Yearly Archive for 2009Page 2 of 5

Musical Stairs

We all know that taking the stairs is better for our health when compared with riding the elevator or the escalator. But, let’s face it, when presented with the choice, wouldn’t we opt for the “automatic” option?

If the exact same stairs, however, made fun sounds when climbing them, would that make a difference?

You will find the answer to this question in the following clip which demonstrates that assigning stairs a new task of “convincing” people to climb them can result in a fun, innovative and perhaps unexpected situation.



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In a Squeeze? Think Your Way Out

The following story shows how Inventive Thinking can help us to negotiate and get out of tricky situations.

A few years ago I took a ride to an SIT workshop with one of my colleagues (he was driving). On the way, we stopped to drop off his computer that needed fixing. We parked near the entrance of the shop and started marching towards the entrance.

“I wouldn’t park there if I were you,” said the doorman, “you’re likely to get parked in”. We were in a hurry, so we answered, ‘It’ll be OK,’ even though we had a nagging suspicion that it wouldn’t be. Anyway, when we came out of the building, our suspicions were confirmed - a truck had parked us in, and the driver was very busy unloading.

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SIT, Burger King and the Take-Away

Sales data can tell you some things about what customers think of your product, as can focus groups and customer surveys.  But how do you really gauge how just deeply your customers care about you? Burger King’s answer was to take that product away.

In a recent stunt (a curious fusion of market research and marketing) Burger King made one of their US branches a “Whopper Free Zone”.  Using hidden cameras, they simply recorded the reactions of their customers upon being told “Sorry, we no longer serve Whoppers.” As the clip illustrates, the contorted disbelieving faces tell more of a story than answers on a survey every could. The stunt was aptly named the “Whopper Freak-out!”  So, what we have is an innovative market research approach, using, you’ve guessed it: the Subtraction tool.



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License to Invent

Everywhere in the world, and especially in countries that are still not fully computerized, the law enforcement authorities are faced with huge problems regarding unpaid fines, and this is especially true for parking fines. Do you pay your parking fines? You don’t have to answer that… let’s continue with the story.

Because of this problem, the law enforcement authorities have devised an excellent way to force us to pay our dues immediately - they simply tow the car away. However, towing is a clumsy and expensive process.

I once heard a novel solution to this problem from the city of Kiev, in the Ukraine.  It appears to have been taken right out of the school of Systematic Inventive Thinking.

What do the authorities there do when they come across an illegally parked car? They simply remove the license plates from the offending vehicle and take them to the depot.

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Innovative Aunt-ing

A big part of my life over the past three years has been dedicated to my role as an aunt. I can proudly say that after gaining hours and hours of “Rani (my nephew’s name) time,” I am a certified (some would say “certifiable”) aunt.

I do enjoy spending time with my nephew, but the little fella sure knows how to keep me, and mostly his parents, on our toes.

I want to share with you an incident that I am sure all of you who have kids, are related to kids or watched over kids, are familiar with. Bear with me through the description of the incident because, at the end, I would love to hear about your experiences as well.

During a game at a play date last week, Rani banged his head against a window and started crying. You know, that type of crying that makes even the iciest of hearts melt. I ran to him, breaking the 2.5-meter world record, took him in my arms, and rocked him against me while murmuring the most ridiculously ineffective things such as “shush now, don’t cry, the pain will go away soon” or futilely getting him to look at the new crayons on the table. While his sobbing continued as strongly, I was thinking to myself that I have to do better – and different – if I want this to work - which led me to the SIT inventive problem solving approach.

I reminded myself that one of the characteristics of inventive problem solving is that the problem is the solution. This led me to the realization that my salvation will not come from bizarre traditional sentences such as “the pain will go away by your wedding day” or external resources like the crayons on the table. Rather, I need to focus my attention on my crying nephew in order to come up with an inventive solution.

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Innovation Barriers | Chapter 2: Unpopular Psychology

This is the second of a series of posts discussing innovation barriers. This series does not intend to encompass all that can be said on the subject. That would take a series of books. It does intend to describe, however, several types of barriers we face when we try to innovate, and some of the innovation methodologies that have been developed to address them.

What is more challenging: coming up with an innovative idea, or sharing it with a group of people that may love it or hate it? Most of us will agree that this is a simple question. We might, however, disagree on the answer… In the previous post in this series I called the group of barriers relating to the act of coming up with innovative idea “Cognitive Barriers.” The complementary group of barriers – those that have to do with sharing innovative ideas with others – were labeled “Psychological Barriers.”

Although people differ in their “susceptibility” to these different barriers, most us will agree that objectively (whatever that means..) the cognitive barriers to innovation are harder to overcome. The importance of the psychological barriers is due, to a great extent, to the fact that some of the best ideas come up during group discussions. The worn-out saying goes: “none of us is as smart as all of us.” While I have several issues with this approach (as, I suspect, you may as well) – there is some truth to it, especially when it comes to ideation sessions.

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“Dad you won’t believe what happened to me at school today?” A tale of father, son and SIT

Those of you who have kids in school have experienced the following phenomena. You want your kids to tell you about their day when they come home from school, but they have completely different intentions. When you ask how their day was, they usually say, ‘It was OK’ and go back to staring at the TV.

I, too, have been faced with this situation. I’ve often felt frustrated that I don’t share a big enough part of my son’s experiences throughout his day. One day, while we were eating a meal at Macdonald’s and my son was trying to put the toy together that he got from the kids meal, I decided to try my luck again and ask how his day at school had been. As predicted, I got the usual, ‘It was OK’ answer.

But this time I was determined not to give up. I’m often asked if SIT can be used to solve day-to-day problems or family issues, and my reply is always a confident yes. Here was an opportunity for me to put my money where my mouth is!

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How to reinvent yourself?

Our lives are full of cases of cognitive fixedness that prevent us from making changes, including changes to our careers. Some rules of creative thinking can help us see beyond the well-known and the familiar.

I have been working at SIT for 13 years, facilitating thought processes for new products and services for companies and organizations around the world. The invention of new products is a fascinating process, but just between us – how many of us get to dabble in it? How relevant is it to our everyday lives? On the other hand, perhaps we could use inventive thinking not merely for the development of new products, services and strategies, but also to reinvent ourselves?

After all, one of the major challenges of creative thinking is in the ability to overcome cognitive fixedness – the tendency to perceive things in a particular way, and the inability to notice their other facets. And we all have fixedness. We attribute certain roles to given situations or to their components and tend to be blind to other possibilities. The more we get used to certain presumptions, the more they become axiomatic in our minds, and difficult for us to abandon.

But our instances of fixedness are not restricted to our view of our environment; they also exist in how we think of ourselves. For example, we don’t like ambiguous situations. We already know what our own role is. We know what is required of us; we are acquainted with our responsibilities and know how to address them. But facing a vague situation, one where we don’t know what to expect, is no easy thing, especially when our career is at stake. I am not saying this to dishearten you. On the contrary: if you cannot predict the future, invent it.

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