Creativity Support Tools Jay F. Nunamaker, Jr. Regents’ and Soldwedel Professor of MIS, Computer Science & Communication The University of Arizona, Tucson

What is creativity? “ Creativity is best described as the human capacity regularly to solveproblems or to fashion products in a domain, in a way that isinitially novel but ultimately acceptable in a culture.” (Gardner,1989) “ Creative products , be they poems, scientific theories, paintings ortechnological advances, are both novel and acknowledged to bevaluable or useful in some way.” (Gilhooly, 1982) “ Creativity is a process that can be observed only at the intersectionwhere individuals, domains and fields intersect.”(Csikszentmihalyi, 1999) Creativity is defined as process of forming mental elements into new combinations, which either meet specified requirements or are useful (Mednick, 1962) A combination of flexibility, originality, and sensitivity to ideas that enables the learner to break away from usual sequences of thought into different and productive sequence (Jones, 1972)

“ Creativity is best described as the human capacity regularly to solveproblems or to fashion products in a domain, in a way that isinitially novel but ultimately acceptable in a culture.” (Gardner,1989)

“ Creative products , be they poems, scientific theories, paintings ortechnological advances, are both novel and acknowledged to bevaluable or useful in some way.” (Gilhooly, 1982)

“ Creativity is a process that can be observed only at the intersectionwhere individuals, domains and fields intersect.”(Csikszentmihalyi, 1999)

Creativity is defined as process of forming mental elements into new combinations, which either meet specified requirements or are useful (Mednick, 1962)

A combination of flexibility, originality, and sensitivity to ideas that enables the learner to break away from usual sequences of thought into different and productive sequence (Jones, 1972)

Creativity Ref: Edmonds and Candy, 2003

About the Nature of Creativity According to Mihaly Csikszentmihalyi, “ Creativity is the cultural equivalent of the process of genetic changes that result in biological evolution, where random variations take place in the chemistry of our chromosomes, below the threshold of consciousness. These changes result in the sudden appearance of a new physical characteristic in a child, and if the trait is an improvement over what existed before, it will have a greater chance to be transmitted to the child´s descendants. Most new traits may disappear after a few generations, but a few do improve survival chances, and it is these that account for biological evolution. In cultural evolution there are no mechanisms equivalent to genes and chromosomes.” Can we artificially simulate this process? Can we create tools to support the creativity process?

According to Mihaly Csikszentmihalyi,

“ Creativity is the cultural equivalent of the process of genetic changes that result in biological evolution, where random variations take place in the chemistry of our chromosomes, below the threshold of consciousness. These changes result in the sudden appearance of a new physical characteristic in a child, and if the trait is an improvement over what existed before, it will have a greater chance to be transmitted to the child´s descendants. Most new traits may disappear after a few generations, but a few do improve survival chances, and it is these that account for biological evolution. In cultural evolution there are no mechanisms equivalent to genes and chromosomes.”

Can we artificially simulate this process?

Can we create tools to support the creativity process?

Can Creativity Be Enhanced?

Can Creativity Be Enhanced?

Creativity Support Tools: Focus Desire to increase performance in decision-making and problem-solving Need to deal effectively with semi-structured and ill-structured problems Creativity is vital to improved decision-making by groups or individuals

Desire to increase performance in decision-making and problem-solving

Need to deal effectively with semi-structured and ill-structured problems

Creativity is vital to improved decision-making by groups or individuals

Communities of Creativity Authors: Inspirationalists Emphasize the remarkable “Aha” moment Advocate strategies to break an innovator’s mindset and have him/her perceive the problem with fresh eyes Promote stimuli to elicit new ideas Brainstorming, divergence Free association – textual/graphic prompts Reference: Leonardo’s Laptop by Ben Shneiderman

Emphasize the remarkable “Aha” moment

Advocate strategies to break an innovator’s mindset and have him/her perceive the problem with fresh eyes

Promote stimuli to elicit new ideas

Brainstorming, divergence

Free association – textual/graphic prompts

Communities of Creativity Authors: Structuralists Emphasize the more orderly approaches Stress the importance of studying previous work and using methodical techniques to explore and evaluate the possible solutions exhaustively e.g. How to solve it – George Polya (1957) Software tool support in the form of Programmable simulations (test what-if processes) Scientific, engineering, mathematical models Methodical visualizations (charts, decision trees) Reference: Leonardo’s Laptop by Ben Shneiderman

Emphasize the more orderly approaches

Stress the importance of studying previous work and using methodical techniques to explore and evaluate the possible solutions exhaustively

e.g. How to solve it – George Polya (1957)

Software tool support in the form of

Programmable simulations (test what-if processes)

Scientific, engineering, mathematical models

Methodical visualizations (charts, decision trees)

Communities of Creativity Authors: Situationalists Emphasize intellectual, social, emotional contexts as key parts of the creative process See creativity as embedded in a community of practice with changing standards Want to know more about the role of collaboration with peers, advice from mentors, etc. Software tool support in the form of Consultation with peers and mentors Dissemination of results to interested members of the field Reference: Leonardo’s Laptop by Ben Shneiderman

Emphasize intellectual, social, emotional contexts as key parts of the creative process

See creativity as embedded in a community of practice with changing standards

Want to know more about the role of collaboration with peers, advice from mentors, etc.

Software tool support in the form of

Consultation with peers and mentors

Dissemination of results to interested members of the field

Possible Approaches to Enhance Creativity Remove blocks By understanding the unconscious influence of background, experience and habit on creativity By analyzing problems By learning new skills (triggers), By practicing methods to release imagination (triggers), By avoiding premature judgment of ideas (anonymity)

Remove blocks

By understanding the unconscious influence of background, experience and habit on creativity

By analyzing problems

By learning new skills (triggers),

By practicing methods to release imagination (triggers),

By avoiding premature judgment of ideas (anonymity)

Models of Creativity Stage models Descriptive Largely mechanistic (Polya, 1957; Whiting 1958) 3 stages – intelligence, design & choice (Simon, 1960) Clarified the nature of endeavor No causal explanation why certain processed enhanced creativity No guidelines for creative activities

Stage models

Descriptive

Largely mechanistic (Polya, 1957; Whiting 1958)

3 stages – intelligence, design & choice (Simon, 1960)

Clarified the nature of endeavor

No causal explanation why certain processed enhanced creativity

No guidelines for creative activities

Models of Creativity Stage models Prescriptive Aimed to enhance performance by formalizing protocols that insured repeatable results (Couger, 1995; Marakas, 1997; Rickards, 1974; van Gundy, 1987) Do not provide a causal explanation Hint at an underlying cause-and-effect mechanism

Stage models

Prescriptive

Aimed to enhance performance by formalizing protocols that insured repeatable results

(Couger, 1995; Marakas, 1997; Rickards, 1974; van Gundy, 1987)

Do not provide a causal explanation

Hint at an underlying cause-and-effect mechanism

Models of Creativity Cognitive psychology models Suggests insights into the mental processes that may underlie creative thinking Creativity is defined as process of forming mental elements into new combinations, which either meet specified requirements or are useful (Mednick, 1962) The more mutually remote the elements of the new combination are, the more creative the resulting solution

Cognitive psychology models

Suggests insights into the mental processes that may underlie creative thinking

Creativity is defined as process of forming mental elements into new combinations, which either meet specified requirements or are useful (Mednick, 1962)

The more mutually remote the elements of the new combination are, the more creative the resulting solution

Models of Creativity Recently proposed cognitive psychology model Cognitive Network Model (Santanen et al, 2002)

Recently proposed cognitive psychology model

Cognitive Network Model (Santanen et al, 2002)

Cognitive Network Model (CNM) of Creativity Creative ideas emerge from novel juxtapositions in working memory of concepts that had not previously been considered at the same time The bigger the variety of ideas you can get people to think about in the context of their problem in a given amount of time, the more likely they are to have a creative idea The benefit of increased variety of concepts is offset by the cognitive cost of switching ideas

Creative ideas emerge from novel juxtapositions in working memory of concepts that had not previously been considered at the same time

The bigger the variety of ideas you can get people to think about in the context of their problem in a given amount of time, the more likely they are to have a creative idea

The benefit of increased variety of concepts is offset by the cognitive cost of switching ideas

Role of ThinkLets in Measuring Creativity Used thinkLets as facilitation support to manipulate the cognitive model (Santanen, 2004) A thinkLet constitutes the smallest unit of intellectual capital required to create one repeatable pattern of collaboration among people working toward a goal (Briggs et al, 2003) Divergence thinkLets useful for doing creativity experiments

Used thinkLets as facilitation support to manipulate the cognitive model (Santanen, 2004)

A thinkLet constitutes the smallest unit of intellectual capital required to create one repeatable pattern of collaboration among people working toward a goal (Briggs et al, 2003)

Divergence thinkLets useful for doing creativity experiments

Experimental Results with CNM: Effect of Stimuli Free brainstorming lead to widest coverage of the solution space, though creativity much lower than directed brainstorming With directed brainstorming with topic switches every 2 minutes, creativity was greatest in the second half of the 40 minute session With directed brainstorming with topic switches every 8 minutes, creativity was greatest in the first half of the 40 minute session Topic switches every 4 minutes lead to the greatest amount of redundant solutions and "group think" across the solutions offered. Also poorer creative performance than free brainstorming

Free brainstorming lead to widest coverage of the solution space, though creativity much lower than directed brainstorming

With directed brainstorming with topic switches every 2 minutes, creativity was greatest in the second half of the 40 minute session

With directed brainstorming with topic switches every 8 minutes, creativity was greatest in the first half of the 40 minute session

Topic switches every 4 minutes lead to the greatest amount of redundant solutions and "group think" across the solutions offered. Also poorer creative performance than free brainstorming

How to develop creativity triggers and prompts? The development of the specific directed brainstorming prompts follows Couger’s (1995) guidelines for developing prompts for aiding creative problem solving According to Couger, good problem solving statements contain four major elements: An invitational stem, (for example, “In what ways might…”) an ownership component, (for example, “we…”) an action component, and (for example, “reduce…”) a goal component. (for example, “the number of casualties.”) These four elements provide a method for insuring uniform structure and content for the prompts that are delivered to the group as they generate solutions to the problem task (Reference: Couger, J. D. (1995). Creative Problem Solving and Opportunity Finding. Boyd & Fraser Publishing Company, Danvers, MA.)

The development of the specific directed brainstorming prompts follows Couger’s (1995) guidelines for developing prompts for aiding creative problem solving

According to Couger, good problem solving statements contain four major elements:

An invitational stem, (for example, “In what ways might…”)

an ownership component, (for example, “we…”)

an action component, and (for example, “reduce…”)

a goal component. (for example, “the number of casualties.”)

These four elements provide a method for insuring uniform structure and content for the prompts that are delivered to the group as they generate solutions to the problem task

(Reference: Couger, J. D. (1995). Creative Problem Solving and Opportunity Finding. Boyd & Fraser Publishing Company, Danvers, MA.)

“ Creative” Problem Solving Approaches: Herb Simon’s 3-stage Approach Intelligence – Recognizing the problem and analyzing problem information to develop a useful problem definition Design – Generation of solutions Choice – Selection and implementation of a solution

Intelligence – Recognizing the problem and analyzing problem information to develop a useful problem definition

Design – Generation of solutions

Choice – Selection and implementation of a solution

Mapping Alternative Approaches to Simon’s Framework Von Fange (G.E. Creative Engineering Program) Investigate direction (Intelligence) Establish measures (Intelligence) Develop methods (Design) Optimize a structure (Design) Accomplish this structure (Choice) Convince others (Choice) Gregory (The Scientific Problem Solving Method) Deciding on the objective (Intelligence) Analyzing problems (Intelligence) Gathering data (Intelligence) Organizing data (Intelligence) Inducting (Design) Planning (Design) Prechecking (Choice) Activating plans (Choice) Evaluating (Choice) Ref: McPherson, J.H. “The People, The Problems, and the Problem-Solving Methods,” The Journal of Creative Behavior , vol. 2, pp. 103-110.

Von Fange (G.E. Creative Engineering Program)

Investigate direction (Intelligence)

Establish measures (Intelligence)

Develop methods (Design)

Optimize a structure (Design)

Accomplish this structure (Choice)

Convince others (Choice)

Gregory (The Scientific Problem Solving Method)

Deciding on the objective (Intelligence)

Analyzing problems (Intelligence)

Gathering data (Intelligence)

Organizing data (Intelligence)

Inducting (Design)

Planning (Design)

Prechecking (Choice)

Activating plans (Choice)

Evaluating (Choice)

Mapping Alternative Approaches to Simon’s Framework Bailey (Disciplined Creativity) Problem inquiry (Intelligence) Specifying goals (Intelligence) Determining means (Intelligence) Solution optimization (Design) Construction and verification (Choice) Convince others (Choice) Rossman Need or difficulty is observed (Intelligence) Problem formulated (Intelligence) Available information surveyed (Intelligence) Solutions formulated (Design) Solutions critically examined (Design) New ideas formulated (Choice) New ideas tested (Choice) Ref: McPherson, J.H. “The People, The Problems, and the Problem-Solving Methods,” The Journal of Creative Behavior , vol. 2, pp. 103-110.

Bailey (Disciplined Creativity)

Problem inquiry (Intelligence)

Specifying goals (Intelligence)

Determining means (Intelligence)

Solution optimization (Design)

Construction and verification (Choice)

Convince others (Choice)

Rossman

Need or difficulty is observed (Intelligence)

Problem formulated (Intelligence)

Available information surveyed (Intelligence)

Solutions formulated (Design)

Solutions critically examined (Design)

New ideas formulated (Choice)

New ideas tested (Choice)

Ben Shneiderman’s Creativity Framework Collect – learn from previous work stored in libraries, the Web, and other sources Relate – Consult with peers and mentors at early, middle, and late stages Create – Explore, compose, and evaluate possible solutions Donate – Disseminate the results and contribute to libraries, the Web, and other sources

Collect – learn from previous work stored in libraries, the Web, and other sources

Relate – Consult with peers and mentors at early, middle, and late stages

Create – Explore, compose, and evaluate possible solutions

Donate – Disseminate the results and contribute to libraries, the Web, and other sources

Tasks to Support Creativity Ref: Shneiderman B., “Creativity Support Tools,” Communication of the ACM , vol.45, no.10, pp. 116-120.

Shneiderman’s Mapping of Creativity Framework & Tasks

Creativity Support Tools: Some Results Automated brainstorming model facilitates creativity to a larger extent and neutralizes many of the group effects responsible for poor performance of group brainstorming in the past Reference: Nunamaker, J.F., Jr., Applegate, L.M., Konsynski, B.R., “Facilitating Group Creativity: Experience with a Group Decision Support System,” Journal of Management Information Systems , 3, 4, pp. 5-19, 1987.

Automated brainstorming model facilitates creativity to a larger extent and neutralizes many of the group effects responsible for poor performance of group brainstorming in the past

Reference:

Nunamaker, J.F., Jr., Applegate, L.M., Konsynski, B.R., “Facilitating Group Creativity: Experience with a Group Decision Support System,” Journal of Management Information Systems , 3, 4, pp. 5-19, 1987.

Creativity declined when using the software on an analysis task even though number of alternatives increased Reference: Durand, D.E., VanHuss, S.E., “Creativity Software and DSS: Cautionary Findings,” Information and Management , 23, pp.1-6, 1992. Creativity Support Tools: Some Results

Creativity declined when using the software on an analysis task even though number of alternatives increased

Reference:

Durand, D.E., VanHuss, S.E., “Creativity Software and DSS: Cautionary Findings,” Information and Management , 23, pp.1-6, 1992.

Analogies produce creative, but fewer ideas, due to the use of unrelated stimuli Assumption reversals produced the most, but less creative ideas, possibly due to fragmentation of group memory and cognitive inertia caused by lack of forced movements among dialogues Reference: Hender, J.M., Dean, D.L., Rodgers, T.L., Nunamaker, J.F., Jr., “An Examination of the Impact of Stimuli Type and GSS Structure on Creativity: Brainstorming Versus Non-Brainstorming Techniques in a GSS Environment,” Journal of Management of Information , 18, 4, pp. 59-85, 2002. Creativity Support Tools: Some Results

Analogies produce creative, but fewer ideas, due to the use of unrelated stimuli

Assumption reversals produced the most, but less creative ideas, possibly due to fragmentation of group memory and cognitive inertia caused by lack of forced movements among dialogues

Reference:

Hender, J.M., Dean, D.L., Rodgers, T.L., Nunamaker, J.F., Jr., “An Examination of the Impact of Stimuli Type and GSS Structure on Creativity: Brainstorming Versus Non-Brainstorming Techniques in a GSS Environment,” Journal of Management of Information , 18, 4, pp. 59-85, 2002.

Larger groups generate more unique ideas and more high-quality ideas Reference: Gallupe, R.B., Dennis, A.R., Cooper, W.H., Valacich, J.S., Bastianutti, L.N., Nunamaker, J.F., Jr. “Electronic Brainstorming and Group Size,” Academy of Management Journal , 35, 2, pp. 350-369, 1992. Creativity Support Tools: Some Results

Larger groups generate more unique ideas and more high-quality ideas

Reference:

Gallupe, R.B., Dennis, A.R., Cooper, W.H., Valacich, J.S., Bastianutti, L.N., Nunamaker, J.F., Jr. “Electronic Brainstorming and Group Size,” Academy of Management Journal , 35, 2, pp. 350-369, 1992.

Research Initiatives The Creativity Center & Lab (since 2003) Brigham Young University Faculty Dr. Brent Strong Dr. Robert Barrett Dr. Tom Erekson Focus To nurture creativity in individuals and groups within the BYU sphere of influence

The Creativity Center & Lab (since 2003)

Brigham Young University

Faculty

Dr. Brent Strong

Dr. Robert Barrett

Dr. Tom Erekson

Focus

To nurture creativity in individuals and groups within the BYU sphere of influence

Research Initiatives Center for Research on Creativity and Innovation (since 1988) University of Colorado at Colorado Springs Founders: Dr. J. Daniel Couger, Director Dr. Lex Higgins, Associate Director Focus: To conduct research on ways to improve creativity in organizations and to publish the results of the research To work in a consulting capacity with organizations that want to improve the creativity of individuals and teams

Center for Research on Creativity and Innovation (since 1988)

University of Colorado at Colorado Springs

Founders:

Dr. J. Daniel Couger, Director

Dr. Lex Higgins, Associate Director

Focus:

To conduct research on ways to improve creativity in organizations and to publish the results of the research

To work in a consulting capacity with organizations that want to improve the creativity of individuals and teams

Research Initiatives International Center for Studies in Creativity (since 1967) Buffalo State University of New York Faculty Dr. Gerard Puccio Dr. Mary Murdock Dr. Roger Firestein Focus To train students, groups, teams and organizations to become more effective creative thinkers and problem solvers and to instill these skills in others First school to offer Master of Science in creativity

International Center for Studies in Creativity (since 1967)

Buffalo State University of New York

Faculty

Dr. Gerard Puccio

Dr. Mary Murdock

Dr. Roger Firestein

Focus

To train students, groups, teams and organizations to become more effective creative thinkers and problem solvers and to instill these skills in others

First school to offer Master of Science in creativity

Research Initiatives Human-Computer Interaction Lab (since 1983) University of Maryland, College Park Faculty Dr. Ben Bederson Dr. Ben Shneiderman and more… Focus To design, implement, and evaluate new interface technologies that are useable, useful, and appealing to a broad cross-section of people

Human-Computer Interaction Lab

(since 1983)

University of Maryland, College Park

Faculty

Dr. Ben Bederson

Dr. Ben Shneiderman

and more…

Focus

To design, implement, and evaluate new interface technologies that are useable, useful, and appealing to a broad cross-section of people

Focus of Current Research Initiatives Analyze the creativity process Develop frameworks and models to augment the creativity process Use computing tools and techniques to support the process Develop facilitation techniques to help execute creative processes

Analyze the creativity process

Develop frameworks and models to augment the creativity process

Use computing tools and techniques to support the process

Develop facilitation techniques to help execute creative processes

Commercial Creativity Support Tools ACTA Advantage Axon Idea Processor Brainstorm BrainStormer Brainstorming 1.0.1 Brainstorming Toolbox CK Modeller CM/1 ComedyWriter Concept Draw Corkboard/Three by Five CreaPro Creative Whack Pack Creative Studio Decision Explorer Dramatica DynoNotePad Genius Handbook GroupSystems II Grouputer Idea Generator Plus IdeaFisher IDEGEN++ In Control InfoDepot Innovation Toolbox Inspiration Invention Machine MaxThink MicMac Microsoft Word (Outlining Feature) Microsoft Word (Thesaurus Module) Mind Mapper MindMan MoonLite MORE Paramind Personal Best 3.1 Plot Prompt Plots Unlimited Powerpoint Scriptware Serious Creativity Simplex Sirius StoryBuilder StoryCraft StoryCraftNet for Writers SuperMemo The Creativity Machine The Electric Brain The Electric Mind The Solution Machine Thoughtline Thoughtpath TreePad Turbo Thought Visimap / InfoMap VisionQuest Visual Outliner WinGrid WordPerfect Yeahwrite Ref: Creativity Web

ACTA Advantage

Axon Idea Processor

Brainstorm

BrainStormer

Brainstorming 1.0.1

Brainstorming Toolbox

CK Modeller

CM/1

ComedyWriter

Concept Draw

Corkboard/Three by Five

CreaPro

Creative Whack Pack

Creative Studio

Decision Explorer

Dramatica

DynoNotePad

Genius Handbook

GroupSystems II

Grouputer

Idea Generator Plus

IdeaFisher

IDEGEN++

In Control

InfoDepot

Innovation Toolbox

Inspiration

Invention Machine

MaxThink

MicMac

Microsoft Word (Outlining Feature)

Microsoft Word (Thesaurus Module)

Mind Mapper

MindMan

MoonLite

MORE

Paramind

Personal Best 3.1

Plot Prompt

Plots Unlimited

Powerpoint

Scriptware

Serious Creativity

Simplex

Sirius

StoryBuilder

StoryCraft

StoryCraftNet for Writers

SuperMemo

The Creativity Machine

The Electric Brain

The Electric Mind

The Solution Machine

Thoughtline

Thoughtpath

TreePad

Turbo Thought

Visimap / InfoMap

VisionQuest

Visual Outliner

WinGrid

WordPerfect

Yeahwrite

McClelland 214 McClelland 110 BPA 309 McClelland 430QQ

GroupSystems Example Typical applications Gather project requirements Analyze corporate risks Marketing focus group Strategic planning Creativity is key in many such applications

Typical applications

Gather project requirements

Analyze corporate risks

Marketing focus group

Strategic planning

Creativity is key in many such applications

GroupSystems Approach Ref: GroupSystems.com

GroupSystems Approach Ref: GroupSystems.com 1. Set your agenda 2. Brainstorm for new ideas 3. Organize the input 4. Gather detailed input 5. Broaden their perspective 5. Weigh alternatives 6. Get instant results 7. Manage the process 8. Generate reports

GroupSystems: Generate Ideas Ref: GroupSystems.com

GroupSystems: Organize Ideas Ref: GroupSystems.com

GroupSystems: Evaluate Ideas Ref: GroupSystems.com

GroupSystems: Evaluate Ideas Ref: GroupSystems.com

GroupSystems: Evaluate Ideas Ref: GroupSystems.com

Reflection on Existing Tools Narrow and function specific Does not position the tool in the overall process or problem-solving approach Too generic in most cases Domain specific elements not embedded Lack sufficient integration with existing tools

Narrow and function specific

Does not position the tool in the overall process or problem-solving approach

Too generic in most cases

Domain specific elements not embedded

Lack sufficient integration with existing tools

Need for Developing Novel Creativity Support Tools Different domains have different forms of creativity: e.g. music, art, design, etc. Need to move from generic tools to domain-specific tools Allow integration with other existing tools Need to embed creativity support tools within other process management tools

Different domains have different forms of creativity: e.g. music, art, design, etc.

Need to move from generic tools to domain-specific tools

Allow integration with other existing tools

Need to embed creativity support tools within other process management tools

Criteria for Creativity Support Tools The criteria determined by Davis (1986) include: Will it work? Will it do the job? Does it improve current methods? Is it timely? Does it reduce costs? Eliminate unnecessary work? Increase productivity? Improve quality? Is it too complicated? Simple and direct? It is suitable? Will others accept it? Are the necessary materials/resources available? (Reference: Davis, G.A. (1986). Creativity is Forever. Kendall/Hunt Publishing Co., Dubuque, IA.)

The criteria determined by Davis (1986) include:

Will it work? Will it do the job? Does it improve current methods?

Is it timely?

Does it reduce costs? Eliminate unnecessary work?

Increase productivity? Improve quality?

Is it too complicated? Simple and direct?

It is suitable? Will others accept it?

Are the necessary materials/resources available? (Reference: Davis, G.A. (1986). Creativity is Forever. Kendall/Hunt Publishing Co., Dubuque, IA.)

Challenge in developing creativity support tools Developing novel ideas of supporting creativity Ways to integrate various forms of creative creations in existing tools Need to develop compatible action patterns and consistent terminology

Developing novel ideas of supporting creativity

Ways to integrate various forms of creative creations in existing tools

Need to develop compatible action patterns and consistent terminology

Sea-Based Battle Lab

JTF Complex Onboard USS Coronado Admirals’ Club Situation Room Operations Center CMOC

Civil – Military Operations Center INTERNATIONAL RESCUE COMMITTEE OTHER RELIEF & BENEFIT ORGANIZATIONS INTERACTION CARE DOCTORS WITHOUT BORDERS SAVE THE CHILDREN WORLD FOOD PROGRAMME DEPT OF PEACEKEEPING OPERATIONS UN HIGH COMMISSIONER FOR REFUGEES UNICEF OFDA / DART COUNTRY TEAM CMOC UN NGOs & PVOs U.S.GOV AGENCIES ICRC AMERICAN RED CROSS JP 3-57, IV-18 IFRC Courtesy of LT Randy Myrick USCINCPAC MILITARY

Joint Planning Center Joint Operations Center (JOC) Saran wrap needed due to dust

Humanitarian Assistance/Disaster Relief (HA/DR) Exercise Within the context of Rim Pac 2000 Collaborative applications between the CMOC, the JLC, the CAT cell, and the JMC on-board the USS Coronado a deployable CMOC ashore several UN agencies and non-governmental organizations (NGOs) ashore at the refugee camp logistics supply points ashore and in other countries multiple administrative sites Necessitated creative solutions in a timely manner

Within the context of Rim Pac 2000

Collaborative applications between

the CMOC, the JLC, the CAT cell, and the JMC on-board the USS Coronado

a deployable CMOC ashore

several UN agencies and non-governmental organizations (NGOs) ashore at the refugee camp

logistics supply points ashore and in other countries

multiple administrative sites

Necessitated creative solutions in a timely manner

Boeing Experience Design-build team and the 777 Situation at Boeing Thousands of engineers Geography dispersed Heterogeneous environment Challenging situation for developing creative solutions collaboratively

Design-build team and the 777

Situation at Boeing

Thousands of engineers

Geography dispersed

Heterogeneous environment

Challenging situation for developing creative solutions collaboratively

Creativity at P&G Creative solutions for New Product Design (NPD)

Creative solutions for New Product Design (NPD)

Facilitation for Collaborative Creativity Processes Emphasis on executing processes with varied requirements such as Less costly Less risky Faster Anonymous responses

Emphasis on executing processes with varied requirements such as

Less costly

Less risky

Faster

Anonymous responses

To Enhance Creativity Increase the diversity of the participants Provide anonymity Provide creativity triggers Illustrate tangible products through prototype simulation (e.g. Heineken brewery shop floor) storyboards mock-ups graphical presentations

Increase the diversity of the participants

Provide anonymity

Provide creativity triggers

Illustrate tangible products through

prototype

simulation (e.g. Heineken brewery shop floor)

storyboards

mock-ups

graphical presentations