In an earlier post we republished Michael Michalko’s The Difference between the way the average person thinks and a creative genius thinks” As Michael Michalko noticed that an average person focusses his attention on a specific information and excluding all … Continue reading
Classical marketing campaigns are mostly massive in nature, like the Napoleonic Wars. By using brute force and heavenly leaning on resources (people, money, gun power, logistics, management skills) they ty to win. Basically, both parties are in the same game, each trying to use better but more-of-the-same tactics.
An alternative for the not so powerful is to turn to guerrilla warfare. Poor but highly dedicated small teams use asymmetric tactics to surprise and confuse the enemy, thereby using maximal creativity.
But what is creative thinking?
Creative thinking is not doing more-of-the-same
(in the example: applying straight lines), but breaking away from that, for instance by using curved or broken lines.
However, it is not easy to break away from standard patterns.
Also, any time we break a standard way of thinking, a behaviour or new idea, bystanders will react with a rejection: this is impossible, it can’t work, it is too costly, complex, difficult or risky. Every time a negative is used, the thinking stops.
Creative marketing is escaping from the standard approaches that are used by big companies. But how to get new ideas?
Normally we think with the speed of light to the first satisfying idea
By that, we miss interesting alternatives along the way
With a Provocative Operation we break away from mainstream thinking. The Provocative Operation (moving outside the mainstream to the green spot) is a attempt to escape standard thinking in order to arrive at an original idea.
For instance: Apple sells our (paper)notebook together with their notebooks.
We will discuss four creative thinking techniques to escape standard thinking:
- Taken for Granted
- The Provocation
- Use Resources
Taken for Granted
Make a list of taken for granted things of a product, at least 15. That is what is normal, assumed to be, standard, generally accepted or obvious. Then we escape by abandon it or modify it.
It is taken for granted that a restaurant has a venue and that the guests are dressed.
A restaurant does not have a venue. That could lead to the idea to set up a picnic service for romantic people.
Guests are naked. That could lead to the idea of a nudist restaurant.
To get creative marketing ideas about for instance an Eco bottle. What is obvious of a bottle (form, materials, filling, getting it, getting rid of it, etc.). Then modify (remove, amplify, change, combine, etc).
Try to escape negatives by redefining criticism by “this is interesting” and “under what circumstances might this have value”, or “could we create value out of this?”. The aim of the Provocation is to move forward the thinking towards an idea that works.
Sandwiches will make themselves
Senor citizens, refugees and children donate by age for using supporting services.
We tend to solve problems by using known and standard solutions. For instance: for attaching something to the ceiling we automatically think of a ladder. But only after we give ourselves the explicit thinking order to use what is at hand, we come up with alternatives: using tables, making a tower of bodies, using the walls, making a long pole.
This creativity technique is also called: think inside the box, meaning no adding additional resources
Make a list of props (things) and persons in your immediate surroundings. Think up in what ways they could contribute or add value.
A petrol company wanted to create more brand loyalty. That is not simple, for most drivers petrol is just petrol. One of the company’s resources is the car driver. By getting under the skin of the driver, they discovered that getting a parking place in town is an important value for the customer. So they set up a cooperation with parking garages. For the drivers, the petrol company and the parking garage a win-win situation. Together they delivered an integrated value.
Could we design integrated values for the customers of a fruit selling shop?
Defining the thinking task before beginning an idea generation session is one of the most neglected stages.
Most starting questions are far too broad defined. For instance. In What Ways Might We (IWWMW) get more clients.
However, it is more helpful to break it down into smaller topics, as “IWWMW add more value to our product”,“IWWMW get more clients with help of our existing clients”, “IWWMW use other product to sell ours. Redefine at least 15 IWWMW’s in order to escape from the obvious ones and get a really creative challenge.
Avoid formulating IWWMW’s becoming too small. In that case, the IWWMW will just be a concrete solution and will not give you any direction for further searching new ideas.
Then make the challenge less boring and sexier. That is: make them more imaginative, outreaching, challenging, interesting. For instance: sex up “IWWMW get more clients by using our existing clients”.“Our clients collect so much organic waste that we have to export it”.
Then add a constraint: people, money, time, channels.
Finally construct a propelling question, a question that drives forward the effort for creative thinking by using a bold ambition and a significant restriction. For instance: “let’s get 50 more clients by firing all account managers”.
Again, the technique of the creative focus is to force oneself outside common thinking. The technique on the focus can be applied to all of the four of the marketing mix:
- functionality, packing and service of the Product
- policies about paying and Price
- sales, advertisements, Publicity
- and Promotion logistics, storage, inventory and selling channels
Creative Marketing is all about standing out of your competitors, being perceived as a Blue Fish, at no costs.
In 17th and 18th centuries England, France, and Spain contested the Dutch domination of world trade and the control over the seas and trade routes. After initial English successes, the war ended in a decisive Dutch victory.
In 1667 Lieutenant-Admiral Michiel de Ruyter sailed up to the river Thames and attacked the British Royal navy in her home base and towed away the Royal Charles, pride and flagship of the English fleet to display it as a tourist attraction in Hellevoetsluis in the Netherlands. It was one of the worst defeats in the Royal Navy’s history, comparable with that of the fall of Singapore in 1942.
Till then, both navies had tried to fight each other at the open seas. Numbers of war ships, range and caliber of the guns and coordinated maneuvering skills were key success factors. However, de Ruyter did something totally different, he sailed up to Chatham and surprised the resting British fleet there. That way he outperformed the British navy by changing the rules of the game.
This kind of thinking is the same you should apply when you want to reach dramatic cost reductions, come up with a radical new concept for an existing product or creating a breakthrough innovation. In those cases more-of-the-same thinking will not provide for a game change in the market. Patterns of standard thinking should be broken in order to get competitive advantage.
Edward de Bono, de inventor of lateral thinking, called it Sur/petition: creating value monopolies when everyone else is merely competiting.
However, it is not simple to come up with disruptive ideas. And also, to convince your board and your crew.
When the secret instructions were opened on June 7 there was a lot of protest. It was noted that most officers do did their best to find objections, but not to come up with solutions.
See also: Creative Execution: What Great Leaders Do to Unleash Bold Thinking and Innovation or watch this video 2′ 23”
Here a sequel to How to Get a More Beautiful Question?
Defining the thinking task before beginning an idea generation session is one of the most neglected stages.
Most starting questions are far too broad defined. For instance. “In What Ways Might We (IWWMW) get more clients?”. It is more helpful to break it down in smaller topics, as in
- “IWWMW add more value to our product”
- “IWWMW get more clients with help of our existing clients”
- “IWWMW use other product to sell ours”
Design at least 15 IWWMW’s by redefine the initial one in order to escape from the obvious and get a really creative challenge.
Avoid formulating IWWMW’s becoming too small. In that case the IWWMW will just be a concrete solution and will not give you a direction for further searching new ideas.
Then make the challenge less boring and more sexy. That is: make them more imaginative, outreaching, challenging, interesting. For instance: sex up “IWWMW get more clients by using our existing clients” into “our clients collect so much organic waste that we have to export it”.
Follow up by adding a constraint: people, money, time, channels.
Finally, construct a propelling question that has a contradiction in it.
A propelling question is one that drives forward the effort for creative thinking by using a bold ambition and a significant restriction. For instance: “let’s get 50 more clients by firing all account managers”.
The technique of the creative focus is to force oneself outside common thinking, already before the creative thinking session actually get started.
This post is about patterns or logical bubbles in psycho therapy. As we will see there are some parallels with lateral thinking.
There are several reasons why a person attends psychotherapy. Someone may attend psychotherapy because she is suffering because she thinks herself into a situation she doesn’t want to be in. She visits a psychotherapist to get an alternative for her mental state. Or someone visits a therapist because he does something compulsively, and wants to get rid of that compulsory habit. We can represent this situation as someone being caught in a destructive thinking path, as show in the image as a road from A to B. The patient is looking for an escape to an alternative path to help them get into another thinking or behavioral habit. In the picture represented as side way C.
Some readers will recognize this as the way Edward de Bono explains main stream thinking and lateral or creative thinking. With main stream thinking we mean how humans normally and routinely make sense of, interpret, represent or model the world they experience, and to make predictions about that world (A -> B). The thinking involved with discovering new inventions, coming up with new ideas and concepts and non-obvious alternatives need breaking away from standard thinking patterns (A -> C)
An assumption in psychotherapy is that the therapist has to diagnose the patient before a treatment plan can be made. In order to do that the therapist will delve into patient’s past, his problems, how he solved them, and how he digests uncomfortable feelings and emotions. Psychotherapists must be ood active listener: re-stating or paraphrasing what they have heard in their own words, encouraging the patient to express feelings, showing complete understanding and empathy.The therapist is responsible for a solution. That solution is per definition outside the standard thinking or behavioral patterns of the patient, so a big challenge is the acceptation of therapist’s solution by the patient. If he doesn’t do that, the therapist is not professional enough. This phenomenon is called psychological resistance in which patients either directly or indirectly oppose changing their behavior or refuse to discuss, remember, or think about presumably clinically relevant experiences.
Everyone who ever ventilated a breakthrough idea – an idea outside accepted thinking – will recognize this mechanism. It is rejection and you will have to come up with a better idea, That is why much therapy processes takes years. The patient refuses to alter his thinking, so the therapist is forced to make a better diagnose. Both patient as therapist are caught in a perpetual pattern in which the patient does not want to leave his comfort zone, a behavioral state within he operates in an anxiety-neutral condition, using a limited set of behaviors to deliver a steady level of performance, usually without a sense of risk.
Does this remind you of a situation in which you do want to come up with fresh ideas, and you are trying and trying, erring in circles with no results? You are still in main-stream thinking (A->B).
An alternative to classical psycho therapy is Provocative Therapy, invented by Frank Farrelly which advocates radical (and sometimes humorous therapeutic moves intended to jolt the client out of his current mindset.
That is exactly what lateral thinking also is about. To escape from taken for granted thinking to alternative perceptions by deliberately setting up Provocations.
Imagine, someone tells you that she is depressed. Normally you would comfort her, you would do your best to cheer her up, give her a fresh look on the situation or just show empathy. But what if you respond that she is absolutely right and perhaps still far too cheerful? What would happen?
Regarding Jeffrey Wijnberg there are some rules that form the basis of Provocative Psycho Therapy. As you will notice, these are radical different as what therapists usually do:
- The therapist gets an equal speaking time as the client;
- The therapy starts immediately as the patient enters the clinic;
- The therapist uses deliberately no structure during the talks;
- The therapist never use hands solutions;
- The therapist tries to get in the “laughing state”as soon and well as possible;
- The therapist don’t prepare the sessions, but transfers that task to the client;
- The therapist uses a (played) pessimistic attitude;
- The therapist understands little or nothing of the deeper meanings of what the client tells him;
- The therapist is paradoxical in his communication: non-verbal he is signalling warmth, passion, empathy) but verbally he is critical, provocative (doubt, challenging, incomprehension);
- The therapist says whatever comes to him.
Please note, it is vital to create a “safe container” when using Provocative Therapy. The work is carried out in an environment designed to be positive, there is a regard for the client and a belief in their capacity for change.