIBUTE--VALUE CHAINVALUE CHAIN
A STATISTICAL TECHNIQUE A STATISTICAL TECHNIQUE FOR EXTERNAL MAPPINGFOR EXTERNAL MAPPING
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AttributeValue chain
3Creative process
4Evaluation
1Externalmapping
2Internalmapping
EDUCATION QUESTIONAIRE SESSION GROUP SESSIONS
0Predisposition
Tech
niqu
esTe
chni
ques
Phas
esPh
ases
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1.1. INTRODUCTION TO THE METHODOLOGYINTRODUCTION TO THE METHODOLOGYProductProduct knowledgeknowledge
ProductProduct attributesattributes
Consumer’s personal valuesConsumer’s personal values
2.2. METHODOLOGYMETHODOLOGYAim of the analysisAim of the analysis
Results of the analysisResults of the analysis
3.3. PHASES OF ANALYSISPHASES OF ANALYSISDERBI case studyDERBI case study
Explanation of each phase Explanation of each phase
Building of the cognitive Building of the cognitive mapmap ((AttributeAttribute--ValueValue ChainChain))
SUMMARYSUMMARY
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1. 1. INTRODUCTION TO THE METHODOLOGYINTRODUCTION TO THE METHODOLOGY
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•• ATTRIBUTESATTRIBUTES (or features)
•• PERSONAL VALUESPERSONAL VALUES that consumers tryto satisfy by using or buying the product
Consumers perceive products as a combination of:
PRODUCT’PRODUCT’S KNOWLEDGES KNOWLEDGE
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• Attributes are inside every product
• Attributes correspond to features through which every product could be described– For example: colour, shape etc.
PRODUCT’PRODUCT’S ATTRIBUTESS ATTRIBUTES
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ATTRIBUTES belong to different types :
•• ABSTRACT ATTRIBUTESABSTRACT ATTRIBUTES: they represent the subjective, intangible features of a productFor example: comfort of a scooter
•• CONCRETE ATTRIBUTESCONCRETE ATTRIBUTES: they represent the physical, tangible features of a productFor example: colour of a scooter
PRODUCT’PRODUCT’S ATTRIBUTESS ATTRIBUTES
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COLOUR(concrete attribute)
COLOUR(concrete attribute)BRAKE
(abstract attribute)BRAKE
(abstract attribute)
ROAD HOLDING(abstract attribute)ROAD HOLDING(abstract attribute)
EXAMPLE: EXAMPLE: PRODUCTPRODUCT ATTRIBUTESATTRIBUTES
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Values are mental representations of importantimportant personal personal objectivesobjectives or or needsneeds that customers want to satisfy byusing or purchasing the product
For example : what do you want from life?
PERSONAL VALUESPERSONAL VALUES
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• Values are stable, because they are long-life objectives
• To emotional level, values drive consumersto choose in a specific way
PERSONAL VALUESPERSONAL VALUES
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2. METHODOLOGY2. METHODOLOGY
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• link each product attribute with one or more consumer’s personal values
• represent in a cognitive map attributes, values and links between them
AIM OF THE ANALYSISAIM OF THE ANALYSIS
The aim of the analysis is to:
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HIGH HIGH PRICEPRICE
HIGH LASTING
TIME
LESS MONEY FOR
OTHER THINGS
HIGH VALUE
LOOSING MONEY
GOOD QUALITY
I SPENT TOO
MUCH
LESS SELF
ESTEEM
MORE SELF
ESTEEM
EXAMPLE: “HIGH PRICE” ATTRIBUTEEXAMPLE: “HIGH PRICE” ATTRIBUTE
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Attributes are the physicalphysicalcharacteristicscharacteristics that may beused to describe a product
Values are mentalrepresentations of importantimportantpersonal personal objectivesobjectives or or needsneeds that customers wantto satisfy by using or purchasing the product
ATTRIBUTES-VALUERELATIONSHIP
ATTRIBUTES-VALUERELATIONSHIP
ATTRIBUTESATTRIBUTES VALUESVALUES
ATTRIBUTESATTRIBUTES--VALUE CHAIN: WHAT IS IT?VALUE CHAIN: WHAT IS IT?
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1. Definition of the target sample
2. Compilation of the questionnaire
3. Data statistical analysis
4. Building of the cognitive map (Attribute-Value Chain)
1.1. DefinitionDefinition of the target of the target samplesample
2.2. Compilation of the questionnaireCompilation of the questionnaire
3.3. Data statistical analysisData statistical analysis
4.4. Building of the cognitive map (Building of the cognitive map (AttributeAttribute--ValueValue ChainChain))
ATTRIBUTESATTRIBUTES--VALUE CHAIN: METHODOLOGYVALUE CHAIN: METHODOLOGY
Is based on a questionnaire and needs 4 steps:
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1. Identifying information
2. Selection of a macro-category of product’s attributes (performances, look/design, service or comfort)
3. Evaluation of the selected attributes’ macro-category
4. Evaluation of several personal values (independently of the product)
1.1. Identifying informationIdentifying information
2.2. Selection of a macroSelection of a macro--category of product’s attributes category of product’s attributes (performances, (performances, look/designlook/design, service or comfort), service or comfort)
3.3. Evaluation of the selected attributes’ macroEvaluation of the selected attributes’ macro--categorycategory
4.4. Evaluation of several personal values (independently of the Evaluation of several personal values (independently of the product)product)
QUESTIONNAIRE SESSIONQUESTIONNAIRE SESSION
The questionnaire is compiled by Derbi’s possible end-users. It is structuredin four sections:
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SectionSection 1: IDENTIFYING INFORMATION1: IDENTIFYING INFORMATION
Answer to the following questions:
• Age […………………..]
• Sex [M] [F]
• Job [………………..…]
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SectionSection 2: SELECTION OF AN 2: SELECTION OF AN ATTRIBUTES’ATTRIBUTES’ MACROMACRO--CATEGORYCATEGORY
Here are indicated four categories for the product. Order these categories by assigning them a score from 1 to 4 in ground of your consideration. (4 = max. score).
• PERFORMANCE __• LOOK/DESIGN __• SERVICE __• COMFORT __
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If you gave maximum score to PERFORMANCE category, then answer to the following questions, marking the box that shows the desired scoreThe scores indicate respectively:
0 no interest1 low interest2 medium-low interest3 medium-high interest4 high interest5 maximum interest
0 no interest1 low interest2 medium-low interest3 medium-high interest4 high interest5 maximum interest
SectionSection 3: EVALUATION OF THE SELECTED 3: EVALUATION OF THE SELECTED ATTRIBUTES’ATTRIBUTES’MACROMACRO--CATEGORYCATEGORY
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• How much do you care for operating-range? [0] [1] [2] [3] [4] [5]Operating-range: km covered without refuelling
• How much do you care for road-holding? [0] [1] [2] [3] [4] [5]Road-holding: capacity of remaining adherent to the ground
• How much do you care for reliability? [0] [1] [2] [3] [4] [5]
Reliability: component life-time; preservation of declared performance
EXAMPLE: SCOOTER EXAMPLE: SCOOTER catcat. PERFORMANCE. PERFORMANCE
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• We have chosen 20 personal values20 personal values which could be considered as common values of human being
• The potential end-user evaluate each one of this values giving them a scorescore (from 0 to 5)
• These values are independent from the product
SectionSection 4: EVALUATION OF THE PERSONAL 4: EVALUATION OF THE PERSONAL VALUESVALUES
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• How much do you care for ambition? [0] [1] [2] [3] [4] [5]
• How much do you care for calm and relax? [0] [1] [2] [3] [4] [5]
• How much do you care for imagination? [0] [1] [2] [3] [4] [5]
• How much do you care for fun? [0] [1] [2] [3] [4] [5]
SectionSection 1: EXAMPLE1: EXAMPLE
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DATA STATISTICAL ANALYSISDATA STATISTICAL ANALYSIS
1.1. IdentificationIdentification of the of the mostmost meaningfulmeaningfulattributesattributes and and valuesvalues, , withwith relative relative weightweight
2.2. IdentificationIdentification of the relations of the relations betweenbetween the the elementselements previouslypreviously selectedselected
Statistical analysis needs two steps:
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•• Using canonical correlation analysis it is possible to Using canonical correlation analysis it is possible to identify the values more correlated with identify the values more correlated with product product attributesattributes
•• On the contrary,On the contrary, all attributes are taken into all attributes are taken into considerationconsideration
1st STEP: IDENTIFICATION OF ATTRBUTES 1st STEP: IDENTIFICATION OF ATTRBUTES AND VALUESAND VALUES
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The sum of the scores in each questionnaire gives the relative weight of each value and attribute.
Score in a questionnaireScore in a questionnaire
Sum of the scores(RELATIVE WEIGHT)Sum of the scores
(RELATIVE WEIGHTRELATIVE WEIGHT)
1st STEP: IDENTIFICATION OF ATTRBUTES 1st STEP: IDENTIFICATION OF ATTRBUTES AND VALUESAND VALUES
AMBI
ZIO
NE
CAL
M /
REL
AX
IMAG
INAT
ION
FUN
STAT
US
SEN
SE O
F BE
LON
GIN
G
TRU
ST
FREE
DO
M'
INTE
RE
ST
FOR
O
THER
PEO
PLE
CU
RIO
SIT
Y
HAP
PYN
ESS
RES
PON
SABI
LITY
2 2 0 0 0 0 0 0 1 0 2 2
2 1 3 3 2 3 3 4 3 1 2 3
3 4 5 5 5 4 4 5 5 4 5 5
124 127 126 176 132 144 167 166 126 136 168 157
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IMMAGINAZIONE
DIVERTIMENTO STATUS FIDUCIA
FELICITA' SODDISFAZI
ONESICUREZZA
LINEA 0,4 0,3 0,2 0,3 0,3 0,2
IMMAGINE 0,4 0,3 0,4 0,2 0,5 0,2
MARCA 0,1 0,0 0,0 0,1 0,2 0,1
DECORAZIONI 0,0 0,3 0,0 0,1 0,1 0,1
DIMENSIONI 0,3 0,3 0,3 0,3 0,4 0,1
COLORE 0,1 0,1 0,1 0,1 0,3 0,1
Looking the statistical matrix that comes fromcanonical correlation:
For example:
Relation value betweenattribute and value
(1=maximum correlation)
Relation value betweenattribute and value
(1=maximum correlation)
2nd STEP: IDENTIFICATION OF THE RELATIONS2nd STEP: IDENTIFICATION OF THE RELATIONS
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BUILDING OF THE COGNITIVE MAPBUILDING OF THE COGNITIVE MAP
For example, we propose the cognitive map for 'Performance' category of a Derbi scooter
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THE COGNITIVE MAP THE COGNITIVE MAP
ENVIRONMENT
ALTRUISM
FREEDOM HAPPINESS
TRUST SAFETYLAW
ECO-COMPATI
BILITY
AGILITY SAFETY
ROAD HOLDING
RELIABILITY
CONSUMPTION
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Weak relationships
ENVIRONMENT
ALTRUISM
FREEDOM HAPPINESS
TRUST SAFETYLAW
ECO-COMPATI
BILITY
AGILITY SAFETY
ROAD HOLDING
RELIABILITY
CONSUMPTION
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Weak relationships Average relationships
ENVIRONMENT
ALTRUISM
FREEDOM HAPPINESS
TRUST SAFETYLAW
ECO-COMPATI
BILITY
AGILITY SAFETY
ROAD HOLDING
RELIABILITY
CONSUMPTION
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Weak relationships Average relationships Strong relationships
ENVIRONMENT
ALTRUISM
FREEDOM HAPPINESS
TRUST SAFETYLAW
ECO-COMPATI
BILITY
AGILITY SAFETY
ROAD HOLDING
RELIABILITY
CONSUMPTION
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Weak relationships Average relationships Strong relationships Very strong relationships
ENVIRONMENT
ALTRUISM
FREEDOM HAPPINESS
TRUST SAFETYLAW
ECO-COMPATI
BILITY
AGILITY SAFETY
ROAD HOLDING
RELIABILITY
CONSUMPTION
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CONTACTS:CONTACTS:
Alberto F. De Toni: [email protected]
Alessandro Ganzit: [email protected]
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PROVOCATIONPROVOCATION& &
MOVEMENTMOVEMENT
A DIVERGENT TECHNIQUE A DIVERGENT TECHNIQUE FOR THE CREATIVE PROCESSFOR THE CREATIVE PROCESS
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TOOLSTOOLS
3Idea
Generation
4Evaluation
1External Mapping
2Internal Mapping
Provocation &Movement
EDUCATION QUESTIONNAIRES GROUP SESSIONS
0Predisposition
tech
niqu
esph
ases
WE ARE HERE!WE ARE HERE!
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Provocation: you leave reasoning by using an apparently illogic thought
Example: restaurants do not let you to pay
Movement: you get a new useful idea after having accepted the previous provocation
Esempio: you don't need to pay immediately (Diners Club)
PROVOCATION & MOVEMENT
Adapted from E. De Bono
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TECHNIQUES OF PROVOCATION & MOVEMENT
Provocation
Movement
1. Negation
1. Extracting a principle
2. Focusing on differences
2. Change of logic3. Exaggeration
4. Dream
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TECHNIQUES OF PROVOCATION
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1. NEGATION
2)Negate reality
1)Detailed description of something we take for granted
Particularly useful to examine methods, procedures or stable systems
It shakes existing procedures, forcing to consider them deeply and in a new way
Steps:
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1. NEGATION
Examples:
Ex. 1 :
“P: Scooter is a tailoring product ” “Scooter is a mass product”
Ex. 2 :
“P: Let’s change our hull just for the fun of it” “You change your hull when it is strictly necessary”
Ex. 3 :
“P: I create my own scooter by myself” “You buy your scooter at the shop and it is ready”
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It is obtained by modifying usual order of events, time sequence, cause-effect relationships, semantic relationships, …
2. CHANGE OF LOGIC
Es.2 :
“P: During the trip, I 'fill up' too”“During the trip I fill the scooter up”
Es. 1 :
“P: The keys look for me”“I look for the keys”
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It requires measures and dimensions: number, frequency, volume, temperature, duration…
It means suggesting a measure which is outside from usual range.
3. EXAGGERATION
Es. 1 :
“P: Policemen have six eyes”“Policemen have two eyes”
Es. 2 :
“P: Scooters are colourless”“Scooters present few colour variations”
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It is obtained by expressing a fanciful desire which is impossible to realize.
4. DREAM
Ex. 1 :
“P: My scooter should always be brand-new”“The hull of a scooter can be scratched very easily”
Ex. 2 :
“P: My scooter is as comfortable as my car”“Travelling by scooter is not very comfortable”
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TECHNIQUES OF MOVEMENT
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They allow your mind to move freely after a provocatory statement in order to reach a useful idea.
TECHNIQUES OF MOVEMENT
1. Extracting a principle
2. Focusing on differences
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List meaningful characteristics from the subject of provocation.
1. EXTRACTING A PRINCIPLE
Example: finding new means of communication for an advertising agency
“P: Let's go back to the town crier”
You use public telephones free of charge and the conversation is interrupted by advertising messages
Movement:principles
Creative Idea:
Provocation:
• The town crier stays among people• The town crier can modify his message according to the
audience• The town crier cannot be “turned off”
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Movement:differences
Creative Idea:
Provocation: “P: Scooters are as comfortable as cars”
2. FOCUSING ON DIFFERENCES
Compare differences between new (provocation) and old(reality) way of doing things.
Example: Create a scooter for middle-aged people
• Scooters may have heating
• Living spaces are wider
• Position is more correct thanks to a comfortable seat
Wide loading rooms focused on one use (laptop, bottlerack,…). Mobile back that can also be used as a backpack. Adjustable seat.
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CONTACTS:CONTACTS:
Alberto F. De Toni: [email protected]
Alessandro Bonanni: [email protected]
Alessandro Ganzit: [email protected]
Mauro De Bona: [email protected]
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CREATIVITY TEMPLATECREATIVITY TEMPLATE
A STRUCTURED APPROACHA STRUCTURED APPROACHTO CREATIVE PROCESSTO CREATIVE PROCESS
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TOOLSTOOLS
3Creative Process
4Evaluation
1ExternalMapping
2InternalMapping
CreativityTemplate
EDUCATION QUESTIONNAIRES GROUP SESSIONS
0Predisposition
tech
niqu
esph
ases
WE ARE HERE!WE ARE HERE!
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Jacob Goldeberg (Hebrew University Jerusalem)works for Intel, Motorola, Mastercard,…
AUTHORS OF THIS TECHNIQUEAUTHORS OF THIS TECHNIQUE
David Mazursky (Hebrew University Jerusalem)world-famous Marketing expert
Sorin Solomon (Hebrew University Jerusalem, Racah Institute)theoretic physicist
Published for the first time in 2002
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• 4 ideative schemes for a structured approach to innovation processes
• many new and successful ideas about products or services can be taken back to one of the templates
• a lot of well-known enterprises adopt this approach(e.g. Philips, Ford, Kodak, Coca-Cola, Motorola, exc.)
WHAT ARE CREATIVITY TEMPLATES?WHAT ARE CREATIVITY TEMPLATES?
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Domino’s Pizza: leader in home delivery. Its success derives from reducing price in case time of delivery isover half an hour.
Innovative element: price of pizza is no longerconstant, but depends on delivery (step function).
New relation between price and a characteristic of the service
EXAMPLE 1EXAMPLE 1
Time of delivery
pric
e
Time of delivery
pric
e
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Substituting a product component withanother available resource
Wirefree (1999) : mobile phone loudspeakerssubstituted by car loudspeakers
EXAMPLE 2EXAMPLE 2
Advantages: sound quality (which depends on loudspeakers dimensions)increases significantly without any increment of cost
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AttributeAttribute dependencedependence templatetemplate
CreativityCreativity TemplatesTemplates
ReplacementReplacement templatetemplate
DisplacementDisplacement templatetemplate
Attribute
2.
3.
Replacement
1.
Displacement
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1. 1. AttributeAttribute dependencydependency templatetemplate
Basic Basic principlesprinciples
ForecastingForecasting matrixmatrix
HypotheticalHypothetical casecase
ApplicationApplication exampleexample
Basicprinciples
Forecastingmatrix
Hypoteticalcase
Applicationexample
Attribute
2.
3.
Replacement
1.
Displacement
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identify 2 independent variablesand create a new dependencebetween them
the connection can be represented by a stepfunction
x
y
x
yx, y
independentvariables
y depends on x
BASIC PRINCIPLESBASIC PRINCIPLES
Basicprinciples
Forecastingmatrix
Hypoteticalcase
Applicationexample
Attribute
2.
3.
Replacement
1.
Displacement
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How to compete with Domino’s Pizza?
Successfulelement:
Consequence:
Domino’s pizza: Hypotetical competitor
Adding a new dependenceto pizza home delivery
Price as a dependentvariable
price reduction in case time of delivery is over half an hour
The consumer is lesssensitive to delay in general (bet effect)
A HYPOTHETICAL CASEA HYPOTHETICAL CASE
Basicprinciples
Forecastingmatrix
Hypoteticalcase
Applicationexample
Attribute
2.
3.
Replacement
1.
Displacement
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interesting variable; butthere is often a dependencyalready between price and
customer's habits
perhapspast orders
very important and measurable variableyestemperature
this is a component and nota variablenoadding a drink
price already depends on number of extranonumber of extras
price already depends on pizza dimensionsnopizza dimensions
Motivation
Is it possible to adda new dependence
by using thisvariable?
Variable
Basicprinciples
Forecastingmatrix
Hypoteticalcase
Applicationexample
Attribute
2.
3.
Replacement
1.
Displacement
VARIABLES FOR A NEW DEPENDENCYVARIABLES FOR A NEW DEPENDENCY
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Pizza is full price if it is over a certain temperature
Marketing message:pizza taste depends on its temperature and not on time delivery
IS YOUR PIZZA STILL HOT AND TASTY???IS YOUR PIZZA STILL HOT AND TASTY???
Temperature
pric
e
Temperature
pric
e
Basicprinciples
Forecastingmatrix
Hypoteticalcase
Applicationexample
Attribute
2.
3.
Replacement
1.
Displacement
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How can we find Attribute dependence variables?
How can we evaluate the feasability and profitability of a new idea?
… by using the Forecasting Matrix
Basicprinciples
Forecastingmatrix
Hypoteticalcase
Applicationexample
Attribute
2.
3.
Replacement
1.
Displacement
LOOKING FOR NEW DEPENDENCIESLOOKING FOR NEW DEPENDENCIES
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HOW CAN WE IDENTIFY RELEVANT VARIABLES AND HOW CAN WE IDENTIFY RELEVANT VARIABLES AND SEARCH FOR NEW DEPENDENCIES?SEARCH FOR NEW DEPENDENCIES?
variableclassification
External: in contact with product butnot under producer’s control
Internal: under producer’s control(pizza price, pizza temperature, car colour,…)
(enviroment temperature,…)
Basicprinciples
Forecastingmatrix
Hypoteticalcase
Applicationexample
Attribute
2.
3.
Replacement
1.
Displacement
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Basicprinciples
Forecastingmatrix
Hypoteticalcase
Applicationexample
Attribute
2.
3.
Replacement
1.
Displacement
Control
010…
00010…
00101…
00000Traffic
00000Weather
ExternalVar.
0100…
00…
0Temperature
Price
InternalVar.
...……TemperaturePrice
Internal Variables
FORECASTING MATRIXFORECASTING MATRIX
1 = already existent dependencies0 = not yet existent dependencies
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AnAn applicationapplication exampleexample::DERBIDERBI
Basicprinciples
Forecastingmatrix
Hypoteticalcase
Applicationexample
Attribute
2.
3.
Replacement
1.
Displacement
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INTERNAL/EXTERNAL VARIABLES MATRIX
Pric
e
Line
Whe
el
dim
ensi
on
Dim
ensi
on
/Wei
ght
Pow
er
Col
our
Feed
ing
type
Dec
orat
ions
Price X 0 0 1 1 0 1 1Line 0 X 1 1 0 0 0 0Wheel dimension 0 1 X 1 0 0 0 0Dimension/Weight 1 1 1 X 1 0 1 0Power 1 0 0 1 X 0 0 0Colour 0 0 0 0 0 X 0 1Feeding type 1 0 0 1 0 0 X 0Decorations 1 0 0 0 0 1 0 XExternal temperature 0 0 0 0 0 0 0 0Visibility 0 0 0 0 0 0 0 0Driver's age 0 0 0 0 0 1 0 1
INTE
RN
AL
VAR
IABL
ES
EXTE
RN
AL
VARIA
BLES
INTERNAL VARIABLES
INTERNAL AND EXTERNAL VARIABLES
EXTERNAL VARIABLES
Basicprinciples
Forecastingmatrix
Hypoteticalcase
Applicationexample
Attribute
2.
3.
Replacement
1.
Displacement
Control
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Not interestingvariableYESWheel dimension
Make driving saferin case of bad weather
YESColour/Decoration
MOTIVATION
IS IT POSSIBLE TO ADD A NEW
DEPENDENCE BY USING THIS VARIABLE?
VARIABLEBasic
principles
Forecastingmatrix
Hypoteticalcase
Applicationexample
Attribute
2.
3.
Replacement
1.
Displacement
External Variable VISIBILITY:External Variable VISIBILITY: LOOKING FOR DEPENDENCIESLOOKING FOR DEPENDENCIES
EXAMPLE: COLOUR/VISIBILITY
A good idea could be to use a special paint or lighting devices in order to improve scooter visibility in adverse conditions.
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Pric
e
Line
Whe
el
dim
ensi
on
Dim
ensi
on
/Wei
ght
Pow
er
Col
our
Feed
ing
type
Dec
orat
ions
Price X 0 0 1 1 0 1 1Line 0 X 1 1 0 0 0 0Wheel dimension 0 1 X 1 0 0 0 0Dimension/Weight 1 1 1 X 1 0 1 0Power 1 0 0 1 X 0 0 0Colour 0 0 0 0 0 X 0 1Feeding type 1 0 0 1 0 0 X 0Decorations 1 0 0 0 0 1 0 XExternal temperature 0 0 0 0 0 0 0 0Visibility 0 0 0 0 0 0 0 0Driver's age 0 0 0 0 0 1 0 1
INTE
RN
AL
VAR
IABL
ES
EXTE
RN
AL
VARIA
BLES
INTERNAL VARIABLES
INTERNAL AND EXTERNAL VARIABLES
EXTERNAL VARIABLES
Basicprinciples
Forecastingmatrix
Hypoteticalcase
Applicationexample
Attribute
2.
3.
Replacement
1.
Displacement
INTERNAL/EXTERNAL VARIABLES MATRIX
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Reduce pollutingemissions in summer
YESFeeding type
Make the trip more comfortableYESLine
MOTIVATION
IS IT POSSIBLE TO ADD A NEW DEPENDENCE
BY USING THIS VARIABLE?
VARIABLEBasic
principles
Forecastingmatrix
Hypoteticalcase
Applicationexample
Attribute
2.
3.
Replacement
1.
Displacement
External Variable TEMPERATURE:External Variable TEMPERATURE: LOOKING FOR DEPENDENCIESLOOKING FOR DEPENDENCIES
EXAMPLE: LINE / EXTERNAL TEMPERATURE
possibility to add a mobile dome that comes out from the frame and shields the driver in case of bad weather
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Basicprinciples
Forecastingmatrix
Hypoteticalcase
Applicationexample
Attribute
2.
3.
Replacement
1.
Displacement
Control
Pric
e
Line
Whe
el
dim
ensi
on
Dim
ensi
on
/Wei
ght
Pow
er
Col
our
Feed
ing
type
Dec
orat
ions
Price X 0 0 1 1 0 1 1Line 0 X 1 1 0 0 0 0Wheel dimension 0 1 X 1 0 0 0 0Dimension/Weight 1 1 1 X 1 0 1 0Power 1 0 0 1 X 0 0 0Colour 0 0 0 0 0 X 0 1Feeding type 1 0 0 1 0 0 X 0Decorations 1 0 0 0 0 1 0 XExternal temperature 0 0 0 0 0 0 0 0Visibility 0 0 0 0 0 0 0 0Driver's age 0 0 0 0 0 1 0 1
INTE
RN
AL
VAR
IABL
ES
EXTE
RN
AL
VARIA
BLES
INTERNAL VARIABLES
INTERNAL AND EXTERNAL VARIABLES
EXTERNAL VARIABLES
INTERNAL/EXTERNAL VARIABLES MATRIX
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We push sales of thismodel among veryyoung customers
YESDriver’s age
Price is alreadydepending on power and engine
NOPower
MOTIVATION
IS IT POSSIBLE TO ADD A NEW
DEPENDENCE BY USING THIS VARIABLE?
VARIABLEBasic
principles
Forecastingmatrix
Hypoteticalcase
Applicationexample
Attribute
2.
3.
Replacement
1.
Displacement
Internal Variable VISIBILITY:Internal Variable VISIBILITY:LOOKING FOR DEPENDENCIESLOOKING FOR DEPENDENCIES
EXAMPLE: AGE/PRICE
we want to link the scooter’s price with the driver’s age in order to attract a younger market target age
price
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2. 2. ReplacementReplacement templatetemplate
DefinitionsDefinitions
Case Case studystudy
Operative Operative prescriptionsprescriptions
Basic Basic principlesprinciplesAttribute
2.
3.
1.Basic
principles
Definitions
Casestudy
OperativePrescriptions
Replacement
Displacement
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Substituting a resource or a component existing in the system or in its immediate neighbourhood tosatisfy a specific function
New component characteristics:
available in the local context
fulfil required function
Attribute
2.
3.
1.Basic
principles
Definitions
Casestudy
OperativePrescriptions
Replacement
Displacement
BASIC PRINCIPLEBASIC PRINCIPLE
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Component: autonomous part or subsystem (static object) both internal and external
Link between two components:1) Controlling component
2) Controlled component
Product configuration: the whole links of the product
DEFINITIONSDEFINITIONS
Attribute
2.
3.
1.Basic
principles
Definitions
Casestudy
OperativePrescriptions
Replacement
Displacement
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1. List components
2. Build product configuration
3. Choose an essential component and remove it from the configuration without removing its function
4. List external components physically or funcionally similar tothe excluded one
5. Connect each external component to the function lacking in component: new configuration
6. Look for a new market advantage
OPERATIVE PRESCRIPTIONSOPERATIVE PRESCRIPTIONS
Attribute
2.
3.
1.Basic
principles
Definitions
Casestudy
OperativePrescriptions
Replacement
Displacement
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1a. Internal components: legs, seat, back
1b. External components: floor, wall, user
floor
back
legs
seat
Humanbody
5
4
6
1
3
2
2. Chair configuration:Physical model
Essential components
CASE STUDY: A CHAIR (1/4)CASE STUDY: A CHAIR (1/4)
Attribute
2.
3.
1.Basic
principles
Definitions
Casestudy
OperativePrescriptions
Replacement
Displacement
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3. Component elimination (withoutremoving its function)
Intermediate chair configurationPhysical model
BackSeat
Humanbody
5
4
6
1
?
Attribute
2.
3.
1.Basic
principles
Definitions
Casestudy
OperativePrescriptions
Replacement
Displacement
CASE STUDY: A CHAIR (2/4)CASE STUDY: A CHAIR (2/4)
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4. Individuation of a component similar to the missing one
Criteria:
• external
• In contact with product
• Physically or functionally similar to missingcomponent
Possible solutions: wall, table, carpet, user, floor
Substitutive component: table (design and functional similarity)
??????
Attribute
2.
3.
1.Basic
principles
Definitions
Casestudy
OperativePrescriptions
Replacement
Displacement
CASE STUDY: A CHAIR (3/4)CASE STUDY: A CHAIR (3/4)
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backseat
Humanbody
5
4
6
1table
New chair configuration Physical model(a) (b)
5. New product configuration
6. New Advantages:- Children may sit at the appropriate height in relation to the
table- Easier to transport and to clean
Attribute
2.
3.
1.Basic
principles
Definitions
Casestudy
OperativePrescriptions
Replacement
Displacement
CASE STUDY: A CHAIR (4/4)CASE STUDY: A CHAIR (4/4)
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3. 3. DisplacementDisplacement templatetemplate
Attribute
2.
3.
Replacement
1.
Displacement
Basic Basic principlesprinciples
Operative Operative prescriptionsprescriptions
ExampleExample
Basicprinciples
OperativePrescriptions
Example
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BASIC PRINCIPLEBASIC PRINCIPLE
Attribute
2.
3.
Replacement
1.
Displacement
Basicprinciples
OperativePrescriptions
Example
It excludes an intrinsic component and its functionsfrom product configuration
It is a variant of the previous template.
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Attribute
2.
3.
Replacement
1.
Displacement
Basicprinciples
OperativePrescriptions
Example
OPERATIVE PRESCRIPTIONSOPERATIVE PRESCRIPTIONS
1. List internal and external components
2. Build product configuration
3. Choose an essential component and remove it from the configuration together with its function
4. Look for a new market advantage
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EXAMPLEEXAMPLE: A CHAIR: A CHAIR
backseat
Humanbody
(a) (b)New chair configuration
Chair’s leg function is not satisfied and the chair is on the floor
Physical model of the new chair
New Advantages: high stability (very useful on the beach)
Basicprinciples
OperativePrescriptions
Example
Attribute
2.
3.
1.
Replacement
Displacement
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CONTACTS:CONTACTS:
Alberto F. De Toni: [email protected]
Alessandro Bonanni: [email protected]
Mauro De Bona: [email protected]
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SIX THINKING HATSSIX THINKING HATS
A COLOURED TECHNIQUEA COLOURED TECHNIQUEFOR EVALUATIONFOR EVALUATION
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TOOLSTOOLS
3Creative Process
4Evaluation
1ExternalMapping
2InternalMapping
Six ThinkingHats
EDUCATION QUESTIONNAIRES GROUP SESSIONS
0Predisposition
tech
niqu
esph
ases
WE ARE HERE!WE ARE HERE!
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Author of the technique: E. De Bono (1985)
Are Are youyou reallyreally the the samesame personperson ifif youyou wear wear differentdifferent hatshats??????
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HOW WE THINK…
Different ways of thinking:
informationinformationlogiclogicemotionsemotionsdesiresdesirescreativitycreativity
We think in different ways simultaneously, oftengenerating confusionEx.: we look for a logical excuse for emotions
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PessimisticPessimistic
RationalRational
OrganizationalOrganizational OptimisticOptimistic
CreativeCreative
EmotionalEmotional
6 HATS = 6 WAYS OF THINKING
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WHY… SIX HATS?
To play a part(if you wear a clown’s dress,you can behave like a clown!)
To protect yourself(you can freely express your EMOTIONSEMOTIONS!)
To pay attention to every aspect of a problem
To change your register(stop being pessimistic!)
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1) WHITE: ABSENCEABSENCE of colour…neutrality, data, numbers, facts, information
2) RED: like PASSIONPASSION!… emotions, sensations, premonitions, intuitions
3) BLACK: like THUNDERTHUNDER!… negative aspects, risks, problems
4) YELLOW: here comes the SUNSUN! … positive aspects, constructive attitude, opportunities
5) GREEN: like GRASSGRASS… fertility of thoughts, new ideas, creativity
6) BLUE: like the SKYSKY above us…supervision, control, direction
BASIC RULES
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BASIC RULES
• “ Let’s put the white/red/black/yellow/ green/blue hat on”
• No more exhortations or reproaches
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WHITE HATWHITE HAT
… like a COMPUTER!!COMPUTER!!
Data, numbers
Information
Real things
Things said by others
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WHITE HATWHITE HAT
“ Let’s put the white hat on”
NO interpretations
NO opinions
Precise and specifique questions
2 levels of information:
• controlled facts
• believed facts
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THE RED HATTHE RED HAT
… like PASSION!!!!
Do you see red?
Emotions & sensations
Premonitions
Intuitions
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THE RED HATTHE RED HAT
“ Let’s put the red hat on”
Reactions & concerns
NO justifications
NO need to explain reasons
Visible sensations
Two cathegories:
1) common emotions (fear, aversion, suspicion)
2) premonitions, impressions, aestethic regards
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THE BLACK HATTHE BLACK HAT
…like THUNDER!!THUNDER!!Devil’s advocate
Negative judgments
Why isn’t your idea good?
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“ Let’s put the black hat on”
critical judgment
pessimism
STEPS:
1) is the premise valid & well-grounded?
2) is the consequence correct?
3) is the consequence necessary?
4) is it possible to find other consequences(or conclusions)?
THE BLACK HATTHE BLACK HAT
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THE YELLOW HATTHE YELLOW HAT
…like the
SUN!!SUN!!
Brilliance, luminosity
Optimism
Opportunity
Positive logical judgments(not emotional)
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“ Let’s put the yellow hat on”
advantages (gain & benefits)
towards positive results (efficiency & feasibility)
concrete and precise suggestions
prediction about the future
dreams & fancies
THE YELLOW HATTHE YELLOW HAT
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THE GREEN HATTHE GREEN HAT
…like GRASS!!GRASS!!
Fertility, creativity
Plant from the seed
Movement, provocation
Random words
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“ Let’s put the green hat on”
NEW ideas, concepts, perceptions
NEW approaches to problems
change
alternatives & options
lateral thought
humour
beyond what is well-known
THE GREEN HATTHE GREEN HAT
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THE BLUE HATTHE BLUE HATColdnessColdness & control& control
ConductorConductor
ThoughtThought aboutabout thoughtthought
Plan, Plan, organizeorganize
…like the SKY!!SKY!!
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THE BLUE HATTHE BLUE HAT
“ Let’s put the blue hat on”instructions to think
organization of thought
control & respect of the rules
right questions
define the problem
define the targets
explorative questions
summaries, conclusions, data, …
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Application to a DERBI product
Hide the scooter’s silencer fromsight by inserting the exhaustpipe into the tail
Evaluation with the six thinkinghats method
IDEA:
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Scooter
Motorbike
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WHITE hat
The idea consist into
combining the exhaust pipe
into the tail like GP motorbikes
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YELLOW hat
• aesthetic improvement
• More safety owing to the elimination of accidentalburns due to contact
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•Difficult mantainance for the exhaust pipe
•Less room for the carrier under the seat
•Heavy heat insulation neededbetween pipe and plastic
BLACK hat
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GREEN hat
• Build a more compact exhaust pipe
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RED RED hathat
- power
- aggressiveness
- desire to be the centre of attention
- desire of possession
- …
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Overall this idea seems good:
- apparently there are no big technical issues
- it stirs up mostly positive emotions
- problems pointed out by the black hat are notinsormountable
BLUE BLUE hathat
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CONTACTS:CONTACTS:
Alberto F. De Toni: [email protected]
Massimo Sanfilippo: [email protected]
Alessandro Bonanni: [email protected]
Luca Comello: [email protected]