The document discusses various aspects of creativity including definitions, distinguishing creativity from innovation, measuring creativity, fostering creativity techniques, and applying creativity in different contexts. It provides definitions of creativity from various sources and explains that creativity involves generating new ideas while innovation is the application of creative ideas. Measurement of creativity includes factors like fluency, flexibility, originality, and elaboration. Techniques to foster creativity discussed are brainstorming, brainwriting, mind mapping, five Ws and H, SCAMPER, and analogies. The role of creativity in organizational growth and enhancing individual creativity is also summarized.
This is a short talk and workshop (30' + 90') to give a first introduction to design thinking. Gives theory foundation, notes a few different approaches, and then dives into one of them.
This presentation was first done at ImpactON / StartupChile evening in 2015.
This is a short talk and workshop (30' + 90') to give a first introduction to design thinking. Gives theory foundation, notes a few different approaches, and then dives into one of them.
This presentation was first done at ImpactON / StartupChile evening in 2015.
Our ability to learn new ways to think is the power of human potential. We have to make choices about the types of thinking that we apply to a variety of different challenges. Critical Thinking is the act of examining a set of facts and analyzing and evaluating relevant information. We live in a knowledge based society, and the more critically you think the better your knowledge will be. Critical Thinking provides you with the skills to analyze and evaluate information so that you are able to obtain the greatest amount of knowledge from it. It provides the best chance of making the correct decision, and minimizes damages if a mistake does occur. Critical Thinking will lead to being a more rational and disciplined thinker. It will reduce your prejudice and bias, which will provide you a better understanding of your environment.
This workshop will provide you the skills to evaluate, identify, and distinguish between relevant and irrelevant information. It will lead you to be more productive in your career, and provide a great skill in your everyday life. Lastly, critical thinking skills will support your capacity to be innovative. Once you fully understand what it is, you can begin exploring what could be.
By the end of this workshop, participants will be able to answer the following questions:
a. What is critical thinking?
b. How can I use nonlinear thinking strategies?
c. What does it mean for me to apply logic to situations?
d. How do I know when, how, and why to think critically about a challenge?
e. What skills allow be to better evaluate facts and data?
f. How will thinking differently effect my decision outcomes?
g. How can I challenge my self to see alternate perspectives?
h. How can I increase my problem solving abilities?
Facilitating Complexity: Methods & Mindsets for Exploration William Evans
An updated presentation delivered at PwC in Melbourne Australia
Will Evans explores the convergence of practice and theory using Lean, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. He works with a select group of clients undergoing Lean and Agile transformations across the entire organization. Will earned his Jonah® from AGI, and serves on the Board of Advisors for Rutgers CX (Customer Experience). Formerly, he was Design Thinker-In-Residence at NYU Stern.
Will was previously the Managing Director of TLCLabs, the world's leading Lean Design Innovation consultancy where he brought LeanUX, Lean and Kanban to large media, finance, and healthcare companies.
Before TLC, he led experience design and research for TheLadders in New York City. He has over 15 years industry experience in design innovation, user experience strategy and research. His roles include directing UX for social network analytics & terrorism modeling at AIR Worldwide, UX Architect for social media site Gather.com, and UX Architect for travel search engine Kayak.com. He worked at Lotus/IBM where he was the senior information architect, and for Curl - a DARPA-funded MIT project when he was at the MIT Laboratory for Computer Science.
Will is passionate about coffee, so much so that he started his own brand of organic single-origin coffee beans. He Co-Founded and Co-Chaired the LeanUXNYC conference, Founded the AgileUX NYC conference, and was also the User Experience track chair for the Agile 2013/2014 conferences.
EST 200, Convergent and Divergent ThinkingCKSunith1
The attached narrated power point presentation explores the various aspects and activities in divergent and convergent thinking and the necessity of divergent and convergent thinking in the design thinking process. The material will be useful for KTU second year B Tech students who prepare for the subject EST 200, Design and Engineering.
Working remotely has many benefits but also some obvious and non-obvious challenges. Discussions about remote work also often tend to be generic, however each discipline require its own kind of variations, and design isn’t different.
A lot of the tools available to designers are meant to be used in person, but what if we happen to work remotely, or we want to switch a product team to being remote? How to build trust, gather feedback and craft a unified vision? This talk takes inspiration from some of the practices of Automattic’s teams to overcome some of the unique challenges of remote working.
These solutions will also be beneficial to any designer who desires to engage with open source projects, as they are by definition remote.
This talk was done the first time at WordCamp Brighton 2017.
Developed by students at Stanford University, the Design Thinking approach was created to establish a new way to grow innovative products, processes and services. The Design Thinking process consists of six iterative stages which enable participants to seek flexible solutions and innovations concerning the issue they treat.
One important aspect of Design Thinking is the creation and cultivation of ideas within a well-coordinated team. Thus, the team spirit is a decisive element during Design Thinking operations and encourages to produce the best possible results. In addition to the team side of Design Thinking, a flexible and productive environment is crucial to develop inventive ideas and products. The more workable an environment, is the easier it is for employees to visualize and transmit thoughts and new concepts.
Introductory lecture on Design Thinking given by Mark Billinghurst as part of the HITD 201 course taught at the University of Canterbury. Taught on December 9th 2013
Empowering Agile Self-Organized Teams With Design ThinkingWilliam Evans
My experience and research has shown that design thinking empowers employees and teams, enabling them to create a more resilient, value-focused organizational culture.
Innovation-driven growth at the organizational level requires a multidisciplinary approach to designing systems that create the right conditions for self-organizing teams to explore and create while maintaining system hygiene. To achieve that growth, leaders and managers must adopt a strategy for fostering new thinking, practices, and processes that convert strategy both laterally and vertically into new value. To foster the right kind of environment, you must manage the boundaries of the teams, establishing the right cadence and rituals to ensure trust and psychological safety.
“Organizations that operate from the authoritarian, hierarchical, command and control model, where the top leaders control the work, information, decisions, and allocation of resources, produce employees that are less empowered, less creative, and less reductive.” – Journal of Strategic Studies, Creativity and Innovation: The Leadership Dynamics.
In this talk, we’ll discuss boundaries, policies, cadence for self-organizing teams, then cover the key principles and practices of design thinking and how it can be leveraged by agile teams to collaboratively test new options and create new value. Design thinking all comes down to the collaboration utilizing divergence and convergence: acquire and synthesize insights, formulate hypotheses, prototype solutions, and ruthlessly test them with real customers.
We’ll cover that with a case study of how an infrastructure engineering team transformed themselves from waterfall to agile, while learning the key practices of design thinking to reduce the lead time for delivering services and systems from 9 months to days, and in some cases, hours.
The key aspects of Design Thinking we’ll cover:
The importance of trust, boundaries, and candor for team dynamics;
Customer-Centricity. Who are they? What are their challenges? What are their ‘jobs-to-be-done’?
Empathy and Understanding to engaging with customers in their context;
Validate through experimentation that the team is solving the right problem;
Bringing the whole team together to collaboratively explore the problem space and engage in divergent and convergent exercises;
Prototype lightweight solution hypotheses to ensure that the problems are solved before scaling out and investing in delivering the product or service to customers;
When design thinking is appropriate, and when it’s a waste of time (when a user story is simple, simply do it!)
In this lecture, I discussed what is group creativity, how it gets impeded, and what are the ways to improve it. I also discussed Frans Johansson's book "The Medici Effect" as an example of creative collaboration
A few slides summing up the purposes and the characteristics of Liberating Structures.
Talk was given by Romain Vailleux at the LAST Conference in Adelaide 2019.
Our ability to learn new ways to think is the power of human potential. We have to make choices about the types of thinking that we apply to a variety of different challenges. Critical Thinking is the act of examining a set of facts and analyzing and evaluating relevant information. We live in a knowledge based society, and the more critically you think the better your knowledge will be. Critical Thinking provides you with the skills to analyze and evaluate information so that you are able to obtain the greatest amount of knowledge from it. It provides the best chance of making the correct decision, and minimizes damages if a mistake does occur. Critical Thinking will lead to being a more rational and disciplined thinker. It will reduce your prejudice and bias, which will provide you a better understanding of your environment.
This workshop will provide you the skills to evaluate, identify, and distinguish between relevant and irrelevant information. It will lead you to be more productive in your career, and provide a great skill in your everyday life. Lastly, critical thinking skills will support your capacity to be innovative. Once you fully understand what it is, you can begin exploring what could be.
By the end of this workshop, participants will be able to answer the following questions:
a. What is critical thinking?
b. How can I use nonlinear thinking strategies?
c. What does it mean for me to apply logic to situations?
d. How do I know when, how, and why to think critically about a challenge?
e. What skills allow be to better evaluate facts and data?
f. How will thinking differently effect my decision outcomes?
g. How can I challenge my self to see alternate perspectives?
h. How can I increase my problem solving abilities?
Facilitating Complexity: Methods & Mindsets for Exploration William Evans
An updated presentation delivered at PwC in Melbourne Australia
Will Evans explores the convergence of practice and theory using Lean, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. He works with a select group of clients undergoing Lean and Agile transformations across the entire organization. Will earned his Jonah® from AGI, and serves on the Board of Advisors for Rutgers CX (Customer Experience). Formerly, he was Design Thinker-In-Residence at NYU Stern.
Will was previously the Managing Director of TLCLabs, the world's leading Lean Design Innovation consultancy where he brought LeanUX, Lean and Kanban to large media, finance, and healthcare companies.
Before TLC, he led experience design and research for TheLadders in New York City. He has over 15 years industry experience in design innovation, user experience strategy and research. His roles include directing UX for social network analytics & terrorism modeling at AIR Worldwide, UX Architect for social media site Gather.com, and UX Architect for travel search engine Kayak.com. He worked at Lotus/IBM where he was the senior information architect, and for Curl - a DARPA-funded MIT project when he was at the MIT Laboratory for Computer Science.
Will is passionate about coffee, so much so that he started his own brand of organic single-origin coffee beans. He Co-Founded and Co-Chaired the LeanUXNYC conference, Founded the AgileUX NYC conference, and was also the User Experience track chair for the Agile 2013/2014 conferences.
EST 200, Convergent and Divergent ThinkingCKSunith1
The attached narrated power point presentation explores the various aspects and activities in divergent and convergent thinking and the necessity of divergent and convergent thinking in the design thinking process. The material will be useful for KTU second year B Tech students who prepare for the subject EST 200, Design and Engineering.
Working remotely has many benefits but also some obvious and non-obvious challenges. Discussions about remote work also often tend to be generic, however each discipline require its own kind of variations, and design isn’t different.
A lot of the tools available to designers are meant to be used in person, but what if we happen to work remotely, or we want to switch a product team to being remote? How to build trust, gather feedback and craft a unified vision? This talk takes inspiration from some of the practices of Automattic’s teams to overcome some of the unique challenges of remote working.
These solutions will also be beneficial to any designer who desires to engage with open source projects, as they are by definition remote.
This talk was done the first time at WordCamp Brighton 2017.
Developed by students at Stanford University, the Design Thinking approach was created to establish a new way to grow innovative products, processes and services. The Design Thinking process consists of six iterative stages which enable participants to seek flexible solutions and innovations concerning the issue they treat.
One important aspect of Design Thinking is the creation and cultivation of ideas within a well-coordinated team. Thus, the team spirit is a decisive element during Design Thinking operations and encourages to produce the best possible results. In addition to the team side of Design Thinking, a flexible and productive environment is crucial to develop inventive ideas and products. The more workable an environment, is the easier it is for employees to visualize and transmit thoughts and new concepts.
Introductory lecture on Design Thinking given by Mark Billinghurst as part of the HITD 201 course taught at the University of Canterbury. Taught on December 9th 2013
Empowering Agile Self-Organized Teams With Design ThinkingWilliam Evans
My experience and research has shown that design thinking empowers employees and teams, enabling them to create a more resilient, value-focused organizational culture.
Innovation-driven growth at the organizational level requires a multidisciplinary approach to designing systems that create the right conditions for self-organizing teams to explore and create while maintaining system hygiene. To achieve that growth, leaders and managers must adopt a strategy for fostering new thinking, practices, and processes that convert strategy both laterally and vertically into new value. To foster the right kind of environment, you must manage the boundaries of the teams, establishing the right cadence and rituals to ensure trust and psychological safety.
“Organizations that operate from the authoritarian, hierarchical, command and control model, where the top leaders control the work, information, decisions, and allocation of resources, produce employees that are less empowered, less creative, and less reductive.” – Journal of Strategic Studies, Creativity and Innovation: The Leadership Dynamics.
In this talk, we’ll discuss boundaries, policies, cadence for self-organizing teams, then cover the key principles and practices of design thinking and how it can be leveraged by agile teams to collaboratively test new options and create new value. Design thinking all comes down to the collaboration utilizing divergence and convergence: acquire and synthesize insights, formulate hypotheses, prototype solutions, and ruthlessly test them with real customers.
We’ll cover that with a case study of how an infrastructure engineering team transformed themselves from waterfall to agile, while learning the key practices of design thinking to reduce the lead time for delivering services and systems from 9 months to days, and in some cases, hours.
The key aspects of Design Thinking we’ll cover:
The importance of trust, boundaries, and candor for team dynamics;
Customer-Centricity. Who are they? What are their challenges? What are their ‘jobs-to-be-done’?
Empathy and Understanding to engaging with customers in their context;
Validate through experimentation that the team is solving the right problem;
Bringing the whole team together to collaboratively explore the problem space and engage in divergent and convergent exercises;
Prototype lightweight solution hypotheses to ensure that the problems are solved before scaling out and investing in delivering the product or service to customers;
When design thinking is appropriate, and when it’s a waste of time (when a user story is simple, simply do it!)
In this lecture, I discussed what is group creativity, how it gets impeded, and what are the ways to improve it. I also discussed Frans Johansson's book "The Medici Effect" as an example of creative collaboration
A few slides summing up the purposes and the characteristics of Liberating Structures.
Talk was given by Romain Vailleux at the LAST Conference in Adelaide 2019.
Creative Thinking Techniques - Forty Uses For A BrickSandy Cormack
Creative thinking techniques help us proliferate ideas. This helps us become better at divergent thinking, an essential skill for problem solving and innovation.
Creative problem solving is a technique to approach a problem or address a challenge in an imaginative way; it helps us flex our minds, find path-breaking ideas and take suitable actions thereafter.
Σήμερα, με το πάτημα ενός κουμπιού έχουμε πρόσβαση σε όλο τον κόσμο, εξοπλισμένοι με ποικίλα εργαλεία , έχουμε την ευκαιρία, να εξερευνήσουμε νέες δυνατότητες , νέες ιδέες , νέες τελετουργίες και λύσεις . Έχουμε όμως ακόμα όνειρα; Με αφετηρία τη διαδικασία της σχεδιαστικής σκέψης ( ‘designerly’ ways of thinking), θα μελετήσουμε βήμα προς βήμα τα στάδια μετάβασης από την ιδέα στην υλοποίηση της δικής σας δράσης.
2021.08.19 Class 1.2 MGT1022 Lean Startup Management.pptxNishanttiwari355054
The Lean Startup provides a scientific approach for creating and managing start-ups and get a desired product to customers' hands faster.
The Lean Start-up method teaches you how to drive a start-up-how to steer, when to turn, and when to persevere-and grow a business with maximum acceleration.
It is a principled/systematic approach to new product development.
Eliminate uncertainty.
Develop a Minimum Viable Product (MVP).
Explore this presentation to comprehend the essential design theories, popular concepts, methodologies, and ideologies of UX Design. To explore more about UX, you can visit our UX/UI Design courses page - https://www.admecindia.co.in/ui-and-ux-courses
We are proud to announce our fifteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Management of creativity; Stimulating individual creativity ... Lateral thinking , Checklists, Morphological analysis;; Stimulating group creativity ... Brainstorming, Slipwriting;; Edward De Bono's Six Thinking Hats...
2. Content:
1. Definition
2. Distinguish between creativity and innovation
3. Measuring Creativity
4. Creativity in various context
5. Fostering Creativity
6. Enhancing Creativity
7. Creativity Techniques
04/01/2015 2
3. Definition
• “Creativity is defined as the tendency to
generate or recognize ideas, alternatives, or
possibilities that may be useful in solving
problems, communicating with others, and
entertaining ourselves and others.” – Robert
E. Franken, Human Motivation
• “Creativity is generating new ideas and
concepts, or making connections between
ideas where none previously existed.” –
Mitchell Rigie and Keith Harmeyer,
SmartStorming
04/01/2015 3
4. • “Creativity is seeing what everyone else has
seen, and thinking what no one else has
thought.” – Einstein, quoted in Creativity,
Design and Business Performance
04/01/2015 4
5. Distinguish between creativity and
innovation
• Creativity is typically used to refer to the act
of producing new ideas, approaches or actions.
• Innovation is the process of both generating
and applying such creative ideas in some
specific context.
04/01/2015 5
6. • Creativity is what happens when you are
brainstorming ways to solve a problem.
• Innovation requires taking action and
often refers to something that has
been created and put to the test.
04/01/2015 6
7. • innovation "begins with creative ideas,„
• "...creativity by individuals and teams is
a starting point for innovation; the first
is a necessary but not sufficient
condition for the second.„
04/01/2015 7
8. Measuring Creativity
• How to Measure Creativity? Or What is Creativity
Quotient??
– Guilford's Psychometric approach
04/01/2015 8
9. Psychologist J. P. Guilford devised four
measures of a person's divergent
production. Each of the measures can be
practiced and improved, and each focuses on
creative output in the context of a prompt that
asks for a quantity of responses.
• Fluency: how many responses
• Flexibility: how many types of responses
• Originality: the unusualness of the
responses
• Elaboration: the detail of the responses
04/01/2015 9
12. Creativity in various context
Role of Creativity in Organizational
Growth
• Generation of ideas for new technologies
• Generation of ideas for improvement in Product / Service
Design like
– for more value addition
– for simplification,
– for adding more features,
– for standardization
– for ergonomic considerations (enhancing human
convenience in use)
– for improving product reliabilty
– for increasing product life cycle
04/01/2015 12
13. Role of Creativity in
Organizational Growth
• Generation of ideas for improvement in Process Design
like
– for smooth flow of materials
– for increasing ease in manufacturing
– for reducing work-in-process inventories
– for reducing wastages
– for improving quality
– for improving process efficiency
– for improving safety
04/01/2015 13
14. Role of Creativity in
Organizational Growth
• Generation of ideas for improvement in
machines, tools etc.
• Generation of ideas for converting process
waste into useful byproduct
• Generation of ideas for improvement in
productive capacity
• Generation of ideas for improvement in
Human Resources
04/01/2015 14
16. Enhancing Creativity
Open your mind to unexplored paths.
Read more.
Tell stories.
Be curious.
Don’t be afraid to try something
new.
Expand your interests.
Develop your talents.
Spend time with creative people.
Look at things differently.
Condition your mind to relax
through meditation techniques.
04/01/2015 16
17. Creativity Techniques
1. Classical Brainstorming
2. Brain Writing
3. Mind Mapping
4. Five Ws and H
5. SCAMPER
6. Analogies
04/01/2015 17
18. Classical Brainstorming
• The basis of Brainstorming is generating
ideas in a group situation based on the
principle of suspending. The generation
phase is separate from the judgment
phase of thinking.
04/01/2015 18
19. Basic rules for Brainstorming are:
The facilitator writes down all the ideas on a large
sheet of paper or board;
The participants call their spontaneous ideas as a
reaction on the problem definition
The participants associate on each others ideas;
The participants do not express
their critics on each others
ideas and;
The participants try to do this
at a high speed.04/01/2015 19
20. BrainWriting
• BrainWriting is a technique similar to brainstorming.
There are many varieties, but the general process is that
all ideas are recorded by the individual who thought of
them.
• They are then passed on to the next person who uses
them as a trigger for their own ideas.
• BrainWriting enables people who have ideas but are
concerned about voicing them in a broader group to
anonymously make them visible. They thus do not have
to ‘compete’ with others to be heard.
• It can speed things up because everyone is offering
ideas all of the time.
04/01/2015 20
21. Mind Mapping
Mind mapping, also called ‘spider diagrams’ represents ideas, notes,
information etc. in far-reaching tree-diagrams.
To draw a mind map:
Lay-out a large sheet of paper in landscape format and write a concise
heading for the overall theme in the center of the page.
For each major sub-topic or cluster of material, start a new major
branch form the central theme, and label it.
04/01/2015 21
22. 04/01/2015 22
Each sub-sub-topic or sub-cluster forms a subordinate
branch to the appropriate main branch.
Carry on in this way for every finer sub-branches. It may
be appropriate to put an item in more than one place,
cross-link it to several other items or show relationships
between items on different branches.
Coding with colour, character or size can do this.
Alternatively, the use of drawings instead of writing may
help bring the diagram to life.
23. Five Ws and H
• The ‘Five Ws and H’, are six universal question and are an influential,
inspirational and imaginative checklist. The technique uses basic questions
generating prompts
Who?
Why?
What?
Where?
When?
How?
• The ‘Five Ws and H’ is a divergent creativity technique and can be used
during the early stages of problem solving to gather information and to
define more detailed the main problems to be solved.
04/01/2015 23
24. SCAMPER
The SCAMPER technique is a checklist that will assist in
thinking of changes that can be made to an existing product
to create a new one.
• ‘SCAMPER’ stands for the following seven kinds of
potential product changes:
04/01/2015 24
26. Analogies
• Analogies are used to estrange the
participants themselves from the original
problem statement and to come up with
inspiration for new solutions and
approaches.
04/01/2015 26