CREATIVITY METHODS

Several methods have been identified for producing results. Here are some
popular ones.
OFF THE WALL THINKING
OTW thinking is a simple process for group problem solving and can be used
for any creative or thinking opportunity that requires the input of several
people.

The process of OTW is as given under:
Selecting a facilitator.
Knowing the rules of the game.
Independent thinking No talking.
Group discussion.
Group priority.
BRAINSTORMING
Alex F. Osborn employed brain storming to generate ideas, the method
worked. Instead of 5 or 6 ideas just an hour session had once produced, the
group of 7 people could now produce up to 150 at a sitting.
Brainstorming sessions are held when a company needs a lot of ideas.

Guidelines for effective brainstorming sessions:
Criticism is ruled out.
Freewheeling is welcomed.
Quantity is encouraged.
Combining and improving ideas in encouraged.
SYNECTICS
Synectics is a Greek word which means the fitting together of seemingly diverse
elements.
William J.J Gordon, developed this creativity process. The synectics theory is built on
the premise that success in problem solving is increased by using non-rational thought
to lead to rational solutions. The process, therefore involves making the strange
familiar and the familiar strange. This method relies heavily on analogical and
metaphorical thinking.
There are three types of analogies commonly used:
1. Fantasy 2. Direct analogy 3. Personal analogy

Gordon described five principles underlying the synectics method:
Deferment. Look first for viewpoints rather than solutions.
Autonomy of object. Let the problem take on a life of its own.
Use of the commonplace. Take advantage of the familiar to the strange.
Involvement/detachment. Alternate b/w entering into the particulars of the problem
and standing back from them, in order to see them as instances of a universal.
Use of metaphor. Let apparently irrelevant, accidental things suggest analogies that
are sources of viewpoints.


DIALECTIC APPROACH
A dialectic approach keeps propositions and counter-propositions explicit.

The idea is that two levels of knowledge advance through a process of Thesis
or posit; Anti-thesis or counter posit; then Synthesis (T-A-S).

In this method the members of the group evaluate the alternatives of solutions
for a problem by taking for and against stands.
Procedures for preparing and carrying out a dialectical debate:

1. Divide the group into 2 advocate sub-groups.
2. Have one group develop a set of recommendations for solving the problem
along with a list of all the key assumptions and facts underlying them and
give a copy of it to the other group.
3. Now the other group should develop another set of plausible counter-
recommendations whose assumptions contradict those of the first group.
4. Now when both the groups have catalogued their key assumptions, structured
debate b/w two sub-groups is ready to begin.
5. Have someone state the problem.
6. Elect an advocate from each group.
7. After the presentations from each side, the sub-group should then debate both
plans, the goal being to expose hidden and/or faulty assumptions.
8. Once the debate is completed, the group should agree on which assumptions
are most plausible and develop and/or fine tune their commendations based
on these surviving assumptions.

TECHNIQUES BASED ON PICTURES, MAPS
AND NETWORKS

PATTERN DIAGRAMS
These diagrams use associative thinking to help us clearly see the overall
picture. By emphasizing the links between ideas in a field, they encourage
us to think more freely and display the shape of our thinking
simultaneously.
The common patterns in use are:
Sequences PERT diagram shows sequence of activities
Cycles Working capital cycle (Cash-Raw material Finished goods-
Cash)
Maps Force field map of Kurt Lewin
Processes Production Process, marketing process, etc.

Pattern diagrams score over conventional note-taking (in lists) because:
Links between ideas are more obvious and less rigid;
Reading the diagram encourages us to rethink and revise our thoughts;
New information can be added more easily and nearly;
Every diagram in different, more personal and immediate and
therefore less vulnerable to mindsets;
The diagram encourages the generation of ever more ideas.
They are useful in any situation where information must be generated,
gathered, structured or recalled:
Preparing a report
Drafting a letter
Planning a presentation
Organizing the agenda for a meeting
Planning a schedule

Visual Metaphor
The idea behind the visual metaphor is to have people represent a problem
and how they see the problem solved in a pictorial form. Drawing skill is
unimportant and has no bearing on the use of the technique.


Mind Mapping

Goman (1989) describes a form of visual thinking called
mind-mapping.
Mind mapping is a lot like story boarding, except you dont
use the cards. The technique works for meetings, think tanks,
giving presentations, taking notes, writing reports, individual
study, group study or reading.

Fishbone Diagram

The cause & effect diagram is the brainchild of Kaoru Ishikawa, who pioneered
quality management processes in the Kawasaki shipyards, and in the process,
became one of the fathers of modern management. Kaoru Ishikawa used the fault
tree, or cause and effect diagram, to explore root causes of shipbuilding problems.
Today, cause and effect diagrams are very widely used to map the potential root
causes of all sorts.
An Example:
A firm is facing the problem of absenteeism.
The two broad categories and subcategories of causes are:
Personal and work related (Management, environment, machines and
workers).
The possible specific causes are:

Workers: Lack of int. in work, difficult jobs,
Management: bad boss, low wages, substandard raw materials
Machines: poor machines,
Environment: too hot, dirty, foul smell, etc.
Personal: family problems, money lenders harassment.
Tree or Systems Flow Diagram

It is a mapping technique. The steps involved are:
Define the goal
Disaggregate it into related sub-goals
Design the specific paths and processes required to resolve the
problem
Identify the factors which account for the existence of a given
problem
They can also be drawn as a free diagram, resembling a tree turned
on its side. From a single outcome or a trunk, branches extend that
represent major categories of inputs or causes that create that single
outcome. These large branches then lead to smaller and smaller
branches of causes all the way down to twigs at the ends.

Force Field Analysis

It is the graphic representation of a problem in terms that are readily
understandable and that can lead to the production of good solution.
In any problem situation, there are two types of forces.

Driving Forces Those working in favour of a solution.

Restraining Forces Those working against the implementation of a
solution to a problem.

Quality Circles
It is a small group of employees in the same work area or doing similar type of
work who voluntarily meets regularly for about an hour every week to identify,
analyze and resolve work related.
The important objectives of QCs are:
I. To improve quality of products / services, productivity and reduce cost
of production per unit of output;
II. To satisfy the workers psychological needs for participation,
recognition, etc.
III. To utilize individual imaginative and innovative skills through problem
solving techniques, etc.

Composition
Quality circle consists of the following
1) Members
2) Leader / Deputy Leader
3) Facilitator
4) Steering Committee
5) Top Management
6) Coordinating Agency
Benefits
QCs benefit both the members and the organization. Benefits for
members include:
Satisfaction of self-esteem and esteem from others.
Improved job satisfaction.
Self Development in terms of skills, knowledge, sensitivity
skills, etc.
Satisfaction of social and psychological needs.

Benefits to the organization include:

Improvement in the job performance of members.
Development of solution to the identified areas.
Development of problem solving ethics in the organization.
Development of harmony and mutual trust between members
and the management
Increased managerial effectiveness.
HAT THINKING
MEANING :
Technique of using the mind in a particular
situation to generate the creative IDEAS.
OR
A Way of generating new ideas by focusing
over a specific problem.
HAT : Means focusing on a given problem.(Red
hat, white hat, black hat, green hat, yellow hat,
blue hat)

(1) RED HAT THINKING
- Expressing the emotional feelings without
stating any reasons.
- It is about fears, likes & dislikes, love &
hate.
- No need for any justification or logical
reasons.

PURPOSE : Encourages intuitive thinking.
(2) WHITE HAT THINKING
Focus only on the available facts &
information.
Kind of objective thinking.
Facts & figures are listed :
(a)First class facts: checked & proved
facts
(b)Second class facts: believed to be
true.
PURPOSE : Finding missing information &
suggest sources for that.
(3) BLACK HAT THINKING
Way of looking at negative or danger
aspects of the problems.
Point out potential problems & faults.
Every statement must have logical reason.
PURPOSE : Analyzing the risk associated
with the problems.

(4) GREEN HAT THINKING
Open thinking process.
Finding alternate solutions to the problems.
Generates new IDEAS ,CONCEPTS &
PERCEPTIONS.

PURPOSE : Creative thinking & analysis of
the problem from every possible angle.
(5) YELLOW HAT THINKING
Giving attention towards the POSITIVE side
of the problems INSTEAD of paying attention
towards the negative aspect of the problem.
It is a positive & constructive thinking.
Explores the values & benefits,

PURPOSE : Important for VIEWING all
aspects of the situation.
(6) BLUE HAT THINKING
Way of planning the process of thinking the
problems.
It controls the thinking process & thinking
about what thinking is needed .

PURPOSE : Provides SUMMARY,
OVERVIEW & CONCLUSIONS of the
situation.

NOMINAL GROUP TECHNIQUE
Structured group approach to develop
IDEAS.
Size of the group is limited to 9 persons &
larger groups are divided into sub-groups.
It is based on the understanding that certain
groups goal can be achieved by WRITING
RATHER THEN BY DISCUSSION.
Each expert has an equal chance to express
ideas in parallel with other experts In group.
PROCEDURE OF NOMINAL GROUP TECHNIQUE
(1) SELECT LEADER, GROUP & PLACE
(2) STATE PROBLEM
(3) INDIVIDUAL THOUGHT
(4) COLLECT RESPONSES
(5) EXAMINE IDEAS

WRITING TECHNIQUES
DEFINITION :

It is a technique of using CARDS , SLIPS or
BOARDS for writing the IDEAS.
TYPES OF WRITING TECHNIQUES
BRAIN
WRITING
STORY
WRITING
CROWFORD
SLIP WRITING
STORY
BORDING
(1) BRAIN WRITING
(2) STORY WRITING
(3)CRAWFORD SLIP WRITING
The Idea was generated by
C.C.CRAWFORD in 1920s.
PROCEDURE :
(a)Each person in a group receives a
stack
of at least 25 3 X 5 slips of paper.
(b)A problem is represented verbally to
the
group using expressions as:How can
we..?
(c)One idea is recorded on one slip of
paper without thought being given to
ITS
RELATIVE IMPORTANCE.

(4) STORY BOARDING
Originally developed by DISNEY to help
manage the production of their animated
features.

BASIC AIM : is to quickly understanding the
meaning by glancing the board


PROCEDURE
Several packs
of 3 by-5
cards
Bright Markers
Write topic on
one 3-by-5 card
& paste it on
board
Sort cards in
3 categories:
Topic Card(main
topic)
Header
Card(general
topic)
Sub Card(sub
ideas)
Cards might
look like this:
TOPIC CARD
HEADER CARD
SUB CARD
SUB CARD
SUB CARD
(4) STORY BOARDING