5 lab 2
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This document discusses various techniques and methods for generating creative ideas. It lists over 150 different creative thinking techniques under various categories from A-Z. Some of the techniques include brainstorming, mind mapping, forced connections, lateral thinking, TRIZ, synectics, and many others. The document also provides brief examples of applying some of these techniques, such as reinventing a door or coming up with a business souvenir idea.
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5 lab 2
- 1. Лаборатория бизнеса 5 Волшебный пинок Дмитрий Молчанов занятие 2
- 2. наша креативность где брать идеи? мотивация первые методы
- 4. • Controlling Imagery • Idea Advocate • PIPS • Crawford Slip Writing • Idea Box • PMI • Soft Systems Method 7 • Creative Problem Solving - • Ideal Final Result • Paired Comparison • Stakeholder Analysis CPS • Imagery Manipulation • Panel Consensus • Sticking Dots • 7 Step Model • Criteria for idea-finding • Imagery for Answering • Paraphrasing Key Words • Stimulus Analysis A potential Questions • Personal Balance Sheet • Story Writing • Critical Path Diagrams • Imaginary Brainstorming • Pictures as Idea Triggers • Strategic Assumption • AIDA D • Implementation Checklists • Pin Cards Testing • Improved Nominal Group • Plusses Potentials and • Strategic Choice Approach • ARIZ • DO IT Technique Concerns • Strategic Management • Advantages, Limitations • Decision seminar • Interpretive structural • Potential Problem Analysis Process and Unique Qualities • Delphi modeling • Preliminary Questions • Successive Element • Algorithm of Inventive • Dialectical Approaches • Ishikawa Diagram • Problem Centred Integration Problem Solving • Dimensional Analysis K Leadership • SuperGroup • Alternative Scenarios • Analogies • Disney Creativity Strategy • Problem Inventory Analysis • SuperHeroes • Anonymous Voting • Do Nothing • KJ-Method - PIA • Synectics • Assumption Busting • Drawing • Keeping a Dream Diary • Problem Reversal • Systematic Inventive • Assumption Surfacing E • Kepner and Tregoe method • Productive Thinking Model Thinking • Attribute Listing L • Progressive Hurdles T B • Escape Thinking • Progressive Revelation • Essay Writing • Laddering • Provocation • TILMAG • Backwards Forwards • Estimate-Discuss-Estimate • Lateral Thinking Q • TRIZ Planning • Exaggeration • Listing • Talking Pictures • Boundary Examination • Excursions • Listing Pros and Cons • Q-Sort • Technology Monitoring • Boundary Relaxation F M • Quality Circles • Think Tank • BrainSketching R • Thinkx • Brainstorming • F-R-E-E-Writing • Metaplan Information • Thril • Brainwriting • Factors in selling ideas Market • Random Stimuli • Transactional Planning • Browsing • False Faces • Mind Mapping • Rawlinson Brainstorming • Trigger Method • Brutethink • Fishbone Diagram • Morphological Analysis • Receptivity to Ideas • Trigger Sessions • Bug Listing • Five Ws and H • Morphological Forced • Reframing Values • Tug of War • BulletProofing • Flow charts Connections • Relational Words U • Bunches of Bananas • Focus Groups • Multiple Redefinition • Relaxation C • Focusing N • Reversals • Using Crazy Ideas • Force-Field Analysis • RoleStorming • Using Experts • CATWOE • Force-Fit Game • NAF S V • Card Story Boards • Free Association • NLP • Cartoon Story Board • Fresh eye • Negative Brainstorming • SCAMMPERR • Value Brainstorming • Causal Mapping G • Nominal Group Technique • SCAMPER • Value Engineering • Charette • Nominal-Interacting • SDI • Visual Brainstorming • Cherry Split • Gallery method Technique • SODA • Visualising a Goal • Chunking • Gap Analysis • Notebook • SWOT Analysis W • Circle of Opportunity • Goal Orientation O • Sculptures • Clarification • Greetings Cards • Search Conference • Who Are You • Classic Brainstorming H • Observer and Merged • Sequential-Attributes • Why Why Why • Collective Notebook Viewpoints Matrix • Wishing • Comparison tables • Help-Hinder • Osborn's Checklist • Similarities and Differences • Working with Dreams and • Component Detailing • Heuristic Ideation • Other Peoples Definitions • Simple Rating Methods Images • Concept Fan Technique • Other Peoples Viewpoints • Simplex • Consensus Mapping • Hexagon Modelling P • Six Thinking Hats • Constrained BrainWriting • Highlighting • Slice and Dice • Contradiction Analysis I • PDCA • Snowball Technique
- 10. Обычная дверь
- 11. Открывается и закрывается Обычная дверь
- 12. Открывается и закрывается Обычная Застежка дверь портфель липучка молния
- 13. Непрозр Безопасн Тепловой Звукоизо ачность ость барьер ляция Открывается и закрывается Обычная Застежка дверь портфель липучка молния
- 14. Непрозр Безопасн Тепловой Звукоизо ачность ость барьер ляция Открывается Генератор водяная поток Ультразв полог шторка и белого стена воздуха ук закрывается шума Обычная Застежка дверь портфель липучка молния
- 16. - отражающий идею БЛ - для студентов-участников - стоимостью 200 рублей - тиражом 500 экз - прикольный - инновационный
- 17. Growth To grow up Plants Seeds
- 18. Growth To grow up Plants Seeds Apple Bamboo
- 19. Growth To grow up Lifting Plants devices Bamboo Air Seeds Apple Elevator Ladder balloon
- 20. Growth Achievment To grow To up achieve Lifting Plants devices Bamboo Air Seeds Apple Elevator Ladder Lantern balloon
- 21. Growth Achievment Enlightment To grow To To light up achieve up Lifting Plants Lights devices Bamboo Air Flashli Seeds Apple Elevator Ladder Lantern balloon ght
- 22. Growth Achievment Enlightment To grow To To light up achieve up Lifting Fluoresc Plants Lights devices ent Bamboo Stickers Air Flashli Seeds Apple Elevator Ladder Lantern Candle Fish for balloon ght switches
- 24. С чего начинается придумывание бизнес- идеи?
- 25. МОТИВАЦИЯ PROJECT ЧТО МНЕ НАИБОЛЕЕ ИНТЕРЕСНО DATE CLIENT DATE NAME
- 26. Push vs pull PULL - MOTIVATION. Autonomy ( freedom, independence), income and wealth, challenge, status and recognition. PUSH - MOTIVATION. Fear of poverty, unable to do something else, unemployment
- 27. Necessity vs opportunity Entrepreneurial Attitudes, Activity and Aspirations Figure 9 — Necessity- and Improvement-Driven Opportunity Motivations as a Percentage of Early-Stage Entrepreneurial Activity, GEM 2008 Countries Improvement-driven opportunity Necessity; no better options for work Linear trend Exponential trend 100% 90% Opportunity & Necessity Motivations, in % of TEA 80% R 2= 0.41 70% 60% 50% 40% 30% 20% R 2= 0.55 10% 0% 0 10,000 20,000 30,000 40,000 50,000 60,000 GDP Per Capita, in Purchasing Power Parities (PPP) Source: GEM Adult Population Survey (APS) ) and IMF: World Economic Outlook Database (October 2008 edition) Figure 10 — Expressed Reasons Behind Discontinuing Businesses, by Age, GEM 2008
- 28. Motivation leads Aspirations Motivation Wealth Independence Nececcity Innovation Growth Export Aspirations
- 29. Achievement vs Power Need for achievement (nAch) significantly correlates to entrepreneurial growth rate Need for power (nPower) does not have proved significance among businessmen. Motivation for success tightly connected to ambitions of the growth the venture.
- 30. What is business for? Greedy High "First" egoist For money money Depres "Second" Low sion money Low High For interest
- 33. Painkiller vs vitamin High Gold of Sells Competition fools itself Hard to Hard Low convince to find Vitamin Painkiller The need
- 35. Control vs size Large Fast Slow growth growth Size Do you Incline Small need it? ambitions Minor Major Control
- 36. Assets vs industry Heavy Steady Monster income Assets Volatile Light Garage income Manufacture Service Industry
- 37. Market vs Product Almost Multi Super impos market Product sible Small Hidden Mono market champs size B2B B2C Market
- 38. Define your aspirations Industry (what you like) Size (your ambitions) Innovations ( how risky you are) Assets required (expenditures) Place in value chain (who do you know)
- 39. Do it for yourself - you can’t make others happy Be specific Ambitions defines scale defines needs
- 40. Первый отбор
- 41. Список из 20 насущных проблем причины выбора одной из проблем (важность, своевременность, рыночная возможность, опыт команды и т. д.) Описание идеального решения было-бы здорово, если бы... бизнес-модель, технологии, потребители..
- 42. КРИТЕРИИ РЕШЕНИЯ ПРОБЛЕМЫ
- 43. @entreds