Lecture
Methods of creativity (methods of creativity) - methods and techniques that contribute to the creative process of generating original ideas, finding new approaches to solving known problems and tasks. Creativity techniques help to formulate tasks more clearly, speed up the process of finding ideas, as well as increase their number, broaden the outlook on the problem and destroy mental blockades. Techniques are not algorithms, following which a solution to a problem is sure to be found, but they give direction and discipline of thinking and increase the likelihood of getting good ideas. Techniques reduce the time to search for ideas, organizing and making the search process more efficient. Different methods of creativity designed to work one person, two or a group.
Brainstorming is an operational method of solving a problem on the basis of stimulating creative activity, in which participants in the discussion are encouraged to express as many solutions as possible, including the most fantastic ones. Then, from the total number of ideas expressed, the most successful ones are selected that can be used in practice. It is a method of expert assessment. The method was invented by one of the founders of the BBDO advertising company, Alex Osborne, and was described in his book How to Think Up (eng. How to Think Up ) in 1942.
The theory of solving inventive problems was founded in 1946 by inventor and science fiction writer Heinrich Altshuller. TRIZ is a methodology, toolkit, knowledge base and modeling technology for generating innovative ideas and problem solving. TRIZ provides tools and methods for formulating problems, systems analysis, failure analysis and evolution patterns (from “as is” to “how it should be”). Unlike brainstorming techniques (in which ideas and solutions are formulated randomly), the purpose of the TRIZ methodology is to create an algorithmic approach to inventing a new system or improving the old one.
The Delphi method is a technique that allows using polls, interviews, brainstorming, to achieve maximum consensus in determining the right decision. Analysis using the Delphic method is carried out in several stages, the results are processed by statistical methods. The basic principle of the method is that a number of independent experts (often unrelated and not aware of each other) better assess and predict the result than a structured group (team) of individuals. It allows to avoid open collisions between carriers of opposite positions, since it excludes direct contact of experts between themselves and, therefore, group influence arising from joint work and consisting in adapting to the majority opinion. It allows you to conduct a survey extraterritorially, without gathering experts in one place (for example, by e-mail).
Subjects:
British physician Edward de Bono proposed a variety of methods of creativity and thinking. He is the author of the concept of lateral thinking, which differs from that based on the usual patterns of vertical thinking, in that it calls into question the initial conditions. One of the examples of lateral thinking is the technique of six caps (white - analytical thinking, red - emotional thinking, black - critical thinking, yellow - optimistic thinking, green - creative thinking, blue - thinking in the big perspective). In the metaphorical understanding, putting on each of the caps, a person can look at the problem from several points of view.
The technique of creativity called synectics was developed by William Gordon in the 1940s. In the methodology, participants try to “make the known strange, and the strange - known”. The technique consists of ten steps: analysis and definition of the problem, suggestions for spontaneous solutions to the problem, new formulation of the problem, construction of direct analogies, construction of personal analogies, construction of symbolic analogies, again construction of direct analogies, analysis of direct analogies, transfer of analogies to the problem and development of approaches to solving .
Techniques to stimulate creative thinking are used in many areas of life that require original ideas. Among other things, the use of techniques such as the theory of solving inventive problems and morphological analysis is common among engineers and inventors. Methods of lateral thinking are applied in business and advertising. The Walt Disney method and brainstorming are used during discussions on the problematic issues of various industries. The SCAMPER technique is often used to develop new products.
Often, to facilitate the process of solving problems in a creative way, a graphic representation of ideas is used in the form of a map of thoughts, Ishikawa diagrams and similar techniques.
METHODS OF CREATIVE SOLUTION OF PROBLEMS
AND ACTIVATION OF CREATIVITY
І. THREE CHINA "ACTIVATION OF CREATIVITY"
1. CLASSIC BRAIN STORM
Brainstorming is one of the most widely used and effective methods for creating diverse ideas. This method was developed in 1939-1941 by the employee of the New York advertising agency Alex Osborn. In 1953, he laid down the basic rules and procedures of the method and outlined them in his book, Applied Imagination.
Classic brainstorming is a predominantly verbal method of solving problems and generating ideas and is carried out in small, specially organized groups of different and equal participants (3-12 people), which implies a well-trained leader — the facilitator, the secretary, a well-defined problem. , two separate stages (generation of ideas and evaluation), the duration of which is approximately 1-1.5 hours.
Methodological and theoretical foundations of brainstorming are the following universal provisions:
1. Understanding creativity as a process of self-organization, as a spontaneous emergence of order from apparent disorder ..
Conscious acceptance of uncertainty leads to the achievement of creative freedom and new opportunities, and directional disorder leads to the spontaneous generation of solutions to problems. In this sense, the key metaphor of brainstorming is the process of generating and subduing creative chaos
2. There is an analogy between creativity and the process of evolution in nature. In accordance with this approach, creativity is a Darwinian process, the "process of blind variations and selective preservation" (D. Campbell, 1960). It is the wealth and diversity of life forms that are the basis for change, development and the creative emergence of new forms.
Brainstorming is based on two fundamental principles:
1. Quantity produces quality. 2. Deferred evaluation of ideas and is governed by four basic rules: 1. Any criticism is forbidden 2. The most unusual and fantastic ideas are welcomed 3. The number of ideas is more important than quality 4. Ideas are combined and improved.
The main functions of brainstorming:
1. Brainstorming is a powerful tool for creative problem solving. This method helps to generate new productive ideas and create effective solutions.
2. Brainstorming motivates and develops teamwork, activates teamwork and discussions. Group interaction creates a wide range of alternatives and a variety of points of view.
The power of this method is to create a synergistic effect, to generate creative and divergent energy, to design a new creative space in which each reinforces and stimulates another, in which new ideas grow from other ideas.
The essence of the method of brainstorming is divergent thinking, namely:
spawning a large number of different ideas and, therefore, generating diversity. In addition, a large number of ideas serve as raw materials and soil on which effective practical solutions to problems arise. Moreover, it is the generation of unusual, wild and stupid ideas that often leads to the most useful and strong solutions.
The essential criterion for the effectiveness of brainstorming is the number of ideas generated. That is why the main goal of this is to overcome internal and social barriers, the destruction of cognitive patterns, habits, stereotypes and inertia of thinking.
Therefore, the main goal of the leader is to create a creative, friendly atmosphere of comfort and trust, a special creative space in which participants freely, spontaneously and with pleasure put forward new ideas.
Main steps:
1. The facilitator forms working groups of optimal size and composition (ideally 4-8 people).
2. The facilitator conducts the warm-up session, creating a creative atmosphere and an environment free from criticism.
3. The facilitator clearly identifies the problem and the main objectives and writes them on a board or flipboard, clearly visible to all participants.
He communicates the basic rules of the session and asks the participants to generate ideas (any participant, at any time, can express an idea or express them in turn, or whether he can say “pass” if he has no new ideas).
4. All participants express their ideas, and the facilitator or secretary writes them down. All ideas must be accepted and registered.
5. The facilitator encourages creativity and enthusiasm in the group.
6. To ensure clarity, participants can stop and elaborate ideas.
7. The facilitator organizes the ideas put forward, brings them closer to the main goal and encourages participants to work on the ideas of other people in order to improve them. Ideas that are identical can be combined, all others should be classified and saved.
8. The group itself, or a special group of critics, evaluate the ideas and choose one as a solution to the problem.
9. The moderator clarifies the decision and ends the session.
The benefits of brainstorming:
• Brainstorming rules are easy to understand, easy to learn and use.
• It is an inexpensive, simple method that requires little material resources.
• Many ideas can be created in a short time.
• Stimulates creative thinking and thinking "outside the box"
• Each of the ideas may generate other ideas.
• Is a democratic, fun and stimulating way to generate ideas
• Provides opportunity for broad participation and involvement of each participant. Creates a spirit of cooperation.
• Each member is equal and each idea is accepted.
• Develops creative abilities and creative thinking of group members.
• Universality of the method and the ability to combine it with other methods.
Brainstorm Disadvantages:
• An experienced and sensitive facilitator is required.
• May become chaotic, uncontrollable and confusing.
• May take too long if the group is not managed.
• With loss of management, criticism and negative evaluations may prevail.
• More modest participants may have difficulty putting forward their “crazy” ideas.
• Lack of reliable criteria that determine the quality of decisions
VARIETY OF BRAIN STORM
There are many variations of the classic brainstorming, built on its basic principles. They include additional methods, procedures, games, tools, equipment and technologies that are used to organize and stimulate participants. A leader must review and compare different brainstorming methods, select the best one and apply it to a specific situation.
Factors determining the specific situation:
1. The main characteristics of the problem: complexity, level of uncertainty and novelty, vagueness of definition, heterogeneity, dynamics.
2. Features of the group: size, heterogeneity, level of development and qualifications, status and age of group members.
3. Brainstorming situation: room characteristics, availability of necessary equipment, special forms, cards, posts, pens, sheets of paper on flip charts or software.
BASIC TECHNIQUE BRAIN STORM
I. STRUCTURAL AND PROCEDURAL DIFFERENCES
1. REVERSE (NEGATIVE) BRAINAL STORM
Theoretical foundations: Negative features of a situation can be helpful and can be viewed in a positive light.
1.1. Reverse brainstorming is a combination of brainstorming and reverse techniques.
Reversing brainstorming is especially effective when it is difficult to determine the solution directly. The reverse method consists in receiving answers to the opposite question, initially asked and in applying the obtained results to solve the main problem.
Main steps:
1. Participants begin by clarifying and defining the main problem or task.
2. The leader gives the definition of the problem, the opposite posed initially. He poses a reverse problem, asking, "How not to solve the problem?", "How to achieve the opposite effect?", Or "How to make the company go bankrupt?", "How can we make our workplace unsuitable for work?".
3. The leader will ask the participants to generate ideas for solving the inverse problem. He suggests that participants do not reject anything at this stage and allow ideas to flow freely.
4. Participants transform all the ideas obtained into the solution of the original problem. These new, unusual ideas are used as a springboard for more realistic and useful solutions to their original, real problem.
5. Participants evaluate these solutions and choose the most effective and practical.
1.2. Negative brainstorming
a) Negative brainstorming is an ordinary brainstorming, which uses negatively directed questions, such as: "What are the possible disadvantages of this project?"
This method is considered as an analysis of potential problems, as a technique of the “Analysis of Defects” and the identification of deficiencies in the situation of actually existing facilities, products or services. Change the focus on search, flaws, and flaws.
The goal of a brainstorming session is to compile the most comprehensive list of contradictions, defects, flaws, gaps and limitations of real-life objects or ideas.
b) This method can be used as a final assessment of a complete list of ideas generated during a normal brainstorming session.
Main steps:
1. The team reviews the final list, received as a result of brainstorming, ideas that have passed a preliminary assessment.
2. All ideas in turn are subject to doubt or criticism for possible shortcomings, problems and weaknesses, or possible serious consequences in the case of their implementation.
3. After analyzing and evaluating all the ideas, the team chooses the best idea that can be applied most easily and effectively in practice.
2. COMBINED BRAIN STORM
2.1. Dual brainstorming. After a classic brainstorming session, participants take a break for 2-3 days and then repeat it again. During the break - the subconscious of the participants is activated and generates new unexpected and fundamental ideas.
2.2. Reverse and classic (direct) brainstorming. After a brainstorming session, participants take a break for 2-3 days and then conduct a classic brainstorming session. (And vice versa).
2.3. Negative - classic (direct) - negative brainstorming .
1. First, using the reverse brainstorming, all the flaws, weaknesses and contradictions of existing objects are identified, and their rating is compiled.
2. Then classical brainstorming is conducted to eliminate the most serious flaws.
3. Negative brainstorming is conducted, aimed at criticizing the ideas generated in the second stage.
2.4. Shuttle brainstorming.
1. Formed two groups of participants with different abilities - the generation and criticism of ideas.
2. These groups of participants work in different rooms.
3. A group of idea generators brainstorms: the leader identifies the problem, calls on each member of the group to generate new ideas, writes them down, and sends a list of ideas to the group of critics.
4. Critics choose the most interesting and promising ideas, and on their basis expand and refine the task and, after the break, re-transmit them to the group of idea generators.
5. Session is repeated cyclically until an acceptable result is achieved. A group of six people can put forward up to 150 ideas in a shuttle assault process within 30 minutes.
3. МОЗГОВОЙ ШТУРМ «ГЕНЕРАЦИЯ ВОПРОСОВ».
Эта техника мозгового штурма состоит в генерировании вопросов, связанных с проблемой и в приостановке попыток представления немедленных ответов и краткосрочных решений.
После того как множество вопросов формируется список, они могут быть ранжированы с целью достижения наилучшего решения. Процесс оценки идей является критическим.
Основные этапы:
1. Ведущий представляет тему мозгового штурма.
2. Группа задает множество вопросов на эту тему. Это делается в свободной манере, без мыслей о возможных ответах. Все вопросы записываются.
4. Участники рассматривают и ранжируют все заданные вопросы.
5. Группа проводит мозговой штурм, генерируя ответы на вопросы, с целью достижения наилучшего решения.
Преимущества.
Этот метод стимулирует творчество и способствует участию в нем всех членов группы, так как отсутствует необходимость искать ответы на вопросы.
Ответы на вопросы, служат основой для построения будущих планов действий.
Вопросы, которые возникают при проведении данного мозгового штурма часто приводят к решениям, которые заметно отличаются от заурядных.
4. BRAINSTRACE WITH STOP END-GOU STOPPING.
Brainstorming is divided into stages. Ideas are generated within three to five minutes, and then the group remains silent for three to five minutes. This allows participants to gather their thoughts and focus on ideas that have been put forward so far. After this, ideas are re-generated for an additional three to five minutes.
a) Pauses during the brainstorming process (Michael S. Slocum). The flow of creating ideas involves several stages: First stage: Many simple ideas. First pause Ideas are completed and combined. Second pause Selection of deeper ideas. Third pause. Ideas are exhausted.
5. МЕТОД ГОРДОНА (ТЕХНИКА ПОСЛЕДОВАТЕЛЬНОГО РАСКРЫТИЯ)
Этот метод был предложен Уильямом Гордоном, когда он в 1950-х годах работал для Arthur D. Little Invention Design Unit. (Назван А. Ванганди - Гордон-Литл-метод, 1981).
Гордон замети, что участники мозгового штурма часто ищут идеальное или очевидное решение и их быстрое нахождение приостанавливает реальный творческий процесс. Он предложил процедуру, которая помогала избежать быстрого нахождения решения проблемы, тенденциозности процесса генерирования идей и его преждевременного прекращения.
Метод предполагает, что участники изначально не должны знать, в чем состоит реальная проблема.
The problem initially appears to be extremely broad, generalized and theoretical, and more specific details and details are revealed gradually, step by step.
So the leader initially determines the underlying concept of the problem or the underlying principle and gradually reveals more and more information related to it.
The main stages:
1. At the initial stage, the leader describes the situation in the most general terms and presents the problem in a very abstract and theoretical form, which allows participants to think about it more openly.
2. The leader will ask participants to suggest ideas for solving the problem presented in an abstract form.
3. The leader gradually introduces key pieces of information related to the problem.
4. The leader and the participants will gradually reformulate the problem at a less abstract level.
5. The leader presents the initial task to the group.
6. The group uses previously created ideas as incentives and triggers to find a practical solution to the original problem.
6. МОЗГОВОЙ ШТУРМ РОУЛИНСОНА (Дж. Г. Роулинсон, 1970).
В этом методе групповое взаимодействие не имеет особого значения. Его проведение особенно эффективно в неподготовленных группах, в которых взаимодействие между членами группы ослаблено, а все мысли участников направлены на фасилитатора и секретаря.
Основные этапы:
1. Обладатель проблемы просто представляет ее участникам, а также сообщает о идеальной ситуации к которой он стремится.
2. Затем он сообщает о своем пути решения проблемы, трудностях с которыми он столкнулся, также о желаемом идеальном решении .
3. Другие члены группы представляют свои решения непосредственно фасилитатору в коротких фразах из двух слов.
4. Фасилитатор сосредотачивается на тех идеях, которые он считает наиболее полезным и дает им новую интерпретацию.
7. КАЛЕЙДОСКОПИЧЕСКИЙ МОЗГОВОЙ ШТУРМ (KBS), (Тихий мозговой штурм) или «Конференция множественных интеллектов» (MMC) (д-р. Мурти)
Это новый подход к мозговому штурму, в том числе и к различным вариантам его использования.
В качестве инструментов Калейдоскопического мозгового штурма эффективно используются различные степени и режимы молчания и общения.
Основные этапы:
1. Первоначальное генерирование идей
Сессия проводится в обычном режиме, в котором участники высказывают свои идеи по кругу или случайным образом в выделенное для этого время. Фасилитатор может использовать для этой сессии. любой формат обычного мозгового штурма. Наиболее эффективным будет формат удобный как для фасилитатора так и для участников.
2.Тихий мозговой штурм.
2.1. Этап тихого мозгового штурма требует от всех членов команды перестать говорить и думать о идеях.
2.2. Каждый участник мозгового штурма записывает свои идеи.
2.3. Участники должны предположить какие идеи выдвигают и записывают другие участники. В идеале участники должны угадать какие идеи выдвигают все участники.
Все члены группы поощряются к проникновению в сознание других участников, к сопереживанию, к умению "поставить себя на место другого" - как к методу интуитивного и предельно точного предположения.
3. Презентация идей мозгового штурма
На этом этапе каждый из участников зачитывает свои собственные идеи, а также свои лучшие догадки идей других участников. Во время этой презентации, другие просто слушают участника. В свою очередь каждый участник дает аналогичные презентации.
4. Обсуждение идей мозгового штурма
Presentations are accompanied by a detailed discussion. Participants can discuss why and how they guessed the ideas of others. Each participant can also comment on the assumptions of other participants, confirm and refine them. In this sense, this activity helps to open the deepest areas of consciousness, which, in turn, contributes to a better understanding of relationships, relationships, teamwork and cooperation.
5. Further alternation of "quiet" and "speaking" sessions - a kaleidoscopic effect.
В дальнейшем повторяются «тихие» сессии с целью увеличения глубины и сложности мыслительного процесса участников. В частности участники должны думать и предполагать, как другие участники думают о идеях других. Это опять-таки делается молча, вместе. Сознания участников действуют как зеркала, создающие множественные отражения друг от друга, как несколько маленьких стеклышек внутри калейдоскопа создающих прекрасные паттерны и узоры.
8. МЕТОД «ДЕРЗКИХ ИДЕЙ»
Основное назначение этого метода заключается в выявлении революционных идей улучшения процесса, продукта или услуги.
Эта техника стимулирует участников проводить мозговой штурм «out-of-the box» , с целью генерации действительно возмутительных и диких идей.
Лидер может приостановить нормальный ход сессии и попросить членов группы просто записать фантастические или сказочные идеи решения проблемы. Далее, различные предложения собираются и записываются на флип-чарте. Каждая фантастическая идея подвергается процедуре мозгового штурма, пока не переводится в реалистическое решение.
Дикие идеи сами по себе не являются продуктивными, но они могут стимулировать других к нахождению более практических идей.
Основные этапы:
1. Ведущий знакомит с правилами этого вида мозгового штурма и приводит несколько диким и фантастических идей решения поставленной задачи.
2. Участники генерировать другие дикие, безумные идеи или используют другие как стимулы.
3. Ведущий не позволяют участникам вернуться к обычной генерации идей, записывает идеи и составляет окончательный список идей.
9. ИНДИВИДУАЛЬНЫЙ МОЗГОВОЙ ШТУРМ
Индивидуальныый мозговой штурм проводится самостоятельно.
Наиболее распространенными методами выполнения индивидуального мозгового штурма является
Он обычно включает в себя такие методы, как «свободное письмо», «свободное говорение», свободные словесные ассоциации и мозговая паутина, которая является визуальной техникой составления диаграмм мыслей.
Индивидуальный мозговой штурм, в некоторых случаях является более эффективным, чем традиционный мозговой штурм.
10. БРЕЙНРАЙТИНГ (Письменный мозговой штурм).
Брейрайтинг был изначально популяризован в Германии и в 70-х развит Артуром Ванганди
Мозговой штурм осуществляется путем свободного записывания своих идей по заданной теме. Каждый человек записывает свои идеи на карточках, самоклеющихся листках или бумаге.
В этой технике связанные идеи просто заносятся в список. При этом каждый участник должен стараться двигаться в направлении главной темы, центрируя по смыслу слова, фразы, детали, примерами и мысли. Кроме того, разрешается углублять и развивать любые интересные моменты.
Существуют два основных типа брейнрайтинга:
1. Индивидуальное свободное письмо. Записывание идей в группе, которые не используются совместно с другими членами группы при генерации идей.
2. Брейнрайтинг с взаимодействием идей, которые становятся общими и используются для дополнительной стимуляции.
11. INDIVIDUAL BRAINRATING.
Participants write down their ideas in a secluded, quiet place, and later share them with others.
In this regard, this method is also called combined brainwashing, when, after an individual free letter, each participant reads his ideas and they are discussed by the group.
An example of brainwriting is a method where a group of people (which is in the same room or connected via a computer) records their ideas in cards or posts. At the end of a certain period of time (10-15 minutes), ideas are collected, organized into groups, and evaluated.
Main steps:
1. Participants write their answers to a question that is related to the purpose of brainstorming. They can not write until the timer light goes out. (5-10 minutes for a free letter)
2. Then they read and analyze the content of the written and highlight any ideas that they find unique or interesting.
3. Each brainstorming participant reads his notes to the group and notes what other participants find unique or interesting.
4. Choosing a concept for further development (can be done alone or as part of a group).
Unlike Brainwriting, Free Writing involves writing sentences in the form of paragraphs of everything that comes to mind. This method is also called the “written free flow of consciousness” in which a person writes continuously for a certain period of time without regard to spelling, grammar, or topic.
The result of the written is considered as raw material, often unsuitable material that helps writers to overcome the barriers of apathy and self-criticism. The technique includes continuous recording, usually for a certain period of time (often five, ten or fifteen minutes).
The advantage of this method is that you release your inner critic and allow yourself to write things that you could not have consciously written.
In turn, free writing is different from automatic writing or psychography. Spiritual automatic writing is carried out outside the conscious thoughts of the writer. In some cases, this is done by people in the intended state of trance, when they are not aware of and do not assume what will eventually be written.
The main difference between individual brainwashing and other brainstorming methods is that individual brainwriting, as a rule, does not allow generating a diverse number of ideas. Instead, it provides a large number on one particular topic.
Variation. WRITE A LIST OF 101 IDEAS. Open a text editor and write a long list of at least 101 ideas to solve your situation. Release yourself and write everything that comes to mind, without limiting yourself. Do not stop until you have 101 ideas.
Ii. GROUP METHODS OF BRAIN STORM
1. GROUP BRANDRATING
In this version, new ideas interact and share with others for additional stimulation. It is used for groups who prefer to discuss writing ideas.
Main steps:
1. Each participant writes a problem at the top of a piece of paper.
2. Participants write down ideas on their own sheet of paper (You can use specially lined sheets).
3. After 10 minutes, the sheets are transferred to the neighbor, who adds new ideas, using existing ideas as incentives and triggers for their own ideas. A participant who receives a sheet of paper can perform one of five actions:
• Each person adds another idea.
• Each person adds a series of ideas (usually four or five).
• Each person adds as many ideas as he wants.
• Each person adds comments.
• Each person modifies the ideas of others.
Sheets are passed in a circle until they are completely filled. You can then add a few more sheets or stop when the page is full.
4. At the end of a fixed period of time, ideas are collected, organized into groups, and evaluated.
Benefits.
• Applying this method is useful when participants solve their own problems.
• The method is effective in groups, participants who are somewhat restrained and are unlikely to offer a lot of ideas in open discussion.
• The method works well with large groups - there are no real restrictions on the size of the group.
• This method can speed up the decision process because everyone offers ideas all the time.
• The advantage of the method is that all ideas are written down on paper and can be easily read and used to put forward new ideas.
2. BRAINRATING WITH A GENERAL FUND. (Brainwriting Pool).
This brainstorming option was developed at the Battelle Institute, Frankfurt, Germany. Brainwriting with a general fund is a method of generating ideas, in which new ideas are stimulated by written on paper, rather than spoken out loud ideas of participants.
The lack of verbal interaction in this method prevents the negative consequences that often accompany group discussions and reinforces it with the fact of anonymity.
Main steps:
1. A leader presents a problem to a group or records it on a large sheet of paper.
2. Participants silently record their ideas on cards or on sheets of paper.
3. Each participant puts a card with the idea in the center of the table (pool), taking in return the card that the other participant put there.
4. Everyone gets one or more cards with ideas. After reading them, he creates new ideas and writes them on cards. Team members can create new ideas, modify or supplement existing ideas. Cards are again returned to the general fund and exchanged for cards of others.
5. This process continues for about 30 minutes. At the end of this time, all ideas are posted on a flip chart for later evaluation.
3. METHOD OF THE GALLERY.
The Gallery Method is a technique developed by the Battelle Institute and improved by A. VanGandi, 1981 and others.
In this method, participants move past the idea (as in an art gallery), and not ideas move past participants. The room has several flip charts with sheets of paper on which participants write down their ideas. Participants walk around the room and read the ideas of other participants and come up with other related ideas that they add to the list. A distinctive feature of the Gallery method is that members of the group have the right to move during the break (incubation period).
Cards or sheets of paper with ideas written on them can also be used for viewing on the flip charts. This leads to the birth of new or completion of ideas already posted.
The main stages:
1. Flip charts with sheets of paper, on which the problem is written in large letters, are placed in different places of the room, (group size is 5-7 people). The issue should be discussed by the participants in order to clarify it.
2. Group members silently write down ideas on sheets of paper (they can be written on sheets or cards and attached on flip charts). Entries should be large, clear and concise in order for participants to read their content easily.
3. After 20-30 minutes of work, a break is taken and the participants are given 15 minutes to read ideas on other flip charts and make their notes.
4. Participants return to their flip charts, and continue to generate their own ideas or improve the ideas of others.
5. When ideas run low, you must repeat steps 3 and 4, or the idea of a generating phase is close.
6. After completing the process of creating ideas, all ideas are combined, sorted and classified.
7. The group studies the ideas and selects those that are worthy of further consideration or implementation.
The disadvantages of this method are that the movement of participants may distract attention, it is deprived of anonymity, and there is a risk of competition between participants during a break and viewing.
3.1. BRAIN STORM WITH POSTAMS. The whole group is divided into small groups of three to five participants (at least three small groups are created).
Each small group creates and records their ideas on separate sticky notes. After a predetermined time, the complete group gets together and places all the sheets on the flip charts or the wall. All ideas are grouped by category, topic, or similarity. The best ideas are selected from each category and come together.
3.2. DEMONSTRATION BRAIN STORM. The whole group is divided into small groups. Each group creates ideas and places them on its flip chart. After a specified time, the groups select the best idea and place them on their flip chart.
Then the groups go over to other flip charts and weigh the pros and cons of each best idea. After passing through all the demonstration boards, the whole group is once again fully assembled and selects the best idea or ideas.
3.3. BRAINVOLKING (BRAIN MOVEMENT IN MOTION). The brainwashing method is similar to brarayting, but in this case, participants write their ideas on large sheets of paper placed on the wall.
Each sheet of paper has a topic related to the main problem, and participants can walk and add comments on the sheets.
This method is well suited for mobile and energetic participants who do not want to spend the entire session sitting in one place.
4. 6-3-5 BRAINRATING (6-3-5 method, method 635) - is a group method of creativity, originally developed by Bernd Rohrbach (1968).
The name of brainwriting 6-3-5 comes from the brainstorming process scheme, which includes a group of 6 participants who must write down 3 ideas on separate cards every 5 minutes. Participants are encouraged to use the ideas of other members of the group to inspire and stimulate the creative process. After 6 rounds in 30 minutes, group members create a total of up to 108 ideas.
Main steps:
1. Each participant receives an empty “6-3-5 form”.
2. Everyone writes a problem definition at the top of their worksheet.
3. Each participant for 5 minutes writes down three ideas for solving the problem in the top row of the sheet.
4. After 5 minutes, participants transfer their lists of ideas to the participant on the left (or right).
5. Participants read all the ideas conveyed to them, develop them, or add three more ideas.
6. This process continues until each participant receives back his own form.
7. At the final stage, all ideas are grouped and registered.
Benefits. This is an easy procedure for sharing knowledge, creating new ideas based on previous ones. The method removes internal and external barriers and makes each participant an active participant in the process.
Disadvantages. As in ordinary brainstorming, the number of ideas does not always guarantee their quality.
5. GAME BRAIN STORM
This method can be conducted in the form of a game-competition. At the same time, in this game, the atmosphere of fun prevails over the competitive spirit, and the facilitator ensures that there can be no losers in it.
Main steps:
1. The presenter visually represents the problem and explains that the winner of the game will be the one who comes up with more unexpected solutions.
2. The mediator sends each member of the group a certain number of empty cards.
3. The participants try to come up with absolutely implausible solutions and write them on each card separately.
4. Cards are then placed on a display board. Participants are given 15 minutes to silently read all the decisions and vote for the most incredible ideas. Each member of the group has two voices (for example, two sticky stars).
5. Then everyone gets together and together select the best ideas.
Benefits. The format of the game can be especially useful in training programs. Very few skills are needed for this simplified procedure.
Disadvantages. The game may take more time than some other brainwashing methods.
6. BRAINSTRACT WITH RESTRICTIONS is a version of the standard “Brainwriting pool”. Participants create a system of ideas is not free, but submitting to a predetermined direction. The process of generating ideas is organized in advance prepared and specially lined sheets of paper.
Main steps:
1. The leader initiates the process by placing several prepared sheets of paper in a common fund located in the center of the table.
2. Each group member takes a sheet and silently fills it with his own ideas.
3. When a participant's ideas dry up or when he wants to receive stimulation from reading other people's ideas, he puts his list back to the center of the table and takes one of those that was returned by other members of the group. After reviewing this new list, everyone creates and adds new ideas.
4. The participant repeats this procedure until all ideas have been exhausted. No discussion at any stage is allowed.
Different levels of restriction
1. Brainstorming with tips: For a mild restriction, the prepared sheets and individual areas are simply titled (for example, SWOT).
2. Structured Brainwriting: With a stricter limitation, each of the pre-prepared sheets for a specific question or topic are titled. Participants must submit ideas to the forms, only relevant to the topic, which is given in the title.
7. CIRCULAR BRAIN STORM AND ROUND TABLE METHOD
Spencer Kagan (1992) popularized the use of the terms Roundrobin (to denote a verbal alternate strategy) and the Round Table (referring to a written alternate strategy).
This method involves the prioritization of answers that are given in a circle, on the principle of "one answer at a time." This method, giving everyone equal chances to make their own contribution, ensures the active involvement of each participant in the process, encourages more restrained team members and limits the activity of more dominant participants.
7.1. ROUND BRAIN STORM (Roundrobin) (verbal version)
The Round-Brainstorming Method is a modification of the classic brainstorming and consists in that the facilitator asks the participants in turn and in a circle to express their ideas, which are then recorded on a flip chart. Instead of the participants simply shout out their ideas at random, each of them in turn makes his contribution. This process continues, and ideas are recorded until all the participants in a circle have expressed their ideas. This procedure is repeated several times until the ideas run out or a certain period of time ends.
7.2. ROUND TABLE METHOD (WRITTEN VERSION)
a) Version "One sheet of paper"
Main steps:
1. Take one sheet of paper to be used by the whole group. Listen to the question.
2. Write your answer on the sheet by saying it out loud.
3. Pass the sheet to the teammate on the left.
4. Listen to the answers that will be pronounced and recorded by teammates.
5. When the sheet of paper comes to you next, write down and say your additional answer, which has not yet been mentioned.
6. Listen to the additional responses of your teammates.
7. Continue submitting answers, one at a time, until time is up.
b) Version of "stack of cards"
Main steps:
1. Participants receive a stack of cards.
2. Each participant silently takes a card and writes down one idea. Then he passes the card to his neighbor on the right.
3. This participant reads the idea on the card and uses it to create a new idea.
4. After that, he turns the first card over and puts it on the stack and hands it over with a new idea on the right.
5. The process of writing new ideas and transferring them to the neighbor on the right continues for a set period of time, usually ten minutes.
6. In the end, the presenter collects all the cards. Each idea is read aloud, the cards themselves are placed and grouped on a board or on a wall, and duplicates are discarded.
c) Small group version
1. Divide the whole group into small groups (one group at each table)
2. Define a theme for each table (A, B, C, D, ...)
3. Provide each table with a flip chart with a piece of paper on which participants will write down their ideas.
4. After 2-3 minutes, the topics (along with the sheets of paper) are transferred to the participants of the next table and the process begins again.
5. Continue until all groups speak on all topics.
6. View completed flipcharts with a group.
d) Version with fixed sequence.
This is the advancement of ideas in turn or in a circle, which continues throughout the session. In this technique, the facilitator, following the established order, takes turns asking the opinion of all members of the group. Each participant presents any ideas that are recorded. If the participant has no idea at the moment, he simply says: “Pass” and the line goes to the next participant.
8. GROUP EXCHANGE METHOD
When performing this technique, participants are placed in a circle or at a table, and offer their ideas at a fast pace. This way of expressing ideas does not allow participants to think long and persistently about ideas, as may be the case with voluntary responses.
8.1. Version "One idea on one piece."
Main steps:
1. Each participant of a group sitting in a circle writes down one idea on a sheet of paper, and then passes the sheet clockwise to the next participant who adds his own thoughts to it.
2. Если участник не имеет идей, он должен сказать "пас" и сохранить динамическое протекание сессии, поскольку ее главная цель заключается в минимизации излишнего критического анализа.
3. Данная процедура повторяется, пока каждый из участников не получит лист со своей первоначальной идеей обратно.
8.2. Версия «Много идей на одном листе»
Лист бумаги передается каждому из присутствующих членов группы. Участники продолжают вносить дополнительные идеи в письменном виде на листе бумаги каждый раз, когда они его получают.
Основные этапы:
1. Участник записывает свои идеи или соображения на одном листе бумаги.
2. Документ передается соседe по часовой стрелке.
3. После того как все внесли свои идеи, все они собираются вместе и группа разрабатывает более широкое решение
8.3. Метод «Книга идей»
В этом методе для сбора идей используется книга. На первой странице книги дается описание проблемы.
Основные этапы:
1. Первый участник записывает все свои идеи в книгу, а затем передают следующему участнику. Возможно использование списка рассылки.
2. Второй участник может записать свои новые идеи или добавить комментарии к идеям предыдущих участников.
3. Эта процедура продолжается, пока не заполнятся все страницы книги или исчерпывается список рассылки.
4. Лидер зачитывает, а участники обсуждают все идеи, которые вошли в книгу.
Этот метод занимает больше времени, но позволяет выдвигать оригинальные мысли, так как у участников есть время для глубоко размышления о проблеме.
9. МЕТОД НОМИНАЛЬНЫХ ГРУПП (А. Л. Дельбек, Э. Г. Ван де Вен, 1971)
Этот метод был разработан А. Л. Дельбеком, Э. Г. Ван де Веном (1971)
и был применен в программах обучения для взрослых К.Р. Ведросом.
Структура метода разработаная на основе мозгового штурма и Брейнрайтинга включает:
а) 10 участников и опытного фасилитаттора.
б) 3-4 группы до 10 человек, с представителем каждой группы и одного общего фасилитатора.
Основополагающие принципы:
1. Номинальная группа состоит из нескольких человек, которые готовы работать в команде созданной для решения проблемы.
2. Этот метод предоставляет всем участникам равные права в этом процессе.
Вклад всех участников поощряется и идея каждого человека принимается вне зависимости, уникальная или нет.
3. В данном методе сбор идей обеспечивается определенным уровнем анонимности.
4. Метод используется для создания список ранжированных идей.
Основными характеристики метода являются:
1. Молчаливая генерация идей в письменной форме.
2. Обратная связь между членами группы в формате круглого стола с последующей краткой записью каждой идеи на флип-чарт.
3. Обсуждение каждой записанной идеи для уточнения и оценки.
4. Индивидуальное голосование и выбор приоритетных идей группового решения обеспечивается математическими процедурами ранжирования или рейтингования.
Данный метод реализовывается с помощью различных процедур, однако его классическая форма включает следующие этапы.
Основные этапы:
1. Участникам предлагается анонимно записать свои идеи (10 минут).
2. Формат круглого стола , позволяет каждому участнику по очереди, зачитывать одну идею, которую фасилитатор, сохраняя последовательную нумерацию записывает на флип-чарте для всеобщего обозрения. Эта процедура повторяется до тех пор, пока все
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Часть 1 Methods of creativity (methods of creativity)
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Creative methods
Terms: Creative methods