Creative Marketing – Thinkibility Boost

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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.

Thinking patterns
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
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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
  • Focus

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).

The Provocation

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.

Use Resources

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.

Integrated Values

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?

Focus

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.

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See also:

 

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”

Patterns in Medicine

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We came across a booklet that could be a good example for the kind of studies by the envisioned Thinkibility University. At its West Wing, scientists dissect the basic thinking patterns in a scientific discipline.

Siddhartha Mukherjee was asking himself: If there is a science of medicine, then science has laws. Physics has laws. Chemistry has laws. Biology has laws.

The simple question was: If that’s the case, then what are the laws of medicine? These were not meant to be universal commandments. These were meant to be explorations about principles that might hold true about medicine today and about medicine in the future. That was the framework for this book.

Law One : A strong intuition is much more powerful than a weak test.

Law Two: “Normals” teach us rules; “outliers” teach us laws

Law Three: For every perfect medical experiment, there is a perfect human bias

Watch or read here an interview with him about the book. You could also read the Ted book: The Laws of Medicine Field – Notes from an Uncertain Science

For us, Gijs and Asa, it is not the description of the laws of a scientific discipline that interests us – how interesting they are by itself but the possibility they give to escape from it. Once spelled out, laws are just vehicles to set up new approaches.

In short, at the West Wing of the Thinkibility University, they are thinking laterally about science.

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We have earlier written about patterns in science and possible escapes from them in the following blogposts:

Our next post about the topic “Patterns in Science” will be about Patterns in Law. Could it be that in Western law assumptions are hidden that hinders us in modern times?

Not to miss?  Follow Thinkibility. The blog about Thinking, Creativity, Innovation and Design.

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Design New Concepts – Thinkibility Boost

There are several ways to design a new concept deliberately. But what is a new concept? Not many people have a quick answer to this question, other than “differently than expected”, “something else as normal”, “not seen before” or just “interesting”.

One of the easiest ways to design a new concept is to escape from an existing concept. For that, we need a concise description of the existing concept, otherwise we will be lost in all the details containing in the concept.

In an earlier blog post we gave some handles to describe a concept:

  1. Give it an appealing name;
  2. What is the function of the concept: aim, goal, objective? What should be achieved?
  3. Wat is the mechanism or working principle? How does it work? How is the function carried out?
  4. What are the values of the concept: advantages, positives, the importance, worth, or usefulness, merits, beneficial? Why does the concept deserve to exist? For who else?

For instance:

  1. Football match
  2. The function of a football match is to exercise sports
  3. The working principle is that there are two teams that try to get the football into each others goals, according to rules.
  4. It is valued as entertainment, physical exercise, social exchange

Escape for instance the mechanism: instead of two there are three teams and three goals.

3 sided football

You can imagine that three-sided football will be a real game-changer, literally. As the BBC mentioned: a game of alliance and betrayal. The whole dynamic of the game is dramatically changed.

Once a new concept has”opened up” in your mind, we might “see” the world in a disruptive way, through the new concept and take analogies from it.

For instance: the conflict in Syria is basically a three-side game. That might open up new strategies and policies for military planning and diplomacy. Or prevent from blundering into military and diplomatic disasters by interpreting wrongly a three actors situation as a classical two actors cold war situation.

Or we can apply the same concept escape to another two-sided  game, f.i. three player chess

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We could also escape from the aspect of values, by excluding, adding, or changing values.

Escape from values: add spectacle to the game.

Ideas:  change the game from 2D into 3D, using acrobats.

Actually, the concept change is from 2 D to 3D. This new concept can then be applied to other 2D games and opens new possibilities, like 3D chess

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The same we could apply to escaping from function (goal, aim or objective of the concept). F.i. the function of a pension is that people who can’t work any longer are provided with a minimum of money to survive.

We could change the function: let’s suppose that the aim of “pension” is to keep the retiree as long as healthy. Now we can come up with mechanism that could realise this new function. For instance that the retiree does not receive a fix amount of money per year during the rest of his life time, but a linear increasing one. This would stimulate the retiree to stay active during the first years of his pension, by doing some paid work  during some hours in the week.

Many new business models are the result of changing one or more aspects of the concept description. See for example  how these fast-growing, innovative companies are redefining money lending, e-commerce, and more,

We invite you to describe how their innovative  business models differ from classic business models in terms of function, mechanism and value.

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I Am a Depressive Character – You’re Absolutely Right

This post is about patterns or logical bubbles in psycho therapy. As we will see there are some parallels with lateral thinking.

lateral thinkingThere 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)

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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.

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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:

  1. The therapist gets an equal speaking time as the client;
  2. The therapy starts immediately as the patient enters the clinic;
  3. The therapist uses deliberately no structure during the talks;
  4. The therapist never use hands solutions;
  5. The therapist tries to get in the “laughing state”as soon and well as possible;
  6. The therapist don’t prepare the sessions, but transfers that task to the client;
  7. The therapist uses a (played) pessimistic attitude;
  8. The therapist understands little or nothing of the deeper meanings of what the client tells him;
  9. The therapist is paradoxical in his communication: non-verbal he is signalling warmth, passion, empathy) but verbally he is critical, provocative (doubt, challenging, incomprehension);
  10. 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.

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World’s Most Interesting Reversals (1) – Thinkibility Boost

In a Reversal the usual supposed cause-effect relation between objects or subjects are turned upside down. For example, it is supposed that the establishment of a permanent observation post increases the safety of recreational sailing. A Reversal could set up that the establishment of a permanent observational post rightly effective decreases the safety of sailors. The Reversal set up could lead to the idea that permanent observation gives sailors a misplaced feeling of safety, and also that observation can only timely detect sailors in difficulties, but doesn’t prevent accidents, nor solve them if happened.

  • Reversals are applied to create opportunities to escape from patterns.
  • Carefully designed Reversals are excellent thinking strategies in attempting alternative explanations for phenomenon in medical science, sociology and psychology.

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One uncommon, unique and different arrow goes in the opposite direction of the rest of the group, symbolizing unusual nature, being a rebel or innovating with creative thinking.

As a somewhat weird hobby we collected some Reversals. Some will be known to you, some will astonish or even upset you. Many “collectors items” we gratefully derived from This Explains Everything -155 thinkers about the most elegant insights all time.

  • The idea that team building can be stimulated by organizing a party with a lot of talk, fun, good food and drinks is totally wrong

Team spirit will evoke by successfully attaining goals in “weathering tests”. That teams after their trials exuberantly would party is wrongly interpreted as a condition for team spirit. Team  members will  become supportive only after overcoming an obstacle.

  • We have a certain impression that important decisions in one’s life are taken consciously.

However, biologic research shows that important decisions are taken unconsciously, but that nevertheless our brains invent acceptable explanations regarding the token decisions (Terrence J. Sejnowski). Also, people don’t behave in a way because they are so-and-so, but make conclusions about what they are by observing their own behavior (Timothy D. Wilson). Traditionally, psychological problems come from the inner part of the clients. However, self-perception theory perspective suggests that people derive their inner feelings or abilities from their external behaviors. We don’t do who we are, but we are what we do.

  • In what Nassim Nicholas Taleb calls “lucretan underestimation” current risk assesment methodologies are based on the worst event ever happened (the worst recession, the cruelest war, the worst unemployment rates), not on what could happen.

He argues that nature looks forward by anticipating to what perhaps would happen, by reserving extra capacity and building up strength. Redundancy is therefore not a defensive approach. See also the three earlier blog post about building robustness in systems here.

  • Placebo’s – sugar pills with no effective medical working – are thought to have no influence on the body at all.

Sometimes patients given a placebo treatment will have a perceived or actual improvement in a medical condition, a phenomenon commonly called the placebo effect. Eric J. Topol suggests to use “placebo medication” as a therapy.

Two people are often less effective than one single person. The merely presence of some other beings prevent a single person are often than not to take adequate action in a situation.

Another examples of the inadequacy of “More Is Better” : “More ideas are better”. Actually, many inferior ideas will not even one really innovative idea. “More hands are better”: Many organisations try to solve problems by adding more resources (time, budget, workers, overseers), while fundamental redesign of the work processes could solve the problem. Often problems are solved by reducing the people involved.”Bigger is Better” or “Economies of Scale“: Many mergers, intended to improve efficiency and to reduce running costs, actually become counter productive.

  • Normally it is assumed that romantic harmony between couples is the standard with the aim of copulating is the joint reproduction of offspring.

Huge conflicts between spouses are regarded as signs of dysfunction. However, David Buss posits a radical reformulation in a theory about sexual conflict: Sexual conflict or sexual antagonism occurs when the two sexes have conflicting optimal fitness strategies concerning reproduction, particularly over the mode and frequency of mating, potentially leading to an evolutionary arms race between males and females.

  • “Dirt is not dirt, but only matter in the wrong place.” is another example of an Reversal which ensures that we will continue to question conventions.
  • Some models of human behavior in the social sciences and many economics models assume that people are on average rational, and can in large enough quantities be approximated to act according to their preferences.

The concept of bounded rationality by Herbert Simon reverses this assumption to account for the fact that perfectly rational decisions are often not feasible in practice because of the finite computational resources available for making them. Humans are not rational actors but satisficing: the idea that in decision-making, rationality of individuals is limited by the information they have, the cognitive limitations of their minds, and the finite amount of time they have to make a decision.

  • The idea that “there is a someone in my head” or ” some part of my head is responsible for …” is debated by David Eagleman.

In “Incognito. The Secret Lives of the Brain” he suggests that the brain contains divers and overlapping ways to handle the world. There are a lot of “someones” in our head, a representative democracy that functions due to competition between the brain parts of which we are not conscious at all. As such, the brain is subject to neural conflicts.

  • Throughout centuries,  it has been assumed that a perceived object doesn’t change under influence of an observer.

However, quantum physics, psychology and sociology has shown that this is not true. To expand this concept it is suggested that biology is the science about behavior of biologists, physics the science about behavior of physicists. This is a Reversal of empiricism, a theory of knowledge which states that knowledge comes only or primarily from sensory experience. Another Reversal of empiricism is the statement that perception without a theory is not possible. Theories like ideas, hypothesis, perspectives, perceptions, assumptions, etc. do have an important and fundamental role to acquire and enhance knowledge. Any observation takes place against the background of a theory, consciously or not. So called “Evidence-based Policy” is then more it’s Reversal: “Policy based Evidence”.

  • Most software applications are designed to assist us with thinking tasks.

But in reverse, in the “Computional Brain” computer models constrained by neurobiological data can help reveal how – networks of neurons subserve perception and behavior – how their physical interactions can yield global results in perception and behavior, and how their physical properties are used to code information and compute solutions.

A last Reversion, to reflect on: To get a good idea the standard approach is to search for better ideas. A reversed approach is to get rid of a bad idea. Doing so helps to suppress simple, obvious but not effective attempts whereby a better solution can arise.

figure_ground_reversal_by_mystiedo-d5yo2zzIn a following blog post we will continue with some World’s Most Interesting Reversals. In the meantime, you are invited to subscribe to our blog.