Посты с тэгом: closed world

Innovation Sighting: Task Unification and the Oombrella

Published date: March 21, 2016 в 1:23 pm

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I love umbrellas and the many versions that demonstrate the five patterns of Systematic Inventive Thinking. Here’s a new one that demonstrates the Task Unification pattern. Task Unification is defined as: assigning an additional task to an existing resource. That resource should be in the immediate vicinity of the problem, or what we call The Closed World. In essence, it’s taking something that is already around you and giving an additional job.
Oombrella is a beautiful smart connected umbrella that alerts you before it rains and sends you a notification if you leave it behind. From their website:

What makes oombrella unique is its notification services that alert you before it rains and if you leave your umbrella behind. ombrella’s hyper-local weather data and tracking keep you informed and notified. Yet oombrella is an umbrella. It means that it protects you against the rain, and its ribs make it really wind-resistant.
As an umbrella, it can be adapted to you. This means you can pick the color, go for the Shiny edition, a very elegant White Edition or choose the revisited yet classic Black edition. In terms of size, you can choose too! Go for a classic size or one that fits in your bag.
The good part of oombrella is that you can also track all your activity and see the weather you experienced during your trip. How? Thanks to the sensors that are integrated into the handle: temperature, pressure, humidity and light. We use all this data to create the notifications “Take me with you. It will rain in 15 minutes”


To get the most out of the Task Unification technique, you follow five basic steps:
1. List all of the components, both internal and external, that are part of the Closed World of the product, service, or process.
2. Select a component from the list. Assign it an additional task, using one of three methods:

  • Choose an external component and use it to perform a task that the product accomplishes already
  • Choose an internal component and make it do something new or extra
  • Choose an internal component and make it perform the function of an external component, effectively “stealing” the external component’s function

3. Visualize the new (or changed) products or services.
4. What are the potential benefits, markets, and values? Who would want this, and why would they find it valuable? If you are trying to solve a specific problem, how can it help address that particular challenge?
5. If you decide the new product or service is valuable, then ask: Is it feasible? Can you actually create these new products? Perform these new services? Why or why not? Is there any way to refine or adapt the idea to make it viable?

Innovation Sighting: The Task Unification Technique for Young and Old

Published date: September 28, 2015 в 3:00 am

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The Task Unification Technique is great because it generates novel ideas that tend to be novel and resourceful. It’s one of five techniques in the SIT Innovation Method.
Task Unification is defined as: assigning an additional task to an existing resource. That resource should be in the immediate vicinity of the problem, or what we call The Closed World. In essence, it’s taking something that is already around you and giving an additional job.
Here are two great examples, one about a very young person and the other about a new and nifty device for old people. I love both of them:


To get the most out of the Task Unification technique, you follow five basic steps:
1. List all of the components, both internal and external, that are part of the Closed World of the product, service, or process.
2. Select a component from the list. Assign it an additional task, using one of three methods:

  • Choose an external component and use it to perform a task that the product accomplishes already
  • Choose an internal component and make it do something new or extra
  • Choose an internal component and make it perform the function of an external component, effectively “stealing” the external component’s function

3. Visualize the new (or changed) products or services.
4. What are the potential benefits, markets, and values? Who would want this, and why would they find it valuable? If you are trying to solve a specific problem, how can it help address that particular challenge?
5. If you decide the new product or service is valuable, then ask: Is it feasible? Can you actually create these new products? Perform these new services? Why or why not? Is there any way to refine or adapt the idea to make it viable?
 

Thinking Creatively: How Deadlines Encourage Inside-the-Box Ideas

Published date: September 8, 2015 в 9:57 am

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Taylor Mallory Holland at Content Standard wrote this insightful article how tight deadlines can have both a positive and a negative affect on creativity.
From her article:

Dr. Richard Boyatzis, a professor of organizational behavior, psychology and cognitive science, explained his team’s findings to The Wall Street Journal:
The research shows us that the more stressful a deadline is, the less open you are to other ways of approaching the problem. The very moments when in organizations we want people to think outside the box, they can’t even see the box.

Taylor offers the following advice on how find the right balance:

Ditching deadlines isn’t the answer, nor is sacrificing quality for the sake of speed. But how do we find a happy medium?
For leaders in creative fields, the lesson here is to set flexible deadlines whenever possible—to leave some wiggle room in case good ideas take longer than planned. Consider breaking large projects into smaller tasks with their own deadlines. This not only prevents last-minute stress and overwhelm for workers; it also gives you good opportunities to check in and to offer support and feedback.
As Laura Vanderkam points out in her Fast Company article, it also helps to know your team members and set expectations for individuals. She says that while some people are good at meeting deadlines, “Others need more hand-holding and frequent check-ins. They’re not bad people, they’re just different people. Good management means getting to know the people you’re working with, and using deadlines as one tool in your kit for getting good work out of them in a timely fashion.”
While an understanding and flexible boss is certainly an asset for creative workers, individuals must also take responsibility for getting the job done—for thinking as creatively and as quickly as possible. This requires commitment and proper planning so we can give ourselves the time we need, rather than rushing at the last minute and stressing ourselves to the point of writer’s block. It also means learning how to get in the “creative thinking” zone when we need to be productive, not just when the moment strikes.
For scientifically-proven ways to be innovative and efficient, read “7 Productivity Tips to Boost Creativity on a Deadline.”
 
 

Innovation Sighting: The Cashless ATM Machine

Published date: April 13, 2015 в 3:00 am

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Who would use a cashless ATM? It seems like a ridiculous idea, because that’s the whole point of using an ATM – getting cash.
That will all change with the RTM (Retail-Teller-Machine). It works just like an ATM. Instead of dispensing cash, the RTM prints a secure ticket that is exchanged for cash. RTMs are located inside any store and provide a full range of Banking services.
Aravinda Korala, KAL’s CEO said: “RTMs are low-cost authorization-machines that are ideal for in-branch use. The customer can take his time to browse the bank’s services, read any available targeted messages, speak to a video teller and make a final transaction selection without pressure, and then commit his choice to a secure voucher. This voucher can then be fulfilled in a few seconds, either automatically at a Teller Cash Recycler/ATM or manually at a teller.”
It’s a perfect example of the Subtraction Technique, one of five in the innovation method, Systematic Inventive Thinking (SIT). It’s also a great example of the Closed World Principle. Here’s how it works:

To get the most out of the Subtraction Technique, you follow five steps:

  1. List the product’s or service’s internal components.
  2. Select an essential component and imagine removing it. There are two ways: a. Full Subtraction. The entire component is removed. b. Partial Subtraction. Take one of the features or functions of the component away or diminish it in some way.
  3. Visualize the resulting concept (no matter how strange it seems).
  4. What are the potential benefits, markets, and values? Who would want this new product or service, and why would they find it valuable? If you are trying to solve a specific problem, how can it help address that particular challenge? After you’ve considered the concept “as is” (without that essential component), try replacing the function with something from the Closed World (but not with the original component). You can replace the component with either an internal or external component. What are the potential benefits, markets, and values of the revised concept?
  5. If you decide that this new product or service is valuable, then ask: Is it feasible? Can you actually create these new products? Perform these new services? Why or why not? Is there any way to refine or adapt the idea to make it more viable?

Learn how all five techniques can help you innovate – on demand.

How to Involve Customers in the SIT Innovation Process

When describing the SIT method, I sometimes say it’s like using the voice of the product. That’s because SIT is based on patterns that are embedded into the products and services you see around you. If products could talk to you, they would describe the five patterns of SIT.

But there’s another important voice in business innovation: the voice of the customer. After all, that’s why you do innovation – to create new value, directly or indirectly, for your customers. A good innovator understands their needs and wants. Here are four ways to gain new insights from your customers.
One of the first things you should do is listen to what customers are saying about a particular product or brand. It’s especially important to hear what customers say to other customers. That’s when they’re the most truthful and objective, even when talking to complete strangers. If you had a way to eavesdrop on a conversation between two customers, you’ll get new insights about their attitudes.
A great way to do that is to use social media. Applications like Twitter and Facebook let you hear what’s being discussed, almost as if you were standing right there with them. It’s inexpensive and it’s easy. When you listen to customers on social media, pay close attention to the specific words or phrases they use. What emotions do they express? What beliefs do they have about a product and how it works? Whether those beliefs are true or untrue, you need to know what they’re thinking so you can design your products accordingly.
Another way to learn about your customers is to watch them. Using field research, you go into the customer’s natural setting where they use the product or service. You observe their behaviors as they do routine, ordinary activities. If you watch carefully, you’ll see things they could never have described for you in words. They’re not even aware they are doing them.
By watching them, you might learn about a new step in how they use the product. That could affect how you use the Division Technique. Or, you might become aware of a new component in their Closed World, and that might affect how you apply the Task Unification technique. Pay close attention to who else is involved, what information are they using or not using, how they prepare the product for use, and perhaps how they store it or maintain it.
A third way to get customer insights is to ask them. You’re probably familiar with marketing research tools like surveys and focus groups as a way to collect voice of the customer data. But there are two simple techniques you always want to be able to use at a moment’s notice in case you engage a customer.

The first is to use open-ended questions. An example of an open-ended question is: “What’s most important to you when using this feature of our product.”  A closed-ended question would be: “Do you like this feature of our product?” The open-ended question encourages a full, meaningful response as opposed to a closed-ended question, which encourages a short or single-word answer. You’ll get deeper insights with open-ended questions.

The second technique when talking to customers is to use laddering. Laddering means asking a series of questions, one after another, but you base the next question on the answer you received from the last one. Like climbing the rungs of a ladder, you first ask about the functional aspects of your product, then ladder up to the values the customers sees in those features.
Finally, a great way to learn about your customer’s needs is to involve them in the innovation process. Use the Function Follows Form process. Once you’ve created the virtual product using one of the five SIT techniques, you ask two specific questions. The first is should we do it? Does the new configuration deliver some new benefit? Who would want this? I can’t think of anyone better to help you answer these than your customers. After all, they stand the most to gain by a new innovation. When they see something they like, they’ll tell you or they’ll tell you how to modify the concept to make it even better.
Customers might also have new insights about the second question: Can we do it? Do we have the know how or the right material or the right processes to make this? Are there barriers that might prevent us from making this? Your customers might have some critical insight or skills about how to remove barriers or make the concept more feasible.
Listen, watch, ask, and involve. The Voice of the Customer, used along with the SIT Method, will help you become a more effective innovator.

Innovation Sighting: Task Unification in a Parking Lot

Published date: September 2, 2013 в 11:49 am

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The Task Unification Technique is one of five in the innovation method called Systematic Inventive Thinking. It is defined as "assiging an additional task to an existing resource." It is such a powerful technique because it often leads to Closed World solutions, or what we like to call "thinking inside the box." It yields innovations that tend to leverage some resource in the immediate vicinity in a clever way. It also tends to yield innovations that have a characteristic known as Ideality – the solution to a problem only appears when needed.  When the problem arises, the solution is also there.

Here is a perfect example. It comes from an oil company in Seoul, Korea that wanted to reduce the wasted driving time looking for open parking slots:

To use Task Unification:

1. List all of the components, both internal and external, that are part of the Closed World of the product, service, or process.

2. Select a component from the list. Assign it an additional task. Consider ways to use each of the three Task Unification methods:

  • Choose an external component and use it to perform a task that the product already accomplishes
  • Choose an internal component and make it do something new or extra
  • Choose an internal component and make it do the function of an external component (effectively “stealing” the external component’s function)

3. If you decide that an idea is valuable, you move on to the next question: Is it feasible? Can you actually create this new product? Perform this new service? Why or why not? Is there any way to refine or adapt the idea to make it more viable?

The Marker on the Board (Jacob’s Story)

Published date: July 4, 2013 в 2:17 pm

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The moment I walked into the classroom, I could see that something was different. The students were  excited, I could feel the anticipation in the air—and something about their faces made me think that they were planning something mischievous.
I understood their amusement as soon as I tried to erase the whiteboard, which was still covered with diagrams and equations from my previous class. As hard as I tried, I couldn’t erase the remnants of the previous lecture. Someone had apparently switched my markers last time, and I had unknowingly used an indelible marker.
Students were now leaning back in their chairs, openly smiling. As plainly as if spoken out loud, they were waiting for me to prove that my systematic creativity method really worked. If I had to describe the feeling in the classroom, I would have guessed it to be: “The professor isgoing down in flames!”
I decided to accept the challenge. “All right, class,” I said with determination. “The worst thing that can happen is that there is no creative solution to this situation. But if there is one, we should be able to find it with what we have learned in the previous classes.”
First, I asked them to define a good traditional but noncreative solution to the problem.
“Getting some liquid from the janitor to dissolve the indelible marker?” suggested one student. “Right,” I replied, beginning to feel more confident. Perhaps my students were with me now. “Remember the Closed World concept: let’s confine our searches for a creative solution to resources that are inside this classroom. If we find something, it should be more original, even if not necessarily more useful or efficient than going to the janitor.”
“Why would we go for a solution that was less useful than one we could easily find outside this room?” one student wanted to know.
“In this class, we are looking only for creative solutions,” I said. “Let’s leave the noncreative ones outside the Closed World—in this case, literally outside this room.”
Students started rummaging through their bags, pulling out nail polish remover, perfume bottles, and other alcohol-based liquid (including a can of cold beer). None of them would work as is, but everyone was amazed at what their classmates had brought into the room.
“You see?” I smiled. “There are more resources than you imagine if you search inside, rather than expanding your search outside. For some reason, a search inside yields ideas that we all tend to overlook.” (But what was he thinking bringing beer to my class?)
With growing confidence, I continued, “Now let’s see what else we can find if we look even closer to the Closed World of the problem. Let’s confine the space we are searching even more and include only the things that are at the very core of the problem: the whiteboardwriting world.”
Silence, of the blessed kind. The students were actually thinking.
“We could use an erasable marker to erase the indelible one,” whispered one student. “The erasable marker should have enough solvent to dissolve the markings on the board.” I tested the suggestion by using a regular marker to write over one of the lines on the board. When I then used an eraser to erase the line, it worked. Almost no sign of the indelible mark underneath remained. After the initial shock, the class became wildly enthusiastic. I tried to ignore the noise and began erasing the board.
But writing over every stroke of every letter and number from the last class was a long, slow process. I was beginning to wonder if I should attempt to complete the task, or assume that I had made my point and begin teaching. Just then, another student shouted out, “Hey! What if we can erase the board using the indelible marker itself?”
When I tried this, I found that the indelible marker—the very source of the problem—contained enough solvent to dissolve the marks on the whiteboard. After some trials, the students saw that the indelible marker was just as effective as a regular whiteboard marker. If they wrote over the marks on the board and erased them immediately before the liquid solvent evaporated, the old marks were erased by the solvent in the new marks drawn on top of them. The source of the problem became the solution.
Note that this is not a better solution than the previous one—it’s just as slow—but it is more original, more surprising, and more inside the Closed World. I turned back to the class, gratified but surprised that the exercise had gone so well. Keep in mind that this incident took place years ago, before we’d accumulated empirical evidence (evidence from observation or experimentation) about the richness of the Closed World.
“Okay, people, point made! The Closed World is not endless, but the resources inside it exceed our initial perceptions, and we should make it a habit to look inside, especially if our only options are contained
there.”
I triumphantly made my victory speech. “Sometimes traditional solutions do not fit, sometimes they do not exist. What if the janitor’s office were closed? Looking inside, to resources we usually overlook, might be challenging cognitively but effective when a creative solution is required.” With a sigh of relief, I added, “Now, could someone please go to the janitor and bring me something to clean the board?”
 
From Inside the Box: A Proven System of Creativity for Breakthrough Results (Simon & Schuster)

Innovation Sighting: Street Art Without the Paint

Published date: May 23, 2011 в 3:00 am

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Here is a nice example of the Subtraction tool of the corporate innovation method, S.I.T..  Imagine painting a picture without the paint. From PSFK:

From metal to billboards, Portuguese artist Alexandre Farto aka Vhils is regarded for his work across a variety of mediums. However, his “Scratching the Surface” style (which we first noticed here) is particularly remarkable. Using decrepit city walls as his canvas, the artist carved faces from the concrete, unmasking the beauty inherent to even the most neglected spaces.

To use Subtraction, start by listing the components of the situation, product, service, process, etc.  (The method works with just about anything that can be conceptualized into components).  In this case, the innovator (artist) would create a list like this:

  1. canvas
  2. paint
  3. pallet
  4. brush
  5. subject
  6. model

Alexandre-Farto-aka-Vhils-Wall-Mural-575x430-525x392 The next step is to subtract a component, preferably something that seems to be essential to the original item.  In this case, removing the paint creates our “virtual product” – an abstract, ambiguous configuration that results from applying one of the five S.I.T. patterns.  Then we imagine the benefits, potential customers, and needs addressed by the virtual product.

The Subtraction tool is a great starting point for innovation sessions because it helps confront the fixedness we all have about the world around us.  A painting without paint certainly fits that description.

To extend the idea, try using the other patterns.  For example, Task Unification assigns an additional job to an existing resource.  To use Task Unification, list both the internal and external components within the Closed World (an imaginary space and time around the situation).  Then select a component randomly and give it a “job” related to your paining.  In the works by Vihils, for example, we might take a component of the building and use it as a part of the facial features.  Or, we might give people on the street the additional “job” of adding details to the picture.

To use Attribute Dependency, we imagine creating a correlation between internal attributes of the painting with external attributes of the environment around the painting.  Simply said, as one thing changes, another thing changes.  For example, when it rains, imagine how the Vihils painting might change.  Perhaps it changes color, or shape, or theme.  Perhaps the change is related to moisture such as wet tears flowing from the subject’s eyes.  It is these additional innovations, especially ones that draw from the Closed World, that create that extra element of surprise – “Gee, I never would have thought of that!”

 

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