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Group B

Group B TUG-OF-WAR: how to graph a challenge’s positive and negative forces and then maximize the positives and minimize the negatives. IDEA BOX: how to identify and box the parameters of a challenge to quickly produce thousands of new ideas.

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Group B

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  1. Group B TUG-OF-WAR: how to graph a challenge’s positive and negative forces and then maximize the positives and minimize the negatives. IDEA BOX: how to identify and box the parameters of a challenge to quickly produce thousands of new ideas. IDEA GRID: how to find new ideas and creative strategies using a grid to organize complex masses of information. TOOTHACHE TREE: how to diagram obstacles and then use them to reach your goal. PHOENIX: how to use a checklist of problem solving questions – originated by the CIA – to guide your thinking. THE GREAT TRANSPACIFIC AIRLINE AND STORM DOOR COMPANY: how to create a key-word index and mix and match the key words in a matrix to produce new ideas. FUTURE FRUIT: how to project a future scenario in order to take advantage of unexpected opportunities.

  2. Ch. 10 TUG-OF-WAR I. TECHNIQUE: FORCE FIELD ANALYSIS II. PROFILE: how to graph a challenge’s positive and negative forces and then maximize the positives and minimize the negatives. • BLUEPRINT: A. Write the challengeyou are trying to solve B. Describe the best-case scenario and worst-case scenario C. List the conditions of the situation D. Note the “tug-of-war”

  3. CH. 11 IDEA BOX • I. TECHNIQUE: MORPHOLOGICAL ANALYSIS • II. PROFILE: how to identify and box the parameters of a challenge to quickly produce thousands of new ideas. • III. BLUEPRINT: • A. Specify your challenge • B. Select the parameters of your challenge • Like card suits • “would the challenge still exist without the parameter?”

  4. C. List variations • List as many variations for each parameter • D. Try different combinations • Make random runs through parameters • Combine parameters into entirely new forms • Example: laundry hamper

  5. CH. 12 IDEA GRID • I. TECHNIQUE: FCB GRID • II. PROFILE: how to find new ideas and creative strategies using a grid to organize complex masses of information. • III. BREAK WHOLE DOWN INTO PARTS • Look at separate parts • Understand relationships

  6. IV. BLUEPRINT • A. HIGH INVOLVEMENT • Perceptions of expensive products, cars and boats • B. LOW INVOLVEMENT • Less costly products, household products • C. THINK • Verbal, numerical, analytic, cognitive products for which consumer wants information, cars, boats, computers, cameras • D. FEEL • Products that appeal to emotional needs, travel, beauty, cosmetics • E. PLACE PRODUCT ON GRID • According to product and potential market • Once in grid, visual language generates ideas

  7. CH. 13 THE TOOTHACE TREE • I. TECHNIQUE: DIAGRAMMING • II. PROFILE: how to diagram obstacles and then use them to reach your goal • III. BLUEPRINT: • A. State your challenge • B. Identify and list the major obstacles to overcome • C. Order your obstacles according to degree of complexity • D. Draw a vertical line to represent a tree’s trunk: challenge • E. Draw horizontal lines to represent branches: obstacles

  8. IV. ELIMINATE ONE OBSTACLE AT A TIME • A. Allows you to see what’s behind • B. Can see things clearer • C. Obstacles can inspire ideas • As remove each one may invent something • D. Theseus and Ariadne

  9. CH. 14 PHOENIX • I. TECHNIQUE: QUESTIONS • II. PROFILE: how to use a checklist of problem-solving questions to guide your thinking • III. BLUEPRINT: • A. Write your challenge • B. Ask questions • Use checklist to dissect the challengeinto as many different ways as you can • C. Record your answers, information requests, solutions, and ideas for evaluation and analysis

  10. CH. 15 THE GREAT TRANSPACIFIC AIRLINE AND STORM DOOR COMPANY • I. TECHNIQUE: MATRIX • II. PROFILE: how to create a key-word index and mix and match the key words in a matrix to produce new ideas. • III. BLUEPRINT • A. Ask “What is our business?” and “What should our business be?”

  11. B. Define and organize your business according to: • Products or services • Markets • Functions • Technologies • C. Under each variable, list the key words that describe: • Products or services • Markets • Functions • Technologies

  12. CH. 16 FUTURE FRUIT • I. TECHNIQUE: FUTURE SCENARIOS • II. PROFILE: how to project a future scenario in order to take advantage of unexpected opportunities • III. BLUEPRINT: • A. Identify a particular problem in your business • B. State a particular decision that has to be made • C. Identify the forces that have an impact on decision • Economic • Technological • Product lines • Competition • Etc.

  13. D. Build 4 or 5 future scenarios based on the principal forces • E. Develop the scenarios into stories by varying the forces that impact the decision • Change the forces and combine them into different patters • F. Search for business opportunities within each scenario

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