Brainstorming is being retired - Creability creates fresh ideas! No matter if it is in project meetings, in the field or in management – those who quickly develop ideas and effectively tackle problems with their team score highly. Creability is the source of creativity for practitioners.
The authors present the 30 most effective methods - mostly self-developed and tested, such as the "paths to success", the "ruler" or the "stimulus word bandit". One focus is on visualizing techniques that are particularly suited to swinging participants into a "creative mode". The book provides many graphical templates that can be used directly in creative team meetings, specific tips for implementation, as well as inspiring success stories and examples.
IS BEEING RETIRED
Polishing your ideas
Simply more participation
Simply more participation
Feel the pulse
Changing perspective made easy
When the double bind grinds
Bet on ideas
Stimulus Word Bandit
Gambling with associations
Ideas - with the end user in mind
Building on one another
Throw the first stone
Idea mutation under pressure
Duo Mind Map
Complement each other
Better ideas in duos
Slide into creativity
The gradual formulation of ideas through writing
Creativity where it counts
MARTIN J. EPPLER
Full Professor for Communications Management
is a thinking tool maker and crafts reflection materials for management practice. He is the inventor of the visualisation software www.lets-focus.com and the CollabCards set of cards (together with Friedrike Hoffmann and Roland A. Pfister). Moreover, he is the co-author (together with Roland A. Pfister) of the visualisation book “Sketching at Work” beside twelve further books on knowledge visualisation and management as well as around 120 scientific articles.
works as an innovation accelerator and prefers combining different creative methods. She is a design thinking coach and trainer and has studied the emergence of new business models in existing companies at the University of St. Gallen. Through this, she has encountered all creative barriers. Most of them even simultaneously co-existed in organizations.
ROLAND A. PFISTER
Entrepreneur and Management Coach
is a sketching professional, expert for visualization in management and specialist for communication in the military and enterprises. He has scientifically engaged with handwritten visual representations in the context of management and is co-author (with Martin J. Eppler) of the best-selling book “Sketching at Work”.
As part of a class about five years ago, one of us took a written exam to test his creativity level (yes, this really exists) – it is called the Torrance Test. This psychological test is a kind of compulsion to the idea, because it checks how quickly and flexibly someone is able to develop a variety of ideas under time pressure.
The results of this trying test were actually very pleasing: The evaluation attested to him having far above average creativity - in the top segment of all the participants in the class. But instead of joy there was consternation, because this surprising result led him to ask the vexing question: “If I am really that creative, why do I rarely succeed to take myself and my team to a peak creative performance?” The answer to this question was pursued by this book’s three authors, and forms the starting point of this book.
We have summarized the many years of research on the creativity of groups and individuals in five manageable core principles. Each principle begins with a C for ease of memorability.
Understand the (real) problem and its elements before you start developing ideas for your solution. Understanding is the basic requirement for actionable ideas. Only when you have understood something (e.g. a problem) in more than one way, can you truly understand it and you start being creative by building on this understanding.
Not without reason, the first step in many creative methodologies from CPS (Creative Problem Solving) to design thinking is an in-depth, multi-perspective analysis of the problem or observation.
Question your basic assumptions and given constraints. Try to consciously break your and your team’s rigid ideas and deadlocked assumptions. Bring movement into solidified structures of thought, for example by considering how to further aggravate the situation rather than to improve it, or by deliberately putting your favorite conviction in question (e.g. "The client always wants to pay as little as possible").
Change your perspective and look at the problem and solution from a completely different perspective. Consider your position from the perspective of an outsider or your role model or idol. Change the time horizon or the level of the solution in order to free your creative potential. Albert Einstein recognized this principle in the following aphorism: "Problems cannot be solved with the same mindset by which they were created." So, change the ways of looking at your problem or issue to build a creative tension. An impressive way to do this is the use of analogies, metaphors or other transferrals. For such transformations, give coincidence a chance and take advantage of serendipity (accidental discoveries).
Connect information and ideas in novel ways, because we know that a lot of innovations have emerged from existing ideas that have been cleverly combined in new ways. Think about the success of the iPhone. Here you can also give coincidence a chance and firstly combine things on a trial basis and see what results. In order to combine ideas, it is advisable to visualize these first, e.g. on cards that can be re-grouped without any difficulty.
Enhance your ideas by examining possible weaknesses and trying out various application scenarios. The refinement of ideas can also mean that they are enriched using further ideas or improvement points; or adapted to different application contexts. Idea refinement benefits from various forms of expression and visualization. By presenting your idea in a different manner, you discover different points of improvement on your idea. Therefore, draw your idea as a sketch, comic story, diagram or metaphor. Tell various different people you trust about your idea and pay close attention to their reactions and feedback. One way to apply this principle in concrete terms, is prototyping, a method we also describe in this book.
To us, the ability to enable creativity in groups seems to be of crucial importance, especially to survive in today's global innovation economy. Reading the Creability book is a good start on the journey to that competence, but your organization cannot build this capability by having people just passively consume a book about creativity.
How you can organize communication in groups in order to allow for good ideas to be born is something you will learn in our Creability seminar. The seminar can be held in your organization’s familiar work environment and lasts one day (7 hours of in-seminar work). We analyze your current needs during a preliminary talk and adjust the content in order to tailor the seminar specifically to your organization.
Get in touch with us to learn how to tailor a seminar program individually for you or your organization. We are looking forward to getting creative with you!
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