Посты с тэгом: SIT method

The Attribute Dependency Technique: Three Ways to Create Smart Products

Published date: June 15, 2015 в 11:03 am

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When using the Attribute Dependency technique, you’ll reach a point in the function follows form process where it’s time to make adaptations to your concept. That’s where you try to improve the concept and put more definition around it.
One way to make adaptations with Attribute Dependency is to change the type of dependency. There are three ways to do it: passive, active and automatic. Think of these as what has to happen within the product or service for the dependency to take place. Let’s look at each type.
Mixing bowlsPassive dependencies, just as the name implies, are passive. Nothing has to happen for the dependency to take place. There doesn’t need to be an intervening element to cause the dependency.
Look around and you will see that many products and services are examples of passive dependency. Here is a simple example of mixing bowls that come in different sizes.
Now you may ask, “Is this really an example of the attribute dependency pattern?” It certainly is. As one thing changes another thing changes. In this case, as the needs of the user change, the size of the bowl changes. It’s a passive dependency, though, because the bowls simply exist in various sizes and shapes. In fact, any product that comes in different sizes such as clothing, hardware items, even homes are examples of passive attribute dependency.
Happy hourBut some dependencies require an active, intervening element to cause them to occur.  A very simple example is Happy Hour, when the price of drinks in a bar is reduced. But for this to happen, somebody has to do something. That active element, of course, is the bartender. At the appointed happy hour, let’s say 5 o’clock, the bartender simply lowers the price of the drinks presumably for an hour. Then again at 6 o’clock, the bartender raises those prices back to their normal level. Because of the active intervention, we call this an active dependency.
And finally, we have automatic dependencies. These are unique because they happen, as the name implies, automatically. The product or service is designed so that as one thing changes, the product automatically changes by itself without some intervening third-party element to make that change.
Transition sunglasses are one of the best examples of an automatic dependency. As the brightness of the light changes, the lens automatically darkens in response to that change.
Products that have this type of dependency seem almost smart. They know when it’s appropriate to change in response to some other variable, either an internal or external. The consumer doesn’t have to do anything because the product does it all by itself.
How do you know which type of dependency to use? It depends on a lot of factors such as how much convenience you want to deliver to the customer. Is it technically feasible to create a particular dependency? For example, your engineers might be able to make a mixing bowl that automatically expands as you put more things in it. But that also adds a lot of cost and complexity. It’s probably a lot easier for the customer just to grab the right size bowl to make a cake.
It also depends on how much control you may need in a situation. Do you want the customer or another person making the change? Look back at the happy hour example. You could create a cash register that automatically adjusts the price of drinks based on the time of day. The bartender wouldn’t have to think about. You would have complete control over the prices throughout the day.
Passive, active, and automatic. That’s three ways to give your customers very cool products with the Attribute Dependency technique.
 

Filtering Ideas to Find the Very Best Ones

The SIT Method is designed to help you generate lots of ideas in a systematic way. But how do you select which ideas to pursue? Filtering ideas is an essential part of the creativity process. You want to make sure you spend your time only on those with the most potential.

First, put all your ideas in a standard format. That’ll make it a lot easier to evaluate them. I like to use a template like this:

  • Name of Idea:
  • Description of Idea:
  • Benefits:
  • Target Audience:
  • Challenges:

Every idea should have its own name, not just a number. Give it a name that will help people see what the idea is about. Use literal names, not vague or confusing ones.

Next, put every idea into one of three categories. The first category is for those ideas that are a bit far out, perhaps borderline crazy. They’re novel, but they may not be feasible.

The second category is for those ideas that are just the opposite. They’re not wild at all. They’re incremental improvements.

The third category is for ideas in the middle – not too far out and not too near in. They’re in a special zone we call the sweet spot. They’re viable and creative. It’s these ideas that people get excited about.

But we’re not done yet. Once you put the ideas in these categories, look at ways to get more of them into the sweet spot. Here is what I suggest you do. Start with the far out ideas. Is there a way to pull them back in, take out some of the weirdness of the idea to make it more feasible? What if you eliminated an exotic feature of the idea but still retained the essence of what the concept is trying to do? That might eliminate some of the riskiness of the idea.

For those incremental ideas, find a way to push them out and add some novelty. For example, what if you used Task Unification to have one of the components doing an additional task? Or what if you applied Attribute Dependency to the concept to make it smart and adaptive? That would certainly add some novelty and push it closer to the sweet spot.

After this exercise, you’re ready to start evaluating your list of ideas. There are two ways to do this. One is very simple and informal. You ask a group of people to vote on the ideas. You have probably seen the so-called dot method. Here’s how it works.

First, let the group read the entire list of ideas with all the benefits and challenges. Then, each participant is given a number of small, sticky colored dots. They’re instructed to place these dots on the ideas they think are best. I usually have participants place these right onto the paper with the list of ideas. This keeps the voting anonymous and makes it more objective. Then, collect all the votes and tally them up. While it may sound overly simple, the dot method of voting has a lot of benefits. Each individual has their own biases of what makes a great idea, and they vote accordingly. But voting as a group tends to neutralize those individual biases. Many times, the group vote will tell you which ideas the company will prefer.

The other method is more formal and quantitative. First, create a scorecard by listing the four or five most important criteria for judging good ideas. Criteria might include how novel the idea is, how useful it is for your customer, how viable the idea is to implement, and perhaps how risky the idea is. For each criterion, use a rating scale of 1 to 4 where a 4 is highest and 1 is lowest. Don’t use odd number scales like 1 to 5 because people may have a tendency to overuse the middle of the scale and rate too many ideas a 3. You want to force their ratings to be on one side or the other.

Ask people to use the scorecard and rate each idea. Then, using a tool like Excel, put the data in a spreadsheet so you can calculate the averages of all raters. Add up the final score for each idea.

  • Novelty 4
  • Usefulness 3
  • Viability 3
  • Risk 2
  • Final Score 12

The ideas with the highest scores are your best ideas assuming you selected the right criteria. This approach takes more time, but it gives you more precision especially when evaluating a large pool of ideas.

True innovators generate great ideas, but they also use the wisdom of others to help evaluate them.

Innovation Sighting: Multiplication in Photography

Published date: December 19, 2011 в 3:00 am

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Pick up a camera and see how many innovations you can find in it.  That shouldn’t be hard.  There are lots of them.  The camera, like all inventions, started with a core idea.  From there, it continued to evolve and improve though time.  It might surprise you that a single innovation pattern, Multiplication, formed the premise of all photography.  The cameras you use today evolved from multiplication.  The entire photography industry continues to benefit thanks to this powerful pattern.

Multiplication is one of five simple patterns innovators have used for thousands of years.  These patterns are the basis of Systematic Inventive Thinking, a method that channels your thinking and regulates the ideation process.  The method works by taking a product, service, or process and applying a pattern to it.  This changes the starting point.  It morphs the product into something weird, perhaps unrecognizable.  With this altered configuration (we call the Virtual Product), you work backwards to link it to a problem that it addresses or new benefit it delivers.  The process is called Function Follows Form.

Photography, in essence, is multiplying the subject onto a piece of paper.  Something unique happens when light from an object passes through a pinhole. A small image of that object will be projected on any surface on the other side of the pinhole – only upside down. This “pinhole effect” was discovered thousands of years ago. Aristotle noted in 4 BC that “sunlight travelling through small openings between the leaves of a tree, the holes of a sieve, the openings wickerwork, and even interlaced fingers will create circular patches of light on the ground.”  From that humble beginning, we have photography.  Hardly a day goes without looking at an image of something: a framed family photo, a magazine cover, an outdoor billboard.  Images are all around us.

Let’s get back to cameras.  Were you able to find these innovations?

  • Red Eye Reduction:  In 1993, the Vivitar Corporation patented a novel way to beat red eye. The solution: a camera with a dual flash.  The first flash constricts the subjects’ pupils. Then the camera shoots off a second, “multiplied,” flash that provides sufficient light for the actual photograph. Since the subjects’ pupils are slightly closed from the initial flash, no red eye appears in the final image.
  • View Finders:  Modern cameras have not only the traditional viewfinder to line up a shot, but also an LCD  version.  This allows you to compose your image while seeing more of what’s going on around you.
  • Aperture: Pull out your smart phone and you will see one camera aperture on the back and another on the front of the phone facing you.  Why?  It’s seems obvious in hindsight.  The second aperture allows you to photograph your favorite subject…you!
  • Stereoscopy:  Oliver Wendell Holmes invented the stereoscope viewer in 1861. It creates the illusion of depth in an image by presenting two offset images separately to the viewer’s left and right eyes.  Think about that next time you see a 3D movie.
  • Panorama: Thomas Sutton patented the first panoramic camera in 1859. By taking multiple photos of the same scene, he was able to merge them together to create a wide screen, panoramic view.
  • Film Negatives: Developing paper film creates a negative of the image – the colors are reversed.  When the negative film is developed again using the same process, images come out as “positives.”  The two-step process allow photographers to create multiple copies of the positive film.
  • Color Film: Taking three photos of an image but each with a different colored filter –  red,  green, and blue – allows them to be combined to yield a color image.
  • Lenses: Photographers use a variety of lenses depending on the particular effect they want to achieve: close up, far away, wide angle, and so on.
  • Movies:  In 1878, Eadweard Muybridge used 24 cameras to photograph a galloping horse.  Each camera captured the horse in a different state of motion. When he combined the images, the horse appeared to be galloping. Muybridge created the first “moving picture.” Multiplication launched not one, but two global industries.

 

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