Sunday, May 18, 2008

What Not To Do: Six Ways to Ruin a Brainstorming Session

By Paul Sloane

The brainstorm (or "thought shower" as it is sometimes called) is the most popular group creativity exercise in business. It is quick, easy and it works. Many organizations, however, are frustrated with brainstorming sessions and have stopped using them, believing that the tool is old-fashioned and no longer effective. But the real reason for the frustrations is that the brainstorms are not facilitated properly. A well-run brainstorm is fun and energetic; it will generate plenty of good ideas. A poor brainstorm can be frustrating and de-motivational. The following describes what not to do during your next brainstorming session.

1. Have No Clear Objective(s)

A brainstorming session with a vague or unclear purpose will wander and lose its way – set a clear objective. The purpose of brainstorming is to generate many creative ideas to answer a specific goal; it is best to express the goal as a question. A woolly objective is not helpful – for example, "How can we do better?" is not as good as "How can we double sales in the next 12 months?" However, the parameters of the questions should not be too detailed or it will risk closing out lateral possibilities. Using the previous situation, "How can we double sales, through existing channels and with the current product set?" is probably too constrained. Once the question has been agreed upon, it needs to be written clearly, and posted, for all to see.

It is valuable to set objectives for the number of ideas to be generated and the time to be spent on the process. For example, state that "We are looking to generate 60 ideas in the next 20 minutes. Then we will whittle them down to the best four or five."

2. Gather Too Homogeneous a Group

If everyone is from the same department then creativity can be inhibited and the group may get "group think." Choose the group carefully; the best size is somewhere between six and twelve participants. Too few people and there are not enough diverse inputs, but add too many people and the group can be hard to control and retain everyone’s commitment. Sprinkle the group with a few group members from other areas of the business or even from outside the business – people who can bring some different perspectives and wacky ideas. A good mix of people works best – varied ages, men and women, experienced and fresh to the business world, etc.

3. Let the Boss Act As Facilitator

Beware of having an autocratic boss join the brainstorming team. Such leaders can inhibit and/or shape the discussion, rather than letting it flow naturally. If the boss is present, then it is better to have a good independent facilitator – someone who will encourage input from everyone and stop any one person from being a dominant participant. Generally, the worst formula for a brainstorm is having the department manager leading the meeting, while also acting as scribe and censor.

4. Allow Early Criticism

The most important rule of brainstorming is – suspend judgment. In order to encourage a wealth of wacky ideas it is essential that no one is critical, negative or judgmental about an idea. Every idea that is uttered – no matter how &quotstupid" – must be written down. The rule about suspending judgment during the idea generation phase is so important that it is worth enforcing rigorously. A good technique to stop idea judgers is to issue everyone in the group a water pistol; anyone who is critical gets squirted.

5. Settle For a Few Ideas

Do not generate a handful of ideas and then start analyzing them. Quantity is great – the more ideas the better. Brainstorming is one the few activities in life where quantity improves quality. Think of it as a Darwinian process – the more separate ideas that are generated the greater the chance that some will be fit enough to survive. The brainstorming team should have stacks of energy and buzz driving lots of ideas. Crazy thoughts that first sound completely unworkable are often the springboards for other ideas that can be adapted into great new solutions. Keep the wild ideas coming!

6. Ignore Closure and/or Follow Through

Do not end a brainstorming meeting after generating lots of ideas with a vague promise to follow-up. If people see no tangible outcomes they will become frustrated with the process and lose faith in the process’ potential. The team members should quickly analyze the ideas at the meeting. One of the best ways to analyze the suggestions is to divide the proposals into three categories – promising, interesting or reject. If any of the promising ideas are so good that they should be implemented straight away then assign them to a staff member as an action item immediately.

Categorize and collect the ideas. On new pieces of paper write down all the promising and interesting ideas – consider separating them by which are marketing ideas, which are sales ideas, etc. Rearranging the ideas can help a team see new combinations and possibilities. Some people use Post-it notes at this stage so that the ideas can be moved around easily.

If the group is pressed for time, another option for selecting the best ideas is to give everyone on the team five points, with which they can allocate to their favorite ideas in any way that they want. (They can give one point to five separate ideas or all five to one idea.) Then total the points and select the best idea in the group for further action.

The brainstorming session’s facilitator should close the meeting by thanking everyone for their input. The leader should mention one or two of the best, most inventive or funniest ideas that came out of the session.

Conclusion

People enjoy short, high-energy brainstorms that lead to actions – whether large or small. These meetings can motivate people, improve efficiency and drive innovation.

Tuesday, May 6, 2008

TRIZ - What Is TRIZ?


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By Katie Barry, Ellen Domb and Michael S. Slocum

Projects of all kinds frequently reach a point where all the analysis is done, and the next step is unclear. The project team must be creative, to figure out what to do. Common creativity tools have been limited to brainstorming and related methods, which depend on intuition, fiat and the knowledge of the members of the team. These methods are typically described as psychologically based and having unpredictable and unrepeatable results.

TRIZ is a problem solving method based on logic and data, not intuition, which accelerates the project team's ability to solve these problems creatively. TRIZ also provides repeatability, predictability, and reliability due to its structure and algorithmic approach. "TRIZ" is the (Russian) acronym for the "Theory of Inventive Problem Solving." G.S. Altshuller and his colleagues in the former U.S.S.R. developed the method between 1946 and 1985. TRIZ is an international science of creativity that relies on the study of the patterns of problems and solutions, not on the spontaneous and intuitive creativity of individuals or groups. More than three million patents have been analyzed to discover the patterns that predict breakthrough solutions to problems.

TRIZ is spreading into corporate use across several parallel paths – it is increasingly common in Six Sigma processes, in project management and risk management systems, and in organizational innovation initiatives.

TRIZ research began with the hypothesis that there are universal principles of creativity that are the basis for creative innovations that advance technology. If these principles could be identified and codified, they could be taught to people to make the process of creativity more predictable. The short version of this is:

Somebody someplace has already solved this problem (or one very similar to it.)
Creativity is now finding that solution and adapting it to this particular problem.

The research has proceeded in several stages during the last sixty years. The three primary findings of this research are as follows:

  1. Problems and solutions are repeated across industries and sciences. The classification of the contradictions in each problem predicts the creative solutions to that problem.
  2. Patterns of technical evolution are repeated across industries and sciences.
  3. Creative innovations use scientific effects outside the field where they were developed.

Much of the practice of TRIZ consists of learning these repeating patterns of problems-solutions, patterns of technical evolution and methods of using scientific effects, and then applying the general TRIZ patterns to the specific situation that confronts the developer. Exhibit 1 describes this process graphically.

Exhibit 1: The TRIZ Problem
Solving Method

In Exhibit 1, the arrows represent transformation from one formulation of the problem or solution to another. The solid arrows represent analysis of the problems and analytic use of the TRIZ databases. The striped arrow represents thinking by analogy to develop the specific solution. This four-step problem solving approach forces the user to overcome inherent psychological bias that is typically the foundation of psychological ideation techniques.

For example, a powerful demonstration of this method comes from the pharmaceutical industry. Following the flow of Exhibit 1, the specific problem is as follows: Tailored bacteria are used to cultivate human hormones, producing a superior product to those refined from animal sources. To produce the product, very large quantities of tailored bacteria cells are cultured, the cells must be broken open and the cell wall material removed so that the useful hormones can be processed. A mechanical method for breaking the cells had been in use at a moderate scale for some time, but the yield was 80 percent, and was variable. A current crisis was a reduction in yield to 65 percent, and a long-term problem was anticipated in trying to scale production up to high rates, with yield much better than 80 percent.

The TRIZ general problem at the highest level is to find a way to produce the product with no waste, at 100 percent yield, with no added complexity. A TRIZ general solution formula is "The problem should solve itself." One of the patterns of evolution of technology is that energy (fields) replaces objects (mechanical devices). For example, consider using a laser instead of a scalpel for eye surgery. In this case, ultrasound can be used to break the cell walls or using an enzyme to "eat" the cell wall (chemical energy) instead of hitting them. This may seem very general, but it led the pharmaceutical researchers to analyze all the resources available in the problem (the cells, the cell walls, the fluid they are in, the motion of the fluid, the processing facility, etc.) and to conclude that three specific solutions had high potential for their problem:

  1. The cell walls should be broken by sound waves (from the pattern of evolution of replacing mechanical means by fields).
  2. The cell walls should be broken by shearing, as they pass through the processing facility (using the resources of the existing system in a different way).
  3. An enzyme in the fluid should "eat" the cell walls and release the contents at the desired time.

All three methods have been tested successfully. The least expensive, highest yield method was soon put in production.

The "General TRIZ Solutions" referred to in Exhibit 1 have been developed over the course of the 60 years of TRIZ research, and have been organized in many different ways. Some of these are analytic methods such as:

  • The Ideal Final Result and Ideality,
  • Functional Modeling, Analysis and Trimming and
  • Locating the Zones of Conflict. (This is more familiar to Six Sigma problem solvers as "Root Cause Analysis.")

Some are more prescriptive such as:

  • The 40 Inventive Principles of Problem Solving,
  • The Separation Principles,
  • Laws of Technical Evolution and Technology Forecasting and
  • 76 Standard Solutions.

In the course of solving any one technical problem, one tool or many can be used. The 40 Principles of Problem Solving are the most accessible "tool" of TRIZ. These are the principles that were found to repeat across many fields, as solutions to many general contradictions, which are at the heart of many problems.

A fundamental concept of TRIZ is that contradictions should be eliminated. TRIZ recognizes two categories of contradictions:

  1. Technical contradictions are the classical engineering "trade-offs." The desired state can't be reached because something else in the system prevents it. In other words, when something gets better, something else gets worse. Classical examples include:
    The product gets stronger (good), but the weight increases (bad).
    • The bandwidth for a communication system increases (good), but requires more power (bad).
    • Service is customized to each customer (good), but the service delivery system gets complicated (bad).
    • Training is comprehensive (good), but keeps employees away from their assignments (bad).
  2. Physical contradictions, also called "inherent" contradictions, are situations in which one object or system has contradictory, opposite requirements. Everyday examples abound:
    • Surveillance aircraft should fly fast (to get to the destination), but should fly slowly to collect data directly over the target for long time periods.
    • Software should be complex (to have many features), but should be simple (to be easy to learn).
    • Coffee should be hot for enjoyable drinking, but cold to prevent burning the customer
    • Training should take a long time (to be thorough), but not take any time.

Two personal examples offered by recent TRIZ classes:

  • I want my boss at the meeting, but I don't want my boss at the meeting.
  • I want to know everything my seventeen year-old child is doing, but I don't want to know everything she is doing.

TRIZ research has identified 40 principles that solve the Technical/tradeoff contradictions and four principles of separation that solve the Physical/inherent contradictions. Additional examples include:

  • Entertainment: Singapore needs to find a way to manage automobile traffic on the Sentosa, its entertainment island (aquarium, bird sanctuary, dolphin show, restaurants, music, etc.). Applications of TRIZ developed eight families of solutions.
  • IT Product development: A manufacturing company doubled the value to the customer of their patient interview system for opticians offices by applying the feedback and self-service principles of TRIZ to the overall product development, and applying the principles of segmentation, taking out and composite construction to the training and support.
  • School administrators: Creativity has been greatly enhanced in situations ranging from allocation of the budget for special education to building five schools with funding only for four, to improving racial harmony in the schools.
  • Waste processing: Dairy farm operators could no longer dry the cow manure due to increased cost of energy. TRIZ led the operators to a method used for the concentration of fruit juice, which requires no heat.
  • Warranty cost reduction: Ford used TRIZ to solve a persistent problem with squeaky windshields that was costing several million dollars each year. Previously, they had used TRIZ to reduce idle vibration in a small car by 165 percent, from one of the worst in its class to 30 percent better than the best in class.

A recent case study presented from the Dow Chemical Company showed the combined effect of TRIZ with Design for Six Sigma (DFSS) most dramatically.

A Dow Plastics business found itself responding to meet the ever more rigorous needs of a cost-driven marketplace, for a technology tuned over decades. It convened a group of technical experts to redesign its "most effective" standard process technology for manufacturing facilities for this family of products. To stay competitive in costs, they needed to drastically reduce the capital needed to build future plants. Requirements seemed ever-tightening, calling for lower energy use, better ergonomics for operating personnel, and lower monomer residuals in product. The process, being decades old, had technology and equipment systems considered highly optimized – oh, the psychological inertia!

An overall Ideal Final Result helped outline the zones of conflict / pathways to innovation so that sub-groups could divide and attack each opportunity with the most appropriate tools. Substantial use of technical contradictions and inventive principles helped address trade-offs. The group assembled a dozen alternative systems by using a morphological box at the high, conceptual level. A Pugh concept selection matrix helped narrow the candidates to four for which the intermediate level of detail enabled cost estimations. Elements of IFR contributed to the evaluation criteria.

Breakthrough was achieved in control of monomer residuals, handling of raw materials, and reactor design. The reduction amazed even the project team, when the capital cost of a plant built to the new standard dropped by more than 25 percent, from nearly $110 million to < $80 million.

The best way to learn and explore TRIZ is to begin a problem that you haven't solved satisfactorily and try it!

About the Authors:

Katie Barry is the editor of RealInnovation.com. Contact Katie Barry at editor (at) realinnovation.com or visit http://www.realinnovation.com.

Ellen Domb is the founder of the PQR Group and founding editor of The TRIZ Journal. Contact Ellen Domb at ellendomb (at) trizpqrgroup.com or visit http://www.trizpqrgroup.com.

Michael S. Slocum, Ph.D., is the principal and chief executive officer of The Inventioneering Company. Contact Michael S. Slocum at michael (at) inventioneeringco.com or visit http://www.inventioneeringco.com.


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The Open Secret of Success

by James Surowiecki May 12, 2008

In the current atmosphere of economic tumult, the announcement that Toyota sold a hundred and sixty thousand more cars than General Motors in the first three months of this year might seem like a minor news item. But it may very well signal the end of one of the most remarkable runs in business history. For seventy-seven years, in good times and bad, G.M. has sold more cars annually than any other company in the world. But Toyota has long been the auto industry’s most profitable and innovative firm. And this year it appears likely to become, finally, the industry’s sales leader, too.

Calling Toyota an innovative company may, at first glance, seem a bit odd. Its vehicles are more liked than loved, and it is often attacked for being better at imitation than at invention. Fortune, which typically praises the company effusively, has labelled it “stodgy and bureaucratic.” But if Toyota doesn’t look like an innovative company it’s only because our definition of innovation—cool new products and technological breakthroughs, by Steve Jobs-like visionaries—is far too narrow. Toyota’s innovations, by contrast, have focussed on process rather than on product, on the factory floor rather than on the showroom. That has made those innovations hard to see. But it hasn’t made them any less powerful.

At the core of the company’s success is the Toyota Production System, which took shape in the years after the Second World War, when Japan was literally rebuilding itself, and capital and equipment were hard to come by. A Toyota engineer named Taiichi Ohno turned necessity into virtue, coming up with a system to get as much as possible out of every part, every machine, and every worker. The principles were simple, even obvious—do away with waste, have parts arrive precisely when workers need them, fix problems as soon as they arise. And they weren’t even entirely new—Ohno himself cited Henry Ford and American supermarkets as inspirations. But what Toyota has done, better than any other manufacturing company, is turn principle into practice. In some cases, it has done so with inventions, like the andon cord, which any worker can pull to stop the assembly line if he notices a problem, or kanban, a card system that allows workers to signal when new parts are needed. In other cases, it has done so by reorganizing factory floors and workspaces in order to allow for a freer and easier flow of parts and products. Most innovation focusses on what gets made. Toyota reinvented how things got made, which enabled it to build cars faster and with less labor than American companies.

But there’s an enigma to the Toyota Production System: although the system has been widely copied, Toyota has kept its edge over its competitors. Toyota opens its facilities to tours, and even embarked on a joint venture with G.M. designed, in part, to help G.M. improve its own production system. Over the years, more than three thousand books and articles have analyzed how the company works, and things like andon systems are now common sights on factory floors. The diffusion of Toyota’s concepts has had a real effect; the auto industry as a whole is far more productive than it used to be. So how has Toyota stayed ahead of the pack?

The answer has a lot to do with another distinctive element of Toyota’s approach: defining innovation as an incremental process, in which the goal is not to make huge, sudden leaps but, rather, to make things better on a daily basis. (The principle is often known by its Japanese name, kaizen—continuous improvement.) Instead of trying to throw long touchdown passes, as it were, Toyota moves down the field by means of short and steady gains. And so it rejects the idea that innovation is the province of an elect few; instead, it’s taken to be an everyday task for which everyone is responsible. According to Matthew E. May, the author of a book about the company called “The Elegant Solution,” Toyota implements a million new ideas a year, and most of them come from ordinary workers. (Japanese companies get a hundred times as many suggestions from their workers as U.S. companies do.) Most of these ideas are small—making parts on a shelf easier to reach, say—and not all of them work. But cumulatively, every day, Toyota knows a little more, and does things a little better, than it did the day before.

The system doesn’t necessarily preclude missteps—in 2006, Toyota ran into a series of quality problems—and it’s possible that the focus on incremental innovation would be less well suited to businesses driven by large technological leaps. But, on the whole, the results are hard to argue with. They’re also phenomenally difficult to duplicate. In part, this is because most companies are still organized in a very top-down manner, and have a hard time handing responsibility to front-line workers. But it’s also because the fundamental ethos of kaizen—slow and steady improvement—runs counter to the way that most companies think about change. Corporations hope that the right concept will turn things around overnight. This is what you might call the crash-diet approach: starve yourself for a few days and you’ll be thin for life. The Toyota approach is more like a regular, sustained diet—less immediately dramatic but, as everyone knows, much harder to sustain. In the nineteen-nineties, a McKinsey study of companies that had put quality-improvement programs in place found that two-thirds abandoned them as failures. Toyota’s innovative methods may seem mundane, but their sheer relentlessness defeats many companies. That’s why Toyota can afford to hide in plain sight: it knows the system is easy to understand but hard to follow.

ILLUSTRATION: SEYMOUR CHWAST

10 Steps for
Boosting Creativity

by Jeffrey Baumgartner
Picture of Bach
Johann Sebastian Bach
1.

Listen to music by Johann Sebastian Bach. If Bach doesn't make you more creative, you should probably see your doctor - or your brain surgeon if you are also troubled by headaches, hallucinations or strange urges in the middle of the night.

2.

Brainstorm. If properly carried out, brainstorming can help you not only come up with sacks full of new ideas, but can help you decide which is best. Click here for more information on brainstorming.


3.

Always carry a small notebook and a pen or pencil around with you. That way, if you are struck by an idea, you can quickly note it down. Upon rereading your notes, you may discover about 90% of your ideas are daft. Don't worry, that's normal. What's important are the 10% that are brilliant.


4.

If you're stuck for an idea, open a dictionary, randomly select a word and then try to formulate ideas incorporating this word. You'd be surprised how well this works. The concept is based on a simple but little known truth: freedom inhibits creativity. There are nothing like restrictions to get you thinking.


5.

Define your problem. Grab a sheet of paper, electronic notebook, computer or whatever you use to make notes, and define your problem in detail. You'll probably find ideas positively spewing out once you've done this.


6.

If you can't think, go for a walk. A change of atmosphere is good for you and gentle exercise helps shake up the brain cells.


7.

Don't watch TV. Experiments performed by the JPB Creative Laboratory show that watching TV causes your brain to slowly trickle out your ears and/or nose. It's not pretty, but it happens.


8.

Don't do drugs. People on drugs think they are creative. To everyone else, they seem like people on drugs.


9.

Read as much as you can about everything possible. Books exercise your brain, provide inspiration and fill you with information that allows you to make creative connections easily.


10.

Exercise your brain. Brains, like bodies, need exercise to keep fit. If you don't exercise your brain, it will get flabby and useless. Exercise your brain by reading a lot (see above), talking to clever people and disagreeing with people - arguing can be a terrific way to give your brain cells a workout. But note, arguing about politics or film directors is good for you; bickering over who should clean the dishes is not.

Thursday, May 1, 2008

Unleash your inner genius: Ten great ways to boost your personal creativity

By Paul Sloane

Let’s say you are wrestling with a tough issue – maybe at work, at home, with your children or in your social life. You have been stuck for a while and you can’t seem to make a breakthrough. You want to come up with some really creative ideas. What can you do? Here are ten great practical ways to boost your inventiveness and to crack the problem:

1. Ask why, why? Ask, "why has this issue arisen?” Come up with six different reasons and for each of them ask, “why did this happen?” Keep asking why for each cause. This helps you to better understand the different reasons why this is a problem and so in turn you will see different possible solutions.

2. Sleep on it. Ponder the issue and all its aspects for some time and then put it out of your mind. Get a good night’s sleep. The subconscious mind goes to work and often you come up with great ideas the next day.

3. Talk it over with someone who has nothing to do with the situation. They will often ask basic questions or make seemingly silly suggestions that prompt good ideas. Two heads are better than one but people who are too close to the issue will often come up with the same ideas as you, so try an outsider.

4. Ask how some celebrity would tackle the issue. What would Steve Jobs do? Or Bob Geldof , or Richard Branson, or Salvador Dali or Margaret Thatcher or Madonna or Sherlock Holmes? Take each individual’s approach to its extremes and it will likely give you some radical solutions.

5. Pick up any object at random and say to yourself, “this item contains the key to solving the problem.” Then force some ideas. Try this with several different objects and you will have a selection of radical and inventive ideas.

6. Use similes. Try to think of a different problem in another walk of life that is like your problem. Say you want your staff at work to try new ways of working. You might imagine that this is like getting your children to eat vegetables. List various methods you might use with your children to encourage or persuade them to try vegetables. Then go through the list and then see if any of the ideas can be converted into things you can try at work.

7. Imagine an ideal solution in a world where there are no constraints –e.g., you can use any resource you want. Now work back from that ideal and challenge each of the constraints that is holding you back from achieving it. Many of the obstacles can be overcome when you take this approach.

8. Open a dictionary and take any noun at random. Write down six attributes of that noun – so for tree you might write - root, branch, family, apple, trunk and tall. Then force some links between the word or its attributes and the problem in order to come up with fresh ideas. You will be surprised at how well this works – for individuals or in a group.

9. Ponder the issue and then go for a walk around an art gallery or museum. The range of external stimuli will help you conceive plenty of new ideas.

10. Draw a picture of the situation showing the people and the issues in simple cartoon style. Put it up on the wall and then imagine how the story could develop. Think of it as a cartoon strip. Many people’s brains work better in images than in words or numbers so this can lead to fantastic ideas.

These methods work for individuals and for groups. Try them and see what suits you best. Above all keep reminding yourself – there are some great solutions for my problem – I haven’t found the right one yet but I will!

Paul Sloane runs Creative Leadership and Ideas Workshops to help boost innovation. He is the author of many books. His website is www.destination-innovation.com

Related Web site: http://www.destination-innovation.com

Intuition and emotion in creative thinking

By David Jiles Ph.D.

Great ideas arise in the strangest ways and are blended from the oddest ingredients, such as gut feelings, intuitions and emotions.

Gut feelings don't make obvious sense. Consider, for example, the experience of young Barbara McClintock, who would later earn a Nobel Prize in genetics. One day in 1930 she stood with a group of scientists in the cornfields around Cornell University, pondering the results of a genetics experiment. The researchers had expected that half of the corn would produce sterile pollen, but less that a third of it actually had. The difference was significant, and McClintock was so disturbed that she left the cornfield and climbed the hill to her laboratory, where she could sit alone and think.

Half an hour later, she jumped up and ran down to the field. At the top of the field she shouted, "Eureka, I have it! I have the answer! I know what this 30 percent sterility is." Her colleagues naturally said, "Prove it." The she found that she had no idea how to explain her insight. Many decades later, McClintock said, "When you suddenly see the problem, something happens that you have the answer --- before you are able to put it into words. It's all done subconsciously. This happened many times to me, and I know when to take it seriously. I'm so absolutely sure I don't talk about it, I don't have to tell anyone about it, I'm just sure this is it."

This feeling of knowing without being able to say how one knows is common. The French philosopher and mathematician Blaise Pascal is famous for his aphorism "The heart has its reasons that reason cannot know." The great nineteenth-century mathematician Carl Friedrich Gauss admitted that intuition often led him, to ideas he could not immediately prove. "I have had my results for a long time; but I do not yet know how I am to arrive at them." Claude Bernard, the founder of modern physiology, wrote that everything purposeful in scientific thinking began with feeling. "Feeling alone," he wrote, "guides the mind." Painter Pablo Picasso confessed to a friend, "I don't know in advance what I am going to put on canvas any more that I decide beforehand what colors I am going to use.

Knowing in such ambiguous, inarticulate ways raises an important question. McClintock put it this way: "It had all been done fast. The answer came, and I'd run. Now I worked it out step by step -- it was an intricate series of steps -- and I came out with what it was� It worked out exactly as I'd diagrammed it. Now, why did I know, without having done the thing on paper? Why was I so sure that I could tell them with such excitement and just say, ‘Eureka, I solved it'?"

Where do creative insights come from?

McClintock's query strikes at the heart of understanding creative thinking, as do the experiences of Picasso and Gauss, of composers and physiologists. Where do sudden illuminations or insights come from? How can we know things that we cannot yet say, draw, or write? How do gut feelings and intuitions function in imaginative thinking? How do we translate from feeling to a word, emotion to a number? Lastly, can we understand this creative imagination and, can we exercise, train, and educate it?

Philosophers and psychologists have pondered these related questions for hundreds of years. Neurobiologists have sought the answers in the structure of the brain and connections between nerve synapses. Full answers still elude us. But one source of insight into creative thinking has been greatly undervalued and underused: the reports of eminent thinkers, creators, and inventors themselves. Their introspective reports cannot answer all of our questions about thinking, but they certainly provide important and surprising new avenues to explore.

Take the testimony of physicist Albert Einstein, for instance. Most people would expect Einstein to have described himself as solving his physics problems using mathematical formulas, numbers, complex theories, and logic. In fact, according to a book by Harvard psychologist Howard Gardner, Creating Minds, Einstein is the epitome of the "logico-mathematical mind." His peers, however, knew that Einstein was relatively weak in mathematics, often needing to collaborate with mathematicians to push his work forward. In fact, Einstein wrote to one correspondent, "Do not worry about your difficulties in mathematics. I can assure you that mine are still greater."

Einstein's mental strengths are quite different, as he revealed to his colleague Jacques Hadamard. "The words of the language, as they are written or spoken, do not seem to play any role in my mechanism of thought. The physical entities which seem to serve as elements in thought are certain signs and more or less clear images which can be ‘voluntarily' reproduced and combined�The above mentioned elements, in my case, of visual and some muscular type."

In a kind of thought experiment that could not be articulated, he pretended to be a photon moving at the speed of light, imagining what he saw and what he felt. Then he became a second photon and tried to imagine what he could experience of the first one. As Einstein explained to Max Werteimer, a psychologist, that he only vaguely understood where his visual and muscular thinking would take him. His "feeling of direction," he said, was "very hard to express."

McClintock, for her part, talked about developing a "feeling for the organism" quite like Einstein's feeling for a beam of light. She got to know everyone of her plants so intimately that when she studied their chromosomes, she could clearly identify with them:

"I found that the more I worked with them the bigger and bigger [they] got, and when I was really working with them I wasn't outside, I was down there. I was part of the system. I even was able to see the internal parts of the chromosomes -- actually everything was there. It surprised me because I actually felt as if I was right down there and these were my friends� As you look at these things, they became part of you. And you forget yourself. The main thing about it is you forget yourself."

A similar emotional involvement played a critical role in the pre-logical scientific thinking of Claude Bernard, who wrote, "Just as in other human activities, feeling releases an act by putting forth the idea which gives a motive to action."

For Wolfgang Pauli, a Nobel Prize mathematical physicist, emotional response functioned in place of ideas that had not yet been articulated. Within the "unconscious region of the human soul," he wrote, "the place of clear concepts is taken by images of powerful emotional content, which are not yet thought, but are seen pictorially, as it were, before the mind's eye."

Some scientists insist that thinking in feelings and mental images can be rationally manipulated. Einstein suggested "a certain connection" between "the psychical entities which seem to serve as elements in thought" and "relevant logical concepts." Mathematician Stanislaw Ulam made the argument even more strongly. He experienced abstract mathematical notions in visual terms, so the idea of "an infinity of spheres or an infinity of sets" became "a picture with such almost real objects, getting smaller, vanishing on some horizon." Such thinking is "not in terms of words or syllogisms or signs" but in terms of some "visual algorithm" having a "sort of meta- or super-logic with its own rules."

For William Lipscomb, A Nobel laureate in chemistry and, not incidentally, a fine musician, this kind of thinking is a synthetic and aesthetic experience. In his research into the chemistry of boron he found himself thinking not only inductively and deductively but also intuitively. "I felt a focusing of intellect and emotions which was surely an aesthetic response," he wrote. "It was followed by a flood of predictions coming from my mind as if I were a bystander watching it happen. Only later was I able to begin to formulate a systematic theory of structure, bonding and reactions for these unusual molecules� Was it science? Our later tests showed it was. But the processes that I used and the responses that I felt were more like those of an artist."

Gut feelings, emotions, and imaginative images do make sense in science, but, like the meaning of dance or a musical theme, that sense is felt rather that defined.

The relationship between thinking and feeling

To think creatively is first to feel. The desire to understand must be blended with sensual and emotional feelings and whipped together with intellect to yield imaginative insight. Indeed, the intimate connections between thinking, emotions, and feelings are the subject of a startling book called Descartes' Error (1994), which revisits the famous philosopher's separation of mind (and thinking) from body (and being or feeling) more than three hundred years ago. The author, neurologist Antonio Damasio, finds that neurological patients whose emotional affect is grossly altered due to strokes, accidents, or tumors lose the ability to make rational plans. Because they are unable to become emotionally involved in their decisions, they fail to make good ones. Our feelings -- our intuitions -- are not impediments to rational thinking; they form its origin and basis. For Damasio, body and mind, emotion and intellect are inseparable. Not only do scientists feel their way toward logical ideas, but creative thinking and expression in every discipline are born of intuition and emotion.

For many people this might come as something of a surprise. Cognitive scientists such as Herb Simon and Noam Chomsky define thinking only as the logical procedures of induction and deduction or the rules of linguistics. Even Howard Gardner, who promotes the notion of more diverse ways of thinking in Creative Minds and Frames of Mind, argues that the thinking of creative people is best categorized by the one mode in which they express themselves. For Gardner and his colleagues, scientists such as Einstein, McClintock, and Feynman are logico-mathematical thinkers; poets and writers are characterized as highly verbal thinkers; dancers as kinesthetic thinkers; artists as mainly visual thinkers; psychologists as intrapersonal thinkers; and politicians as interpersonal thinkers. All of these characterizations seem to make sense.

However, characterizing individuals by a single element in their mental processes is as misleading as describing Einstein as -- primarily -- a logico-mathematical thinker. Artists, for example, draw only partially upon visual stimuli. Emotions, kinesthetic feelings, philosophy, life itself, are other sources of artistic ideas. Painter Susan Rothenberg describes her process of painting as "really visceral� I'm very aware of my body in space -- shoulders, frontal positions. I have a body language that is difficult to explain. A lot of my work is about body orientation, both in the making of the work and in the sensing of space, comparing it to my own physical orientation."

Sculptor Anne Truitt also feels her art in her body. In describing her apprenticeship, she writes:

"It was not my eyes or my mind that learned. It was my body. I fell in love with the process of art, and I've never fallen out of it. I even loved the discomforts. At first my arms ached and trembled for an hour or so after carving stone; I remember sitting on the bus on the way home and feeling them shake uncontrollably. My blouse size increased by one as my shoulders broadened with muscle. My whole center of gravity changed. I learned to move from a center of strength and balance just below my navel. From this place, I could lift stones and I could touch the surface of clay as lightly as a butterfly's wings."

Similarly, painter Bridget Riley describes her paintings as "intimate dialogue[s] between my total being and the visual agents which constitute the medium� I have always tried to realize visual and emotional energies simultaneously from the medium. My paintings are, of course, concerned with generating visual sensations, but certainly not to the exclusion of emotion. One of my aims is that these two responses shall be experienced as one and the same."

Picasso, Gardner's prototype of the "visual tinker," clearly would have concurred. He believed that all sensation, all forms of knowing, are interconnected; "All the arts are the same: you can write a picture in words just as you can paint sensations in a poem. ‘Blue' -- what does ‘blue' mean? There are thousands of sensations that we call ‘blue.' You can speak of the blue of a packet of Gauloises and in that case you can talk of the Gauloise blue of eyes, or on the contrary, just as they do in a Paris restaurant, you can talk of a steak being blue when you mean red."

Those who look at pictures and do not feel these (or other) associations miss the point. The mixture of feelings and sensations is what gives rise to the painting in the first place.

Because most artistic ideas begin non-visually artists also experience the process of translation that Einstein, McClintock, and others have described. Josef Albers may have expressed this process most succinctly when he wrote that art is "the discrepancy between physical fact and psychic effect� [a] visual formulation of our reaction to life."

Sculptor Louis Bourgeois says, "I contemplate� for a long time. Then I try to express what I have to say, how I am going to translate what I have to say to it. I try to translate my problem into stone."

Swiss architect Max Bill describes the object of art in similarly sweeping terms, as "the expression of the human spirit� Abstract ideas which previously existed only in the mind are made in a concrete form." Painting and drawings are "the instruments of realization [by means of] color, space, light, movement."

American artist Georgia O'Keeffe, known for her synthesized abstraction of painting, wrote, "I long ago came to the conclusion that even if I could put down accurately the thing I saw and enjoyed, it would not give the observer the kind of feeling it gave me. I had to create an equivalent for what I felt about what I was looking at -- not copy it."

Thus, the images of art are no more a direct reflection of the feelings, concepts, and sensations from which they arose than are a scientist's formulas direct expressions of his thoughts. All public languages are forms of translation.

Even those who express themselves in words find that they rarely think in words or generate their ideas in words. The poet E. E. Cummings, for one, challenged the assumption that poets are essentially wordsmiths manipulating the rules of grammar, syntax, and semantics. "The artist," he wrote, "is not a man who describes but a man who FEELS." American poet Gary Snyder, has expanded on that theme, saying that to write he must "re-visualize it all� I'll replay the whole experience again in my mind. I'll forget all about what's on the page and get in contact with the preverbal level behind it, and then by an effort of re-experiencing, recall, visualization, revisualization, I'll live through the whole thing again and try to see it more clearly."

English poet Sir Stephen Spender provided an almost identical description of his own creative process:

"The poet, above all else, is a person who never forgets certain sense-impressions, which he has experienced and which he can re-live again and again as though with all their original freshness� It therefore is not surprising that although I have no memory for telephone numbers, addresses, faces, and where I may have out this morning's correspondence, I have a perfect memory for the sensation of certain experiences which are crystallized for me around certain associations. I could demonstrate this from my own life by the overwhelming nature of association which, suddenly aroused, have carried me back so completely into the past, particularly into my childhood, that I have lost all sense of the present time and place."

The crafting of imaginary worlds, in both Cumming's and Spencer's cases took more than a mastery of language; it took an ability to relive sense impressions almost at will. Other writers have said much the same. Robert Frost called his poetry a process of "carrying out some intention more felt than thought� I've often been quoted: ‘No tears in the writer, no tears in the reader. No surprise in the writer, no surprise for the reader.'"

The American novelist and short-story writer Dorothy Canfield Fisher, who brought the Montessori method of child rearing to the United States, also needed to experience what she wrote in order to write well. "I have," she said, "intense visualizations of scenes� Personally, although I never used as material any events in my own intimate life, I can write nothing if I cannot achieve these very definite, very complete visualizations of the scenes; which mean that I can write nothing about places, people or phases of life which I do not intimately know, down to the last detail."

Chilean novelist Isabel Allende, too, plans her books "in a very organic way. Books don't happen in my mind, they happen somewhere in my belly� I don't know what I'm going to write about because it has not yet made the trip from the belly to the mind. It is somewhere hidden in a very somber and secret place where I don't have any access yet. It is something that I've been feeling but which has no shape, no name, no tone, and no voice."

David Jiles is the author of Creativity and the Secret Language of the Mind and may be contacted at david50jiles@gmail.com.

To encourage the flow of ideas, remember the three Cs

By Jeffrey Baumgartner

During the monthly sales meeting, Arnold, a new Business Development Executive and something of a gadget freak suggested: "You know those hand-held devices the delivery people at UPS use to confirm receipt of your parcel? Wouldn't it be cool if we had a device like that so we could take clients' orders immediately and send them to production people? It would make it so much easier to make orders, there would be fewer mistakes and production could begin sooner!"

Steven, the Sales Manager smiled. He was used to outrageous ideas from the sales people. "Do you have any idea how much it would cost to equip the entire sales team with gadgets like that? Not to mention install the infrastructure for taking orders!?"

In less than a minute, Steven has not only rejected Arnold's idea, but has also ridiculed it in public. Steven has sent a very clear message to Arnold and his colleagues: this sales manager is not open to new ideas.

Yet, the scene described is highly commonplace and almost every creative thinker who has been employed in a medium to large firm has doubtless experienced it. Many of us, if pushed, will even shamefacedly admit to having been in Steven's place

Ironically, people like Steven work in companies that describe themselves as innovative and people like Steven often believe they are supportive of creative thinkers. But a couple of criticisms like the one described and the salespeople will be well trained to keep their creative ideas to themselves. So much for creativity and innovation!

How might Steven have handled the same situation better - and been more receptive to ideas? He could use an approach I call the "Three Cs": Consider, Compliment, Challenge.

First C: Consider

In the example, Steven did not really stop to think about the idea suggested by Arnold. He gave it a quick analysis, found a flaw and rejected the idea. Such thinking, I believe, is partly the result of too many managers going through MBA courses which train students to be overly analytical and risk averse.

But analyzing is not the same as considering an idea. The latter involves envisioning the implementation of the idea and how it might work. Analyzing is more of a score-sheet which gives a pass-fail mark. And if it fails, it fails.

Second C: Compliment

Compliments are wonderful things! I try to use them all the time. Compliments make people feel good about themselves and what they are doing. Compliments motivate people to continue to be deserving of the compliment. As a manager, I prefer people to act in the hope of being complimented rather than in fear of being criticized.

Having considered the idea, the manager should compliment it. Ideally, the consideration will generate the compliment. In the case above, "I'm glad you are looking at ways to make the sales process more efficient" would be a good, relevant compliment. But, if nothing else, saying: "that's a good idea." or "it's good you are thinking creatively" are useful standbys.

Third C: Challenge

Having considered an idea and complimented it, the final step is for the manager to challenge the idea suggester to improve the idea. In particular, the manager should look at the issue that wants to trigger criticism. In the example above, it would be the cost of implementing the idea. Then twist that problem into a creative challenge.

In Steven's case, a far more effective response would be to think for a moment and then say: "Thanks, Arnold. That's a terrific idea and I especially like the fact you are looking at ways to streamline the ordering process. But, the cost of custom making hand-held devices for a relatively small team like ours would probably be way too high. Can you think of ways we might accomplish the same thing but with a reasonable budget?"

In this second scenario, Steven has complimented Arnold in front of his colleagues, has indicated to everyone in the meeting that he is open to ideas and has challenged Arnold to think about his idea in more detail and solve problems that might prevent its implementation.

In a group environment, the Sales Manager might even invite everyone in the room to think about the challenge. And by starting the discussion on a positive note, the manager encourages team members also to take a more positive approach.

Of course, Arnold might find that there is not a viable solution or he may simply not be motivated enough about the idea to take it further. But even if that is the case, he has been motivated to continue being creative. And that is critical for companies that claim to be innovative.

The Three Cs is a simple, yet remarkably powerful method of establishing an innovation friendly environment in any organization. Indeed, I have over the years delivered this as a short workshop or a component of a larger training event on several occasions - and the results have always been impressive.

Jeffrey Baumgartner is the founder of Bwiti bvba, a Belgian-based company that helps organizations to become more innovative and more creative. He writes and edits Report103, a weekly newsletter on creativity, ideas, innovation and invention in business, and operates the JPB.com website.