Module: Creative Investigation

Assignment 2:Idea Generation Techniques

M.Des 1.1

Name: Harshal Desai

Lecturer: Arabella Pasquette

Date of Submission

12/09/2011

Word Count: 3124

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TABLE OF CONTENTS

EXECUTIVE SUMMARY .................................................................................................. 2

INTRODUCTION: UNDERSTANDING PROBLEMS ......................................................... 3

PROBLEM SOLVING SKILLS ........................................................................................... 4

IDEA GENERATION TECHNIQUES ................................................................................ 4

DISCUSSION TECHNIQUES / BRAINSTORMING ....................................................... 5

DAYDREAMING .......................................................................................................... 7

FORCED RELATIONSHIPS ........................................................................................... 8

ATTRIBUTE LISTING AND MORPHOLOGICAL ANALYSIS ......................................... 8

CHECKLISTS ................................................................................................................. 9

OTHERS ...................................................................................................................... 10

IMPORTANCE OF METHOD AND TECHNIQUE ......................................................... 11

CONCLUSION.............................................................................................................. 13

Works Cited ................................................................................................................. 16

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EXECUTIVE SUMMARY

Ideas have been the driving force of humanity. From a simple circular wheel

carved from rock back in the stone ages to the first airplanes and

telephones, innovative ideas have sparked off revolutionary changes in

society. Now in this competitive world, ideas have become more important

to us than actions. Companies have begun asking designers to generate

solutions that meet the needs and desires of the consumer.

As such, there was a need to streamline and increase the efficiency of

producing and sharing ideas within teams. This gave birth to several idea

generation techniques, which allowed everyone to play a part in the

creative process, a role allotted strictly to designers and engineers for the last

few years.

Idea generation techniques meant anyone could participate in creating

new ideas. It allowed people to share and build up on existing solutions, to

foresee future problems, and essentially, to think big in terms of design. It

brought different specializations together to create a more diverse think-tank

that can tackle problems from several perspectives.

This report is divided into three parts.

First, we shall look into several idea generation techniques, both popular ones

and the uncommon ones, question their uses and value by providing

examples of products developed using the specific techniques.

Second, we discuss whether idea generation methods and techniques are

important in coming up with new ideas? Are they the driving factor in

generating ideas?

Lastly, we conclude with our personal view on idea generation techniques,

along with stating which methods, if any, would we prefer to use.

Towards the end we aim to achieve a better understand of the creative

thinking process as a whole and how to effectively solve all issues, design or

otherwise.

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INTRODUCTION: UNDERSTANDING PROBLEMS

It is essential to comprehend the nature of problems in order to select suitable

techniques to resolve them. Problems are normally conditions where we

experience uncertainty or difficulty in attaining what we want to accomplish,

for example laptop malfunctions preventing you from completing your

assignments or poor communication between teams reducing the efficiency

of a company.

According to (Drucker, 2008), there are four types of problems.

1. Truly Generic

2. Generic, but Unique for the individual institution

3. Truly exceptional, truly unique

4. Early manifestation of a new generic problem

Truly generic problems are the most common issues that come up within a

person‟s work environment for instance, choices on how to maintain

inventory lists. Then there are issues that seem unique to an individual but are

actually quite generic. At times, a problem will be truly unique, as in

unexpected for instance the way parts of Singapore were flooded during last

year‟s rains, bringing traffic in certain areas to a standstill. It was a truly

exceptional situation. Lastly, there are unique problems that appear

frequently slipping into the generic category, for example the many issues

America has with hurricanes lately.

Once you have openly recognized and defined your problems, you can start

searching for possible solutions using your creativity and critical thinking and

finally choosing a best solution and have it implemented.

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PROBLEM SOLVING SKILLS

To solve any issue, we need to have analytical and creative skills.

Analytical skills require logical thinking to complete tasks like evaluation,

comparison etc. It is a very engineering-oriented approach of problem

solving, selecting an ideal solution from the options available by simply

narrowing down the possible choices, a convergence of ideas. Critical

thinking is something we use on a daily basis either consciously or

subconsciously for example, calculating the chances of winning in roulette,

or while shopping for fruit at the grocery store.

In contrast, creative thinking is a more divergent process, using a person‟s

imagination and ingenuity to generate a vast diversity of solutions. A method

provides solutions that may seem often unrealistic.

To be an effective problem solver, one needs to have the ability to shift

between analytical thinking and creative thinking mind-set. Unfortunately,

traditional education greatly encourages and develops analytical thinking,

which is why there was a necessity to come up with tools to produce ideas in

the work environment, commonly known as idea generation techniques.

IDEA GENERATION TECHNIQUES

Creative thinking involves a large amount of inventiveness and ingenuity that

needs to be organised and focused using certain processes in order to

channel it towards a practical solution. These processes seek to produce a

variety of conceivable solutions and apply numerous techniques that inspire

people to think outside the box.

We ideate to improve the collective viewpoints and assets of our teams. We

ideate to create fluency and flexibility in our innovation options. Idea

generation techniques are a method that encourages creative actions

concentrating on techniques for divergent thinking, ways of re-framing

problems and so on. Some methods require groups of two or more people.

There are nearly two hundred types of idea generation techniques available

to promote creativity. (Creativity Techniques, 2011)

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A vital element in nearly all of these techniques is to avoid being

judgemental, which means avoiding any type of evaluation. Evaluating ideas

at this stage constrains the brain in making unusual and potentially valuable

connections. Sometimes it is easier to come up with radical concepts when

we know we are only 'playing'. As soon as our minds face a serious objective,

we reject these concepts, either consciously or subconsciously, simply

because they do not seem „practical‟. (The Road to a Solution)

For effective idea generation we need to coerce our mind to believe it is

playing a game. Taking a light-hearted approach generally suspends

judgement of ideas and lets your creativity flow without restrictions.

Considering there are nearly two hundred ways to make idea generation

appear as if it is a game, it should be relatively easy to achieve a vast

number of concepts. The key is to focus on the quantity of ideas and not on

the quality right now. Let us take an in-depth look at some of the techniques.

DISCUSSION TECHNIQUES / BRAINSTORMING

The most common way to explore ideas is to talk about them with other

people. Every individual has a unique perspective on the issue and its

consequences. Even if they do not contribute significant ideas, their input

might trigger new lines of thought for the rest of the group.

The term often used for such group discussions is „Brainstorming‟. This

technique is particularly beneficial when people wish to break out of

conventional thinking styles, so they can look at a problem from a new

perspective. A diverse team increases the productivity of concepts explored,

allowing you a greater chance to achieve an optimal solution. It also

creates a bonding experience between team members contributing to an

overall positive work environment. (Brainstorming Techniques - Mindtools)

Another reason why brainstorming is most popular among groups is that it

allows equal opportunity for all participants to give out their ideas. In

conventional groups, some participants may assert dominance over the

quieter members. Others may even be scared of mockery and ridicule,

preventing them to share their ideas. In contrast, brainstorming is an authority-

free environment where everyone is encouraged to participate.

It is an informal method of solving problems using „lateral thinking‟, a phrase

coined by Edward de Bono. Lateral thinking was extremely important for any

brainstorming technique. It is simply a way of approaching problems from

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unexpected angles. A great example is Ford Motor Corporation asked

Edward de Bono for advice on how to make their cars more attractive for

consumers. Dr. de Bono looked at the problem from a different perspective,

completely reframing it by asking how Ford can make the entire driving

experience better for their customers. This new viewpoint followed a creative

idea stating that Ford should buy up parking spaces all over the major city

centres making them available to just Ford cars. (Sloane, 2009)

There are six simple rules for an effective brainstorming session. They are as

follows:

1. Do not criticize: criticism prevents people from making proposals and

expressing possibilities. Any idea is valid in brainstorming.

2. Keep the process manager-free: the presence of dominant ego figures

inhibit the flow of ideas from the team.

3. Time pressure: Setting a time by which the session should end keeps the

pressure on, forcing generation of more ideas.

4. Avoid resolve: Do not start agreeing to an idea that looks like a

potential winner during the session. Carry on generating ideas during

the allotted time. Ideas can be resolved during the evaluation stage.

5. Bulk ideas: Focus on quantity, not quality.

6. Let go: Participants must not be frightened of contributing odd, crazy or

wild ideas, although this does not mean participants should not take

the session seriously.

While group brainstorming is most effective, one can brainstorm on their own

too. The benefit of this would be you are free from any inhibitions, allowing

you to come up with much more ideas individually. Generally in-group

sessions, people tend to focus more on what other people are saying instead

of coming up with their own ideas, while brainstorming on your own means

not worrying about ego clashes or distractions or waiting for your turn to

speak up. However, you might not end up developing the ideas fully since

there is a lack of a wider experience and skill range that would be available

in a group session. (Brainstorming Techniques - Mindtools)

There are several brainstorming techniques available to choose from for

generating your ideas. The ever-classical mindmap where you make links to

ideas using a process of association, using sticky notes to get messy ideas in

order by forming clusters of similar keywords, popularly called as the scribble-

say-slap technique.

Koinonia, meaning spirit of fellowship is another technique suggesting people

should brainstorm with others in your field, a method popularly used by

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Einstein. Greek philosopher Socrates, where he and other philosophers would

sit together and debate on various issues also used this method. For an

effective collaboration this technique followed a simple method of

establishing dialogue, exchanging ideas, not arguing or interrupting another

person, just listening carefully and clarifying your thought processes. Koinonia

helps remove barriers that inhibit people from collaborating honestly,

allowing ideas to flow more freely within groups. (Michalko, 2006)

Starbursting, where a team member suggests a new product or idea and

others bombard questions and answer them quickly. For instance, suggesting

an idea for a bicycle would immediately generate questions like, who is the

customer? Cyclists. What type of cyclists? Freestyle BMX cyclists who need

extra support and flexibility in the bicycles, and so on. (Starbursting -

Brainstorming techniques from Mindtools)

Other brainstorming techniques would be the Round-Robin method where

everyone is given a stack of cards to write down their idea and pass it along

the group for others to add their input etc.

There are several brainstorming techniques available.

However brainstorming itself is just one method of idea generation.

DAYDREAMING

Heavily frowned upon especially in classes, being considered whimsical and

unproductive and generally disregarded by all, daydreaming is in fact one of

the most basic methods to generate good ideas.

The term „daydream‟ automatically brings out a playful uninhibited thought

process, involving just your resourcefulness and creativity to tinker around with

the problem at hand. It allows a person to connect with their issue

emotionally, which is valuable to generate a good idea. With a vivid

imagination, manipulation of ideas is quick and effective for predicting and

overcoming obstacles. Productive daydreaming focuses towards a specific

goal. It does not matter if it appears like an impossible task. Many famous

inventors have done so in the past and have sparked off ideas that led to life-

changing inventions, most notably, the airplane.

“Daydreaming is the quintessence of invention. If the Wright brothers did not

fantasize about flight, we would probably still be using the ferry.” (Self-quote)

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FORCED RELATIONSHIPS

It is a simple method of combining to unrelated ideas to come up with

something new. While it is not a strictly unique solution, it often results in a

variety of combinations that are often useful in society. Currently there are a

vast amount of products born out of forced relationships, for example a

digital watch which includes a calculator or an mp3 player, The Swiss army

knife, birthday cards with musical tunes etc.

Figure 1: Watch with mp3 player1

Majority of these ideas will not be groundbreaking discoveries; however, they

are still beneficial products and generally have a potential market in society.

ATTRIBUTE LISTING AND MORPHOLOGICAL ANALYSIS

This is an analytical approach to identify new combinations of inventions,

services or structures by identifying methods of improvement. To improve a

product the physical attributes of each component within the product is

noted down, every function of the component is described and examined to

check if changing it will improve or damage the product.

Morphological analysis is similar to forced relationships, allowing combinations

not just with the individual components of the product, but with other

components from different products. These techniques have been

particularly successful in creating new technologies.

1 Watch with mp3 player. Image retrieved on 09 September, 2011 from

http://www.chatterboxphonecable.com/sitebuildercontent/sitebuilderpictur

es/img_0036.jpg

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Figure 2: Black & Decker Screwdriver2

The simplest example of it would be a screwdriver, which has undergone

numerous variations including an electrical filament to detect current within a

circuit, magnetic tips for loose screws, multiple adjustments for variety of sizes,

inbuilt compartments to carry additional screws, joint for bending screwdriver

to reach odd angles etc.

This method is slightly time-consuming, as it requires a thorough search of

literally all possible combinations in order to get the perfect solution.

(Develop creative solutions - Mindtools.com)

CHECKLISTS

Simply put, they are a list of thought-provoking questions. These questions

help you target your search for detailed information and stimulate ideas at

the same time. People can apply the questioning on ideas and products

already developed to come up with new concepts.

2 Black & Decker Screwdriver. Image retrieved on 12 September 2011 from

http://toolhelpu.blogspot.com/

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A popular example, the „checklist for new ideas‟ from (Osborn, 1957)

consisted of a series of questions under specific that would be asked to

enquire about a product or concept. The headers included : put to other

uses? Adaptable? Magnify? Minify? Substitute? Rearrange? Reverse? And so

on.

Questions under the rearrange heading would probably be: rearrange

layout? Rearrange sequence? New patterns? And so on.

SCAMPER, a technique developed by Bob Eberie, is a well-known checklist

helping you think of changes that you can make on existing products.

SCAMPER is an acronym for Substitute, Combine, Adapt, Modify, Put to

another use, Eliminate, Reverse.

Checklists are often quite flexible and useful when people are stuck with a

particular problem

(The Road to a Solution)

OTHERS

Several techniques are available for idea generation, such as visualization,

which involves think of problems visually in order to better understand the

issue. The incubation & illumination process, where you take a break from a

problem you are stuck on, focusing on something completely different while

your mind continues to work on the idea subconsciously. This develops into a

period of illumination where you suddenly get a variety of solutions and you

quickly write them down, developing new parallel lines of thought.

There are virtually infinite amounts of idea generation techniques. Deciding

on a specific method is sorted out according to the type of problems you are

tackling and/or what solutions are you trying to accomplish.

Although some techniques may appear irrational and time-consuming, it will

take practice to make the techniques less mechanical and more intuitive.

(The Road to a Solution)

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IMPORTANCE OF METHOD AND TECHNIQUE

Idea generation techniques require a certain degree of skill in order to

produce innovative solutions effectively. As mentioned earlier, with the vast

amount of idea generation techniques, it will take practice of several ideas in

multiple scenarios before being able to select an ideal method intuitively.

In addition, certain techniques require practice to perfect their idea

generation process, especially when it comes to brainstorming sessions where

one must learn how to keep the momentum going without straying too far

from the task.

However, are methods and techniques important in actually coming up with

new ideas?

The answer is No, not exactly. Idea generation techniques do help in coming

up with new creative solutions, however they are merely methods to arrange

and fine-tune the concepts. Idea generation techniques are just a process

used to sort and develop ideas so it is easier to implement the next step in the

creative process, which is evaluating them.

However, what really creates new ideas is inspiration. Idea generation

techniques often streamline and build up on inspiration pre-existing within the

participants, although without the initial inspiration, the idea generation

process would not even begin.

Inspiration is essential for any creative activity. It is the key to unlock new

exciting concepts and the best part is the sources of inspiration exist all

around us. Inspiration can be derived from anywhere, both from obvious and

unexpected sources like magazines, music, literature, or from cross-

referencing the famous artists of yesteryear with modern contemporary

lifestyles. One could even be inspired by observing other creative disciplines

such as painting, sculptures, architectures, photography etc.

In addition, you cannot teach someone to get inspired. A natural trait that

develops on its own; inspiration is your mind‟s frame of reference.

(Hertzberger, 2005) summed up inspiration as “Everything that is absorbed

and registered in your mind adds to the collection of ideas stored in the

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memory, a sort of library that you can consult whenever a problem arises. So

essentially, the more you have seen, experienced and absorbed, the more

points of reference you will have to decide which direction to take: your

frame of reference expands”

Method and technique will help you develop on your idea, but it seldom

sparks the inspiration process. Even specific techniques like forced association

would reach a dead end if you decide to combine, say, lava lamps and

tube lights. Without the spark of inspiration, you are left juggling the two

products in your head without any results.

To sum it up,

“If we are to compare the creativity process to a chemistry experiment, then

inspiration would be the raw materials and idea generation would be the

Bunsen burner” (self-quote)

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CONCLUSION

If asked which techniques we prefer to use, our reply would be all of them. As

stated, it depends on the type of problem, and quite often, our choice would

include using multiple techniques to achieve our desired goal.

However, if one frames the question as which techniques we prefer to use to

generate ideas, our answer changes to none.

To us, the term „idea-generation techniques‟ is a misnomer. The notion of

using methods and techniques to generate ideas is itself flawed, because

you cannot generate true ideas.

The person who invented the wheel did not use mind maps to chart out a

probable solution to transport food and supplies from one place to another.

Ideas are borne out of necessity, and inspiration is what helps develop the

ideas. In this reference, „idea-generation‟ techniques are in fact, „idea-

MANAGEMENT‟ techniques.

Idea generation techniques is a business term, simply born in an attempt to

manage creation of new concepts. As soon as you use it as a tool to actually

create ideas, the system is flawed because then you are using an analytical

process to determine a solution. We already established that good ideas are

ones that use both the analytical side and creative side of your brain.

What is worse is most companies tend to fall back on the common idea

generation techniques every time there is need to solve a problem. More

often, mindmaps and sticky notes are used without rhyme or reason and

while they may be effective, they fall short compared to true idea

generation.

True idea generation comes from a person‟s own inspiration. It is the inherent

curiosity of an individual to keep asking questions. Einstein had stated that the

most important thing a person can do is not stop questioning.

(Quotationspage.com)

An individual must also be open to new rationales and arguments, to keep

evolving and not fall back on old concepts. It is essentially a child-like

approach to the world, observing and learning, adapting quickly, and

conjuring up wildly imaginative ideas. In contrast to brainstorming, it also

involves questioning ideas there and then to weed out the probably bad

ideas instead of just letting the process continue and weeding them out in

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the evaluation stage. Contrary to popular belief, there ARE bad ideas, and

by not eliminating them, all you do is increase your workload for the next

stage. Kids are quite brutal in that aspect, quickly deciding which idea suits

best and which does not. As adults however, we do learn to save the ideas,

even the bad ones on the off chance that they might spark new good ideas

for later.

Many people lose this child-like perspective and thus require „idea-

generation techniques‟ to make them view the problem of a kid‟s eyes. All

through the various processes, we encountered a familiar phrase, “to make

the process fun and playful”.

We believe you do not need a technique to achieve this mind-set. It is

already embedded within you, suppressed by your own inhibitions. While

certain people eventually start adapting to the techniques, learning to use

them intuitively, one cannot make a claim stating it was techniques that

helped you develop this frame of mind. It already exists within each of us

from our childhood years.

We, like some people, managed to retain it and thus do not need idea

generation techniques to come up with ideas. However, this does not mean

we do not use them.

Idea-management techniques are particularly helpful in organizing errant

ideas to piece together a clearer view of a bigger picture. They are different

ways of attacking a puzzle, either solving it linearly, systematically, or starting

at various points and ultimately conforming together to one solid idea.

While brainstorming and other tools are useful to us, they are not a necessity.

We do not have a need to fall back on „techniques‟ or guidelines in order to

create new ideas. By having a child‟s outlook on life, we naturally explore

about the problems presented to us, and ones that are hidden away.

If more and more people start referring to these „tools‟ as „techniques‟, then it

will lead to misinterpretation where people will solely start resorting to idea

generation to come up with new concepts. One must keep in mind, like all

techniques, they will eventually stop being effective.

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In the strictest sense, for us, the true idea generation tool is our mind. What

matters is how we implement the ideas. The world is our inspiration, and we

can achieve ideas from these business techniques like mindmaps, or from

playing board games like scrabble where a word might spark off a wave of

ideas, to even something seemingly mundane as washing your hair.

After all,

“Everyone who's ever taken a shower has an idea. It's the person who gets

out of the shower, dries off and does something about it who makes a

difference” (Brainyquote.com)

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WORKS CITED

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Mycoted.com: http://www.mycoted.com/Category:Creativity_Techniques

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Mindtools.com: http://www.mindtools.com/brainstm.html

Brainyquote.com. (n.d.). Retrieved September 12, 2011, from

http://www.brainyquote.com/quotes/quotes/n/nolanbushn130640.html

Develop creative solutions - Mindtools.com. (n.d.). Retrieved September 12, 2011,

from Mindtools.com:

http://www.mindtools.com/pages/main/newMN_CT.htm#other

Drucker, P. (2008). The Essential Drucker: The Best of Sixty Years of Peter Drucker's

Essential Writings on Management. Harper Paperbacks.

Hertzberger, H. (2005). Lessons for Students in Architecture. Rotterdam: 010 Publishers.

Michalko, M. (2006). Creative Thinking Technique: Koinonia. Retrieved September 12,

2011, from Creativethinking.net:

http://creativethinking.net/DT01_EinsteinsBrainstorming.htm?Entry=Good

Osborn, A. (1957). Checklist for New Ideas. In A. Osborn, Applied Imagination. New

York: Charles Scribner & Sons.

Quotationspage.com. (n.d.). Retrieved September 12, 2011, from

http://www.quotationspage.com/quotes/Albert_Einstein/

Sloane, P. (2009, March 03). How To Think What Nobody Else Thinks. Retrieved

September 12, 2011, from lifehack.org:

http://www.lifehack.org/articles/lifestyle/how-to-think-what-nobody-else-

thinks.html

Starbursting - Brainstorming techniques from Mindtools. (n.d.). Retrieved September

12, 2011, from Mindtools.com:

http://www.mindtools.com/pages/article/newCT_91.htm

The Road to a Solution. (n.d.). Retrieved September 12, 2011, from Tuition.com.hk:

http://www.tuition.com.hk/ideas.htm