Creativity Research
“You cannot think about thinking without thinking about something”
(De-Kleer, J)
Creativity in Advertising
Creative Ads
Creative Ads
Creative Ads
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 ?
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).
What Separates the Winners from the Losers
– 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.
What Separates the Winners from the Losers
– 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
Attribute DependencyExample: Pizza Deliveries
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
Attribute DependencyExample: Pizza Deliveries
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
Attribute DependencyExample: Pizza Deliveries
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:
Dependent and Independent Attributes
(A) Client Height
(B) Coat length
B A
Option 2:
Dependent and Independent Attributes
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
ReplacementExample 1: A Chair
Seat back
Table
humanbody
1
4
56
Stage 3 - Include and Join the Chosen Component to the Dangling Link
ReplacementExample 1: A Chair
Steam
ReplacementExample 2: Butter Patties in A Vat
A Partial Configuration of The Melting System
Vat Steam
Butter
ReplacementExample 2: Butter Patties in A Vat
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”)
ReplacementExample 2: Butter Patties in A Vat
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
DisplacementExample 3: A TV Set
Remote Control
Receiver
Package
The Show
Audio System
DisplacementExample 3: A TV Set
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
Components ControlExample 4: Shampoo
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
Components ControlExample 4: Shampoo
DirtHair
Eliminating the negative connection by adding a new component to the product configuration
UV Filtering Shampoo
UV Radiation
Components ControlExample 4: Shampoo
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