Agile PLM - The CIO's Guide to Oracle Products and Solutions - page 18

definitions that can then be evaluated for their usefulness and
feasibility. Once an appropriate level of abstraction is reached, pos-
sible solutions are more easily identified.
5. 5Ws and H technique : This is the traditional, and journalistic,
approach of who-what-where-when-why-how. Use of this technique
serves to expand a person's view of the problem and to assist in mak-
ing sure that all related aspects of the problem have been addressed
and considered.
6. Force-field analysis technique : The name of this technique comes
from its ability to identify forces contributing to or hindering a solu-
tion to a problem. This technique stimulates creative thinking in
three ways: (a) it defines direction, (b) identifies strengths that can
be maximized, and (c) identifies weaknesses that can be minimized.
7. Problem reversal : Reversing a problem statement often provides a
different framework for analysis. For example, in attempting to come
up with ways to improve productivity, try considering the opposite,
how to decrease productivity.
8. Associations/Image technique : Most of us have played the game, at
one time or another, where a person names a person, place, or thing
and asks for the first thing that pops into the second person's mind.
The linking of combining processes is another way of expanding the
solution space.
9. Wishful thinking : This technique enables people to loosen analytical
parameters to consider a larger set of alternatives than they might
ordinarily consider. By permitting a degree of fantasy into the pro-
cess, the result just might be a new and unique approach.
The Harvard Business Essentials guide to Managing Creativity and
Innovation (2003) refers to idea generation as “opening the Genie's bottle.”
However, without management support and encouragement, idea genera-
tion is simply not possible. The key, then, is in how management interacts
with and supports its employees.
Oren Harari (1993), a professor at the University of San Francisco and
a management consultant, relates an interesting experience with one of
his clients. While he was waiting for an appointment with this particular
client, he overheard two of the manager's clerical assistants calling cus-
tomers and asking them how they liked the company's product. Professor
Harari reflected that it was no wonder this manager had such a good repu-
tation. When he finally met with her, he offered his congratulations on her