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Creativity techniques
Sarajevo
September 06, 2010

odit

Creativity techniques

Purpose: To enable the participants to:

Understand their personal role in creativity and innovation
Understand key elements of the environment relating to creativity and
innovation
Learn and use a range of powerful techniques for creative problem
solving
Solve some of the participants problems

Format:
A balanced mix of lecture and interactive small-group training with the
bulk of the time spent practicing problem solving "hands-on" with the
clients own problems.

Preliminary Questions
Who

Is affected by the problem?

Else has it?
Says it is a problem?
Would like a solution?
Would not like a solution?
Could prevent a solution?
Need it solved more than you?

When

Does it occur?
Doesnt it occur?
Did it appear?
Will it disappear?
Do other people see your problem as a
problem?
Dont other people see your problem as a
problem?
Is the solution needed?
Might it occur again?
Will it get worse?
Will it get better?

Where

Where is it most noticeable?

Is it least noticeable?
Else does it exist?
Is the best place to begin looking for
solutions?
Does it fit in the larger scheme of things?

Why

Is this situation a problem?

Do you want to solve it?
Dont you want to solve it?
Doesnt it go away?
Would someone else want to solve it?
Wouldnt someone else want to solve it?
Is it easy to solve?
Is it hard to solve?

Preliminary Questions
What

Might change about?

Are its main weaknesses?
Do you like about it?
Do you dislike about it?
Can be changed about it?
Cant be changed?
Do you know about it?
Dont you know about it?
Will it be like if it is solved?
Will it be like if it isnt solved?
Have you done in the past with similar
problems?

Principles underlie it?

Values underlie it?
Problem elements are related to
another?
Assumptions are you making about it?
Seems to be most important about it?
Seems to be least important about it?
Are the sub-problems?
Are your major objectives in solving it?
Else do you need to know?

one

Is the inner shape really a circle?

What is it...

The man who sold it did not want it.

The man who bought it did not need it.
The man who used it did not know it.
What is it?

How many faces can you see in the image?

Crossing the bridge

"U2" has a concert that starts in 17 minutes and they must all cross a bridge to get
there. All four men begin on the same side of the bridge.You must help them across
to the other side. It is night. There is one flashlight. A maximum of two people can
cross at one time. Any party who crosses, either 1 or 2 people, must have the
flashlight with them. The flashlight must be walked back and forth, it cannot be thrown
etc.

Each band member walks at a different speed. A pair must walk together at the rate
of the slower man's pace:

Bono:- 1 minute to cross Edge:- 2 minutes to cross Adam:- 5 minutes to cross Larry:10 minutes to cross

For example: if Bono and Larry walk across first, 10 minutes have elapsed when they
get to the other side of the bridge. If Larry then returns with the flashlight, a total of 20
minutes have passed and you have failed the mission.

Note: There is no trick behind this. It is the simple movement of resources in the
appropriate order. There are two known answers to this problem. This is based on a
question Microsoft gives to all prospective employees.

Straight Lines

Death in a Field

A man is lying dead in a field. Next to him there is an

unopened package. There is no other creature in the field.
How did he die?

Bottled Money

If you put a small coin into an empty wine bottle and replace
the cork, how would you get the coin out of the bottle without
taking out the cork or breaking the bottle?

Gaining Space

The bird and the cars

Consider a road with two cars, at a distance of 100 kilometres, driving towards each
other. The left car drives at a speed of forty kilometers per hour and the right car at a
speed of sixty kilometers per hour. A bird starts at the same location as the right car
and flies at a speed of 80 kilometers per hour. When it reaches the left car it turns its
direction, and when it reaches the right car it turns its direction again to the opposite,
etcetera.

The Question: What is the total distance that the bird has traveled at the moment that
the two cars have reached each other?

What is the ratio

A circle has an equilateral triangle touching it's circumference

on the outside and another equilateral triangle touching its
circumference on the inside, as pictured.
What is the ratio of the areas of these two triangles?

Creativity techniques

Problem Definition - including problem analysis, redefinition, and all

aspects associated with defining the problem clearly.

Idea Generation - The divergent process of coming up with ideas.

Idea Selection - The convergent process of reducing all the many ideas
into realistic solutions

Idea Implementation - Turning the refined ideas in reality.

Processes - Schemes and techniques which look at the overall process

from start to finish (or at least 3 of the above 4 areas)..

Creativity is a process
1.

Plan

2.

Do

3.

Implement the solution Communicate the plan and review the plan regularly
amongst all concerned.

Check

4.

Develop a solution and action plan Generate potential solutions, rank these and
then generate the tasks to deliver the solution. Construct a details plan

Review and Evaluate Use the performance measures identified in step 2 to

review and evaluate the results of the change

Act

Reflect and act on what you have learnt Assess the problem solving process to
obtain lessons learnt. Continue the improvement process where needed.

Brainstorming

Classic Brainstorming
Rawlinson Brainstorming
Imaginary Brainstorming
Trigger Sessions
Brainwriting

Classic Brainstorming

Arrange the meeting for a group of the right size and makeup (typically 4-8 people)
Write the initial topic on a flip board, whiteboard or other system where everyone can
see it. The better defined, and more clearly stated the problem, the better the session
tends to be.
Make sure that everyone understands the problem or issue
Review the ground rules

Avoid criticizing ideas / suspend judgment. All ideas are as valid as each other
Lots, Lots & Lots - a large number of ideas is the aim, if you limit the number of ideas people
will start to judge the ideas and only put in their 'best' or more often than not, the least radical
and new.
Free-wheeling. Don't censor any ideas, keep the meeting flow going.
Listen to other ideas, and try to piggy back on them to other ideas.
Avoid any discussion of ideas or questions, as these stop the flow of ideas.

Have someone facilitating to enforce the rules and write down all the ideas as they
occur (the scribe can be a second person)
Generate ideas - either in an unstructured way (anyone can say an idea at any time)
or structure (going round the table, allowing people to pass if they have no new
ideas).
Clarify and conclude the session. Ideas that are identical can be combined, all others
should be kept. It is useful to get a consensus of which ideas should be looked at
further or what the next action and timescale is.

Rawlinson Brainstorming

Rawlinson Brainstorming is useful variant of Brainstorming for untrained groups

because there is no interaction between group members, all ideas are directed
towards the facilitator

the problem owner simply describes in a headline the problem, he then gives simple
background on routes he has tried and have failed, and what would represent an ideal
solution
the resource (i.e.... all other participants) are invited to have a creative warm-up session and
then offer solutions to the problem as two word descriptors
the problem owner focuses on those ideas that give him new viewpoints

Imaginary Brainstorming

Imaginary Brainstorming is like Classic Brainstorming, but with a slight twist. The
ground rules etc. are the same, the differences are;
When defining the problem make sure that it has

a subject - who is acting

a verb - the action
an object - who / what is being acted upon.

Perform a (classic brainstorming) session

Define the essential elements of the problem, and identify which of the elements
above is the most directly tied to a successful solution.
Propose imaginary replacements for the other elements. e.g. formulate a new
problem statement, substituting one of the imaginary elements.
Brainstorm ideas for the imaginary problem
Apply ideas from the imaginary brainstorming back to the real problem statement.
Analyze all of the ideas (real, imaginary and combined) and take forward those of
most interest.

Trigger Sessions

Trigger Sessions are a good way of getting lots of ideas down from untrained
resources.
The Problem owner defines the problem
Each member of group writes down his ideas in shorthand (2 minutes only)
One member reads out his list - others silently cross out ideas read out and write
down Hitch-hiked ideas
The second member reads out his list of ideas not already covered, followed in turn
by other members
The last member reads out his original list and his Hitch-hiked list and procedure is
repeated counter current (i.e. if there are 6 folk, the order goes
1,2,3,4,5,6,5,4,3,2,1,2,3,4,5,6...)
A good group will be able to manage seven passes. Everyone's paper is then
collected and can be typed up into a single list of ideas - all duplicates should have
been crossed out during the session.

Brainwriting

BrainWriting is a technique similar to Brainstorming and Trigger Sessions. There are

many varieties, but the general process is that all ideas are recorded by the individual
who thought of them. They are then passed on to the next person who uses them as
a trigger for their own ideas.

BrainWriting Pool: Each person, using Post-it notes or small cards, writes down
ideas, and places them in the centre of the table. Everyone is free to pull out one or
more of these ideas for inspiration. Team members can create new ideas, variations
or piggyback on existing ideas.
BrainWriting 6-3-5: The name Brainwriting 6-3-5 comes from the process of having
6 people write 3 ideas in 5 minutes. Each person has a blank 6-3-5 worksheet.
Everyone writes the problem statement at the top of their worksheet (word for word
from an agreed problem definition). They then write 3 ideas on the top row of the
worksheet in 5 minutes in a complete and concise sentence (6-10 words). At the end
of 5 minutes (or when everyone has finished writing) pass the worksheet to the
person on your right. You then add three more ideas. The process continues until the
worksheet is completed. There will now be a total of 108 ideas on the 6 worksheets.
These can now be assessed.

Brainwriting

Idea Card Method: Each person, using Post-it notes or small cards, writes down
ideas, and places them next to the person on his or her right. Each person draws a
card from there neighbours pile as needed for inspiration. Once the idea has been
used, it is passed on to the person on the right along with any new, variations or
piggybacked ideas. 1 2 3 4 5 6 7 8 9 10.

Brainwriting

BrainWriting Game: This method is set in the form of a light-hearted competitive

game. Creativity methods normally avoid competition because it tends to be divisive.
However, as long as the game atmosphere is fun rather than overly competitive, and
the facilitator ensures that there are no significant losers, the game format might be
useful, particularly in training contexts where winning and losing are likely to be less
of an issue and both can be used to provide teaching material. The game will take a
little longer than some other brainwriting techniques. Very little facilitation skill is
needed. The structure is as follows:
1.

2.

3.

4.

5.

6.

7.
8.

Display the problem statement, and explain that the winner of the game is the one who devises the most
unlikely solution.
The facilitator sells each group member an agreed number (say 10) of blank, serially numbered cards at,
say, 10p each, pooling the money to form the prize. Each group member signs a receipt that records the
serial numbers of their set of cards.
Members try to think of utterly implausible solutions, writing one per card. The cards are then put up on a
display board.
Members now have (say) 15 minutes to silently read all the solutions, and to append to them (on further unnumbered cards or Post-its) ways in which they could be converted into a more practical way of solving the
problem (so reducing that ideas chances of winning).
Each member then has two votes (e.g. two sticky stars) to vote for what s/he now considers to be the most
improbable idea on the numbered cards. The idea that attracts most votes wins the pooled money.
Form two sub-groups, give half the cards to each, and give each group (say) 15 minutes to develop six
viable solutions from their cards.
Each sub-group tries to sell their ideas to the other sub-group.
Everyone comes together and agrees on the best ideas overall.

Brainwriting

Constrained BrainWriting: On a number of occasions you may want to constrained

ideas around pre-determined focus, rather than ranging freely. The versions
described here use the standard. Brainwriting pool technique, but bias the idea
generation by using brain-writing sheets prepared in advance.
1.

2.

3.

4.

Present starter ideas: The leader initiates the process by placing several prepared sheets of
paper in the pool in the centre of the table (see note below).
Private brainwriting: Each group member takes a sheet, reads it, and silently adds his or her
ideas.
Change sheet: When a member runs out of ideas or wants to have the stimulation of
anothers ideas, s/he puts one list back in the centre of the table and takes one returned by
another member. After reviewing this new list s/he has just selected, s/he adds more ideas.
Repeat until ideas are exhausted. No discussion at any stage.

Varying the level of constraint: Cued brainwriting: For mild constraint, the sheets
are simply primed with one or more starting ideas (e.g. SWOT's, issues) in the
required area.

Structured brain-writing: For a stronger constraint the sheets can be formally headed, each
sheet relating to a particular issue or theme, with participants being asked to keep the ideas
they contribute on each sheet relevant to the issue in the heading on that sheet.

Six Thinking Hats

White Hat thinking This covers facts, figures, information needs and gaps. "I think we need
some white hat thinking at this point..." means Let's drop the arguments and proposals, and look
at the data base."

Red Hat thinking This covers intuition, feelings and emotions. The red hat allows the thinker
to put forward an intuition without any need to justify it. "Putting on my red hat, I think this is a
terrible proposal." Usually feelings and intuition can only be introduced into a discussion if they are
supported by logic. Usually the feeling is genuine but the logic is spurious. The red hat gives full
permission to a thinker to put forward his or her feelings on the subject at the moment.

Black Hat thinking This is the hat of judgment and caution. It is a most valuable hat. It is not
in any sense an inferior or negative hat. The prior or negative hat. The black hat is used to point
out why a suggestion does not fit the facts, the available experience, the system in use, or the
policy that is being followed. The black hat must always be logical.

Yellow Hat thinking This is the logical positive. Why something will work and why it will offer
benefits. It can be used in looking forward to the results of some proposed action, but can also be
used to find something of value in what has already happened.

Green Hat thinking This is the hat of creativity, alternatives, proposals, what is interesting,
provocations and changes.

Blue Hat thinking This is the overview or process control hat. It looks not at the subject itself
but at the 'thinking' about the subject. "Putting on my blue hat, I feel we should do some more
green hat thinking at this point." In technical terms, the blue hat is concerned with meta-cognition.

Edward de Bono

Thank you

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