"Everything that can be invented has been invented." --Charles H. Duell,
Commissioner, U.S. Office of Patents,
1899. http://www.mycoted.com/

• "Standing still is the fastest way of moving backwards in a rapidly changing world.
Imagination is the highest kite one can fly"
-- Lauren Bacall.
• "If at first, the idea is not absurd, there is no hope for it." -Albert Einstein http://www.mycoted.com/

• Like most tools these creativity techniques all have their good and bad points. I like to think of these creativity techniques as tools in a toolbox in much the same way as my toolbox at home for DIY.
• It has a saw, spanner, hammer, knife and all sorts of other things in it, they are all very useful, but you have to pick the right tool (creativity technique) for each job. http://www.mycoted.com/

• Shown above are 4 men buried up to their necks in the ground. They cannot move so can only look forward. Between A and B is a brick wall which cannot be seen through.
They all know that between them they are wearing 4 hats, 2 x black and 2 x white, but they do not know what colour they are wearing. In order to avoid being shot one of them must call out to the executioner the colour of their hat. If they get it wrong, everyone will be shot. They are not allowed to talk to each other and have 10 minutes to fathom it out.
• After 1 minute, one of them calls out.
• Question: Which one of them calls out?
• Question: Why is he 100% certain of the colour of his hat?
• This is not a trick question. There are no outside influences nor other ways of communicating. They cannot move and are buried in a straight line. So A & B can only see their respective sides of the wall, C can see B, and D can see B & C http://www.mycoted.com/

• C calls out that he is wearing a black hat. Why is he
100% certain of the colour of his hat ? After a while, C comes to the realization that he must answer.
• This is because D can't answer, and neither can A or B.
• D can see C and B, but can't determine his own hat colour. B can't see anyone and also can't determine his own hat colour. A is in the same situation as B, where he can't see anyone and can't determine his own hat colour.
• Since A, B, and D are silent, that leaves C. C knows he is wearing a black hat because if D saw that both B and
C were wearing white hats, then he would have answered. But since D is silent, C knows that he must be wearing a black hat as he can see that B is wearing a white hat. http://www.mycoted.com/

• Problem Definition - including problem analysis, redifinition, 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 http://www.mycoted.com/

• Three switches outside a windowless room are connected to three lightbulbs inside the room. How can you determine which switch is connected to which bulb if you are only allowed to enter the room once? http://www.mycoted.com/

• Problem definition
– “I keep six honest serving-men: (They taught me all I knew) Their names are What and Where and When And How and Why and Who.”
– Six thinking hats
– Collective notebook http://www.mycoted.com/

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• A book with a problem or challenge stuck in the centre of the page.
• Everyone takes turns to create an idea or way forward.
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• Task: Using the SIX thinking hats you have 5 minutes to think about each design brief and write or draw your thoughts on the sheet.
• The book will then be created from all of your thoughts.
• "Many ideas grow better when transplanted into another mind than in the one where they sprang up." -- Oliver Wendell Holmes http://www.mycoted.com/

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• Which 3 briefs now need further analysis?
• Write approx 100-150 words
• Explain why you are considering these three briefs
• Typed or free hand http://www.mycoted.com/

• Now analyse three briefs in detail on A2 sheets.
• USING analytical techniques, e.g. brainstorming, brainwriting, ACCESSFM,
Thinking hats, chance, analogy, proverbs,
What and Where and When And How and
Why and Who
• Think of questions and answers http://www.mycoted.com/

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DESIGN
TOOLKITS http://www.mycoted.com/

• Brainstorming
• Brainwriting
• SCAMPER
• Parametric analysis
• Collective notebook
• Orthographic analysis
• Analogies
• Dot Sticking
• Cliches and proverbs
• Evaluation – PIPS
• ACCESSFM
• Lateral thinking http://www.mycoted.com/

• Arrange the meeting for a group of the right size and makeup
(typically 4-8 people)
• Write the initial topic on a flipboard, 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 criticising ideas / suspend judgement. 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. http://www.mycoted.com/

• 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.
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• Similar to brainstorming except you write your ideas in isolation and only read others when you need inspiration http://www.mycoted.com/

• Using qualitative parameters that can be used to rank products in relation to others, e.g. which one looks the best?
• Using quantitative parameters to break up the problem size, weight, pressure, temperature
• Categorical parameters to break the problem into categories e.g. electrical or petrol driven solution, swivel head or bends at the elbow, built in or separate mouse etc http://www.mycoted.com/

A cosmetics manufacturer wishes to make their packaging more environmentally friendly.
A competitor has, what they describe as environmentally-friendly. A competitor has, what they describe as environmentally-friendly packaging, but it does not go as far as the manufacturer would like. The problem they have set themselves is to develop a bottle for shampoo, liquid soaps, lotions and oils which is fully recyclable.
Ideal product available Parameter
Bottle
Bottle
Bottle
Cap
Label
Label Ink
Category 1 Competing product
Variable
Material HDPE
%from recycled
Mass (g)
0%
105
Polypropylene Material
Material Paper
No. of dyes 4
Cost Comments
Good for recycling
Need to do more
Could use less materials
Different materials
Different materials
Synthetic http://www.mycoted.com/
HDPE
Target 40%
Less than 100
HDPE
Direct printing
2

• WHY?
– WHY?
• WHY?
• This method of analysis asks the question why.
• LOTS and LOTS of times.
• By writing the problem in its simplest form you can continually ask WHY to derive a suitable and NECESSARY product.
http://www.mycoted.com/

• Getting to the root of why will help solve a real need, not what YOU think is needed, or the first thing you thought of…
• You will find out your ultimate goals an motivations.
• You should get the limitations or boundaries of the problem.
• You will become a designer for a need not a designer of want.
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• PROBLEM ABSTRACTION (WHY? WHY? WHY?)
1. Pick an examination brief you have analysed to work on and explain your interpretation of the problem in your own words.
2. Why do you need to solve this problem? 100 words and pictures.
3. Why has someone else not (or perhaps they have) tackled this problem before you? Another 100 words and pictures.
4. Why do people need this problem solved? 100 words and pictures.
5. Why will your solution to this problem be the best? 100 words and pictures.
6. Why are you not tackling any of the other problems? 100 words.
7. Why can you not solve the problem now? 50 words.
8.
Why …………… (think of your own questions to ask)? 50.
9.
Why …………… (think of your own questions to ask)? 50.
10.
Why …………… (think of your own questions to ask)? 50.
• Present your work typed or free hand neatly, thoughtfully and with colour.
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• PROBLEM ABSTRACTION
– WHY?
• WHY?
– WHY?
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Safety Function Materials
Total/10
Product 1
Aesthetics Cost Client Environment Size
Product 2
Product 3
Product 4
Conclusions
Analyse why designers have made the choices they have for each of the products chosen. http://www.mycoted.com/

• An analogy is a particular form of thinking or reasoning in which the properties of one object are thought of in terms of a second object which is different but has certain properties in common.
• So a length of rope could be thought of as a rattlesnake when coiled up on the floor but as an escape chute when suspended from an upstairs window http://www.mycoted.com/

• Analogies can be used to simply change your perspective on a problem to ‘free up’ your thinking.
• More specifically they can be used to explore new functions, new features and new applications for a product.
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• RULES
– Think of the essence of the problem in abstract terms. A can opener removes part of a can, a cup is a container, a belt grips or squeezes the object it is tied around. Use this abstract description to stimulate analogies http://www.mycoted.com/

• RULES
– Find analogies which have an element of action or movement associated with them.
Biological analogies such as the rattlesnake or gripping hand are good in this respect http://www.mycoted.com/

• RULES
– Do not force the analogy to fit the problem too quickly. Take your time and think in simple steps. Generate a list of analogies without thinking about the problem. Then write down a list of associations for each analogy. Again withhold judgement about their relevance to the problem. Now try to force fit between each association and the problem to be solved.
http://www.mycoted.com/

A manufacturer of home security equipment is looking for innovative products to protect homes from burglary. After problem abstraction the essence of this problem is seen as
‘prevention’.
Prevention analogies Associations
Seat Belt Heads hits windscreen.
Inertia reel
Peace negotiator
Lifejacket
Contraception
Face to face
Ultimatum
Flare
PILL
Vasectomy
Withdrawal method http://www.mycoted.com/
Stimulated ideas
Prevent windows from being broken; window shutters; perhaps automatically closed by motorised reel when front is locked
Hidden flash camera; signs promising horrible consequences for uninvited visitors
Device to light all lights, sound an alarm and play music to create a lot of noise.
Cut power cables to device
With draw into a lcked box at back of deveice

• Putting it all together
1. Preparation
2. Idea generation
3. Idea selection
4. Reviewing the process http://www.mycoted.com/

• Explore expand and define the problem
• Exhaust the possibility of existing solutions
• Achieved by using
– Parametric analysis
– Problem abstraction http://www.mycoted.com/

• Think only of ideas in principles leave the practicalities until later
• Seek ideas from outside the normal frame of reference
• Use techniques like
– Problem expansion
– Problem reduction
– Problem digression
• Techniques could include
– Collective Notebook
– Brain writing (in a group)
– SCAMPER
– Analogies
– Cliches and Proverbs
– Product feature and function analysis http://www.mycoted.com/