Reframing
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This document provides guidance on reframing problems to discover new possibilities. It explains that reframing helps expose conventional wisdom that hinders progress, exploits others' inability to think differently, and trains thinking to find fresh solutions. It outlines steps to reframing: 1) identify a core belief, 2) note supporting beliefs, 3) generate opposing beliefs by making them grammatically opposite and extreme, and 4) imagine a new core belief if the opposing beliefs were true. The purpose is to overturn conventional wisdom and discover new possibilities.
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The document discusses thinking outside the box and overcoming limitations in thinking. It provides tips for challenging assumptions, learning new perspectives, and stretching beyond one's comfort zone. Some key tips include brainstorming ideas without limits, learning terms from other fields to spark new ideas, and bringing fresh viewpoints from children to solve problems. Taking breaks from routines, asking questions, and gaining different perspectives can help generate more creative thinking.
Out of box thinking
The document discusses out of the box thinking. It begins by defining out of the box thinking as thinking differently, unconventionally, or from a new perspective. It then lists 11 ways to think out of the box, including studying another industry, learning about another religion, taking a class, reading unfamiliar genres, writing a poem, drawing a picture, turning problems upside down, working backwards, asking a child for advice, embracing randomness, and taking a shower to spark new ideas.
Creativity
Need and Importance of Creativity, how creativity helps to overcome challenges.Various methods that can be used to foster your creativity, and some novel ways people have adopted to enhance their creativity pool.
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THNK Innovation Flow Toolkit 2018
The Innovation Flow Toolkit, produced by Berend-Jan Hilberts, is a manual for creating breakthrough vision and big ideas.
Stakeholder map
This document discusses stakeholder management and engagement. It defines stakeholders as any person or team that can affect or be affected by a project. It emphasizes that identifying all stakeholders and understanding their interests and influence on the project is critical. Stakeholder engagement is a team effort that requires aligning who will engage with each stakeholder, why they need to be engaged, and how the engagement will occur. The goal is to purposefully engage stakeholders at the right level and time through various engagement tools and techniques.
Random force
The document discusses a technique called "random force" that aims to spark original ideas. It works by forcing a connection between two dissimilar things in order to provoke fresh perspectives. The method involves randomly selecting a word and considering its attributes, then using those attributes to solve a creative question in original ways. This encourages thinking beyond normal patterns to generate new ideas where none previously existed.
Neue kombinationen
The document discusses generating new concepts and ideas by combining elements from leading edge start-ups. It recommends taking a creative question and combining 2-3 building blocks like functions and features from start-ups into promising new concepts. For example, combining game mechanics and personalizing to enhance street safety. Participants are then asked to sketch 5 ideas on how to solve the creative question using the selected building blocks. The ideas are then discussed, improved and captured.
Force fields
Force fields analysis summarizes the dynamics between users and stakeholders to uncover insights and user needs. It focuses on the entire system, mapping out the interrelationships between people and objects. Key aspects that are mapped include the value exchanges, conflicts, and emergent behaviors that influence the whole system. This reveals important clues about motivations, intentions, needs, as well as vulnerabilities and opportunities.
Facts & figures
1. The document discusses collecting data to dispel myths, discover surprise opportunities, and surface weak signals.
2. It recommends making an issue tree to direct research, compiling 100 pages of rich visual data from various sources, and looking for freely interpretable data like blogs.
3. When using the fact pack, the document suggests browsing for weak signals, surprises, and contractions, drawing inferences from findings to avoid paralysis and capture surprising insights.
Expert interviews
The document provides guidance on conducting expert interviews. It recommends probing and carefully listening to experts for fresh insights, and aspiring to co-create with them. Key pointers include releasing your own agenda, only asking questions you don't know the answer to, engaging with experts by showing real interest, preparing by identifying knowledge gaps, asking for underlying rationales and beliefs, being open to surprises, checking for understanding and opportunities to co-create. Expert interviews can help familiarize yourself with a topic, bridge knowledge gaps, and reveal unchallenged beliefs, with the potential to turn an expert into an ambassador or co-creator.
Empathy map
An empathy map helps understand user needs by synthesizing clues about a user's words, actions, thoughts, and feelings. The empathy map has four quadrants for what the user says, does, thinks, and feels. Researchers collect quotes and observations to populate the "say" and "do" quadrants, then interpret the user's potential thoughts and feelings based on these. Examining any surprising, contradictory, or intriguing insights leads to articulating the underlying user needs.
Creative question
The document provides guidance on formulating a compelling creative question to help generate new ideas. It recommends narrowing, broadening, or deepening the original brief into a question that begs to be answered. The creative question should leverage insights from research and articulate a more relevant way to look at the problem. It should paint the contours of a "solution space" to springboard many new ideas and get to the real problem or system to be disrupted. Examples are provided on how to structure the question using a formula and find the right level of abstraction to stimulate creativity without being too broad or narrow.
Bright stars & solar systems
The document describes a process for ranking, picking, and remixing ideas to identify the most promising and impactful one. It involves filtering concepts generated to separate good, bad, and mediocre ideas. The ideas are then plotted on a 2x2 matrix based on their likelihood of success and breakthrough impact. The most appealing idea in the "Bright Stars" or "Wild Cards" category is selected as the central idea. This idea is then developed further by incorporating complementary concepts from the matrix to make the central idea stronger.
Brain sketching
Brain sketching is a technique where individuals quickly sketch out their initial ideas on paper in silence to leverage the creative parts of the brain associated with images rather than words. This allows introverted people space to generate ideas without interruption and recognizes that more ideas are created individually than in groups. The key steps are to consider a creative question, sketch 6 initial ideas within 5-10 minutes using minimal words, and then share the sketches with a team to build upon the initial ideas.
Analogies for inspiration
This document discusses using analogies to generate fresh ideas and inspiration. It recommends considering a creative question and then thinking of a familiar context where a similar question has been successfully addressed, such as in sports, nature, hobbies or work. An example is provided of an engineer realizing that a kingfisher bird breaks the water surface without creating ripples. Elements that made this successful, such as the beak shape and speed, are then applied to the original creative question to spark new ideas. The document encourages lateral or non-logical thinking through analogies to jumpstart inspiration.
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Reframing
- 2. WHEN NEEDED RATIONALE REFRAMING Helps you to expose conventional wisdom that stands in the way of progress Exploits the inability of others to think differently; the contrarian thinker sees new directions where others are blinded by the dominant, yet unchallenged logic Trains your thinking to look at problems in fresh, unexpected ways to open up new solution spaces for new ideas I need to think differently I want to disarm the skeptics 2 I need to effect a disruptive shift
- 3. ESSENCE POINTERS REFRAMING Overturn conventional wisdom to discover new possibilities Formulate and consider a few strongly held Core Belief candidates – a sacred cow, an obstacle, a truism – and pick one. E.g, Mauritius is a small and insignificant island in the Indian Ocean Identify Supporting Beliefs (SB) – why do people believe this? Pick the 4 most intriguing E.g, Small surface (2,000 km2); the main asset is ‘sinking’; far away from everything Flip each SB around – create 4-5 opposites for each. Start with grammatical opposite, play with words to make variations, then make them extreme. Logic and realism not required! E.g, Small surface – huge waters; far away from everything – at the center of most shipping routes; small GDP – Serious economic power Imagine a Reframed Core Belief that depicts a world in which all 4 Overturned SB’s are true – “what if…”?Sources of Inspiration: Reframing, the Art of Thinking Differently by Karim Benamar (2013) 3
- 4. MASTERING REFRAMING As inspiration for step 1, ask “What would people never say about …. (challenge topic). Why not?” the answer to this second question is a good core belief Beware of taking a “I love my wife” core belief in step 1 – this is difficult to do a reframe on; use a negative rather than positive core belief – something that gets in the way of finding new ideas In step 3, push yourself to go radical and extreme after first having formulated the exact grammatical opposite. When generating opposites, your mind is yor enemy. It will restrict the imagination and push towards realism. Force yourself to write down extreme opposites. If you feel your pen hesitating to write something down, that is when you are leaving the comfort zone. – write it down anyway!!! Push yourself to come up with something that is really ridiculously extreme. If it makes you chuckle, you are on to something ! Having stretched your boundaries, it becomes easier to formulate opposite beliefs that are not necessarily logical At the end of step 3, select the most interesting or daring opposite beliefs (not the most logical or feasible) 4 Overturn conventional wisdom to discover new possibilities
Editor's Notes
- Voice-over: Turn the absolute truth completely on its head
- To identify a strongly held Core Belief, ask the question: “what would people never say about ….” or “can you multiply your desired output by 100?” Then examine the answer with a follow up question: “why not?” This second answer is a good starting place for a Core Belief. Expert interviews are also a good source: experts usually represent the ‘tried and true’ way of doing things If your team gets stuck while generating opposites, individually write down opposites on your own stickies; then share and go with the 4 most extreme opposites