Creativity, Management of Technological Innovation, KV Patri 1 Creativity and Its Management

Creativity, Management of Technological Innovation, KV Patri

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Creativity and Its Management


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Startingpoint

End Point

? ? ?

Forward Reasoning

Backward Reasoning

PROBLEM SOLVING

[Edward De Bono, Lateral Thinking for Management, Penguin Books, 1990]

Need: Knowledge


3

1: ?

End Point

? ? ?

DESIGN

2: ? ? ? ?

3 ? ? ? ?

StartingPoint

Need: Knowledge + Creativity


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1: ? 1:?

INNOVATION

2: ?

3 ?

StartingPoint

4:?

3:?

2:?

EndPoint

Need: Knowledge + Creativity


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• Provocation• Liberation• Intermediate Impossible

• Analysis• Description• Proof

ARRANGEMENTOF

INFORMATION


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POPO

Information

Creativity


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Basic Lateral Thinking Processes

• ESCAPE from cliches and patterns

• CHALLENGE assumptions

• GENERATE alternatives

• JUMP to new ideas and then see what happens (?)

• FIND new entry points from which to move forward (?)


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PO: A new functional word

• Logical thinking: YES/NO

Lateral thinking: PO

• PO is an escape from YES/NO.

• PO introduces a discontinuity function.

• PO is a fantasy device

• PO is an insight tool.

• Po is a repatterning tool.

• PO is a-rational, not antirational.

HYPOTHESIS

SUPPOSE

POSSIBLE

POTENTIAL

POETRY


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Number of ideas

5 min 10 min 20 min

PO


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Problem: Find the size of the constriction in the tubewithout pulling out the tube.


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PO Spaghetti

• Spaghettifilaments push filaments down the hole one by one until no more will pass through the constriction diameter is then given by the number of filaments used.

• Spaghettifilaments use fiber optics with a camera at the end to actually photograph the constriction.

• Spaghettimacaroni tube attach a small balloon to the tube and push through constriction in deflated state, then blow up balloon and try to withdraw tube determine degree of inflation which will just allow withdrawal, then measure the diameter of the tube.


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Creativity• The term ‘creativity’ comes from Sanskrit

kar, meaning “to make, originate, to bring into existence.

• Creativity is about exploring as an end in itself, being interested in the unassuming, paying attention to the strange and the weird, not intending to produce any particular result, but delighting in the process of exploration [Moore and Gillette].


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Technological Thinking

Systematic

Empiricism Omphaloskepsis

Intuitive

Flash ofGenius/Hunch

Creative Thinking A


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“Chase, Chance and Creativity: The Lucky Art of Novelty”

According to the book with the above title written in 1978 by J.H. Austin (a neurological scientist), creativity involves chance and there are four types of chances:

Chance I: Pure accident through ‘blind luck’. No purposive effort. We do not know how to motivate or encourage it.

Chance II: Results from action even when there is no clear goal. Kettering, the famous automotive inventor said “Keep going and the chances are you will stumble on something, perhaps when you are least expecting it. I have never heard of anyone stumbling on something sitting down.” May be applicable in certain purely empirical applied research. Lesson: Success may improve with more people employed.


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Some other ‘serendipitous’ products

Microwave oven, Bendix brake linings,

Gore-Tex, Dynamite, Puffed wheat,

Dextrose-Maltose, LSD, Penicillin,

Dramamine, X rays, Pulsars.


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Present day knowledge and

Experience

Problems

Exploratory Creativity Normative Creativity

Flow of ideas[Majaro 88]


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Serendipity

“‘Serendip’ was the ancient name of Ceylon or Sri Lanka used by Horace Walpole in his fairy-tale ‘The Three Princes of Serendip’. The heroes of this book ‘were always making discoveries of things they were not in quest of’. They simply floated over the waves of destiny and allowed chance to ordain the events that directed their lives.” [Majaro 88]


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Brain Jogging: Using a different approach each time, divide each of the following squares into four equal pieces

Time: 2 minutes


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Cover the nine dotswith four straightand continuous lines.In other words thelines must be drawnwithout lifting thepencil off the paper.

[Majaro 88]


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Cover all the ninedots with ONEstraight line.

[Majaro 88]


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A B

C D

Which of these four pictures differs from the rest?


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What was special about 1961

that has not happened since 1881?

[Majaro 88]


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Solution to first ninedots puzzle.

If you can do this oneyou are a lateralthinker and have anoriginal and flexiblemind.[Majaro 88]


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Solution to the Puzzle of Equidistant Trees

• Planting one tree on the top of a hill (or in a deep hole) makes it possible to plant the other three in a circle, thus they will be equidistant from each other. The problem seems difficult to solve when one is looking for a solution in one plane.

• Needs lateral thinking and flexible mind and the ability to search for solutions outside the narrow and conventional frame of reference.


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Solution to Historical Dates Puzzle

Both 1961 and 1881 read the same if turned upside-down and are read back to front. No other dates between these two years manifest this characteristic. After 1961 the next one is in 6009a long time to wait!

If you have solved this, you seem to have good lateral thinking.


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Ideas, like eggs, need time to hatch.


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The Creative Process: 5 Stages

Illumination

First Insight

Verification

Incubation

Preparation

Recognizing that a problem exists and determining to tackle it

Attempts to understand the problem and to produce solutions

Periods of relaxation allowing subconscious though

Sudden emergence of the idea (the ’act of insight’ or ‘creative leap’)

Conscious development and testing of the idea into a workable solution


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Gutenberg was trying for years to develop the printing press.

He couldn’t figure out how to take the types away from the paper without smudging till he happened to attend a wine harvest.

He got the feeling of ‘Eureka!’ there.

He extended the concept of wine press to printing.

EUREKA!


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What is intelligence?

• Theories about general intelligence, have been discussed since the early 20th century. Psychologist Charles Spearman defined general intelligence in 1904 as the kind of intelligence that is used to an extent in all intellectual tasks. This type of general intelligence is supposedly what is measured by standardized tests, such as IQ tests and the SATs.

• Gardner defines intelligence as the “ability to solve problems or fashion products that are of consequence in a particular setting or community.”


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Howard Gardner's Multiple Intelligence TheoryProposed in 1983 that there is no single quotient of intelligence,"

but rather there are seven:

• Visual / Spatial Intelligence: The ability to perceive the world accurately and to perform transformations upon one's perceptions. Highly developed in guides, interior designers, architects, artists, and inventors,

• Musical Intelligence: The capacity to perceive, discriminate, transform, and express musical forms. Highly developed in musical performers, aficionados, and critics.

• Verbal/Linguistic Intelligence: The capacity to use words effectively, either orally or in writing. Highly developed in story-tellers, orators, politicians, poets, playwrights, editors, and journalists.


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All thinking involves of logic.There are two kinds of logic.

CrispYes/No

Black/WhitePolar

FuzzyDepends

Shades of GrayDistributed Membership

0 10 1

YIN

YANG

ARISTOTLE BUDDHA

OCCIDENTALORIENTAL


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Left Right

Logic

Reasoning

Language

Numeracy

Analysis

Linearity

Abstract

Rhythm

Music

Imagination

Images, Color

Shape recognition

Day dreaming

General creativity

[Majaro 88]

Sees things in partsSequential

Sees things as a wholeHolistic


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Ink

Bottles

Grapes

Kegs

PaperScrew Actuated Printing Press

Movement along one axis

High Pressure

No rotationof platen

Need toremove charge

Screw actuated wine press

Gutenberg’s invention of the printing press: Two intersecting pales of thought


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Load the mind with pertinent information

and identify the value problems

Divert the mindto permit the

unconscious mindto solve the problem

Create an environment that

stimulates theunconscious mind

to deliverits solutions

Later we will study a technique called

VALUE ANALYSIS that helps implement

the ideas we have learnt concerning creativity.


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Three levels at which we use our mind.1. Conscious level:

communication of literal ideas and reality.

2. Preconscious level:

Data processes at an extraordinarily rapid rate with great freedom, assembling and disassembling many diverse patterns (as in a dream).

3. Unconscious level:

a. Use of special competence and knowledge

b. Express the needs dictated by the innermost concerns and emotions.

Kostler: “ “No problem was ever solved in the conscious mind.”


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“One of the scientists working on new printing technologiesat Hewlett Packard Laboratories in 1978 was John Vaught,and he drank a lot of coffee. John drank so much coffee thathe had to have his own coffee maker on his desk. Now, apercolator is a thermal pump with no moving parts but thecoffee itself. There is a heater at the bottom of the pot, afunnel covering the heater that has a tube to carry liquid upand out the top to a basket of coffee grounds. Heating thewater in the bottom of the pot forms big bubbles of steamthat push water (coffee) up the tube and out over the coffeegrounds. One day, as John was waiting for a fresh cup ofcoffee, he recognized that he could use this principle tomake an inkjet printer where heat, rather than a mechanicalpump, ejects the ink.”


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Exercise

Which of these types of intelligence are attempted to be ‘refined’ during school and university studies?

Which are of particular value to innovators?

Which are of particular value to product managers?

Explain your answers.


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Creating Innovative Product Ideas[Takahashi, 1999]

Ideas generation may be stimulated by attempts towards

• Imitation (e.g., imitating how a bird flies).• Analogy (e.g. ‘computer- hamburger’ analogy,

different modules/layers made to order.)• Combination• Transformation• Improvement• Invention

These six methods of triggering ideas can be repeated with respect to each of the fifteen design contexts factors shown in the next slide [Takahashi, 1999]. Thus, the method enables at least 90 new product ideas to be generated.


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The Right Way: Stage 1: Assembling Knowledge

Initial Feasibility Study

Market data including competition

Store Checks and Exhibitions

Group discussions with top market experts and

opinion formers

Creative Briefing

Assess company strengths and weaknesses

Agreed screening criteria

Screens


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The Right Way: Stage 2: Idea Generation

Idea Making

Creative Briefing

From enthusiasts and discussion

groups

From individuals

From brainstorming

First ideas list

From existing products

From other sources

From unexploited patents


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Idea generation

(60 ideas)

Idea screening

Feasibility

Implementation

(innovation)

(1)

Id

eas

rec

ycle

d

The

idea funneling

process


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The Right Way: Stage 3: Screening and Presentation

Screen First Ideas List

Short Ideas List

Product Concepts

VisualAppearance

Businessrationale

Draft technical

description

Test concepts with users


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The Right Way: Stage 4 Development and Implementation

Presentation

Product brief and budget for each product

R & D Product Design

Model Prototypes

Brand names and package designs


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Generating Ideas: Brainstorming• [Alex F. Osborne, ‘Applied ImaginationPrinciples &

Procedures of Creative Problem Solving’, New York, 1963, Charles Scribner’s Sons, 4th Edition.]

• Osborn was a modest and unassuming person who developed a personal passion for one subject: helping people, froups and organizations to become more creative [Majaro 88].

• He said: ‘It is a little like trying to get hot and cold water out of the dame faucet at the same time: the ideas may not be hot enough, the evaluation of them not cold or objective enough. The results will be tepid.”

• He suggested that the idea generation phase and idea screening phase must be de-coupled.


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1. C

once

pt2.

Str

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Ene

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4. T

echn

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y5.

Mat

eria

l

8. F

orm

7. D

imen

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9. F

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6. S

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15. L

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14. R

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13. M

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12. C

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11. P

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rman

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10. F

unct

ion

1. Innovation

2. Analogy

3. Combination

4. Transformation

5. Improvement

6. Invention


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Volume Place Time

Increase

Decrease

Diverse

Integrated

Transform

Transfer

BiggerHeavier

SmallerLighter

Expand

Segmented

LongerFast

ShorterSlow

Split

Combine

AbstractRounded

ConcreteEdged

Separate

Unified

DiscontinuousSequential

ContinuousConcurrent

Formal

Informal

All at onceForward

SeparatelyReverse

[Takahashi, 1999]


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Creative Phase: Intuitive Method

“Little by Little”The SIL Method

[Battelle Institute, Frankfurt]

• Each member of the team writes down two or more of her/his ideas for solving a defined problem. • Two members read their proposals aloud.• All the team members try to combine these two ideas into a new common solution concept.• Another member reads her or his own thoughts outloud to the team and again they attempt to create a new common solution.• This process is continued until the group has found an acceptable solution or the process is terminated when a given time limit has been reached.


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Package Shape Package Content Package Material

1. Cube2. Sphere3. Tube4. Cone5. Tetrahedron6. Hexahedron7. Parallelepiped8. Rhomboid9. Cushion-shaped

1. Liquid2. Paste3. Powder4. Gas5. Solid6. Grain7. Smell

1. Plastics2. Aluminum3. Paper4. Board5. Steel6. Paper/Plastic/La

minate7. Aluminum/Plast

ic/Laminate

You may select from977 = 441 possible combinations!

3D-Morphological AnalysisExploration of New Packaging Ideas


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Shape Smell Location

1. Pendantpomainder

2. Vinaigrette3. Pen-shaped

sprayer4. Pocket sprayer5. Standard aerosol

1. Aromatic salts2. Deodorants3. Menthol4. Roses5. Spiced lemon

1. Home2. Meat & fish

markets3. Public transport4. Public

conveniences5. Cinemas

You may select from555 = 125 possible combinations!

3D-Morphological AnalysisDeveloping a New Concept in Air Fresheners


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Materials Shapes Content Where

1. Paper2. Waxed paper3. Polystyrene4. Polyethylene5. Aluminum foil6. Rubber7. High barrier

plastics8. Aluminum/

Paper9. Laminates10. PVC11. PET

1. Beakers2. Cups3. Plates4. Multi-

compartment5. Grenade shape6. Condom7. Balloon8. Sachets9. Hip flask10. Inflatable belt

with straw

1. Coffee2. Tea3. Juices4. Meals5. Whisky6. Glucose water7. Syrup8. Pain killers9. Energy

producers10.

1. Home2. Canteens3. Coal mines4. Army5. Climbing6. Cycling7. Golf courses8. Space9. Gliding10. Cross-country

skiiing

Select from

11101010 = 11000

possible combinations!

4-D Morphological AnalysisNew Products in the Disposable Container Business


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Learning not Copying [Petty 97]

Exampleof GoodPractice

You learn the generalprinciples of good practice

YourWork

Copying

Why is itsuccessful?

Applyto your work


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Better Ideas

More Enjoyment

Enjoy the Inspiration Phase

You are moreengrossed,motivated,

spontaneous,and bold


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Time

Competence

Practicing thenew way andmaking it work

Trying thenew way

Doing theold way

Learning a New Approach


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Problem Example

• A lift in a building is usually very crowded.

• You are being asked to submit a quotation for solving the problem.

• You could quote a new and larger lift. This requires major modifications to the building. Cost = $500,000.

• You are looking for a far cheaper solution:


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“Ask an impertinent question and you are on the way to a pertinent answer”

[J. Bronowski, scientist]

• “Why?” followed by “So? ”

• Step-up using “Why?”

• “How?”

• “Unless?”

[Petty 1997]


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I need to reduce the waiting time for lifts.

WHY?

Because the lifts are inadequate.

WHY?

Because they are old-fashioned.

WHY?

Because they are in an old-fashioned building.

So, fit a new lift shaft.

So, modernize them.

So, move to a new building.

WHY-SO REASONING [Petty 1997]


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I need to reducewaiting time for lifts

Well, I could reduce theuse of the lift

By increasing theuse of stairs

How?

How?

Asking How?


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Step-up using “Why?”


Why?

Because people find waiting for the lift very frustrating.

Why?

Because they are bored.


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Side-stepping using “Unless?”

I want to reduce the frustration of waiting.

No! It is a nice rest to wait.

Unless! …you make waiting interesting by providing some sort of entertainment.


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Unless…I can get people to accept the waiting time in some way.

Either I need to reduce the waiting time for lifts.

Or….reduce the number of people using them.

Or….encourage alternative ways for people to get together.

Or…put people who communicate with each other a lot on the same floor.

No! the waiting time is perfectly acceptable, stop fussing!

No! let’s make use of the time for corporate communications. What about a noticeboard.


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The lifts are inadequate.

Unless…I can speed them up…

Either the lifts are inadequate…

Or…too many people are using them…

No! slow lifts are fine, they encourage informal communication.

It is boring waiting.

Unless …you make it interesting.


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I’ve hit a difficulty

Why?

Keep stepping upuntil you discoveryour true goal

Sidestep to another way of achievingthis goal

Or!Unless!

Step down to finda way of achievingthis in practice


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DrawingPins

Problem: How would you attachthe candle to the wall, with only the candle, a book of matches and a box of drawing pins.

[Petty 1997]


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TheCandle

Challenge

P

P

PP

Pin the candleto the wall

etc.

etc.

Shave the candle

to make it

thinner

Try again

shaving thinner

ProblemThe candle is toothick for the pins

ProblemThe candle splits

[Petty 1997]

Melt the candle

to make it thinner


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OriginalSolution

P

P

P P

t.

[Petty 1997]

ClichéSolution

Backtracking

Conventional thinking

Backtracking


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Analogy [Petty 1997]

If a lift were a train

• an announcer would tell you when it was about to arrive

• there would be stopping and express lifts

If a lift were a bus

• there would be a timetable telling you what times past the hour the lift would arrive

• you would be able to see it coming and rush for it


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Random Association [Petty 1997]

Edward de Bono suggests that you could choose a set of simple nouns at random from the dictionary and then work towards the the desired subject matter through random association.

Suppose a student is looking for the subject for her painting entitled ‘Human Group’.


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recitepoem or reading group as an audience at a poetry reading

revelation religious revelation angel appearing to group of shepherds

glove hand handshake group of people meeting for the first time


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Random Association: Lift Problem

Fork Branching into two could each lift shaft have two lifts in it, one abobe and one below?

Flow Could peak flow of people to the lift be reduced by staggering working hours and lunchtimes?

Fund Could people be required to pay (to charity) for a badge enabling them to use the lift?


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Provocation [Petty 1997]

A designer was working on a design for a flower pot that waters itself while the household is on holiday.

Suppose the plant could water itself:

Could you put back the water evaporating from the plant’s leave back into the soil?

Say, by putting a plastic cover on the leaves?


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If a lift were a taxi

• you could call one up whenever you needed it, and it would tell you when it had arrived

If a lift were a bicycle

• it would have a bell on it

• it would carry you there under your own steam, whenever you wanted to go (you could use the stairs)


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CreativityThe thinking process

that helps us to generate ideas

Screeningof

ideas

InnovationThe practical

application of such ideas towards

meeting the organization’s objectives in a

moreeffective way

[Majaro 88]


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Screening Ideas (Examples)

Criteria of Attractiveness

• Originality

• Simplicity

• User friendliness

• Ease of implementation

• Elegance

• Difficulty of copying

Criteria of Compatibility

Compatibility with

• Company objectives

• Availability of financial resources

• Corporate image

• Ability to protect or patent

• Needs to solve problem


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High Medium Low

Low

Med

ium

Hig

h

Creativity (Idea Attractiveness)

Inno

vatio

n (I

dea

Com

patib

ility

)

Best ideas

Secondbest ideas

Doubtfulideas

Secondbest ideas

Doubtfulideas

Poor ideas

Doubtfulideas

Poor ideas

Poor ideas


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Criteria of Evaluations (examples only.)

Idea AttractivenessEase of implementationOriginality

Sustainability

User-friendliness

Global acceptability

Compatibility CriteriaAvailability of financeSolutions to problems

Our image

Our ability to protect

Our marketing competence

Total Score

A B AxB

Weight

0.10

0.20

1.00

10 3 2710 9 8 6 5 4 0 Score

AID TO IDEA SCREENING


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What you could do to become an innovator

• Develop a desire to create (invent).

• Channel mental energy into creating.

• Review magazines on innovations regularly.

• Become familiar with unusual phenomena.

• Familiarize with areas of science not included in your curriculum.

• Investigate products before discarding them.

• Improve hands-on working ability (hence the prescription of your basic training even though it is “boring”).

• Remember that opportunities arise as technology changes.

• Do not be in a hurry to become a manager.


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How ‘you’ can improve ‘your creativity• Keep track of your ideas at all times.

• Pose new questions everyday.

• Maintain competence in your field.

• Read widely in fields that are not directly related to your field of interest.

• Avoid rigid patterns of doing things.

• Be open and receptive to your own as well other’s ideas.

• Be alert in observation.

• Engage in creative hobbies (arts, crafts, puzzle solving, etc.).

• Improve your sense of humor and laugh easily.

• Adopt a risk taking attitude.

• Learn to know and understand yourself.


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High Medium Low

Low

Med

ium

Hig

h

Level of Creativity

Lev

el o

f In

nova

tion

Winner

CreativeInnovator

ExtravagantlyCreative

CreativeImitator

Average

CreativeWaster

UncreativePlagiarist

UncreativeBumbler

Loser


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Organizational Barriers to Creativity[Majaro 88]

• Lack of organizational ‘slack’

• Inadequate emphasis on ‘thinking’ compared to ‘doing’

• Bureaucracy

• Too centralized organizational structure

• Poor lateral communication

• The ‘imported talent’ syndrome

• ‘Bean-counting’


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How can a manager promote innovation/creativity• Be willing to absorb the risks taken by subordinates.

• Be comfortable with half developed ideas.

• Be willing to stretch organizational policy.

• Be prepared to make quick decisions.

• Be a good listener.

• Do not dwell on mistakes.

• Focus and gear the pressure to goals.

• Foster interpersonal contact.

• Give continuous feedback.

• Recognize the need for outside stimuli.

• Recognize creativity - publicly.

• Put up with some innocent foibles

• Maintain a balance between need for freedom and the necessity of structure.


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In 1940s, David Packard createdthe concept of Management byWalking Around (MBWA). Sincethe quality is achieved by greatattention in each step. Personalinvolvement needs to be frequent,friendly, unfocused andunscheduled. And one of the ideasof this principle is seek out people’sthoughts and opinions.

Documents

Creativity, Management of Technological Innovation, KV Patri 1 Creativity and Its Management