Introduction

• General
  • Introduction
  • Definition

Topics

• Resources
• General

• Techniques
  • The bigger view
  • Change your character
  • Challenge current thinking
  • Confine the problem
  • Change the scene
  • Combining known ideas
  • Reverse thinking
  • Circumvent the issue
  • Lateral thinking
  • Logical approach
  • Aim for less
  • Multiple tools

• General principles
• Personnel and the meeting
• Prepare properly
• The meeting process
• The brainstorm process
• Simple example
• Managing the meeting process
• Assessing ideas
• Implementing ideas

Confine the problem

There are many ways of approaching the same problem.
Each technique can have its benefits.
In this particular method we try to restrict the breadth of the problem by generating specific constraints.

If you approach the problem in the same way as everyone else then it is likely that you will all arrive at similar solutions.
Applying a constraint forces you to consider other options.
This could derive opportunities that others would not have considered.

Urgent v strategic problems

This technique depends on the type of problem that you are looking at.
It lends itself best to more strategic issues that may take a little while to implement.
If you have an urgent issue to resolve then this method may be less useful.

Consider and choose constraints

The use of constraints can be employed in any other technique to add a change of direction when there may be a sticking point.

The constraint or constraints could be anything you wish.
It doesn’t really matter if you think they are unrealistic, it is meant to make you think in a different way.
For example:
Why not make the item in one colour only?
There will only be one size?
We will only sell in Europe?
The budget has been doubled?
The raw materials are all free?
We can only use one raw material?

Applying constraints forces you to consider multiple alternative options that you would not have tackled otherwise.

How can you generate these constraints?
It may not be very helpful if the chairperson just comes up with a list.
The use of a quick brainstorm with all involved might be helpful here.

The group can then review the list of constraints.

Tackle the problem and review the benefits

By their manufactured nature these constraints may not be important in solving the issue to hand.
It is enough that the solving process generates, hopefully, some really good ideas that you can implement.

Clearly, the choice of the constraint will depend upon the original issue.
It might even be the case that you decide to consider one of the constraints as a stand alone issue that you wish to solve.