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How to make a lot of ideas

One of the three moments described in the method PAPS ( click to read at that point were we>> ) is the production of ideas, which is the second time, after that of perezione and creative analysis, as described in the post linked above. So let's see how he describes Hubert Jaoui this key moment of his meted:

You have just deconstructed the problem and then restored the problem in a graph analysis. The description of this chart highlights the subproblems and their articulation. It may be that at the same time to reveal the solution.

Among the identified minor problems, some may find a satisfactory answer in the range of solutions already known. Others will be resolved by consulting an expert efficacentemente internal or external. Others deserve to be subjected to a production team, as appropriate, this group will be the same analysis group or a second group, internal or external.

In all cases there is the problem of the choice of techniques. If the problem is well defined and the group trained for innovation, a direct attack on free wheel will suffice.

If the problem is more complex and break it down into several elements, or even if it is a problem of communication in which issuers and are multiple recipients, it is necessary to build an array. Not all the boxes of the matrix are of the same interest. The group will be divided in tandem, each of which will be responsible for developing one or more boxes of the matrix. The analogue techniques are often effective, especially if the problem does not refer simply to create a product, but concerns the equilibrium of a system. The implementation in another field at the same time allows more freedom in relation to mental coercion, and enrichment through the transfer of the solutions already found in the original analog chosen field.

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The Multiple logic



Creativity is the logic of discovery. It is not the absence of logic, is a Multiple logic. While the normal way of functioning of intelligence, what they tried to teach us, is deductive, really straight and in any case phonological operation of the mind in the act of creation, invention, Troubleshooting is divergent, borrows several logical paths without limitations.

Create means deconstructed and then restored. Deconstructed the existing reality composing in fragments, molecules, atoms, recast the elements in the original models.
The process is divided into three phases:

• a proper mental preparations
• a group of well-established and well-conducted research
• a time when you connect many techniques that cover the whole creative chain , the perception application

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The creaflex

Our programming created in us a reflection of systematic criticism and rejection of new ideas automatically. This reflection must be rooted destructive. The best way to do this is to replace it with reprogramming based on three behaviors to be integrated until they become automatic and constitute precisely the creaflex.

Prime behavior: diverge before converging

Faced with a problem, the solution is perhaps the first idea that good. To be sure, it must be able to compare to 'other or, rather, to many others. "For any problem there are at least two solutions.

According behavior: listen before judging

The conditioning of our education leads us to consider the ideas that there are proposals before it is even truly understood, or simply listen.

The technique Advocate angel , imagined by Sidney Shore, it is within our reach. It consists of four stages, to be carried out quietly and rigorously.

1. hear each other completely . This means of course, to remain silent, to avoid the main interruption impropriety, but also to visibly demonstrate your interest in our party for his views, to show our facial expressions and our body posture that we receive "5 5 ". This consensus does not mean that we agree with what is said, but simply that we record uncensored the entire message. And this is certainly the least we can do.

2. Riformulare precisamente . Restituire all’altro il suo messaggio con le nostre parole, cosa che gli permetterà di verificare se è stato compreso ed eventualmente di completare , correggere, sfumare , la nostra nuova formulazione .

3. Complimenti con sincerità . Qui si mette all’opera la creatività dei partecipanti. In un ‘idea che li soddisfa a metà, o per nulla , devono riuscire a identificare almeno un punto positivo. La formula magica è , alla letter: "What I like about your idea is ..."

4. Asking open . For this task participants have at their disposal the checklist Cccdpq: who, what, how, where, why, when? For example: What is the benefit of the idea that you propose?; Who may object? ..

Third behavior: not all evil comes to harm

This is technique Sidney Shore : "What's Good About It ?" , inviting the participants to the following considerations:

· you happen to an event, positive or negative. Start by expressing your emotions;

· make a list of all the negative consequences arising or that may arise. Count out;

· now, use your creativity to list at least as many potentially positive. This will be difficult, perhaps the first time but you will see that there will always be easier;

· compare the two lists and found some positive consequences as allow you to cancel or compensate 'effect of negative ones.

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creative reflection or group creativity


Creativity is without doubt a phenomenon individual. It happens quite often that the working groups is not well structured and poorly coordinated brake is even a creative expression. This can happen for three reasons, which are described below.

First, if the phase of the production of ideas is not separated from the evaluation phase, so any attempt to express a new idea is immediately struck down by a barrage of criticism, even well-reasoned and substantiated, but prevent any depth.

This kind of attitude of the group leads to an increase of inhibition, so that all end up keeping his thoughts within the entrenched patterns of experience defensible shows without too much difficulty obviously does not mean that you do not get improvements to existing schemes, but they will, in general, incremental, and without significant jumps.

Finally, the group atmosphere can produce a radicalization of positions: each feels compelled to defend their ideas a priori to a mistaken interpretation of its role within the group, then that can happen at the end of ideas end up being selected not for their intrinsic merits but based on the dialectical capacity of the proposer or aggression.

The negative aspects can be mitigated or the limanti all with the proper management of meetings and the use of appropriate techniques. In this case the contribution to creativity can be very significant, because the group itself is a source of stimuli that have positive effect on the generation of ideas, the group also constitutes a powerful tool not only for the production, including selection, modification and adaptation of ideas.

order to express the positive elements of creativity, the group must be based on interpersonal equilibrium conditions (techniques have been developed for the resolution of conflicts within the group, see Appendix: "The method of systemic constellations") allowing the use of the following: * The

freezing and subsequent postponement of criticism against the production of ideas

* the separation of the moment decision as ideational

* the mutual stimulation of associative chains mental

* the transformation of so-called unconscious materials

In essence, under certain environmental conditions and interpersonal, the group can not only add to the inventive potential of individuals, but also multiply with each other, thanks to a rebound effect in stimulating collegial. Any contribution made by a member of the group renews prospects ideative di tutti gli atri . Ciò consente con molta fluidità la realizzazione del cambiamento di orizzonte dal quale far emergere più adeguate soluzioni ai problemi trattati. Per questa ragione si è cercato di codificare alcune regole , necessariamente non troppo rigide, da seguire per sfruttare nel modo migliore la potenzialità creative dei gruppi. Sono nate così diverse tecniche , tra cui sono gradualmente emerse per efficacia pratica quelle del “ brainstorming “e dei “ sei cappelli”.

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The benefits of training for creativity: word of Hubert Jaoui!


Oltre allo sviluppo dei fattori di base( fluidità, flessibilità, originalità), il percorso pedagogico compiuto attraverso la formazione alla creatività, induces many advantages allowing strengthening:
- self-confidence
- Energy, in its two sources, pleasure and desire
- independence of thought and action
-
acuity of perception - intuition
- tolerance of ambiguity
- the host of mental images, the richness of the dream
- the size of areas of interest
- cooperation, team spirit
- the propensity to think and act creatively.
This list, certainly incomplete, but realistic and explicit, it helps to clarify the objectives of the direction to take, to start training for creativity.

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Blogsletter del network di blog
Innovazione=C alla terza


I vantaggi indotti da una formazione alla creatività secondo Hubert Jaoui
Oltre allo sviluppo dei fattori di base( fluidità, flessibilità, originalità), il percorso pedagogico compiuto attraverso la formazione alla creatività, induce numerosi vantaggi permettendo di rafforzare…
continua>>
http://innovazione3c.blogspot.com





L'esplorazione e la ricerca: la prima fase del Coaching Creativo
Cristoforo Colombo, chi meglio di lui può simboleggiare la ricerca, l'eslorazione delle possibilità, di nuovi territori fisici e mentali, quella ricerca che apre le porte all'immaginazione, all'intuizione, senza dimenticare l'organizzazione di un'impresa?
continua >>
http://ilcoachingcreativo.blogspot.com/

Game, ancora una variante del Brainwriting
Questa metodologia di Brainwriting è particolarmente interessante perché si basa su un criterio che nella maggior parte dei casi è assolutamente “vietato” nelle sessioni con tecniche di creatività e cioè la competizione…
continua>>
http://simonepiperno.blogspot.com/

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Six Thinking Hats

of the six hats technique has been proposed by De Bono (1985) in his book Six Thinking Hats. This is a role-playing game applied to the creativity of the group with the aim of prioritizing the positive elements of the interaction between the participants. Compared with the brainstorming process is a more "driven", which is very important in the presence of an experienced coordinator.


De Bono notes that the different attitudes with respect to any possible argument can be grouped into six classes, which he associated with many hats di diverso colore.


Ogni individuo , per vocazione , esperienze, educazione, ecc , si caratterizza per un atteggiamento prevalente che può essere molto difficile fargli effettivamente abbandonare. Con la tecnica dei sei cappelli si chiede solo di rappresentare una parte, provando per il tempo richiesto a svolgere il ruolo indicato dal cappello.
Così se durante la riunione si dice “indossiamo il cappello bianco”, collegato a neutralità ed obiettività, ciò significa che entriamo in una fase di ascolto di dati ed informazioni che devono essere considerati con la massima oggettività.
Il cappello verde darà inizio alla fase di generazione creativa.
Il cappello giallo potrà be worn to identify the strengths of an idea, while the black hat will help us to assess the weaknesses and deficiencies.
with the red hat for everyone to give free rein to the emotions and feelings without feeling obliged to rationally justify their claims.
be noted that the sixth hat represents the control of the process: when you wear the blue hat rules are established, and subsequent stages of the session, it is invoked at the beginning, or to overcome moments of impasse, or when necessary to move from job content to the development of the creative process that is being followed.

looks like a game, but it is one of the most common techniques for creativity Group: the awareness of participants to play a role has proved effective in making it easier to abandon inhibitions and attitudes inherited.

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Total Creativity Management

In classic brainstorming, the first phase strictly obeys the four rules of divergent thinking, the Csqm: C
as critical abrogated
quantity Q as privileged as extravagant welcome
S;
M as multiplication routine.

The second phase, convergent, it was left to the common sense of people, their natural right to use a filter or a series of filters to eliminate the obvious ideas and impossible ideas, and consider, in the end, only the successful elections were: effective, original and feasible. In this way, chances are that they are systematically eliminated the ideas are interesting but trivial, and those that are original and seemingly impossible. Proceeding thus, deprives it of an extraordinary innovation potential. Contradicts itself, stupidly, the definition that "creativity is to dream the impossible, to find a way to make it feasible."
is through empirical observation completed by groups of mixed research consultants - enterprise, which has discovered that in fact the mechanism is based on the dialectic of creativity, divergence convergence: dreaming l’impossibile, quindi trovare come renderlo possibile.

L’ideatore del metodo Papsa , Hubert Jaoui, ha elaborato un modello a spirale, battezzato Tcm, Total Creatività Management.


Modello del Total Creativity Management

La prima tappa consiste nell’impiantare il “creaflex” , o riflesso creativo (di cui parleremo nel prossimo post).

Nel corso della seconda tappa viene insegnato il metodo Papsa, che i partecipanti potranno in seguito applicare mediatamente, da soli , in coppia o in trio , quindi senza animatore.

La terza tappa vede svolgersi un cantiere di ricerca creativa, su un problema cruciale interno or outside: create or launch a new product or service, replace an existing product, invent a new market approach, define a new mode of operation.

The fourth stage goes up to an additional layer: the training of youth affairs. These belong to various functions, which continue to have for most of their time: their mission is, in fact, organize, animate, make groups of creative research on topics proposed by the management.

These leaders are chosen on a voluntary basis according to four criteria: motivation

mental flexibility

general knowledge ability to lead a group on the principle of semidirettività (Directivity absolute compliance with the rules of the game and methodology; directivity than full content, with positive reception of any ideas expressed).

The training of youth is two intensive training. The first forward the principles and tools, the second teaches the rules and tricks of the animation of creative groups. It explains how to build them and deal with these groups. And above them is getting ready to have a productive dialogue with their partners within:
- the steering committee, where it belongs, among others, the project leader, who will also participate in the creative group, without being the facilitator;
- Experts to be consulted occasionally and / or included in some research meetings.

The fifth stage is the installation of creativity as a value and practice in corporate culture. This is in general a communication campaign that uses many media, in particular a formal meeting with managers. On this occasion there is a presentation of youth affairs, who report on their experience, and is made an announcement to the public: "creativity belongs to everyone. You are all invited to use, individually or in groups, whenever it is worthwhile" .

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Lateral thinking, Hubert Jaoui

The approach of lateral thinking has been proposed by De Bono for the phase of idea generation.
The principle on which is the challenge that is very effective in determining conflicts and new combinations of old ideas and solutions. To make this challenge can be virtual escape from the rigid control exercised by the logical and deductive abilities of the mind, that our whole education has emphasized to make room for different ideas and somewhat unpredictable.
De Bono calls "lateral thinking" the mental paths characterized by logical leaps are impossible under the "sequential thinking" characteristic of the normal reasoning.
Lateral thinking can be activated with some things, that De Bono calls "provocative and moving." The challenge is to introduce elements into the problems of discontinuity, provandopad adapt solutions to the problem to be addressed, tricks and ideas drawn from completely different contexts, when the combination is more unusual and absurd, the stronger, according to de Bono the incentive to creativity.
To understand how the challenge can help to get out of the box mentality consider the first part of Figure 3, which shows a process "rational", in which deduction proceeds step by step until you come to a conclusion. In the following formalization of the discovery is progressing with a theorem, which is generally a backward path : viene anticipata la conclusione e si dimostra che essa è vera date le premesse.
A volte la forza del percorso “razionale” è talmente grande che si impedisce di vedere altre conclusioni possibili. Scopo della provocazione è quindi quello di portarci fuori dal percorso razionale, verso conclusioni impossibili anche da concepire; il movimento consiste in un processo razionale attraverso il quale si cerca ex post di analizzare le nuove conclusioni per valutare se esse siano in grado di gettare nuova luce sulle caratteristiche del problema e /o eventuali soluzioni innovative.
È evidente che alcune si manifesteranno chiaramente assurde , ma è anche probabile che la sfida costituita dalla provocazione iniziale abbia posto la mente in a state of instability, which can stimulate the creative process elements suggesting that, just as in the formulation of the theorem, can acquire new post-rational foundations. It is essential in this analysis not ignore the provocation absurd or paradoxical, working instead on the extraction, from this, not immediately obvious to the general principles and their possible applications.


Figure 3 Provocation and lateral thinking in movement

In the creative process, or at least the first phase of idea generation, then it should "stay the proceedings, which can then more appropriately be exercised is the next phase of rationalization of ideas produced, both at the time of a possible choice between different options.
Furthermore, it is appropriate that the provocation is put or interpreted as an attack or a criticism. In this case, it would ultimately generate reactions that can hinder not only change but also the creative thinking. The provocation may be directed to objects or specific problems relating to situations, products, processes that we want to change, innovate, or change altogether, or may be given to a way of thinking prevalent. The following list identifies some points of attachment for a provocation effective:
- dominant ideas
- constraints and limitations
- recruitment
-
key factors - factors to avoid
- polarizations

First we try to challenge the dominant ideas, which may be in fact, sometimes stifling to creativity.
Often the constraints and limitations are hired to custom, without actually stopping to think about the possibility of release.
Whatever the problem to be solved, it is difficult in practical cases have empirical evidence on the whole, so that we resort to several assumptions based on experience or shared knowledge, some assumptions are so natural that we are not even remotely tempted to challenge them . Maybe they are reasonable but, as with constraints, we try to abandon them for a moment: they could become a new idea.
Some factors are considered essential in specific situations or problems: we ask if this is really a need or a habit.
Other factors are deemed inappropriate or to be avoided, even in this case, we can challenge them.
Finally, we groped to identify and eliminate any biases in their approach to problems. The polarization is a specific point of view we become prisoners to abandon him, even as a provocation could lead to new ideas.

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Blogsletter

Hello, the new blogsletter Innovation = C in the third, (the group on Linkedin to which I invite you to join if I had not done clicking here>> ), are:

Lateral thinking, Hubert Jaoui
The approach of lateral thinking has been proposed by De Bono for the phase of idea generation.
The principle on which is the challenge that is very effective in determining conflicts and new combinations of old ideas and solutions ... more>>
Source: Innovation = C in the third

Creative Coaching, a approach to developing new solutions
Coaching Creative began as a method of integration and remodeling of methodologies that aim to help the person creatively enrich your own map of reality, following a path that can be learned and then re-used independently in order to use solutions transformative approach to business and personal life ... more>>
source: ilcoachingcreativo

Negative Brainstorming
The Negative Brainstorming is a special version of the brainstorming that takes into account the possible negative effects and implications of an idea, a project and was developed in 1985 by Isaksen and Treffinger ... more>>
source: the blog Simone Piperno

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