Manipulative Verbs / Kalari Exercise Technique

A checklist generates ideas by taking a verb from the list and “checking” the item against certain aspects of the problem. The comprehensive list of verbs helps reduce the possibility that a solution might be overlooked. Example for use: A common problem in project management is a plan’s failure to meet the desired schedule, either at the initiation of the project or during the course of managing the project. Approaches to rearrange resources to meet the scheduled date of an information systems development project: Multiply Increase the number of personnel Increase the amount of project budget Increase the tools Eliminate Eliminate some of the functionality of the system Subdue Simplifying the design Invert Prototype to test early instead of at the end Separate Critical from non-critical activities Unify Combine modules

Turncoat

Play devil's advocate – take the exact opposite view of the one you have been holding.

If you are an optimist, think through the motivations of the pessimist.

Most of us tend to see situations through the flawed windows of our own nature. We are optimistic or pessimistic and do not really participate with others in understanding all aspects and connotations of a problem. Edward de Bono’s Six Thinking Hats can help a group or even a person understand all aspects of a problem. Each of us wears each hat in turn or persuades others to wear them. I’d like to state here that, while thinking, one should remove all barriers and obstacles. Thinking is the easiest way of testing a solution. Thinking through all possibilities can prevent major financial distress. But most people are as careful and timid with their thinking as they are with their actions, thus losing the possibility of nurturing creative ideas.

People feel busy and productive when engaged in activity, but can be busy doing work which may be non-productive. In my view, thinking should be the major activity of managers and progress lies in constantly striving through innovation to delight the customer.

Wishful Thinking Technique

Applied properly, this approach can free you from any unnecessary implicit assumptions that you are making about the challenges you face.

Procedure for use:

Generally, the steps to follow in applying the technique are as follows:

1. State the question, goal, situation, or problem.

2. Assume anything is possible.

3. Using fantasy, make statements such as: “What I really want to do is...” or “If I could choose any answer to this question, it would be ...”

4. Examine each fantasy and transpose it into your reality by making statements such as: “Although I really cannot do that, I can do this by...” or “It seems impractical to do that, but I believe we can accomplish the same thing by ...”

5. If necessary, repeat Steps 3 and 4.

Example for use:

1. How can I learn more about how customers use my product?

2. I can be any size or shape I want.

3. I will just step inside one of the products shipped today and peer out at my customer and observe how he or she uses the product.

4. Well, I don’t think I can change my size or shape, but I can get a customer’s agreement to let me observe my product under use at his or her facility and videotape employees at work using my product.

Brainstorming Technique

Developed by Alex Osborn, the brainstorming method was designed to separate idea generation from idea evaluation. It has the objective of moving people into a nurturing, supportive atmosphere of freewheeling thoughts. Ideas are stimulated through hearing others’ ideas. The emphasis is on quantity of ideas, using the philosophy that quantity produces quality.

Procedure for use:

William Miller suggests the following ground rules for effective brainstorming:

1. Pick a problem/opportunity where each person has the knowledge and motivation to contribute.

2. Define the problem in neutral terms rather than referencing a pre-selected solution. E.g., “How do we get this job done?” rather than “How do we get this person or this group to do this job?”

3. Record the ideas on flip charts or large pieces of paper where everyone can see them.

4. Suspend evaluation or judgment until all ideas have been given.

5. Stretch for ideas.


6. When you think you’ve got all the ideas, go for another round, being even more outrageous in possible solutions.

7. Aim for quantity to help find quality.

8. Accept all ideas, even weak ones.

9. Encourage embellishment and building on ideas.

Example for use:

Almost everyone reading this page has used the brainstorming technique. It would be useful for almost any situation where a multitude of ideas need to be generated in order to identify two or three useable ideas.

Examples are:
• Identifying new products or services
• Generating new ways to solve a continual problem or perplexing situation
• Finding new approaches to replace old, out-of-date approaches
• Delineating many alternatives

Attribute Matching

Attribute Matching is a simple method which breaks down stereotypes which are very common among many of us.

Procedure for use:

1. Come up with a procedure or process that is totally different from the process or product to be improved.

2. List attributes of the new product or process.

3. Apply each attribute to the product or process being considered and arrive at alternative solutions.

Example for use:

Let us say that we want to design a method of work, which is as interesting as a holiday. I would then list out the attributes of holiday as follows:

A holiday is a time when you can
• go away on picnics and play games and listen to music
• meet new people
• enjoy leisure time activities and different sports like canoeing and water skiing
• catch up on your reading
• spend more time with your family

Now, in attribute matching, you apply each of the attributes to the work situation. For example, you say my work will involve spending more time with my family. This can lead to the idea that families can be invited to the work place or helped to take up jobs in your work place. Besides, family get-togethers every week will also provide opportunities for family members to get involved in contributing to the individual company as in telemarketing or summer jobs for children. Both ideas are being implemented in many corporations.

Experiential attribute matching involves imparting feelings and ideas from an experience − like going to a movie or eating a durian.

The Question (5Ws/1H) Technique

The Who-What-Where-When-Why-How questions or 5Ws/1H, aid in expanding your view of a problem or opportunity, to try to make sure that all related aspects have been considered. By going through several cycles of the 5Ws/1H, alternatives related to the problem or opportunity can be explored exhaustively. This technique is one of the most useful of all creativity techniques because it can be used after each phase of the development cycle. By asking the 5Ws questions you have greater assurance that you are covering the full set of alternatives to be considered. The response to the H (How?) question provides approaches to implementing the ideas you have generated with the Ws. The answer to the H question should be a resource budget covering the 6Ms: Men, Materials, Machines, Methods, Market and Money.


Procedure for use:

1.Develop a question for each of the Ws and the H.

2.Develop responses to each of your questions.

3.Evaluate alternative approaches suggested by your responses to your questions. When an improved approach results, determine its cost-effectiveness; and change the problem solution accordingly.

The Question (5Ws/1H) Technique

The Who-What-Where-When-Why-How questions or 5Ws/1H, aid in expanding your view of a problem or opportunity, to try to make sure that all related aspects have been considered. By going through several cycles of the 5Ws/1H, alternatives related to the problem or opportunity can be explored exhaustively. This technique is one of the most useful of all creativity techniques because it can be used after each phase of the development cycle. By asking the 5Ws questions you have greater assurance that you are covering the full set of alternatives to be considered. The response to the H (How?) question provides approaches to implementing the ideas you have generated with the Ws. The answer to the H question should be a resource budget covering the 6Ms: Men, Materials, Machines, Methods, Market and Money.


Procedure for use:

1.Develop a question for each of the Ws and the H.

2.Develop responses to each of your questions.

3.Evaluate alternative approaches suggested by your responses to your questions. When an improved approach results, determine its cost-effectiveness; and change the problem solution accordingly.

Bug List Technique

Innovators share the feeling of being driven by a real or perceived failure of existing things or processes, to work as well as they might. Fault finding with the world around them and disappointments with the inefficiencies with which things are done appear to be common traits among inventors. According to Marvin Camaras, an inventor, “Inventors tend to be dissatisfied with what they see around them … maybe they’re dissatisfied with something they’re actually working on or with an everyday thing... They say this is a very poor way of doing it.” The Bug List techniques were developed to capitalize on this tendency of faulting things around us – to lead to corrective action.

Experiential Attribute Matching

Experiencing an event is totally different from thinking about it. Information from the five senses rushing in reflects the ecstasy of the experience. One of the groups in my training program went on a turtle walk on a beach. They saw a large turtle alone on the sand; one of them came up with the idea that individuals in an organization should be allowed space to grow, without interference, in solitude.

Yet another saw the slow and clumsy turtle and came up with an idea that postulated the exact opposite: let the organizational plan be clear and precise.

Learn to capture dreams, visions, floating thoughts and to synthesize them into your plans. For example, the best way to understand a tree is to become a tree in the storm.