Light Lightbulbs

To be creative and innovative is to be open to the idea your own ideas limited by your own experiences. You need to light several lightbulbs filled with possibilities to create something new.

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A simple way of looking at it is: if you do not explore lots of possibilities and light several lightbulbs, ideas cannot shine. A closed or resticted mindset will never allow lightbulbs to glow.  Our own beliefs hinder or restrict creative thinking.

Often we are, though it may be difficult to admit, restricted by our assumptions and ideas about how things should be done. We have a fixed mindset about what certain groups of people, animals or non-living things should, ought to or can do. These fixed ideas limits the way we search for new insights.

Being open to possibilities means to be open to gathering more points from which to develop ideas. Think of the well know tune – Happy Birthday and try to transform it while still ensuring that everyone recognises the tune. . .

 

Perhaps the experience of a jazz muscians will open up your mind to other music styles that you can use to transform the tune. Like Beethoven, Mozart or hip hop. . . a cappella. . .

How can you open your mind to new things? Science fiction is a great tool to help reframe our

Provoking our minds is one way.

Reading books is one way where we can enter different worlds and experiences. Science fiction is a great tool to help reframe our perespectives on the world. Like travelling to new places, it creates a way for us to question our assumptions. Assumptions are useful because they give us a short cut to understand the world. They help us to be more efficient. But they can stand in the way when we want to change things and invent things.

Science fiction can offer more that escapism on a sunny day on the beach. By presenting alternative realities we  are confronted with questions – what do we think, how we think, why we think.

The novel 1984 by George Orwell, was not really about 1984 but 1948, the year that the book was written. Today, this classic novel has become very popular and this shows that a great book provides insights into human nature.

Why not select a couple a sceince fiction books and challenge your thinking?

New York is always on my mind on hot summer’s day after having spent a sumemr there. The book New York 2140 by Kim Stanley Robinson is on my reading list this summer. Rising sea levels flood Manhattan and the streets are turned into canals. As climate change accelerates, rethinking infrastructrues becomes more improtant. Link to a review in The Guardian.

Happy Summer Think Diving!

Or Happy Winter Think Diving if you live in the Southern Hemisphere!

P.S. Robots are often used in modern sceince fiction. Here is a  robot that grows like a plant! What assumptions are challenged?

More-of-the-Same or a Breaktrough Innovation?

 

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In  a recent post What’s (not) an Innovation? we mentioned that an innovation consists of a new combination of

  • a function – the innovation has the purpose of satisfying a need
  • a principle – there is a mechanism or idea how to deliver that function
  • a market – the innovation has a value that can be traded.

But still remains the question:

  • When is an innovation really breaking patterns more than other innovations?
  • When is an innovation incremental?
  • When radical?
  • When is a technical solution just more-of-the-same routine engineering?
  • What is the difference with a scientific invention?
  • When is it patentable?

Valeri Souchkov presented a new classification scheme for solutions or inventions, based on the original classification by Genrich Altshuller.

world-conference-triz-future-2008-57-november-2008-university-of-twente-enschede-the-netherlands-5-638Principles (scientific discoveries) cannot be patented. The levels of inventions 2 to 4 are patentable. So, a new combination of a principle with a function and a market can patented, regardless the fact that the new combination of principle and function in another market already exists. Below you will find 4 examples of patentable solutions, based on the same principle and the same function, but with different applications. That is to say: fulfilling different needs and as such, serving different markets.

Principle: quickly increasing/decreasing pressure, the Function that is used is to remove things; 

Applications (market):

  1.  remove seeds from peppers
  2.  remove shells of cedar nuts
  3.  remove sunflower seeds
  4.  remove dust
  5. splitting imperfect crystals

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Actually, in the examples above we see here concept extraction at work, or in other words “How to Search for (Patentable) Ideas”:

  1. Look for the concept behind an idea (concept= a function and a principle or mechanism)
  2. Apply the concept to other areas (product/market combinations)

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How to Become a Creative Genius

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

Thinking in Images

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Most people think in words. When asked to imagine a traffic accident they come up with not very detailed descriptions, in comparison with people who are thinking in pictures. It became even worse if the words are becoming more and more abstract. Words as society, market, law, inflation etc. stay for them just words; they are unable to convert the words into images. Picture thinkers don’t have to translate, they think in pictures.

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As school systems are mainly auditory-sequential oriented, it is not surprising that mainly visual-spatial thinkers will have problems at school. Usually, they encounter learning difficulties. But not only at school. Most picture thinkers don’t fit well in traditional companies and institutions. They do things in other ways than expected or “normal”, due to “weaknesses” in thinking.

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Picture thinkers are also called right-brainers, as some popularisations oversimplify the science about lateralization, by presenting the functional differences between hemispheres as being more absolute than is actually the case.

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We have also committed to this theoretical sloppiness with left/right brain generalisations, although, a handy mini theory to generate creative ideas as we have demonstrated in Blocking the Left Brain Functions.

As we wrote in left brain/right brain thinking, the debate regarding about what goes on in our left and right brain hemispheres seems like a never-ending story. You will find support for the idea that creative people use the right hemisphere while people who are good at organising things are using their left hemisphere. But we can also find support for the idea that creative and non-creative thinking are not two different things but are more reinforcing each other.

The idea that the brain has different specialised functions that can be used to improve memory, learning and thinking are also the part of the foundation behind mind mapping.

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A Whole New Mind: Why Right-brainers Will Rule the Future, a book by Daniel H. Pink, posits that the future of global business belongs to the right-brainers. He outlines six essential senses:

  • Design – Moving beyond function to engage the sense.
  • Story – Narrative added to products and services – not just argument.
  • Symphony – Adding invention and big picture thinking (not just detail focus).
  • Empathy – Going beyond logic and engaging emotion and intuition.
  • Play – Bringing humour and light-heartedness to business and products.
  • Meaning – the purpose is the journey, give meaning to life from inside yourself.

Daniel Pink is one of an increasing number of writers on the importance of the Conceptual Economy, as a follow-up of the Information and Knowledge Age. Conceptual economy is a term describing the contribution of creativity, innovation, and design skills to economic competitiveness, especially in the global context. Other contributors to our understanding of the conceptual economy include Tom Friedman’s The World is Flat, Tom Kelley’s The Art of Innovation and The Ten Faces of Innovation, explaining the role of assets such as empathy, storytelling, individual experiences and stimulating work environments in fostering creative ideas.

The discussion about the necessity to escape from dominant linear-sequential thinking was earlier argued by Howard Gardner. He developed The Theory of Multiple Intelligences in his 1983 book Frames of Mind:

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In one of our next blog posts, we will give hints and tricks together with some useful resources to become “picture smart”. An essential skill to use mind mapping to the fullest of its advantages.

What Big Data, what information dominance?

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A new adage is blowing around in the world of innovation. According to Wikipedia, The term “big data” often refers simply to the use of predictive analytics, user behavior analytics, or certain other advanced data analytics methods that extract value from data, and seldom to a particular size of data set. Analysis of data sets can find new correlations to “spot business trends, prevent diseases, combat crime and so on”.
It is reminiscent of an early US Navy doctrine, as a codification of beliefs or a body of teachings or instructions, taught principles or positions, as the essence of teachings in a given branch of knowledge or belief system. As such, it is a thinking pattern, in which is stated that “information superiority permits the conduct of operations without effective opposition”.
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However, in an electronic war game back in 2002 one aircraft carrier, ten cruisers and five out of six amphibious ships were sent to the bottom of the Persian Gulf in the span of just one hour, resulting in the virtual death of over 20.000 US service personnel.

It was the result of an asymmetric strategy by the opponent forces.

Red, commanded by retired Marine Corps Lieutenant General Paul K. Van Riper, adopted an asymmetric strategy, in particular, using old methods to evade Blue’s sophisticated electronic surveillance network. Van Riper used motorcycle messengers to transmit orders to front-line troops and World-War-II-style light signals to launch airplanes without radio communications.
Red received an ultimatum from Blue, essentially a surrender document, demanding a response within 24 hours. Thus warned of Blue’s approach, Red used a fleet of small boats to determine the position of Blue’s fleet by the second day of the exercise. In a preemptive strike, Red launched a massive salvo of cruise missiles that overwhelmed the Blue forces’ electronic sensors and destroyed sixteen warships (Wikipedia)It is the same kind of bold thinking we noticed in our blog Thinking outside the SeaMap:  “doing different things” or “escaping the temptation to do more-of-the-same but only better”.

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Military strategists distinguish between symmetric and asymmetric warfare. Symmetric warfare is characterized by standing armies that follows more or less the same tactics and organized in the same way. Their standard mode of operation can be traced back to Napoleonic Warfare.

Guerrilla warfare is an escape from fighting according to the rules imposed by the often far more powerful opponent. Therefore, this strategy is often applied by less powerful opponents. The most famous form is guerrilla warfare, next to terrorism.

Asymmetric competitor strategies could be an effective approach in business. Basically, it is not playing the game similar to the other companies, that is selling and marketing the same products as competitors but cheaper and better. It is about disruptive innovation, changing the rules in the market, by delivering a complete different product than you competitor does. It is all about gaining competitive advantage by creating an unique niche in the market. Playing another race at a different circuit.

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There is much more to say about the embarrassing destruction of the mighty US Navy, as the over reliance on technological superiority and information dominance. It’s all about big organizations and the neglect of intuition about the intentions and capabilities of the competitor.
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Asymmetry

There is much more to say about the embarrassing destruction of the mighty US Navy, as the over reliance on technological superiority and information dominance. Also, the neglect of intuition about the intentions and capabilities of the enemy.

Disclaimer: Now you have heard  about the advantage of disruptive innovation or step-out innovation and decide that your organization should do “some of that.” But most organizations are designed to do something else very well. Namely, what they are already doing. You may have a brilliant vision, you may have identified the next great idea, but organizational routines, standard Key Performance Indicators and existing organizational structures will prevent proper execution: The company will will continue to do what they are already doing succesfully: ” a tiny bit better and a tiny bit cheaper?” See “Why Big Companies Can’t Innovate” by Maxell Wessel.

See also the video: Disruptive Innovation Explained by Clay Christensen.

Thinking outside the Sea Map

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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.

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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.

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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”