Creativity and Creative Problem Solving

Innovation - 1 © Minder Chen, 2013

Creativity and Creative Problem SolvingMinder Chen

Professor of MISCalifornia State University Channel Islands

[email protected]

mailto:[email protected]


Creativity and Innovation

• Creativity is simply the production of novel, appropriate ideas in any realm of human activity, from science, to the arts, to education, to business, to everyday life.

• The ideas must be novel—different from what's been done before—but they can't be simply bizarre; they must be appropriate to the problem or opportunity presented.

• Creativity is the first step in innovation, which is the successful implementation of those novel, appropriate ideas.


Exercise

• Brainstorm creativity and innovation in various areas (science, business)

• They can be discoveries, inventions, or innovations.


The Secret Formula for Creativity

• What Makes the Soup So Good?


Source: Teresa Amabile, Growing Up Creative: Nurturing a Lifetime of Creativity, 1989.


Three Components of Creativity

Source: (link)

Managers influence these components (particularly motivation) through workplace practices and conditions.

Source: Teresa Amabile, "How to Kill Activity," Harvard Business Review, Sep/Oct, 1998, Vol. 76 Issue 5, pp. 76-87.

• Upend the status quo

• Persevere through dry spells (incubation)

• Passion• Interest

http://ciozen.wordpress.com/2012/02/20/the-elements-of-a-creative-culture/


Motivations for Creativity

• Intrinsic motivation: the motivation to work on something because it is interesting, involving, exciting, satisfying, or personally challenging.

• Extrinsic motivation: Expected evaluation, surveillance, competition with peers, dictates from superiors, or the promise of rewards.

• Intrinsic Motivation Principle of Creativity: There is abundant evidence that people will be most creative when they are primarily intrinsically motivated, rather than extrinsically motivated.


Creative Thinking

Creative thinking depends to some extent on personality characteristics related to •Independence

•Self-discipline

•Orientation toward risk-taking

•Tolerance for ambiguity

•Perseverance in the face of frustration, and

•A relative lack of concern for social approval

Innovation - 9 © Minder Chen, 2013(http://macedefence.files.wordpress.com/2011/05/three-components-of-creativity.png )

http://macedefence.files.wordpress.com/2011/05/three-components-of-creativity.png


Compassion and Hard Working

• The novelist John Irving, in explaining his motivation to write for up to 14 hours in a single day, said, "The unspoken factor is love. The reason I can work so hard at my writing is that it's not work for me."


Managing Creativity

• Teresa Amabile’s research has identified six general categories of managerial practice that affect creativity:

– Challenge

– Freedom

– Resources

– Work-Group Features

– Supervisory Encouragement

– Organizational Support.


Creativity vs. Productivity

• Creativity is undermined unintentionally every day in work environments that were established – for entirely good reasons – to maximize business imperatives such as co-ordination, productivity, and control.


Fresh Eyes: Beginner’s Mind

We shall not cease from explorationAnd the end of all our exploring Will be to arrive where we started And know the place for the first time.

– TS Eliot’s poem “Little Gidding”

•“You should never cease from exploration, and at the end of all exploring you arrive where you started and know the place for the very first time.”

– Satya Nadella, Microsoft CEO, March 28, 2014 announcing Office for iPad

Innovation - 14 © Minder Chen, 2013http://www.hbs.edu/faculty/Publication%20Files/12-096.pdf


Impact of a Changing World in the 21st Century

• “The formulation of the problem is often more essential than the solution.” - Einstein

• Knowledge has become a free commodity --growing exponentially, changing constantly – From scrolls to tablets to books to the internet

• As a result, all students need new skills for

continuous learning, careers, and citizenship

• “Digital natives” are differently motivated to

learn than digital immigrants


Try and Error

“Creativity is allowingyourself to make mistakes.

Art is knowingwhich ones to keep.”

- Scott Adams


Ideas and Creativity

• “Ideas are cheap.”

• Ideas aren’t cheap at all—they’re free.– Tina Seeling

• “The best way to predict the future is to invent it.” – Alan Kay

• We are all inventors of our own future. And creativity is at the heart of invention. – Tina Seeling


Knowing vs. Doing

• So What? Now What?

• The World No Longer Cares What You Know . . .

• The World Cares What You Can Do With What You Know:– Do you have the skill?

– Do you have the will?

http://www.tonywagner.com/wp-content/uploads/creating-innovators-2-12.pdf



The Seven Survival Skills

1. Critical Thinking and Problem-Solving

2. Collaboration Across Networks and Leading by Influence

3. Agility and Adaptability

4. Initiative and Entrepreneurialism

5. Effective Oral and Written Communication

6. Accessing and Analyzing Information

7. Curiosity and Imagination


Creating Innovators

• Play to Passion to Purpose = Perseverance• The resilience and self-confidence that comes from surviving

“failure”

The Culture of Schooling The Culture of Innovation

Individual Achievement CollaborationSpecialization Problem-based,

MultidisciplinaryLearning

Risk Avoidance Trial and ErrorConsuming Creating

Extrinsic Motivation Intrinsic Motivation

http://www.tonywagner.com/wp-content/uploads/creating-innovators-2-12.pdfhttp://www.tonywagner.com/wp-content/uploads/calling-all-innovators-ed-leadership-4-12.pdf


http://www.tonywagner.com/wp-content/uploads/calling-all-innovators-ed-leadership-4-12.pdf


5 “Habits of Mind”: Learning to Ask The Right Questions• Weighing Evidence

– How do we know what’s true and false? What is the evidence, and is it credible?

• Awareness of Varying Viewpoints– What viewpoint are we hearing? Who is the author, and what are his

or her intentions? How might it look to someone with a different history?

• Seeing Connections/Cause & Effect– Is there a pattern? How are things connected? Where have we seen

this before?

• Speculating on Possibilities/Conjecture– What if? Supposing that? Can we imagine alternatives?

• Assessing Value—Both Socially and Personally– What difference does it make? Who cares? So what?

From www.missionhillschool.org

http://www.missionhillschool.org/


Trial and Error

• "I begin with an idea, and then it becomes something else."

- Pablo Picasso

• “Fail often to succeed sooner.”

- IDEO

• “There is no failure here, just iteration.”

http://www.ideo.com/images/uploads/news/pdfs/hemispheres_1.pdf

http://www.ideo.com/images/uploads/news/pdfs/hemispheres_1.pdf


Creativity and Performance

In procedural work, the best are 2x better than the average.

In creative/inventive work, the best are 10x better than the average, so huge premium on creating effective teams of the best

23

Why are we so insistent on high performance?

Source: NetFlix Culture (link)

http://www.slideshare.net/stevenpappas3/netflix-organizational-culture


7 Recurring Patterns in the Innovations

• The Adjacent Possible

• Liquid Networks

• The Slow Hunch

• Serendipity

• Error

• Exaptation

• Platforms• Steven Johnson, Where Good Ideas Come From,


Jordan’s 4 CORE Concepts for Creativity

Source: Aha! 10 Ways to Free Your Creative Spirit and Find Your Great Ideas by Jordan Ayan

http://www.amazon.com/s/ref=ntt_athr_dp_sr_1?ie=UTF8&field-author=Jordan+Ayan&search-alias=books&text=Jordan+Ayan&sort=relevancerank


Bloom’s Learning Taxonomy

1. Creating - designing, constructing, planning, producing, inventing, devising, making

2. Evaluating - Checking, hypothesizing, critiquing, Experimenting, judging, testing, Detecting, Monitoring

3. Analyzing - Comparing, organizing, deconstructing, Attributing, outlining, finding, structuring, integrating

4. Applying - Implementing, carrying out, using, executing

5. Understanding - Interpreting, Summarizing, inferring, paraphrasing, classifying, comparing, explaining, exemplifying

6. Remembering - Recognizing, listing, describing, identifying, retrieving, naming, locating, finding

Lower Order Thinking Skills (LOTS)

Higher Order Thinking Skills (HOTS)

Source: http://edorigami.wikispaces.com/Bloom%27s+-+Introduction

http://edorigami.wikispaces.com/Bloom%27s+-+Introduction


Teresa M Amabile, "Motivating creativity in organizations: On doing what you love and loving what you do" California Management Review, Fall 1997. (link)

Motivating Creativity in Organizations

http://creativity-research.wikispaces.com/file/view/Motivating+creativity+in+organizations_Amabile.pdf

Innovation - 28 © Minder Chen, 2013http://www.creativityatwork.com/creativity-workshops-for-business/

Innovation - 29 © Minder Chen, 2013 Source: (link)

http://ciozen.files.wordpress.com/2012/02/creative-culture-blueprint1.png


Reigniting Creativity in Business

• Alan Iny: Reigniting Creativity in Business (video)

• https://www.youtube.com/watch?v=EJ1eRGiBo_4

https://www.youtube.com/watch?v=EJ1eRGiBo_4


Kids are taught to learn by understanding “the one right answer” they need to find, and what they need to do to find it. (On tests of how kids do at brainstorming ideas, 98% of three-year-olds register as “creative geniuses.” By the time they are 25? Only 2%).

http://www.fastcoexist.com/3018877/can-playing-with-legos-make-you-more-creative

Check this out http://seriousplay.com/19483/HOW%20TO%20GET%20IT

What Happen to Our Creativity?


http://seriousplay.com/19483/HOW%20TO%20GET%20IT


Culture of CreativityThe creative mindset is supported when there are stimulating environments and resources (having), when there is a lot of inspirational activity and the engaging support of peers and mentors (doing), when there is an ethos which supports the passions of makers (being), and where there is a solid body of expertise and knowledge, and support for learning (knowing).

1. Can Playing With Lego Make You More Creative? (link) watch the video in this posting2. Lego Foundation on Creativity (link) 3. REPORT: Click here to access our latest report, Cultures of Creativity

A model of culture (adapted from Sørensen et al., 2010)


http://www.legofoundation.com/en-us/research-and-learning/research-and-learning/

http://www.legofoundation.com/en-us/research-and-learning/foundation-research/cultures-of-creativity/




Four Essential Dimensions of Culture

• HAVING is about the resources which a culture presents us with, including artifacts, materials, tools, media, and environments.

• DOING is about the activities, relationships and practices which bring a culture to life.

• BEING is about the identities of individuals and groups, and their shared traditions, habits and states of mind.

• KNOWING is about the culture’s ways of making sense of things.


Four Key Processes

• PLAYING — which connects being (identity and selfhood) with doing (creative action)

• MAKING — which connects doing (creative action) with having (available materials)

• SHARING — which connects having (things to share) with knowing (knowledge and experience)

• THINKING — which connects knowing (knowledge and experience) with being (identity and selfhood)


“Vision is not only a founding idea but necessarily the resolution to ensure its realization”

- Jonathan Ive, Apple Computer Inc.

“The ability to use foresight in order to make wise, insightful and imaginative choices is one of the most powerful capabilities of organizations in a global economy. Present actions are guided by our interpretation of the past , and by our anticipation of, or aspiration for, the future.”

– Source: Peter McGrory, Aalto University


Weak Signal: Subtle Sign


Trends

Source: Nokia Consumer trends research/07-06-2004/Elise Levanto



Aim to Innovate: maximize your creativity at work

• Become an expert.

• Observe.

• Know your audience.

• Step out of your comfort zone.

• Be willing to work alone.

• Talk to outsiders about your work.

• Have fun.

• Take a nap or let your mind wander.

• Take a break.

• Challenge yourself. Evangelia G. Chrysikou, "Your Creative Brain at Work,"Scientific American Mind, Vol. 23, 24 - 31 (2012) (pdf version, link)

http://eds.b.ebscohost.com.mutex.gmu.edu/ehost/detail?vid=4&sid=46e21e39-ae37-433a-96be-3e79cfcd2468@sessionmgr110&hid=109&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ==


Source:Link

http://www.nature.com/scientificamericanmind/journal/v23/n3/box/scientificamericanmind0712-24_BX2.html

Innovation - 41 © Minder Chen, 2013http://www.nature.com/scientificamericanmind/journal/v23/n3/box/scientificamericanmind0712-24_BX1.html

http://www.nature.com/scientificamericanmind/journal/v23/n3/box/scientificamericanmind0712-24_BX1.html


Breaking the Rules• Innovation matters in an enormous variety of

professions. It elevates the careers of chefs, university presidents, psychotherapists, police detectives, journalists, teachers, engineers, architects, attorneys and surgeons, among other professionals.

• Although creativity was long considered a gift of a select minority, psychologists have now revealed its seeds in mental processes, such as decision making, language and memory, that all of us possess.

• Techniques for boosting creative potential may involve breaking down established ways of viewing the world or invoking unconscious thought processes.

http://www.nature.com/scientificamericanmind/journal/v23/n3/full/scientificamericanmind0712-24.html


Where Good Ideas Come From• Innovations don’t come from individuals working

alone.

• Innovations come from an environment that fosters the cross pollination of hunches and small innovations.

• Innovations come from a community of thinkers and doers in close proximity to each others thinking.

• We are often better served by connecting ideas than we are by protecting them.

• Chance favors the connected mind– Steven Johnson, Where Good Ideas Come From

https://www.youtube.com/watch?v=NugRZGDbPFU based on his book

Ted Talk video

https://www.youtube.com/watch?v=NugRZGDbPFU

http://www.ted.com/talks/steven_johnson_where_good_ideas_come_from


Encouraging Serendipity: the Chance Route to Innovation

• Take a break

• Stop searching in the obvious place:

• Chance encounters

• Expand your mind

• Variety is the spice of life

– Source: Link

http://brandgenetics.com/encouraging-serendipity-the-chance-route-to-innovation/


Creativity• Seeing What No One Else Is Seeing

• Knowing How to See Strategy

• Making Your Thought Visible

• Thinking What No One Else Is Thinking

• Thinking Fluently

• Making Novel Combinations

• Connecting the Unconnected

• Looking at the Other Side

• Looking in Other Worlds

• Finding What You’re Not Looking For

• Awakening the Collaborative Spirit

Cracking Creativity: The Secrets of Creative Genius By Michael Michalko


Making Novel Combination

•六爻相雜，唯其時物也。•道有變動，故曰爻；爻有等，故曰物；物相雜，故曰文；文不當，故吉凶生焉。


Steps to a Creative Mind-set• Wonderment. Try to retain a spirit of discovery,

a childlike curiosity about the world. And question understandings that others consider obvious.

• Motivation. As soon as a spark of interest arises in something, follow it.

• Intellectual courage. Strive to think outside accepted principles and habitual perspectives such as “We’ve always done it that way.”

• Relaxation. Take the time to daydream and ponder, because that is often when the best ideas arise. Look for ways to relax and consciously put them into practice.

(link)

http://www.jb-schnittstelle.de/wer/ulrich_kraft/Unleashing%20creativity.pdf



• All of us can call up originality from within our minds through training and encouragement.

• Schools place overwhelming emphasis on solving problems correctly, not creatively.

• Afflicted people lose regard for social norms, yet this lack of inhibition allows artistry to bloom.



Innovation Arithmetic

• Build up the pipeline

• Quantity matters


Seven Innovation Myths

1. Innovation is risky.

2. Innovation is (only) about products.

3. Innovation is about "big" ideas.

4. Innovation can't be taught.

5. Innovation is a diversion.

6. Innovation is expensive.

7. Innovation is an exception.

Source: Innovation to the core


An Innovation Process


Design Thinking Process by Stanford d.school / IDEO

• http://dschool.stanford.edu/dgift/• https://dschool.stanford.edu/groups/designresources/wiki/36873/attachments/8a846/ModeGuideBOOTCAMP2010.pdf

“To create meaningful innovations, you need to know your users. Empathize and care about their lives.”

“Framing the right problem is the only way to create the right solution.”

“It’s not about coming up with the ‘right’ idea, it’s about generating the broadest range of possibilities.”

“Build to think and test to learn.”

“Testing is an opportunity to learn about your solution and your user.”

IDEO: Inspiration Ideation Implementation

http://dschool.stanford.edu/dgift/

https://dschool.stanford.edu/groups/designresources/wiki/36873/attachments/8a846/ModeGuideBOOTCAMP2010.pdf


what really countsmajor preoccupations, worries & aspirations

what friends saywhat boss sayswhat influences say

environmentfriendswhat the markets offers

attitude in publicappearancebehavior towards others

http://www.gogamestorm.com/?p=42http://www.slideshare.net/AdilsonJardim/empathy-map-poster-3201288

Empathy Empathy MapMap

GAIN“wants”/needs, measures of success, obstacles

PAINfears, frustrations, obstacles

Customer (user)

http://www.gogamestorm.com/?p=42

http://www.slideshare.net/AdilsonJardim/empathy-map-poster-3201288


What is Design? – Tom Kelley

• Not just problem solving – creative leap

• Messy – No right answer

• Takes a point of view – or many POVs

• Calls for vision and multiple minds

• Open attitude – many solutions

• Learned from experience with reflection

• Requires a feel for the materials

• Starts with broadening, followed by narrowingDivergent Thinking Assimilation Convergent Thinking

• Requires ongoing mindfulness 用心

Compiled by Scott Klemmerhttp://hci.stanford.edu/cs147/


IDEO Brainstorming Rules & Tips

• Defer judgment• Encourage wild ideas• Go for quantity• Build on the ideas of others• One conversation at a time• Stay focused on the topic• Be visual

1. Number and record each idea – let’s try to get a hundred ideas, motivates participants

2. Write the flow of ideas in a way that is visible to the group

3. Make sketches, mind-maps, diagrams, . . .


SCAMPER Method for Brainstorming (Eberle, 1971)

Substitute What could be used instead of an existing component?

Combine What could be added to an existing product? Adapt How can it be adjusted to suit a condition or

purpose? Modify, Magnify, & Minify

How can the color, shape, or form be changed? How can it be made larger, stronger, or thicker? How can it be made smaller, lighter, or shorter?

Put to other uses

What else can it be used for?

Eliminate What can be removed or taken away from it?

Reverse &Rearrange

How can it be placed opposite its original position? How can the pattern, sequence, or layout be changed?


Business Model Innovation

• “…the key to sustained success is business model innovation.”– Clay Christensen, Harvard Business School


Elevator Pitch

• Who is the target customer?

• What is the customer need?

• What is the product name?

• What is its market category?

• What is its key benefit?

• Who or what is the competition?

• What is the product’s unique differentiator?


The Business Model Canvas

Innovation - 62 © Minder Chen, 2013http://strategicorganizationdesign.com/the-innovator%E2%80%99s-dna-disruptive-research-disruptive-writing

http://www.youtube.com/watch?v=Xy6Ex1C_SAs#!

http://strategicorganizationdesign.com/the-innovator%E2%80%99s-dna-disruptive-research-disruptive-writing

http://www.youtube.com/watch?v=Xy6Ex1C_SAs


Questioning

• “The important and difficult job is never to find the right answers, it is to find the right question.”

-Peter Drucker

• “question the unquestionable.”

-Ratan Tata


Risk Taking Culture

• “Fail often to succeed sooner.” – IDEO’s motto

• Risk taking: Take enough chances and you risk a few big failures.

• Prototyping

• Embrace mini-failure

• Large firms tend to be more risk-averse


QuestionStorming

• What are your questioning patterns? What kinds of questions do you focus on?

• What questions yield unexpected insights into why things are the way they are?

• What questions surface fundamental assumptions and challenge the status quo?

• What questions generate strong emotional responses (a great indicator of challenging the way things are)?

• What questions guide you best into disruptive territory?

Innovator’s DNA, p. 88Also http://www.pynthan.com/vri/questorm.htm and http://www.vervago.com/wp-content/uploads/skill_sharpener_aug08.pdf

Questionstorming differs from brainstorming in its focus on questions, not ideas

http://www.pynthan.com/vri/questorm.htm


Example

• A QuestionStorming which is a brainstorming but you brainstorm to generate questions to ask, such as what questions we should ask to improve ABC Compnay's innovation initiative?

• "Idea" now becomes "Question"• Examples:

– Who should be in charge?

– What are the major barrier?

– Which area has the most potential?


Observation: Learning From Nature

• Burs of Burdock

• Velcro is a company that produces the first commercially marketed fabric hook-and-loop fastener, invented in 1948 by the Swiss electrical engineer George de Mestral.

Innovation - 68 © Minder Chen, 2013 Source: Innovation DNAs, p. 184


http://99u.com/articles/7210/Tina-Seelig-On-Unleashing-Your-Creative-Potential


What is the answer?

•5 + 5 = ?

•? + ? = 10


Kindergarten Classroom


High School Classroom


Office CubiclesRadical innovations are spawned by the interplay of different ideas and domains that don’t usually belong together, through connectivity and conversation.Source: Innovation to the Core


Pixar Office Building

Stimulating innovation via chanced encounters.


Meeting at Pixar

Brain trustGive advice not command

No PowerPoint, please

Daily Reviews (Dailies)Overcoming InhibitionsShowing unfinished work each day liberates people to take risks and try new things because it doesn’t have to be perfect the first time.

Peer Culture


Creativity and Teamspirit• One doesn’t manage creativity [but nurtures]

• One manages for creativity (i.e., creative process)• Tap ideas from all ranks (using multidisciplinary teams)

• Lone inventor myth Encourage and enable collaboration

• Enlightened trial and error (of a creative team) succeeds over the planning of lone genius.*

*http://www.youtube.com/watch?v=M66ZU2PCIcMSource: https://www.youtube.com/watch?v=JkHOxyafGpE (1of 3)

http://v.youku.com/v_show/id_XNDczMzEzNjY4.html


Left Brain vs. Right Brain

Imagination is more important than knowledge - Albert Einstein

Imaginatio

n

Intuition

KnowledgeRational thought

http://www.nytimes.com/2011/10/30/opinion/sunday/steve-jobss-genius.html?_r=0

Logical thinkingAnalogical th

inking

Solving problem

correctively

correctivelySolving problem

creatively

creatively


Left Brain vs. Right BrainLeft brain functionsuses logicdetail orientedfacts rulewords and languagepresent and pastmath and sciencecan comprehendknowingacknowledgesorder/pattern perceptionknows object namereality basedforms strategiespracticalsafe

http://www.heraldsun.com.au/news/right-brain-v-left-brain/story-e6frf7jo-1111114603615http://theness.com/neurologicablog/index.php/left-brain-right-brain-and-the-spinning-girl/

Right brain functionsuses feeling"big picture" orientedimagination rulessymbols and imagespresent and futurephilosophy & religioncan "get it" (i.e. meaning)believesappreciatesspatial perceptionknows object functionfantasy basedpresents possibilitiesimpetuousrisk taking


Comparison between Creative and Receptive Hexagrams

Hexagram 1 ( 乾 ) Hexagram 2 ( 坤 )Creative Receptive

Creative talents Tolerance attitude

Divergent thinking (open) Convergent thinking (close)

Visioning and planning Implementation & execution

Leader Follower

Change Simplify

Facing & taking risks Dealing with resistances

Big pictures Small details

Time Space

乾知大始，坤作成物。


• From Either/Or to Both/And– http://digitalcommons.usu.edu/kicjir/vol1/iss2/2/


Tai-Chi Diagram (diagram of the supreme ultimate)


Yang vs. Yin

Yang YinFirm YieldMoving StillSun MoonUp DownHeaven EarthMale FemaleFather MotherOdd EvenAdvancing Retreat Full EmptyDirect Indirect

• Usually, yang is associated with energetic qualities. For example, movement, outward and upward direction, heat, brightness, stimulation, activity and excitement are all yang qualities.

• Yin, on the other hand, is associated with the physical form of an object and has less energetic qualities such as rest, inward and downward direction, cold, darkness, condensation, inhibition, and nourishment.


Taichi View of the World

• The ancient Chinese were keen observers and were greatly interested in the relationships and patterns that occurred in nature.

• In the West, our scientific method teaches us to deconstruct nature. But the ancient Chinese viewed the world differently.

• They viewed the world as a harmonious and holistic entity.

• In their eyes, no single being or form could exist unless it was seen in relation to its surrounding environment.

– Source: http://empoweringwellnessnow.com/26/


Unity of Opposites


Properties of Yin and Yang

• Yin and Yang oppose each other.

• Yin and Yang mutually create and depend on each other.

• Yin and Yang change and grow in a cyclic and balanced manner.

• Yin and Yang transform into each other.

http://www.shen-nong.com/eng/principles/propertiesyinyang.html


Tyranny of the OR• A key aspect of highly visionary companies: They do not

oppress themselves with what we call the “Tyranny of the OR.”

• The ‘tyranny of the OR’ pushes people to believe that things must be either A OR B, but not both. “OR” thinkers say:– ‘You can have low cost OR high quality.’

– ‘You can have creative autonomy OR consistency and control.’

• A highly visionary company doesn’t want to blend yin and yang into gray, indistinguishable circle that is neither highly yin nor highly yang; it aims to be distinctly yin and distinctly yang – both at the same time, all the time.– From Build to Last

http://oogalabs.wordpress.com/category/ooga-labs/


Dialectic Method of Thinking • The Tao gives birth to (begets, creates) One (Taichi).

• One gives birth to Two (Yin and Yang).

• Two gives birth to Three. (many)

• Three gives birth to all things.

• All things carry Yin on their back while embraces Yang in their arms (in front of them).

• Yin and Yang complement and simulate each other via constant interactions (communications) and exchanges of their energy to create a harmonic environment.

-- My translation of Lao Tzu (Tao De Jing) Chapter 42.

道生一，一生二，二生三，三生萬物。萬物負陰而抱陽，沖氣以為和。

Unity of opposites 對立統一

The End is the

Beginning! 生生不息


Creativity Map

Creativity at Work: Navigating the Roadmap to Value Creation (link)


Four Creativity Types

Adapted from The Flat World Knowledge, Inc. 90

McDonald Ray Kroc

Apple Steve Jobs

Miller vs. Budweuser

3M, Google

Documents

Creativity and Creative Problem Solving