DE LA SALLE – CANLUBANG INOVATE Reported by: Frederick Eusebio
<ul><li>was developed by  Tim Hurson , a Canadian author, speaker, and creativity theorist. </li></ul><ul><li>It is a stru...
 
<ul><li>DEFINITION </li></ul><ul><li>Establishes a context for the problems or opportunities being addressed.  </li></ul><...
<ul><li>DEFINITION </li></ul><ul><li>Establishes a vision for a future with the problem solved or the opportunity exploite...
<ul><li>Frames the challenge by turning it into a question.  </li></ul><ul><li>Brainstorm-like techniques eliciting as man...
<ul><li>Create a long list of possible solutions problem question. One of those solutions (or several, combined) is select...
<ul><li>DEFINITION </li></ul><ul><li>To develop the selected solution into something more robust. </li></ul><ul><li>TOOLS ...
<ul><li>developed solution into an action plan that may include: to do lists, timelines and milestones, lists of people wh...
 
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Productive Thinking Model

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Productive Thinking Model

  1. 1. DE LA SALLE – CANLUBANG INOVATE Reported by: Frederick Eusebio
  2. 2. <ul><li>was developed by Tim Hurson , a Canadian author, speaker, and creativity theorist. </li></ul><ul><li>It is a structured approach to solving problems or generating creative ideas that is based in part on Creative Problem Solving (CPS) and NASA's IDEF . </li></ul><ul><li>framework rather than a technique such as brainstorming and lateral thinking can be applied at different stages of the process. </li></ul><ul><li>The model is used in groups, businesses, nonprofits as well as by individuals. </li></ul>
  3. 4. <ul><li>DEFINITION </li></ul><ul><li>Establishes a context for the problems or opportunities being addressed. </li></ul><ul><li>Exploring what factors, circumstances, and entities are involved, and what a solution might look like. </li></ul><ul><li>SUB-STEPS </li></ul><ul><li>What's the Itch? </li></ul><ul><li>What's the Impact? </li></ul><ul><li>What's the Information? </li></ul><ul><li>Who's Involved? </li></ul><ul><li>What's the Vision? </li></ul>
  4. 5. <ul><li>DEFINITION </li></ul><ul><li>Establishes a vision for a future with the problem solved or the opportunity exploited. </li></ul><ul><li>Used to imagine, explore, and describe how things would be if the issue were resolved. </li></ul><ul><li>TOOLS </li></ul><ul><li>Do - what do you want the solution to do? </li></ul><ul><li>Restrictions - what must the solution NOT do? </li></ul><ul><li>Investment - what resources can be invested? </li></ul><ul><li>Values - what values must you live by? </li></ul><ul><li>Essential outcomes - what are the essential outcomes? </li></ul>
  5. 6. <ul><li>Frames the challenge by turning it into a question. </li></ul><ul><li>Brainstorm-like techniques eliciting as many questions as possible, and then clustering, combining, and choosing the question or questions that seem most stimulating. </li></ul>
  6. 7. <ul><li>Create a long list of possible solutions problem question. One of those solutions (or several, combined) is selected for further development. </li></ul>
  7. 8. <ul><li>DEFINITION </li></ul><ul><li>To develop the selected solution into something more robust. </li></ul><ul><li>TOOLS </li></ul><ul><li>Positives - what's good about the idea? </li></ul><ul><li>Objections - what's bad about it? </li></ul><ul><li>What else? - what does it remind you of? </li></ul><ul><li>Enhancements - how can what's good about it be made better? </li></ul><ul><li>Remedies - how can the things that are bad about it be corrected? </li></ul>
  8. 9. <ul><li>developed solution into an action plan that may include: to do lists, timelines and milestones, lists of people who need to get involved, lists of issues that need further work. </li></ul>

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