273
Glossary
anity diagramming: A technique used to logically group a wide number
of items having similar characteristics.
Alchemist: Developed by Annette Moser-Wellman, one of the ve
thinking skills that generates ideas from multiple sources via
the manipulation of components and relationships among them.
Amiables: One of the four social styles identied by Robert Bolton; tends
to focus on people over facts and data.
analogy: e comparison of dissimilar ideas, problems, things, etc., that
share a common feature or characteristic.
analysis: e breaking of the object of study into components.
Analyticals: One of the four social styles identied by Robert Bolton;
tends to focus on the task to get done and less on people.
Artist: One of the four key roles identied by Roger von Oech; uses infor-
mation from the Explorer to generate a new idea.
Bar Coding: Identied by Dave Allan etal., it is the jumping from one
responsibility or task to another before completion, and then
resuming work on it.
benchmarking: A technique used to compare the performance of a
process to another one in another organization to determine its
eciency and eectiveness.
Birkman Model: Developed by Roger Birkman; a model of human behav-
ior predicated on the interests, needs, style, and stress, represented
by four colors red, green, blue, and yellow.
Black Hat inking: One of the six thinking hat styles identied by
Edward de Bono to symbolize addressing a problem or issue
using skeptical, even pessimistic thinking to shoot holes through
an idea.
Blue Hat inking: One of six thinking hats identied by Edward de
Bono to symbolize addressing a problem or issue by developing
and implementing good managerial practices.
brainstorming: A facilitated group discussion session that encourages
free generation of creative ideas to solve a problem or provide
alternate solutions.
274 • Glossary
brainwriting: A technique that requires each person to record their
ideas on a sheet of paper and then pass it to the next person for
additional input.
Bravery: One of the six behaviors identied by Dave Allan etal.; involves
implementing a creative idea in the midst of challenges like
resistance to change.
checklists: A technique used to help remember or account for key
concepts, data, etc., which in turn lead to creative ideas.
closing process: One of the six project management processes; involves
bringing a project to conclusion, eciently and eectively.
Color Code: Developed by Taylor Hartman, a psychological model that
assumes everyone has a core personality to direct their personality
based upon motive, needs, and wants, and is represented by four
colors: Red, Blue, White, and Yellow.
compare and contrast: A technique used to choose and evaluate ideas
to determine the pluses (pros) and minuses (cons) of an idea to
address a problem or issue.
concentration phase: One of the ve phases in the traditional view of the
creativity life cycle requiring focus on dening exactly a problem
or issue to be addressed.
conceptualizing: A chain of abstract thinking that results in one or more
ideas.
convergent thinking: Solving a specic problem or issue focusing on
some scoping criteria.
Crawford slip technique: A variant of brainstorming that, with the aid of
a facilitator, denes a problem or issue and then records thoughts
on slips of paper, which are compiled, grouped, and summarized.
Creative Behavior Model: Developed by Dave Allan etal.; a half dozen
set of behaviors that ow sequentially to create and deploy
ideas; these behaviors are Freshness, Greenhousing, Realness,
Momentum, Signaling, and Bravery.
creative collaboration: Individuals and groups work in concert to achieve
a common goal.
creative problem solving: Eight essential processes for creatively
solving problems or issues; these processes are understand the
environment, increasing awareness, gather information, gen-
erate assumptions, determine alternatives, choose an option,
implement the option, and take corrective action, if necessary.
Glossary • 275
creativity: Developing a new or improved product or service that adds
value to the customer upon its implementation, consisting of the
formula: novelty + value + implementation.
crippling conservatism: A concept developed by Dietrich Dorner that
a comfort level engenders compliancy with the existing way of
doing business or hiding behind the rules.
cross-domain thinking: e ability to transcend restrictions of one eld
by applying its tools, concepts, and techniques to derive some-
thing creative in the new eld.
dening process: One of the six project management processes; requires
determining, at a high level, the goals, scope, deliverables, major
tasks, responsibilities, schedule milestones, risks, and other
pertinent issues.
deliberate practice: Developed by Keith Sawyer; a team learns from
failure as a way to avoid repeating the same mistake and experi-
encing the same mishap in the future.
deliverable: e tangible or intangible result of a project management
process and technical phase used to manage a project.
Delphi technique: A technique used to achieve the consensus of
independent experts by submitting a questionnaire multiple
times.
devil’s advocate: A technique of having someone take the opposite stance
on an idea with the specic purpose of identifying aws.
divergent thinking: Solving a specic problem or issue by suspending
judgment during the collection of data and generation of ideas.
Drivers: One of the four social styles identied by Robert Bolton; tends to
focus on results and being highly active.
Enneagram: A psychological model that identied nine personality
types that are grouped into triads (Feeling, Doing, and Relation)
that aect how people deal with the world.
executing process: One of the six project management processes; involves
the actual application of the plan to achieve the goals and objec-
tives of the project.
Explorer: One of the four key roles identied by Roger von Oech; the
Explorer goes on a journey of discovery when addressing or
dening an issue.
Expressive: One of four social styles identied by Robert Bolton; tends to
operate on emotion and on generalities.
276 • Glossary
eld trip: Traveling to dierent places to observe and collect facts and
data that can be used to broaden perspective and come up with
ideas to address the current problem or issue.
shbone diagram: Also known as the Ishikawa diagram, this tool is used
to determine the sources of a problem.
ow: A state that people experience whereby they are consumed in what
they do while simultaneously nding themselves rooted in reality.
Fool: Developed by Annette Moser-Wellman, one of the ve thinking
skills; has a perspective that nobody else thinks about, paying
particular attention to imperfections and discrepancies to
generate ideas.
force eld analysis: A technique that assumes that for every action, one or
more counter-actions (constraining and restraining forces) exist.
freshness: One of the six behaviors identied by Dave Allan etal.; involves
holding back on accepting assumptions and challenging existing
rules.
Green Hat inking: One of the six thinking styles identied by Edward
de Bono to symbolize addressing a problem or issue by coming up
with alternatives for making an idea a reality.
greenhousing: One of six behaviors identied by Dave Allan et al.;
involves suspending judgment and nurturing an idea.
groupthink: Peer pressure that is so intense that it alters individuals’
judgment even in the midst of contrary facts and data.
Group Flow: Developed by Keith Sawyer; a phenomenon involvinga team
performing at the top of its ability, similar to the ow experienced
by individuals.
Group ID: Developed by Robert Sternberg; a concept that reects a team
functioning greater than the sum of its parts.
hemispheric thinking: Using one or both sides of the brain to generate
and evaluate ideas.
hypothetical analyzer: One of the four strategic styles, identied in
Organizational Engineering, that prefers conceptual ideas aer
careful analysis and takes a structured approach toward complet-
ing work.
hypothetical scenario: A technique that encourages individuals and
teams in thinking about how to deal with a problem or issue
potentially occurring in the future.
iconoclastic: Radical thinking that challenges and seeks to destroy widely
held symbols of a paradigm.
Glossary • 277
Idea Bulletin Board: A technique to capture ideas as they arise by having
people record them on some medium placed in a commonarea.
illumination: Allowing a creative idea to arise from the subconscious,
accompanied by an “Aha!” feeling.
illumination phase: One of the ve phases in the traditional creativity
life cycle that allows an idea to rise to the conscious level of its
creator.
imagineering: Also known as visualization, a technique using one’s
imagination to describe an ideal state for an idea.
incubation: Allowing the subconscious part of the mind to work by
suspending judgment.
incubation phase: One of ve phases in the traditional creativity life
cycle that allows the subconscious part of the mind to work.
innovation: New creative output that adds value to the customer.
interviewing: A technique that involves, through question and answer,
obtaining data, information, or ideas that can help address a
problem or issue.
intuition: An unconscious sense or gut feeling telling someone to try or
do something dierent.
Judge: One of the four key roles identied by Roger von Oech that uses
critical judgment by asking penetrating questions; also known as
shooting holes through an idea.
lateral thinking: Developed by Edward de Bono, this approach involves
looking at an idea dierently by combining and recombining
components and promoting an idea better than the current one.
le-brain thinking: inking with the side of the brain that seeks
tangible, concrete results associated with analysis.
linear thinking: Viewing the world as sequential in action (e.g., do step1,
then step 2, and so on).
literature reviews: A technique that involves researching primary (e.g.,
interview) and secondary (e.g., read articles) to provide additional
information and guidance.
Logical Processor: One of the four strategic styles identied in
Organizational Engineering; prefers to take a methodical approach
and prefers concrete action.
looking from the outside, in: View the object of study from an
independent, objective perspective.
matrices: A technique using a table to capture the relationships between
two or more variables under varying circumstances.
..................Content has been hidden....................
You can't read the all page of ebook, please click here login for view all page.