This document discusses barriers to creative idea generation during collaborative problem solving. It aims to identify barriers and develop a formula to determine individuals' Brain Dominance Profiles (BDP), which indicate their thinking preferences. The document reviews how BDP relates to different processing modes and can influence idea generation. It suggests that understanding BDP and using a whole-brain approach can help maximize creative potential and overcome barriers during collaboration.
Port management faces new challenges due to changes in the shipping, logistics, and port industries. Ports must adapt to trends like globalization, larger ships, and increased competition. Successful ports have strategic locations, efficient operations, intermodal connections, and support value-added logistics activities. Emerging issues include the growth of transshipment cargo and global terminal operators. Ports play an important economic role but also face pressures to invest in new facilities and maintain competitiveness in a rapidly changing global trade environment.
The document summarizes the INCOTERMS 2020 rules for international commercial terms. It explains that there are 11 INCOTERMS rules divided into two classes: rules for any mode of transport and rules for sea and inland waterway transport. It provides diagrams and descriptions for each rule (EXW, FCA, CPT, CIP, DPU, DAP, DDP, FAS, FOB, CFR, CIF) detailing the obligations of buyers and sellers in terms of costs, risks, and delivery responsibilities under each rule.
This document provides an overview of different types of vessels that serve important roles in transportation and supply chains. It discusses dry cargo vessels like general cargo, reefer, and ro-ro vessels. It also covers tankers for crude oil, LPG, LNG, and chemicals. Dry bulk carriers and specialized vessels like dredgers, tugs, firefighting, and naval vessels are described. The document also summarizes fishing vessels including fish factory and stern trawlers as well as passenger ships and livestock carriers.
This document discusses fatigue and stress experienced by seafarers. It defines fatigue as difficulty performing physically and mentally due to factors like lack of sleep, poor working conditions, and long work hours. Fatigue can impair safety and health. Stress arises from job demands exceeding one's ability to cope and is made worse by fatigue. The document recommends steps for ship operators and seafarers to manage fatigue and stress, like ensuring proper rest, monitoring work schedules, and promoting healthy lifestyles and open communication. Unaddressed fatigue and stress can negatively impact safety, performance, and well-being.
The document discusses container cargo shipping. It begins by defining the twenty-foot equivalent unit (TEU), the standard measurement for container ship and terminal cargo capacity. It then discusses the history of shipping containers, invented in the 1950s to make cargo loading and unloading more efficient. The document outlines the major container types used in shipping, such as dry storage containers, refrigerated containers, tank containers, and open top containers. It also describes the classification system used for dangerous goods, which are divided into 9 classes based on their hazardous properties.
This document discusses various risks involved in international business management. It identifies key risks such as political risks, currency risks, legal risks, cargo risks, and commercial risks that managers must evaluate when making strategic decisions regarding foreign market entry and operations. Proper risk assessment and planning is important to avoid potential losses from risk materialization. Various risk management strategies are also presented, such as risk shifting through contracts or insurance. Overall, the document emphasizes that risk is inherent in international business and its effective management is important for business success abroad.
This document discusses emotional intelligence and its components. It defines emotional intelligence as the ability to recognize and manage one's own emotions and recognize and influence the emotions of others. The document outlines five domains of emotional intelligence: self-awareness, self-management, social awareness, empathy, and relationship management. It describes the personal competence components of self-awareness and self-management and the social competence components of social awareness and relationship management. Finally, the document discusses the ability to identify emotions and lists examples of abilities within each of the five domains of emotional intelligence.
This document summarizes different types of ships that have developed since 1800 to transport various cargoes. It describes how after World War 2, ships became more specialized to carry only one type of cargo, such as oil tankers, chemical tankers, container ships, and reefers. The document then provides examples and images of these specialized ship types that developed to transport liquids, bulk goods, containers, vehicles, passengers, and for recreation.
Port management faces new challenges due to changes in the shipping, logistics, and port industries. Ports must adapt to trends like globalization, larger ships, and increased competition. Successful ports have strategic locations, efficient operations, intermodal connections, and support value-added logistics activities. Emerging issues include the growth of transshipment cargo and global terminal operators. Ports play an important economic role but also face pressures to invest in new facilities and maintain competitiveness in a rapidly changing global trade environment.
The document summarizes the INCOTERMS 2020 rules for international commercial terms. It explains that there are 11 INCOTERMS rules divided into two classes: rules for any mode of transport and rules for sea and inland waterway transport. It provides diagrams and descriptions for each rule (EXW, FCA, CPT, CIP, DPU, DAP, DDP, FAS, FOB, CFR, CIF) detailing the obligations of buyers and sellers in terms of costs, risks, and delivery responsibilities under each rule.
This document provides an overview of different types of vessels that serve important roles in transportation and supply chains. It discusses dry cargo vessels like general cargo, reefer, and ro-ro vessels. It also covers tankers for crude oil, LPG, LNG, and chemicals. Dry bulk carriers and specialized vessels like dredgers, tugs, firefighting, and naval vessels are described. The document also summarizes fishing vessels including fish factory and stern trawlers as well as passenger ships and livestock carriers.
This document discusses fatigue and stress experienced by seafarers. It defines fatigue as difficulty performing physically and mentally due to factors like lack of sleep, poor working conditions, and long work hours. Fatigue can impair safety and health. Stress arises from job demands exceeding one's ability to cope and is made worse by fatigue. The document recommends steps for ship operators and seafarers to manage fatigue and stress, like ensuring proper rest, monitoring work schedules, and promoting healthy lifestyles and open communication. Unaddressed fatigue and stress can negatively impact safety, performance, and well-being.
The document discusses container cargo shipping. It begins by defining the twenty-foot equivalent unit (TEU), the standard measurement for container ship and terminal cargo capacity. It then discusses the history of shipping containers, invented in the 1950s to make cargo loading and unloading more efficient. The document outlines the major container types used in shipping, such as dry storage containers, refrigerated containers, tank containers, and open top containers. It also describes the classification system used for dangerous goods, which are divided into 9 classes based on their hazardous properties.
This document discusses various risks involved in international business management. It identifies key risks such as political risks, currency risks, legal risks, cargo risks, and commercial risks that managers must evaluate when making strategic decisions regarding foreign market entry and operations. Proper risk assessment and planning is important to avoid potential losses from risk materialization. Various risk management strategies are also presented, such as risk shifting through contracts or insurance. Overall, the document emphasizes that risk is inherent in international business and its effective management is important for business success abroad.
This document discusses emotional intelligence and its components. It defines emotional intelligence as the ability to recognize and manage one's own emotions and recognize and influence the emotions of others. The document outlines five domains of emotional intelligence: self-awareness, self-management, social awareness, empathy, and relationship management. It describes the personal competence components of self-awareness and self-management and the social competence components of social awareness and relationship management. Finally, the document discusses the ability to identify emotions and lists examples of abilities within each of the five domains of emotional intelligence.
This document summarizes different types of ships that have developed since 1800 to transport various cargoes. It describes how after World War 2, ships became more specialized to carry only one type of cargo, such as oil tankers, chemical tankers, container ships, and reefers. The document then provides examples and images of these specialized ship types that developed to transport liquids, bulk goods, containers, vehicles, passengers, and for recreation.
The document defines over 50 common terms and abbreviations found on freight rate sheets, which can be daunting for those unfamiliar with the shipping industry. Key terms explained include base rate, bunker adjustment factor (BAF), container freight station (CFS), demurrage, destination charges, estimated time of arrival (ETA), fuel surcharge, port of loading (POL), terminal handling charges (THC), and twenty-foot equivalent unit (TEU). Having a understanding of these terms is crucial for shipping customers to properly interpret ocean freight prices.
Chapter 1 - Balancing Cash, Cost and Service - The Supply Chain TriangleSolventure
This article fits in a series of articles inspired by the book ‘Supply Chain Metrics That Matter’. In her latest book Lora Cecere introduces ‘which are the metrics that matter’, ‘how to ensure strength, balance and resilience’, what are the ‘evolutions in different sectors’, …
In this first article, Bram tried to find the balance via the Supply Chain Triangle of Service, Cost and Cash.
Next articles will define ‘how to set balanced targets’ and ‘how to make choices in function of a chosen business strategy’.
We hope you enjoy the reading.
Select Supply Chain Management Demand Forecasting PowerPoint Presentation Slides to explain the process of demand planning and forecasting methods. The supply and demand planning PowerPoint complete deck include a set of slides such as planning and forecasting, supply chain management budget forecasting, sales forecasting, demand forecasting, master production planning, etc. All slides are easy to customize. Users can edit these templates as per their requirements. This helps you in making various business decisions like planning the production process, purchasing raw materials, managing funds deciding price, etc. Using this demand chain PPT slides you can also represent related concepts like supply chain, supply network, demand modelling, supply and demand, demand planning and many more. Furthermore, users can showcase the purpose of demand planning and key steps of the statistical forecast with this content ready demand modeling PPT slides. Grab this demand driven supply chain assessment presentation layout to demonstrate SCM strategies.Begin to bond with the best with our Supply Chain Management Demand Forecasting PowerPoint Presentation Slides. The brilliant get automatically attracted.
Freight forwarders play an important role in international shipping by coordinating the transportation of goods for exporters and importers. They perform various key functions, including advising exporters, arranging shipping operations, completing necessary documentation, notifying shippers of status updates, and sending documents for payment collection. Freight forwarders select appropriate transportation modes, book cargo space, consolidate shipments, arrange insurance and payments, assist with customs clearance, and monitor shipments to ensure safe delivery of goods. Their services help coordinate the complex international shipping process for clients.
This document discusses the different types of cargo carried by ships, including examples of each cargo and the methods for loading and unloading. It describes four main types of cargo: liquid bulk, which is loaded via pipes and pumps; dry bulk, loaded by conveyor belts or tubes; containerized cargo, loaded by cranes; and non-containerized cargo, also loaded by cranes. It provides details on the ships used to transport each type of cargo and the loading and unloading processes.
This document discusses human factors that contribute to navigational errors, including fatigue, stress, commercial pressures, and distractions on the bridge. It analyzes several case studies of shipping accidents and concludes that the root causes often involve operational issues like fatigue from excessive work hours, stresses of ship operations, and pressures to adhere to schedules that incentivize risky behavior. Addressing these systemic human factors through policy changes could help reduce navigational accidents.
The document discusses global supply chains and their benefits. A global supply chain involves suppliers, manufacturers, distributors, and retailers in different countries working together to plan and control materials from suppliers to customers. This coordination allows companies to reduce costs through lower inventory, improved fulfillment times, and increased productivity. Effective global supply chain management requires flexibility to adapt to changes in international markets, regulations, and logistics.
Clearing and forwarding agents help businesses complete necessary legal formalities for importing and exporting goods. They undertake cargo arrangements, collect freight and documentation, arrange storage and notify clients. As agents, they accept liability for their own faults, routing errors, customs mistakes and delivering contrary to instructions. Their functions include warehousing, transportation, container arrangements, insurance, advising on trade laws, and processing import and export documentation. Clearing and forwarding agents are experts in the import and export industry who understand relevant regulations.
This document provides an overview of training topics for a shore-based ship security team course. The course covers requirements for ship security plans, current security threats and patterns, emergency procedures, recognition of security risks, security equipment operations, and inspection techniques. It also reviews US Coast Guard and IMO regulations regarding ship identification numbers, automatic identification systems, continuous synopsis records, and ship security alert systems. Designated foreign terrorist organizations that pose threats to maritime security are also listed and described.
The document discusses warehouse receiving and shipping operations, including:
1. It provides an overview of the receiving and shipping process and requirements for facilities including docks, staging areas, and material flow.
2. It describes principles for efficient receiving like cross-docking, direct putaway, and minimizing staging areas. It also outlines shipping principles like direct loading and minimizing damage.
3. It covers determining the necessary space for operations based on factors like carrier types, shipment sizes, and analysis of arrival and loading times. This includes selecting the appropriate number and configuration of docks.
Ideas have been the driving force of humanity. From a simple circular wheel carved from rock back in the stone ages to the first airplanes and telephones, innovative ideas have sparked off revolutionary changes in society. Now in this competitive world, ideas have become more important to us than actions. Companies have begun asking designers to generate solutions that meet the needs and desires of the consumer.
As such, there was a need to streamline and increase the efficiency of producing and sharing ideas within teams. This gave birth to several idea generation techniques, which allowed everyone to play a part in the creative process, a role allotted strictly to designers and engineers for the last few years.
Idea generation techniques meant anyone could participate in creating new ideas. It allowed people to share and build up on existing solutions, to foresee future problems, and essentially, to think big in terms of design. It brought different specializations together to create a more diverse think-tank that can tackle problems from several perspectives.
This report is divided into three parts.
First, we shall look into several idea generation techniques, both popular ones and the uncommon ones, question their uses and value by providing examples of products developed using the specific techniques.
Second, we discuss whether idea generation methods and techniques are important in coming up with new ideas? Are they the driving factor in generating ideas?
Lastly, we conclude with our personal view on idea generation techniques, along with stating which methods, if any, would we prefer to use.
Towards the end we aim to achieve a better understand of the creative thinking process as a whole and how to effectively solve all issues, design or otherwise.
Ann Herrmann-Nehdi, CEO of Herrmann International, explores the connection between thinking preferences and different phases of the innovative and strategic thinking processes, discussing the implications for building skills in these areas.
Design thinking is a creative process that uses design to conceptualize solutions to complex problems. It involves empathizing with users to understand their needs and point of view, defining the core problem, and then ideating potential solutions through brainstorming before prototyping and testing ideas. The design thinking process is iterative, with the goal of developing solutions that meet user needs. It can be applied in business, education, technology development and other fields to help tackle challenges and find innovative answers.
This document provides an overview of the Design Thinking process, which includes the key phases of Empathize, Define, Ideate, Prototype, and Test. It describes each phase in 3 sentences or less:
The Empathize phase is focused on understanding users and gaining empathy through observation and engagement. The Define phase is about making sense of research findings to craft a problem statement. The Ideate phase is aimed at generating a wide range of potential solutions through techniques like brainstorming. The Prototype phase is focused on building quick, low-fidelity prototypes to test ideas and learn. The Test phase involves getting user feedback on prototypes to refine solutions and further understand users.
The document discusses creative collaboration in groups. It describes several techniques for group creativity such as brainstorming, brainwriting, nominal group technique, mind mapping, and storyboarding. It notes that while groups have advantages like bringing together diverse knowledge, they also face challenges to creativity like social loafing and pressure for conformity. Groups can improve creativity by embracing diversity, facilitating supportive communication, and using techniques that incorporate individual and group idea generation and sharing. The document advocates exposing groups to different domains to break down barriers between fields and encourage novel combinations of ideas.
The document discusses creativity and innovation in business. It defines creativity as the ability to generate novel ideas, and notes that creativity can be learned and trained. It also defines innovation as the implementation of new ideas, whether through original ideas, modifications, or imitation. The document then provides an overview of various creativity techniques companies can use to systematically foster innovation, such as brainstorming, morphological analysis, synectics, and bionics. It emphasizes that the type of creativity technique used should match the type of problem being addressed.
The 3 Dimensions of Design: A Model to scale the Human-Centered Problem-Solvi...Andrea Picchi
Abstract. Design is a human-centered, problem-solving, practice that happens inside three dimensions. These dimensions are defined by the thinking and doing activities, and the environment where these two events take place.
After an introduction (section 1 and 2) to the landscape that developed the main idea behind this essay, the paper illustrates (section 3 and 4) the connection between design and being human-centered, and presents a framework that supports the creation of a human-centered organization. Subsequently (section 5.1), the paper articulates the abilities demanded by the thinking and the doing activities and shows how to scale them across the workforce. Following (section 5.2) the paper introduces the characteristics that an environment must possess to engender and promote the thinking and doing activities proposing a real implementation that can be allocated to a multidisciplinary team.
The paper also compares (section 6) the proposed framework against three popular approaches used to bring a design function inside an organization analyzing their nature and limitations. In the final part (section 7), the paper articulates some conclusions pointing the direction for further elaborations.
Fundamentals of visual communication unit vRangarajanN6
Ideation is the creative process of generating, developing, and communicating new ideas. There are four basic processes of ideation: gathering customer insights; finding opportunity areas; brainstorming ideas; and prioritizing ideas. Creativity involves converting new ideas into reality through thinking and producing. There are two main approaches to creativity - programmed thinking which uses logical methods like morphological analysis, and lateral thinking which uses techniques like brainstorming, random input, and provocation to stimulate new ideas.
Using insights from neuroscience, this document discusses how to enhance creativity in organizational teams. It explains that creativity comes from the brain and everyone has creative potential. Understanding how the brain works through learning, diversity, empathy and collaboration can help foster creativity. The creative process involves preparation, incubation, insight, and verification. Associative memory and neurotransmitters also impact creativity, as the more connections in our brain from learning, the more we can combine concepts in novel ways to solve problems. Effectively training teams in these brain-based strategies can improve their creative capabilities.
The document defines over 50 common terms and abbreviations found on freight rate sheets, which can be daunting for those unfamiliar with the shipping industry. Key terms explained include base rate, bunker adjustment factor (BAF), container freight station (CFS), demurrage, destination charges, estimated time of arrival (ETA), fuel surcharge, port of loading (POL), terminal handling charges (THC), and twenty-foot equivalent unit (TEU). Having a understanding of these terms is crucial for shipping customers to properly interpret ocean freight prices.
Chapter 1 - Balancing Cash, Cost and Service - The Supply Chain TriangleSolventure
This article fits in a series of articles inspired by the book ‘Supply Chain Metrics That Matter’. In her latest book Lora Cecere introduces ‘which are the metrics that matter’, ‘how to ensure strength, balance and resilience’, what are the ‘evolutions in different sectors’, …
In this first article, Bram tried to find the balance via the Supply Chain Triangle of Service, Cost and Cash.
Next articles will define ‘how to set balanced targets’ and ‘how to make choices in function of a chosen business strategy’.
We hope you enjoy the reading.
Select Supply Chain Management Demand Forecasting PowerPoint Presentation Slides to explain the process of demand planning and forecasting methods. The supply and demand planning PowerPoint complete deck include a set of slides such as planning and forecasting, supply chain management budget forecasting, sales forecasting, demand forecasting, master production planning, etc. All slides are easy to customize. Users can edit these templates as per their requirements. This helps you in making various business decisions like planning the production process, purchasing raw materials, managing funds deciding price, etc. Using this demand chain PPT slides you can also represent related concepts like supply chain, supply network, demand modelling, supply and demand, demand planning and many more. Furthermore, users can showcase the purpose of demand planning and key steps of the statistical forecast with this content ready demand modeling PPT slides. Grab this demand driven supply chain assessment presentation layout to demonstrate SCM strategies.Begin to bond with the best with our Supply Chain Management Demand Forecasting PowerPoint Presentation Slides. The brilliant get automatically attracted.
Freight forwarders play an important role in international shipping by coordinating the transportation of goods for exporters and importers. They perform various key functions, including advising exporters, arranging shipping operations, completing necessary documentation, notifying shippers of status updates, and sending documents for payment collection. Freight forwarders select appropriate transportation modes, book cargo space, consolidate shipments, arrange insurance and payments, assist with customs clearance, and monitor shipments to ensure safe delivery of goods. Their services help coordinate the complex international shipping process for clients.
This document discusses the different types of cargo carried by ships, including examples of each cargo and the methods for loading and unloading. It describes four main types of cargo: liquid bulk, which is loaded via pipes and pumps; dry bulk, loaded by conveyor belts or tubes; containerized cargo, loaded by cranes; and non-containerized cargo, also loaded by cranes. It provides details on the ships used to transport each type of cargo and the loading and unloading processes.
This document discusses human factors that contribute to navigational errors, including fatigue, stress, commercial pressures, and distractions on the bridge. It analyzes several case studies of shipping accidents and concludes that the root causes often involve operational issues like fatigue from excessive work hours, stresses of ship operations, and pressures to adhere to schedules that incentivize risky behavior. Addressing these systemic human factors through policy changes could help reduce navigational accidents.
The document discusses global supply chains and their benefits. A global supply chain involves suppliers, manufacturers, distributors, and retailers in different countries working together to plan and control materials from suppliers to customers. This coordination allows companies to reduce costs through lower inventory, improved fulfillment times, and increased productivity. Effective global supply chain management requires flexibility to adapt to changes in international markets, regulations, and logistics.
Clearing and forwarding agents help businesses complete necessary legal formalities for importing and exporting goods. They undertake cargo arrangements, collect freight and documentation, arrange storage and notify clients. As agents, they accept liability for their own faults, routing errors, customs mistakes and delivering contrary to instructions. Their functions include warehousing, transportation, container arrangements, insurance, advising on trade laws, and processing import and export documentation. Clearing and forwarding agents are experts in the import and export industry who understand relevant regulations.
This document provides an overview of training topics for a shore-based ship security team course. The course covers requirements for ship security plans, current security threats and patterns, emergency procedures, recognition of security risks, security equipment operations, and inspection techniques. It also reviews US Coast Guard and IMO regulations regarding ship identification numbers, automatic identification systems, continuous synopsis records, and ship security alert systems. Designated foreign terrorist organizations that pose threats to maritime security are also listed and described.
The document discusses warehouse receiving and shipping operations, including:
1. It provides an overview of the receiving and shipping process and requirements for facilities including docks, staging areas, and material flow.
2. It describes principles for efficient receiving like cross-docking, direct putaway, and minimizing staging areas. It also outlines shipping principles like direct loading and minimizing damage.
3. It covers determining the necessary space for operations based on factors like carrier types, shipment sizes, and analysis of arrival and loading times. This includes selecting the appropriate number and configuration of docks.
Ideas have been the driving force of humanity. From a simple circular wheel carved from rock back in the stone ages to the first airplanes and telephones, innovative ideas have sparked off revolutionary changes in society. Now in this competitive world, ideas have become more important to us than actions. Companies have begun asking designers to generate solutions that meet the needs and desires of the consumer.
As such, there was a need to streamline and increase the efficiency of producing and sharing ideas within teams. This gave birth to several idea generation techniques, which allowed everyone to play a part in the creative process, a role allotted strictly to designers and engineers for the last few years.
Idea generation techniques meant anyone could participate in creating new ideas. It allowed people to share and build up on existing solutions, to foresee future problems, and essentially, to think big in terms of design. It brought different specializations together to create a more diverse think-tank that can tackle problems from several perspectives.
This report is divided into three parts.
First, we shall look into several idea generation techniques, both popular ones and the uncommon ones, question their uses and value by providing examples of products developed using the specific techniques.
Second, we discuss whether idea generation methods and techniques are important in coming up with new ideas? Are they the driving factor in generating ideas?
Lastly, we conclude with our personal view on idea generation techniques, along with stating which methods, if any, would we prefer to use.
Towards the end we aim to achieve a better understand of the creative thinking process as a whole and how to effectively solve all issues, design or otherwise.
Ann Herrmann-Nehdi, CEO of Herrmann International, explores the connection between thinking preferences and different phases of the innovative and strategic thinking processes, discussing the implications for building skills in these areas.
Design thinking is a creative process that uses design to conceptualize solutions to complex problems. It involves empathizing with users to understand their needs and point of view, defining the core problem, and then ideating potential solutions through brainstorming before prototyping and testing ideas. The design thinking process is iterative, with the goal of developing solutions that meet user needs. It can be applied in business, education, technology development and other fields to help tackle challenges and find innovative answers.
This document provides an overview of the Design Thinking process, which includes the key phases of Empathize, Define, Ideate, Prototype, and Test. It describes each phase in 3 sentences or less:
The Empathize phase is focused on understanding users and gaining empathy through observation and engagement. The Define phase is about making sense of research findings to craft a problem statement. The Ideate phase is aimed at generating a wide range of potential solutions through techniques like brainstorming. The Prototype phase is focused on building quick, low-fidelity prototypes to test ideas and learn. The Test phase involves getting user feedback on prototypes to refine solutions and further understand users.
The document discusses creative collaboration in groups. It describes several techniques for group creativity such as brainstorming, brainwriting, nominal group technique, mind mapping, and storyboarding. It notes that while groups have advantages like bringing together diverse knowledge, they also face challenges to creativity like social loafing and pressure for conformity. Groups can improve creativity by embracing diversity, facilitating supportive communication, and using techniques that incorporate individual and group idea generation and sharing. The document advocates exposing groups to different domains to break down barriers between fields and encourage novel combinations of ideas.
The document discusses creativity and innovation in business. It defines creativity as the ability to generate novel ideas, and notes that creativity can be learned and trained. It also defines innovation as the implementation of new ideas, whether through original ideas, modifications, or imitation. The document then provides an overview of various creativity techniques companies can use to systematically foster innovation, such as brainstorming, morphological analysis, synectics, and bionics. It emphasizes that the type of creativity technique used should match the type of problem being addressed.
The 3 Dimensions of Design: A Model to scale the Human-Centered Problem-Solvi...Andrea Picchi
Abstract. Design is a human-centered, problem-solving, practice that happens inside three dimensions. These dimensions are defined by the thinking and doing activities, and the environment where these two events take place.
After an introduction (section 1 and 2) to the landscape that developed the main idea behind this essay, the paper illustrates (section 3 and 4) the connection between design and being human-centered, and presents a framework that supports the creation of a human-centered organization. Subsequently (section 5.1), the paper articulates the abilities demanded by the thinking and the doing activities and shows how to scale them across the workforce. Following (section 5.2) the paper introduces the characteristics that an environment must possess to engender and promote the thinking and doing activities proposing a real implementation that can be allocated to a multidisciplinary team.
The paper also compares (section 6) the proposed framework against three popular approaches used to bring a design function inside an organization analyzing their nature and limitations. In the final part (section 7), the paper articulates some conclusions pointing the direction for further elaborations.
Fundamentals of visual communication unit vRangarajanN6
Ideation is the creative process of generating, developing, and communicating new ideas. There are four basic processes of ideation: gathering customer insights; finding opportunity areas; brainstorming ideas; and prioritizing ideas. Creativity involves converting new ideas into reality through thinking and producing. There are two main approaches to creativity - programmed thinking which uses logical methods like morphological analysis, and lateral thinking which uses techniques like brainstorming, random input, and provocation to stimulate new ideas.
Using insights from neuroscience, this document discusses how to enhance creativity in organizational teams. It explains that creativity comes from the brain and everyone has creative potential. Understanding how the brain works through learning, diversity, empathy and collaboration can help foster creativity. The creative process involves preparation, incubation, insight, and verification. Associative memory and neurotransmitters also impact creativity, as the more connections in our brain from learning, the more we can combine concepts in novel ways to solve problems. Effectively training teams in these brain-based strategies can improve their creative capabilities.
Elements of rational management involve planning as the key stage to fulfill a goal or project. Planning details several perspectives for initial control of stages using critical thinking skills to determine an outcome. All business organizations use planning as the beginning process to transform an idea into an action reality. Creative, logical, and deductive thinking are three styles used to solve problems and make reasoned decisions. While different in their processes, all three contribute to effective critical thinking.
Gestalt methodolgies in organisation researchasg03
This is our (Lars Marmgren and Anette Strömberg) preliminar thoughts about how it can be useful to introduce Gestalt methods in origanisational research and what implications it leads to.
This document provides an introduction to key concepts in psychology. It discusses cognition, artificial intelligence, thinking, concepts, problem solving, reasoning, decision making, intelligence, language, and cognitive appraisal and stress. Specifically, it defines these terms and describes their importance in psychology, highlighting that cognition refers to how information is processed and manipulated in thinking and knowing, concepts allow for generalization and association, while problem solving involves finding solutions and rethinking problems over time.
MKI: Tools for Developing Innovative SolutionsMuhammad Fajar
This document discusses tools and methods for developing innovative solutions, including:
- Creativity depends on creative people, products, environments, and processes. Brainstorming, brainwriting and other group idea generation methods can help spark innovation.
- Mind maps are a visual tool to structure information and make connections to help analyze problems and generate new ideas. They can be used for brainstorming, problem-solving, note-taking, and more.
- Various factors contribute to creativity, including imagination, flexibility, personality, motivation, and environment. Overcoming barriers like fear of failure and an open organizational culture also support innovation.
Design Thinking: Finding Problems Worth Solving In HealthAdam Connor
Ideas for new devices and services can come from anywhere. But great ideas come from aligning solutions with real value and desirability for people. Design thinking provides a set of principles and structure that can act as scaffolding for teams to find and understand challenges and opportunities to focus on fan find solutions for.
The document provides an overview of various idea generation techniques:
- It describes brainstorming, both individually and in groups, as well as steps for effective group brainstorming. Additional techniques covered include triggered brainwalking, questioning assumptions, picture prompts, SCAMPER, observation, referencing, interaction, imagination, dreams, and creative aerobics.
- The goal of ideation is to generate the best solution to satisfy customer needs, rather than a large number of ideas. Effective techniques encourage lateral thinking and building on others' contributions to develop original, creative solutions.
This document provides an introduction to human-centered design and discusses its key principles and processes. It defines human-centered design as a problem-solving approach focused on learning from customers through empathetic methods. The document outlines the various roles involved in human-centered design such as users, customers, beneficiaries. It then describes several important mindsets required for human-centered design, including empathy, optimism, iteration, creative confidence, embracing ambiguity, learning from failure. The mindsets reflect an openness to new ideas and a willingness to engage those being designed for through prototyping and getting feedback.
The document discusses creativity and the business idea generation process. It defines creativity as generating new ideas and perspectives. It then outlines several methods businesses use to generate new ideas, including focus groups, brainstorming, and problem inventory analysis. The document also discusses the creative problem solving process, which involves defining the problem, generating ideas, selecting solutions, and planning implementation. It concludes by outlining the product planning and development process, from the initial idea through testing and commercialization.
Similar to Barriers to idea generation for collaborative problem solving (20)
The document provides guidance on the process of stage lighting design. It outlines the key steps a lighting designer would follow, including: 1) Analyzing the script to understand technical requirements and creative vision; 2) Consulting with the director and other designers to coordinate concepts; 3) Plotting lighting areas and special effects needed on a floor plan; 4) Determining the general lighting pattern and instrument placement based on the set layout and theater space. The goal is to create an environment that supports the action and communion between actors and audience through strategic use of light. Coordination with other designers and an understanding of theatrical principles are emphasized.
1) Habits and thought patterns developed over time can block creativity by making us rigid in our thinking and less open to new ideas. Our tendency is to rely on what is known and familiar rather than exploring unfamiliar or unknown options.
2) As we gain experience, we develop mental categories to organize information, but these categories can also prevent insight if we only try to fit new problems into existing frameworks rather than considering wholly new approaches.
3) Many common obstacles to creativity arise from social and psychological factors that discourage behaviors like asking questions, taking risks, being different from others, or maintaining an openness to uncertainty. Overcoming these blocks requires recognizing how our default ways of thinking can interfere with creativity.
Linear thinking is straightforward and follows a direct path to solve problems, while nonlinear thinking considers alternative approaches and hidden meanings. Fuzzy logic allows for ambiguity and dealing with true meanings that are not clearly stated. The document discusses how these different thought processes - linear, nonlinear, and fuzzy logic - are used in everyday life and thinking. The author thinks nonlinearly to plan solutions but linearly to implement them, and uses fuzzy logic to understand true meanings behind ambiguous statements.
The document discusses principles of visual perception in humans and other animals. It notes that while humans rely heavily on vision, the way we perceive the world is an active process of interpretation rather than a passive recording. Different animals perceive the world in very different ways depending on factors like the structure of their eyes, visual acuity, and the portion of the brain devoted to vision. The document also discusses how humans organize visual information through unconscious categorization in order to simplify perception and make the world more meaningful and predictable.
This document discusses several factors that can influence visual perception, including:
1. Personality traits like tolerance for ambiguity and impulsivity vs reflectivity.
2. Socio-cultural influences like gender, occupation, education, and cultural background that shape how people interpret images.
3. Contextual factors like mood, expectations, and motivations that can cause the same event or image to be perceived differently by different individuals.
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Barriers to idea generation for collaborative problem solving
1. Barriers to Idea Generation for Collaborative
Problem Solving
- Enhancing Creativity through Mental Diversity
Heung Ryong WOO *
*Seoul National University of Technology C/o College of Art & Design
172 Gongreung-dong Nowon-ku, Seoul 139-743 KOREA, hrwoo@snut.ac.kr
Abstract: The primary purpose of this study was to find out the barriers to creative thinking for collaborative
problem solving. During the process of idea generation, personal and/or social blocks from these milieus can
arise. Unfortunately these blocks are often out of our awareness, or consciousness. These uncertainties distorted
our creative and intellectual abilities. Therefore, to remove obstacles to creativity, we need to identify the hurdles
on the creative process. One of the effective ways an individual or a group can maximized creative potential is to
find and overcome these blocks. We have hypothesized that idea generation is influenced by the barriers, and it
has close relationships with the types of brain dominance. Each Brain Dominance Profile(BDP) tends to have
preferences for specific processing modes (Skills). The creative idea generation process and the Synergistic
Extrinsic Motivator (SEM) for group have reviewed.
We have looked into the idea generation process using the technique of protocol analysis. By working out
formulae to identify BDP and surveying the blocks to idea generation, we found that close relationships between
BDP and Skills, examined barriers to the idea generation, and suggested an approach to mental diversity as a
Synergistic ExtrinsicMotivation(SEM).
This research has implications on overcoming barriers to idea generation. It could also lead to the development
of better approach to expand and enrich our creativity. Especially, it suggests possible advices to enhance the
creativity in the Computer-Supported Environment.
Keywords: idea generation, collaborative thinking, mental diversity, brain dominance profile
1. Introduction
The Nomura Institute’s proposition is that creativity will be the next economic activity, replacing
the current focus on information. Just as the industrial revolution replaced agriculture as the
dominant economic activity, creativity will replace the ‘information age’ as the next dominant
global economic focus. There are many aspects
to creativity, but one definition would include the ability to take existing objects and combine
them in different ways for new purposes. Design is a goal-directed activity for problem solving.
We want to bring about a desired solution of the problem, which is something new and valuable.
For that reason, design is more open-ended novel, socially valued products. It is best described as
the human capacity to solve problems or to fashion products in a domain. In a way, that is
initially novel but ultimately acceptable in a culture. We believe that it can be an effective
resource that resides in all people.[1] And it is cultivated and enhanced through the use of
deliberate tools, techniques and strategies.
The primary purpose of this study was to find out the barriers to creative thinking for
collaborative problem solving. During the process of idea generation, personal and/or social
blocks from these milieus can arise. Unfortunately these blocks are often out of our awareness, or
consciousness. These uncertainties distorted our creative and intellectual abilities. Therefore, to
remove obstacles to creativity, we need to identify the hurdles on the creative process. One of the
effective ways an individual or a group can maximize creative potential is to find and overcome
these blocks. It is necessary to survey the creative thinking processes, and to discuss how to
integrate the Hermann’s brain modes for the collaborative design activities. We have paid
attention that creativity can be blocked and hampered during the idea generation, and tried to
identify them. From our previous research we found that a web-based synchronous groupware
(for example, Collaborative Group Thinking System: CGTS)
2. is an important media, which have influences to the collaborative thinking process. For this study,
we need to examine the blocks to idea generation and developed the formulae for Brain
Dominance Profile (BDP) as a thinking preferences can be coined and presented. Also we have
questioned that there are any relationships between the brain dominances(BDP) and processing
modes(Skills). In this paper we aimed at helping designer to develop the path of least resistance
and create sustainable creative advantage. We have studied how to design out blocks and build in
competitive advantage, explored thinking preferences, and identified bottlenecks.
2. Collaborative Thinking with Whole Brain Modes
2.1 Collaborative Thinking
Professional design requires some level of collaboration among people involved in the project,
such as the designers, builders (or manufacturers), and users. Groze describes collaboration as
working jointly with another person/system where interaction only requires working on
something. If creativity is defined as the ability to combine different elements of knowledge and
experience, the creative potential of a group of people should be larger than that of an individual.
[2] The different perspectives of the team members are helpful for group thinking, which provide
significant savings of monies and time wasted on ‘misfires’. We have adopted the HermannNehdi’s Whole Brain Mode in order to support the collaborative thinking. He described that the
brain is visualized as a circle divided into four quadrants. The four quadrants describe different
processing modes that we all have access to. [3] They would be grouped with people whose
thinking preferences complemented this person. The potential for synergy is greatly enhanced by
forming groups so that each quadrant is accessed relatively equally (thus the term whole-brain
groups) [4]. An understanding of different thinking styles is the foundation for any team or group
wishing to work on problems creatively. Appreciating different thinking approaches will allow
every member of a group to share their thinking and ideas openly. Once that openness occurs, the
team’s creativity begins to emerge, taking advantage
of the different thinking styles, rather than Cerebral Limbic Right Left
A
B
C
D
Rational Factual
Quantitative Academic
Mathematical Authoritarian
Analytical Critical Realistic
Logical Financial Technical
Rational Factual
Quantitative Academic
Mathematical Authoritarian
Analytical Critical Realistic
Logical Financial Technical
Dominant Organized Tactical
Risk-Avoiding Conservative
Administrative Scheduled
Procedural Sequential
Reliable Detailed
Intuitive Symbolic Teaching
Expressive Reaching-Out
Interpersonal Sensitive
Supportive Spiritual
Feeling Musical
ⓒ
The Ned Hermann Group
Fig. 1 Thinking Characteristics
Page 3
experiencing them as obstacles.
For the collaborative thinking, we adopted Geschka‘s viewpoint. He argued that creativity is the
ability to
leave structured paths and modes of thinking, and merge previously unconnected pieces of
knowledge and
3. experience to arrive at an idea of how to solve a given problem. Understanding our Brain
Dominance
Profile(BDP) and the Geschka’s viewpoint provides a new definition of the thinking boundaries
we may have
created for us. Engaging different thinking strategies and techniques through the heuristic
collaborative thinking
process we are able to discover new ideas and potential solutions abundantly. [5]
Our thinking preferences characterize our approaches to problem solving, creativity, and
communicating with
others. All use their particular approaches based on successful experiences. We have explored a
model of thinking
preferences that will be helpful to creative problem solving. Ned Hermann came to recognize that
the brain is
specialized in the way it functions. These specialized modes can be metaphorically organized into
four distinct
quadrants, each with its own language, values, and “ways of knowing.” Each person is a unique
mix of these
modes of thinking preferences and has one or more strong dominances. Dominance has
advantages: quick
response time and higher skill level, and we use our dominant mode for learning and problem
solving. The
stronger our preference for one way of thinking, the stronger is our discomfort for the opposite
mode. “Opposite”
people have great difficulty communicating and understanding each other because they see the
world through very
different “filters.” [6] (Fig. 1)
Therefore the ultimate outcome of idea generation is greatly enhanced by a collaborative team,
which is
organized with four types of brain dominance. To get out of the limits of the idea generation, it is
important to
know what the thinking preferences and mental defaults are, and how to generate ideas through
the heuristic
approaches. The thinking preferences could be discovered by taking an assessment such as the
Hermann Brain
Dominance Instrument (HBDI) or other assessment tools. We took notice of Ned Hermann’s
viewpoint that each
brain mode is best for the tasks it was designed to perform. What is sorely needed is a better
balance and an
appreciation for all thinking abilities. We must learn how to find out and integrate our Brain
Dominance Profiles
(BDP) for whole-brain thinking and problem solving.
(X
A
,y
A
)
(X
B
,y
B
)
(X
C
,y
C
)
(X
D
4. ,y
D
)
A
D
C
B
O
P
(X, y)
X
y
Fig. 2 Brain Dominance Profile(BDP)
2.2 Finding Brain Dominance Profile (BDP)
It is important to know that a preference for a
particular thinking style and an avoidance of another
style are of equal consequence to an individual. A
preference, particularly a very strong preference, will
lead to turn-on work. A lack of preference or an actual
avoidance in a quadrant results in being turned off to
the mentality of the work elements in the particular
quadrant. Being turned on is highly motivational and
often represents a state of self-actualization. For these
reason, the HBDI profile is quite predictive of a
person’s acquisition of competencies and engagement
in collaborative thinking.[7]
The four-quadrant profile is a metaphor describing
Page 4
how a person prefers to acquire and process information, not how fast or accurately they do it.
The scoring
protocol results in a quantified measure of an individual’s preference for each mental quadrant,
which is then
charted on a circular grid to make a personalized visual metaphor. [8] To get at the total brain
dominance, we
changed the scoring protocol into coordination system. We work out some formulae to calculate
the center of
gravity in order to find and decide the types of brain dominance, Brain Dominance Profile (BDP).
From the scoring protocol, we draw points (A, B, C, and D) on the circular grid (Fig.2)
P(
x
,
y
)↔
OP = (
x
,
y
) -------------------------------------------------------------------------------- (1)
OA = (x
A
,y
A
)
---------------------------------------------------------------------------------------------- (2)
5. OB = (x
B
,y
B
)
---------------------------------------------------------------------------------------------- (3)
OC = (x
C
,y
C
)
---------------------------------------------------------------------------------------------- (4)
OD = (x
D
,y
D
)
---------------------------------------------------------------------------------------------- (5)
The Cumulative Vector OP is,
OP
= OA + OB + OC + OD ----------------------------------------------------------------------------- (6)
In the Point A (x
A,
y
A
),
x
A
= OA * (√2 / 2 ), y
A
= OA * (√2 / 2 ) ------------------------------------------------------------------- (7)
(OA = Vector of the brain dominance in ‘A’ quadrant, cosθ = 1 /√2, sinθ = 1 /√2)
x
B
= OB * (√2 / 2 ), y
B
= OB * (√2 / 2 ) ------------------------------------------------------------------- (8)
x
C
= OC * (√2 / 2 ), y
C
= OC * (√2 / 2 ) ------------------------------------------------------------------- (9)
x
D
= OD * (√2 / 2 ), y
D
= OD * (√2 / 2 ) ------------------------------------------------------------------ (10)
To find accumulated vectors(OP) in a specific group(major); coordinates of the Point.
X = ∑x
n
, Y = ∑y
m
→ P ( X,Y)
------------------------------------------------------------------- (11)
When we have calculated these accumulated vectors from formula (1) to (11), we can find the
location of the
cumulative Brain Dominance Profile(BDP) as thinking preferences.
6. 3. Processing Modes and Barriers
3.1 Thinking Preferences and Processing Modes [9]
Ned Hermann suggested that ‘Differences in Processing Modes’ on the basis of the four-quadrant
model.[10]
In this study, we have considered that the four quadrants of thinking modes have close
relationships with thinking
differences in processing modes (Skills). We have taken notice of thinking characteristics and
“clues” of the
Skill a
・ Analytical
・ Financial
・ Problem solving
・ Scientific Analogies
・ Statistical
・ Technical
Skill b
・ Administrative
・ Implementation
・ Organizational
・ Planning
・ Sequential
・ Supervising
Skill c
・ Expressing Ideas
・ Interpersonal
・ Teaching
・ Training
・ Writing
・ Persuading
Skill d
・ Causing Change
・ Conceptualizing
・ Creative
・ Integrative
・ Intuitive
・ Visualizing
Table.1 Differences in Processing Modes (Skills)
Page 5
Hermann brain dominance model. [11] The HBDI displays mental preferences, not abilities or
competences.
However, there is a strong relationship between references and competencies in that typically one
lead to another.
[12] In order to avoid the barriers to collaborative idea generations, the diversity of processing
modes are essential.
(Table.1)
3.2 Blocks to Creativity
Creative thinking and problem solving is admired and generally encouraged by organizations.
Although
interpersonal and organizational changes can help unleash creativity, psychological blocks can
arise at each stage
of the creative process.
Conceptual blocks are mental walls which lock the problem-solver from correctly perceiving a
problem or
conceiving its solution. Everyone has them. However, they vary in quantity and in intensity from
individual to
individual. The blocks are closely related, as you will see when you begin to consider them. [13]
(Table. 2)
a) Perceptual Blocks: Perceptual blocks are obstacles which prevent the problem-solver from
clearly perceiving
7. either the problem itself or the information that is necessary to solve the problem. They affect the
way we see
things.
b) Cultural Blocks: Cultural blocks are acquired by exposure to a given set of cultural patterns.
They include all
the effects of society on the individual.
c) Environmental Blocks: Environmental blocks are imposed by our immediate social and
physical environment.
The most obvious blocks are the physical.
d) Emotional Blocks: Emotional blocks may interfere with the freedom with which we explore
and manipulate
ideas, with our ability to conceptualize fluently and flexibly- and prevent us from communicating
ideas to others
in a manner which will gain them acceptance.
e) Intellectual Blocks: Intellectual blocks result in an inefficient choice of mental tactics or a
shortage of
intellectual ammunition. Expressive blocks inhibit one’s vital ability to communicate ideas-not
only to others, but
to oneself as well. [14]
One of the quickest ways an individual or a group can maximize creative potential is to find and
overcome these
blocks. Unfortunately these blocks are often out of our awareness, or consciousness. They stem
from our
Perceptual
・ Difficulty in Isolating the Problem
・ Tendency to Delimit the Problem Area Too Closely
・ Inability to See the Problem from Various Viewpoints
・ Seeing What You Expect to See – Stereotype
・ Saturation
・ Failure to Utilize All Sensory Input
Cultural
・ Fantasy and reflection are a waste of time, laze, even
crazy
・ Playfulness is for children only
・ Problem-solving is a serious business and humor is out of
place
・ Reason, logic, numbers, utility, practicality are good
・ Tradition is preferable to change
・ Taboo
Environmental
・ Lack of cooperation and trust among colleagues
・ Autocratic boss who values only his ideas
・ Distractions-phone, easy intrusions
・ Lack of support to bring ideas into action
・ Forced atmosphere
・ Uncomfortable interior environment
Emotional
・ Fear to make a mistake, to fail, to risk
・ overriding desires for security, order
・ Preference for judging ideas, rather than generating them
・ Inability to relax, incubate, and “sleep on it”
・ Lack of challenge
・ Excessive zeal; over motivation to succeed quickly
Intellectual
・ Solving the problem using an incorrect language (verbal,
mathematical, visual)
・ Inflexible or inadequate use of intellectual problemsolving
・ Lack of, or incorrect, information
・ Inadequate language skill to express and record ideas
(verbally, musically, visually, etc.)
・ Lack of understanding of related information
・ Lack of mental faculties of the specialized area
8. Table.2 Blocks to Idea Generation
Page 6
uncertainty about ourselves, specifically that we feel insignificant, incompetent, and/or unlikable.
These
uncertainties typically distort our creative and intellectual abilities since they lead us to try to
avoid, respectively,
being ignored, humiliated, and rejected.
Although these blocks may seem unnoticed to the creative process, in fact, identifying them is the
key to
expanding and enriching our creativity. Recognizing these blocks to idea generation is the first
step toward
removing the blocks to creativity and, ultimately, toward feeling better about ourselves.[15]
3.3 Motivation and Mental Diversity for Creativity
We have reviewed of theories on the motivation for creativity. Creativity can arise from a
complex interplay of
motivational forces. Here we focused two types of motivation that stems from the individual’s
personal
involvement in the collaborative idea generation: intrinsic motivation and extrinsic motivation.
Amabile proposed two prolonged hypothesis about how motivation affects creativity: “The
intrinsically
motivated state is conducive to creativity, whereas the extrinsically motivated state is
detrimental”. We adapted
the definitions by Collins & Amabile. Intrinsic motivation is defined as the motivation to engage
in an activity
primarily for its own sake, because the individual perceives the activity as interesting, involving,
satisfying, or
personally challenging. By contrast, extrinsic motivation is defined as the motivation to engage in
an activity
primarily in order to meet some external goals to the work itself, such as attaining an expected
reward, winning a
competition, or meeting some requirement. [16]
We paid attention to a revised understanding of how extrinsic motivation affects creativity. The
concept of
extrinsic motivation has been refined to include two facets: control and information. Under many
conditions,
extrinsic motivation will be perceived as externally controlling, but there are times when it may
actually be
perceived as providing useful, and desired, information. Amabile identified two types of extrinsic
motivators:
Synergistic extrinsic motivators, which provide information or enable the person to better
complete the task and
which can act in concert with intrinsic motives; and non-synergistic, extrinsic motivators, which
lead the person to
feel controlled and are incompatible with intrinsic motives. Thus, although intrinsic motivation
may be inversely
related to some types of extrinsic motivation (non-synergistic), it may combine additively with
others, synergistic,
extrinsic motivators. We adopted this concept of motivational synergy for our study, which has
contributed to a
9. revision of the intrinsic motivation hypothesis: “Intrinsic motivation is conducive to creativity;
controlling
extrinsic motivation is detrimental to creativity, but informational or enabling extrinsic
motivation can be
conducive, particularly if initial levels of intrinsic motivation are high.” [17]
In enhancing creativity, it is important to
consider not only the Brain Dominance
Profile(BDP), but also their interaction: mental
diversity. It suggests that creativity will be
highest in that area the members of group are
connected each other. In other words, people are
most likely to be creative within their “creative
intersection.” Identifying this interconnection can
be an important step toward enhancing creativity.
Non-Synergistic Extrinsic Motivation
Synergistic Extrinsic Motivation
Fig. 3 Synergistic & Non-Synergistic Extrinsic Motivation
Page 7
[18]
The new theoretical conceptions of motivational synergy also have implications for enhancing the
motivational
component of creativity (Amabile, 1993). Any extrinsic factors that support one’s sense of
competence without
undermining one’s sense of self-determination should positively contribute to intrinsic
motivation. These are the
synergistic extrinsic motivators which has been connected each other. We have applied the
mental diversity of
BDP to Synergistic Extrinsic Motivation(SEM). (Fig. 3) shows the synergistic and nonsynergistic connections
among the Extrinsic Motivators.
We examined the intrinsic and extrinsic motivation for the idea generation by investigating
several theories
about creativity. From the previous studies and arguments, we believe that creativity can be
enhanced by
Synergistic Extrinsic Motivators (SEM) with mental diversity. Therefore, it needs to be more
investigated to
enhance the collaborative idea generation in the cyber space.
4. Experiments and Discussion
In order to make up mental diversity, first of all, we need to identify personal Brain Dominance
Profile (BDP)
then group’s one. Secondly, we examined the relationships between BDPs and blocks to idea
generation.
Especially, from formulae of Brain Dominance Profile (BDP), we have calculated the
accumulated vectors of the
cumulative BDPs, then analyzed them.
4.1 Hypothesis
We have formed the following hypotheses to address the questions posed at Introduction.
Hypothesis 1: There are close relationships between the brain dominance types and the types of
competences
to problem solving. This is based on the belief that Ned Hermann’s ‘Differences in Processing
Mode’.
10. Hypothesis 2: There are close relationships between the brain dominance types and the types of
blocks to idea
generation. This is based on the belief that psychological blocks can arise at each stage of creative
process.
4.2 Examination
We have designed the experiments and its procedures to
verify the hypothesis. Followings are experiment measures.
Fig. 4 Brain Dominance Types of Four Majors.
a) Subjects are asked to fill a questionnaire with 5 point
Likert type scales: The focus of these experiments is to
examine the Brain Dominance Profile(BDP).
b) Investigation: We set up four investigations:
- Brain Dominance Mode Thinking Characteristics
- Blocks to Idea Generation
- Differences in Processing Modes(Skills)
- Barriers to Effective Communication
c) Period: April 1st 30
th
2003.
d) Subject: total 950 subjects were participated for the
experiments. All subjects were under graduate students from
33 departments in ‘A’ university in Seoul, Korea.
Page 8
4.3 Discussion
a) The personal Brain Dominance
Modes are calculated and changed into
Brain
Dominance
Profile(BDP)
separately. After we had gained the
quantified measures of an individual’s
preferences of brain dominances, we
had calculated the coordinates, then
have drawn graphs. Fig.4 show us the
different cluster of BDP from the four
different majors. These graphs tell us
the obvious the specific major of
subjects. Total clusters of the 33
majors show no specific directions and scattered in all directions. (Fig. 4)
Table.3 Relationship between Brain Types and Skills.
Pearson Correlation Coefficients
Prob > |r| under H0: Rho=0 / N = 210
Brian Type
A
B
C
D
skill a
0.49817 0.40886 0.03984 0.28046
<.0001 <.0001 0.5659 <.0001
skill b
0.39969 0.39877 0.15599 0.22702
<.0001 <.0001 0.0238 0.0009
11. skill c
0.01051 -0.05268 0.35712 0.26633
0.8797 0.4477 <.0001 <.0001
skill d
0.23160 0.14845 0.41134 0.52732
<.0007 0.0315 <.0001 <.0001
b) The output of Correlation Analysis shows the brain type ‘A’ and ‘skill a’ has fairly close
relationship (0.498)
at 0.0001 significance.; type ‘B’ and ‘skill b’ 0.398, type ‘C’ and ‘skill c’ 0.357, type ‘D’ and
‘skill d’ 0.527 at
0.0001 significance. Four shaded ellipses show coincident ratios between brain types and skill.
(Table. 3)
c) Different Skills under a specific brain types are prominent. Especially, it is clear that
‘statistical’, ‘writing’,
‘interpersonal’, ‘problem solving’, and ‘analytical’ skills between type A and type C as the
diagonally opposing
quadrant are prominent, and ‘causing change’, ‘visualizing’, and ‘intuitive’ skills between type B
and type D are
also obvious. Differences of skills between type A and type B in the left brain dominance are
larger at ‘intuitive’,
‘statistical’, ‘causing change’, and ‘visualizing’; Differences of skills between type C and type D
in the right brain
dominance ‘statistical’, ‘visualizing’, and ‘interpersonal’ than others. Differences of skills
between brain
dominances are greater in the diagonally opposing quadrant between type A and type C, type B
and D than
left/right dominances or cerebral/limbic modes. On the whole, the differences between left brain
and right one are
vivid.
We examined the hypothesis 1 as (Table 4). We can assume that there are close relationships
between brain
types and skills.
d) Differences of the blocks to
idea generation under a specific
brain types are prominent. Firstly,
between type A and C as the
diagonally
opposing
quadrant,
emotional, intellectual blocks are
prominent; between type B and D,
emotional, cultural, and perceptual
blocks are prominent. Secondly,
between type A and D as the same
cerebral dominance, emotional and
perceptual
blocks are
salient:
g
s
i
n
g
r
14. and perceptual blocks have more
salient influence on idea generation.
From the experiments we coined
some findings as followings:
Firstly, we found some results that
Brain Dominance Modes reflect their specific characteristics in the major field of study. These
mean we can set up
more efficient Synergistic Extrinsic Motivator (SEM) for a problem solving with mixed majors.
Secondly,
Relationships between Brain types and blocks tell us that every brain type has some blocks.
However, these are
not typical ones in them. As results, we found that there are no fixed types of blocks in a brain
type.
Brain Types and Blocks to Idea Generation
2.50
2.60
2.70
2.80
2.90
3.00
3.10
3.20
3.30
3.40
Perceptual
Block
Cultural
Blocks
Environmental
Blocks
Emotional
Blocks
Intellectual
Blocks
Type A
Type B
Type C
Type D
Fig. 5 Brain Types and Blocks to Idea Generation
5. Conclusion
In this paper, we examined the skills and blocks under each BDP and found the ways of breaking
barriers and
making synergy through mental diversity from four quadrants. Our experience has shown there is
a clear
advantage to having all four thinking modes represented on a team rather than those with similar
preferences. This
is based on the findings that each brain dominance mode has its own processing modes, Skills.
Idea generation
could be continuously increased their dimensions through collaborative thinking process, which
is coined of
mental diversity.
We have confirmed that the relationships between Brain Dominance Profile (BDP) and the Skills
are close.
And when we have mental diversity formed with BDP, it is conduced to the collaborative idea
generation process.
The findings suggest that an approach for conducing the design idea generation through
Synergistic Extrinsic
Motivation(SEM). Also it is discussed the compound of dominances of four brain modes (A, B,
C, and D-Mode)
are significantly positive to the creativity.
15. Although, we have not yet identified the full extrinsic motivation, these findings support the
group thinking
process, and these results are helpful to reinforce the bases for design idea generation. In order to
generalize these
results, we need to apply these results into other problem solving fields. Also, it is necessary to do
more studies on
the cognitive thinking process. There seems to be a broad consensus among researchers that
internal, or intrinsic,
motivation is more effective determinant of creativity than external, or extrinsic, motivation.
We have noted several approaches to the enhancement of creativity which is suggested by the
assumptions and
thinking of many researchers in the field. In most cases, direct and compelling evidence of their
effectiveness is
Page 10
lacking. Situational and contextual variables may also interact with motivation to influence
creativity. Our
understanding of the relationship between motivation and creativity cannot stand on its own but
must be
complemented by attention to personality, talent, culture, cognition, and other factors affecting
the creative
process.
The future of research on motivation and creativity holds many exciting new questions. Perhaps
the most
promising area for future investigations of motivation and creativity concerns the consideration of
barriers and
overcoming them in the Computer-Supported Environment.
Acknowledgements
This paper was supported by the research fund of “Seoul National University of Technology”
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