Activities of Directed Creativity Cycle

Activities of Directed Creativity Activities of Directed Creativity CycleCycle

I. PreparationI. Preparation II. ImaginationII. Imagination

III. DevelopmentIII. DevelopmentIV. ActionIV. Action

Living with itLiving with it HarvestingHarvesting

EvaluationEvaluation

AnalysisAnalysis

GenerationGeneration

EnhancementEnhancementImplementationImplementation

ObservationObservation

Creative ElementCreative Element

How the Mind WorksHow the Mind Works

Some people claim not to be Some people claim not to be interested in the logic of creativity interested in the logic of creativity and are impatient to get on with the and are impatient to get on with the practical techniques. This is a practical techniques. This is a mistake, because you will not use the mistake, because you will not use the tools effectively unless you know tools effectively unless you know what lies behind the design of the what lies behind the design of the tool.tool. Edward de BonoEdward de Bono

Mental HabitsMental Habits Mental HabitsMental Habits

Opposite ChoicesOpposite Choices

Possible ChoicesPossible Choices

All past sensations

All past thoughts

Moment-to-moment thoughtsMoment-to-moment thoughts

Thought ProcessThought Process

Judgement/Judgement/ChoiceChoice

PreferencesPreferences BeliefsBeliefs SatisfyingSatisfying Action takingAction taking

Judgement/Judgement/ChoiceChoice

PreferencesPreferences BeliefsBeliefs SatisfyingSatisfying Action takingAction taking

Mechanics of the MindMechanics of the Mind

PerceptioPerceptionn

RegisteringRegistering RecognizingRecognizing EncodingEncoding

PerceptioPerceptionn

RegisteringRegistering RecognizingRecognizing EncodingEncoding

MemoryMemory StoringStoring RetrievingRetrieving AssociatingAssociating

MemoryMemory StoringStoring RetrievingRetrieving AssociatingAssociating

The World; RealityThe World; Reality

Higher-Order ThinkingHigher-Order ThinkingAlgorithms Heuristics Expertise

Activities of Directed Creativity CycleActivities of Directed Creativity Cycle





AnalysisAnalysis




Sir Issac Newton

AttentionAttention To What?To What?

Elements in the current realityElements in the current reality Features, attributes, and categoriesFeatures, attributes, and categories Assumptions, patterns, and paradigmsAssumptions, patterns, and paradigms Metaphors and analogiesMetaphors and analogies What works and does not workWhat works and does not work Anything you don’t normally pay Anything you don’t normally pay

attention toattention to

From What? Or to What?From What? Or to What? Current mental patternsCurrent mental patterns Time and placeTime and place Early judgementEarly judgement Barriers and rulesBarriers and rules Your past experiencesYour past experiences

EscapeEscape

AEM Model: Escaping from -AEM Model: Escaping from -

AssumptionsAssumptions Obvious things before usObvious things before us Paradigms in our Paradigms in our

industryindustry Limits of technologyLimits of technology

The way its doneThe way its done Logic & reasonablenessLogic & reasonableness Time & spaceTime & space Usual method/directionUsual method/direction

“A one-man university of the arts”

MovementMovement In What Sense?In What Sense?

In time or placeIn time or place To another point of viewTo another point of view Free associationFree association Building on ideasBuilding on ideas

Activities of Directed Creativity CycleActivities of Directed Creativity Cycle





AnalysisAnalysis




“A Commitment to Test Knowledge through Experience, Persistence, and a Willingness to Learn from Mistakes.”

Commitment to Test Commitment to Test KnowledgeKnowledge

Leonardo’s (1452-1519) practical orientation, Leonardo’s (1452-1519) practical orientation, penetrating intelligence, curiosity, and penetrating intelligence, curiosity, and independent spirit lead him to question much independent spirit lead him to question much of the accepted theory and dogma of his of the accepted theory and dogma of his time...time...



Leonardo’s (1452-1519) willingness Leonardo’s (1452-1519) willingness to reject imitation, question to reject imitation, question authority, and think for himself would authority, and think for himself would be remarkable in any age...be remarkable in any age...



Leonardo (1452-1519) knew that Leonardo (1452-1519) knew that learning from experience also meant learning from experience also meant learning from mistakes...learning from mistakes...



Leonardo (1452-1519) realized that one Leonardo (1452-1519) realized that one challenges the world view by first challenges the world view by first challenging one’s own view, cautioning that challenging one’s own view, cautioning that “the greatest deception men suffer is from “the greatest deception men suffer is from their own opinions.”their own opinions.”




Leonardo da Vinci (1452-1519) represented Leonardo da Vinci (1452-1519) represented the ideal of the "Renaissance man"—the the ideal of the "Renaissance man"—the person who fulfilled human potential in person who fulfilled human potential in many spheres of endeavor. Leonardo was a many spheres of endeavor. Leonardo was a sculptor, painter, architect, musician, sculptor, painter, architect, musician, engineer, and scientist. "Iron rusts from engineer, and scientist. "Iron rusts from disuse;" he wrote, "stagnant water loses its disuse;" he wrote, "stagnant water loses its purity and in cold weather becomes frozen; purity and in cold weather becomes frozen; even so does inaction sap the vigor of the even so does inaction sap the vigor of the mind."mind."

as· sump· tionas· sump· tion n.

1. The act of taking to or upon oneself: assumption of an obligation. 2. The act of taking over: assumption of command. 3. The act of taking for granted: assumption of a false theory. 4. Something taken for granted or accepted as true without proof; a supposition: a valid assumption. 5. Presumption; arrogance. 6. Logic. A minor premise.

Challenging AssumptionsChallenging Assumptions

Questions force you to expand your Questions force you to expand your perspective and invite you to walk on perspective and invite you to walk on the edge of chaos.the edge of chaos.

Questions are a natural fertilizer, Questions are a natural fertilizer, feeding the mind with new ideas.feeding the mind with new ideas.

Challenge Assumptions:Challenge Assumptions:Ask Dumb QuestionsAsk Dumb Questions

What happens if I pour rubber into my What happens if I pour rubber into my waffle iron? Bill Bowerman (inventor of waffle iron? Bill Bowerman (inventor of Nike Shoes)Nike Shoes)

Why can’t there be a reliable ovenight Why can’t there be a reliable ovenight mail service? Fred Smith (founder of mail service? Fred Smith (founder of Federal Express)Federal Express)

Why can’t we see in three dimensions Why can’t we see in three dimensions what is inside the human body without what is inside the human body without cutting it open? Godfrey Hounsfield cutting it open? Godfrey Hounsfield (inventor of the CAT scan)(inventor of the CAT scan)

Assumption BustingAssumption Busting1.1. List assumptions List assumptions

List all the assumptions, especially the obvious ones that List all the assumptions, especially the obvious ones that you would not consider challenging... you would not consider challenging...

2.2. Challenge assumptions Challenge assumptions Test each assumption. Ask under what conditions it Test each assumption. Ask under what conditions it

would not be true.. would not be true.. You will start to make assumptions as you challenge You will start to make assumptions as you challenge

some assumptions, simply add these to the list, and some assumptions, simply add these to the list, and challenge them later. challenge them later.

Find several ways in which you can force the assumption Find several ways in which you can force the assumption to be true. to be true.

3.3. This is the opposite way of challenging the This is the opposite way of challenging the assumption from 2. assumption from 2.

• Retrieved from "http://www.mycoted.com/Assumption_Busting"Retrieved from "http://www.mycoted.com/Assumption_Busting"

Problem ReversalProblem Reversal From "What a Great Idea" by Charles Thompson.

The world is full of opposites. Of course, any attribute, concept or idea is meaningless without its opposite. Lao-tzu wrote Tao-te Ching which stresses the need for the successful leader to see opposites all around:

The wise leader knows how to be creative. In order to lead, the leader learns to follow. In order to prosper, the leader learns to live simply. In both cases, it is the interaction that is creative.

All behavior consists of opposites... Learn to see things backwards, inside out, and upside down.

Problem ReversalProblem Reversal

The method: State your problem in reverse. Change a

positive statement into a negative one. Try to define what something is not. Figure out what everybody else is not doing. Use the "What If" Compass Change the direction or location of your

perspective Flip-flop results Turn defeat into victory or victory into defeat

Problem ReversalProblem Reversal1. Make the statement negativeMake the statement negative

For example, if you are dealing with Customer Service issues, list all the ways you could make customer service bad. You will be pleasantly surprised at some of the ideas you will come up with.

2. Doing What Everybody Else Doesn'tDoing What Everybody Else Doesn'tFor example, Apple Computer did what IBM didn't, Japan made small, fuel-efficient cars.

3. The "What-If Compass"The "What-If Compass"The author has a list of pairs of opposing actions which can be applied to the problem. Just ask yourself "What if I ... " and plug in each one of the opposites. A small sample:-A small sample:- Stretch it/Shrink It… Freeze it/Melt it… Personalize it/De-personalize it…

4. Change the direction or location of your perspectiveChange the direction or location of your perspectivePhysical change of perspective, Manage by Walking around, or doing something different.

5. Flip-flop resultsFlip-flop resultsIf you want to increase sales, think about decreasing them. What would you have to do?

6. Turn defeat into victory or victory into defeatTurn defeat into victory or victory into defeatIf something turns out bad, think about the positive aspects of the situation. If I lost all of the files off this computer, what good would come out of it? Maybe I would spend more time with my family?! Who knows!

Where are the facts?Where are the facts?

Don’t fret if you don’t have all the Don’t fret if you don’t have all the facts. People tend to incorrectly facts. People tend to incorrectly assume that the more data one has, assume that the more data one has, the better the chance they’ll come up the better the chance they’ll come up with a sound idea. We are taught to with a sound idea. We are taught to value knowledge over thinking. “We value knowledge over thinking. “We need people who are comfortable need people who are comfortable with change and are able to with change and are able to improvise.” Abraham Malslowimprovise.” Abraham Malslow

A preoccupation with resource scarcity, the A preoccupation with resource scarcity, the assumption of a "limited pie" to be divided assumption of a "limited pie" to be divided among all comers, is another example of among all comers, is another example of an economics-based approach to thinking an economics-based approach to thinking about the choices diversity presents. The about the choices diversity presents. The point is not that scarcity does not exist, but point is not that scarcity does not exist, but rather that the assumption of scarcity rather that the assumption of scarcity limits our creativity and sense of limits our creativity and sense of possibility, and ill positions us for the possibility, and ill positions us for the redefinition of goods and resources that redefinition of goods and resources that such choices require.such choices require.

Considering Change:Considering Change:Considering Change:Considering Change:

Psychologists tell us that when we are Psychologists tell us that when we are considering change, we can target three considering change, we can target three levels: our beliefs, our feelings, and our levels: our beliefs, our feelings, and our actions. They will further explain that the actions. They will further explain that the most difficult target is the first, and that most difficult target is the first, and that the most feasible approach to change is the most feasible approach to change is through actions (or behavior), where through actions (or behavior), where changes will in turn affect our feelings and changes will in turn affect our feelings and finally our beliefs. Therefore, we have finally our beliefs. Therefore, we have targeted reasoning behaviors, our targeted reasoning behaviors, our cognitive strategies—not the thoughts and cognitive strategies—not the thoughts and beliefs themselves but rather the way we beliefs themselves but rather the way we put them together. By changing our put them together. By changing our thinking habits (and consequently the thinking habits (and consequently the conclusions we act upon), we can begin to conclusions we act upon), we can begin to have an impact on feelings and beliefs.have an impact on feelings and beliefs.

Considering Change:Considering Change:Considering Change:Considering Change:

Taking the ChallengeTaking the Challenge

Documents

Activities of Directed Creativity Cycle