Lateral thinking Lateral Thinking Theory The brain is

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Lateral thinking

Lateral thinking

Lateral Thinking - Theory The brain is not intended for creative thinking The brains

Lateral Thinking - Theory The brain is not intended for creative thinking The brains power is in forming patterns and sticking to these patterns SO To become creative you need to block normal channels and “cut across patterns in a self-organizing information system” 1

Explaining lateral thinking • Mind is like mud – grooves are formed where water/thoughts

Explaining lateral thinking • Mind is like mud – grooves are formed where water/thoughts run. Need to form new avenues • “Discovery consists of looking at the same thing as everyone else and thinking something different” Albert Szent-Gyorgyi, Nobel Prize Winner

Vertical thinking Vs Lateral thinking Vertical thinking 1. Take a position Lateral thinking 1.

Vertical thinking Vs Lateral thinking Vertical thinking 1. Take a position Lateral thinking 1. Take a position 2. Develop arguments 2. Put forward different views which are: • related to 1 • not derived from each other • derived from 1 • all correct Area of focus • all coexisting Area of focus Truth Possibilities, alternatives, what Logic “might be” “What is” 2

Lateral thinking - Exercise VII Add a single line to turn this into an

Lateral thinking - Exercise VII Add a single line to turn this into an eight 3

Lateral thinking - Exercise IX Add a single line to turn this into a

Lateral thinking - Exercise IX Add a single line to turn this into a six 4

Solutions 1. IX 2. SIX 3. IX 6 5

Solutions 1. IX 2. SIX 3. IX 6 5

Deliberate lateral thinking tools 1. The six thinking hats 2. Provocation 3. Random inputs

Deliberate lateral thinking tools 1. The six thinking hats 2. Provocation 3. Random inputs 4. Synectics 6

The six thinking hats - Process and rationale Rationale Process Cooperative exploration replaces adversarial

The six thinking hats - Process and rationale Rationale Process Cooperative exploration replaces adversarial thinking Meeting of several people Ego factors are removed Negativity is “not allowed” Deliberate “putting on” of different hats i. e. different attitudes Everyone wears each hat simultaneously Hats are changed during meeting 7

Six thinking hats Association Area of focus Questions/discussion topic Source Edward de Bor White

Six thinking hats Association Area of focus Questions/discussion topic Source Edward de Bor White hat Red hat Black hat White paper: neutral carrier of information Data and information Fire, warmth Strict judge, intolerant of wrong doers Feelings, intuition Critical judgement What info do we have? What info is missing? Where will we get it? How will we get it? This is what I feel My gut feel is that I don’t like the way My intuition tells me The regulations don’t allow He doesn’t have the experience Those prices won’t be profitable We won’t fill capacity 8

Six thinking hats continued. . . Yellow hat Green hat Blue hat Association Sunshine

Six thinking hats continued. . . Yellow hat Green hat Blue hat Association Sunshine Optimism Logical, positive view Vegetation, Rich growth Sky Overview Area of focus Benefits (logically based) Feasibility Creative thinking New ideas Additional alternatives Agenda Next steps Process control Questions/discussion topic This would work if we did X The benefit would come from Y High labour costs mean a lower workforce Are there alternatives? Could there be another reason? What is a creative solution Let’s summarize views Let’s look at priorities The points to discuss are. . . Source Edward de Bor 9

Six thinking hats continued. . . Yellow hat Green hat Blue hat Association Sunshine

Six thinking hats continued. . . Yellow hat Green hat Blue hat Association Sunshine Optimism Logical, positive view Vegetation, Rich growth Sky Overview Area of focus Benefits (logically based) Feasibility Creative thinking New ideas Additional alternatives Agenda Next steps Process control Questions/discussion topic This would work if we did X The benefit would come from Y High labour costs mean a lower workforce Are there alternatives? Could there be another reason? What is a creative solution Let’s summarize views Let’s look at priorities The points to discuss are. . . Source Edward de Bor 9

Sequence is not fixed, but often it is: 1 White – info 2 Green

Sequence is not fixed, but often it is: 1 White – info 2 Green – ideas 3 Yellow – benefits of ideas 4 Black – evaluation 5 Red – feelings 6 Blue - conclusions

Six Thinking hats - Evaluation “+” Takes people away from normal attitudes “+” Easy

Six Thinking hats - Evaluation “+” Takes people away from normal attitudes “+” Easy to use “-” Participants often feel very awkward and ill at ease initially 10

Provocation: an absurdity which takes you out of your main line of thought Examples;

Provocation: an absurdity which takes you out of your main line of thought Examples; Po, you close the letter after you post it Po, restaurants do not charge for food Po, police have 6 eyes 11

Provocation - Process 1. Set up a provocation 2. “Move” forward from the provocation

Provocation - Process 1. Set up a provocation 2. “Move” forward from the provocation by e. g. • Extracting a principle • Focusing on the difference • Look for the benefits 3. Arrive at an original idea 12

Provocation - Process 1. Set up a provocation eg bring back the town crier

Provocation - Process 1. Set up a provocation eg bring back the town crier – used for ad company 2. “Move” forward from the provocation by e. g. • Extracting a principle – what does the town crier do? goes to thee people changes message according to audience can’t be switched off • Focusing on the difference • Look for the benefits 3. Arrive at an original idea – idea was to have adverts on pagers cos they 12 can’t be switched off and cd also be tailored to individuals

1. Set up a provocation eg employees should wear stripy shirts if they want

1. Set up a provocation eg employees should wear stripy shirts if they want promotion 2 & 3. “Move” forward from the provocation arrive at original idea by e. g. • Extracting a principle –be open about career ambitions frank feedback for those who want it • Focusing on the difference – clear to everyone what you want shd you only invest training in those who are ambitious? • Look for the benefits – self-fulfilling ie those who’ve said they want promotion are more keen therefore put them in tougher jobs where they can prove themselves and be promoted 12

Provocation - sources Source Example Result 1. Chance/accidents Po, radio waves can shoot down

Provocation - sources Source Example Result 1. Chance/accidents Po, radio waves can shoot down planes Concept of radar 2. “Escape” from the normal i. e. cancel, negate, drop, remove, deny, all that you take for granted Po, restaurants do not charge for food Development of diners card 3. Exaggeration Po, police have 6 eyes Development of neighborhood watch 4. Distortion Po, you close the letter after you post it Concept of direct mail sent in private mail 13

Provocation - Evaluation “+” Good for thinking radical new thoughts “-” Difficult to apply

Provocation - Evaluation “+” Good for thinking radical new thoughts “-” Difficult to apply uncomfortable for many “-” Time consuming becoming familiar with the toolkit 14

Random input Process Evaluation Take a problem Easy to do Apply a random input

Random input Process Evaluation Take a problem Easy to do Apply a random input • word • image Take the first characteristic that comes to mind Develop solution Works for a group or an individual Produces new thinking Can feel uncomfortable [NOTE Do not link the random word to previous ideas] 15

The need for creativity We need it. . . …but we lack it Creativity

The need for creativity We need it. . . …but we lack it Creativity produces new ideas in: • The brain is not naturally creative Science Arts Business Leisure etc, etc. . . • Education is concerned with “right” and “wrong” 16