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Preface to the fourth edition |
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1 Creativity And Its Importance In Business |
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1 | (19) |
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1 | (1) |
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2 | (1) |
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Some definitions of creativity |
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3 | (1) |
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4 | (2) |
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The importance given to creativity in business |
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6 | (3) |
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How creative thinking may be used in management |
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9 | (2) |
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Conditions in which creative thinking is needed most |
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11 | (3) |
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14 | (1) |
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15 | (1) |
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16 | (4) |
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20 | (17) |
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20 | (1) |
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The need to be ready for change |
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21 | (1) |
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21 | (1) |
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22 | (1) |
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Other barriers to an individual's creativity |
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23 | (1) |
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Dealing with an individual's blocks to creativity |
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23 | (2) |
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Diagnosing whether someone is blocked in their thinking |
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25 | (2) |
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How techniques help to overcome blocks |
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27 | (2) |
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Blocks to organizational creative thinking and ways of dealing with them |
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29 | (1) |
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Elements and conditions of creative organizations |
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30 | (1) |
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31 | (1) |
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32 | (5) |
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3 Theories Of Creativity And The Creative Problem-Solving Process |
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37 | (24) |
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37 | (2) |
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39 | (1) |
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The investment theory of creativity |
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39 | (2) |
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The brain as an information processor |
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41 | (4) |
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Convergent and divergent thinking |
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45 | (1) |
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The conditions of creative thinking |
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45 | (2) |
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47 | (2) |
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The cognitive theory of creativity |
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49 | (3) |
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How we get ideas: the index metaphor |
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52 | (2) |
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Problem-solving mechanisms |
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54 | (1) |
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55 | (4) |
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59 | (1) |
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59 | (2) |
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4 Problem Solving And Improvisation |
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61 | (21) |
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61 | (2) |
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63 | (3) |
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The problem-solving process |
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66 | (3) |
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The problem-solving process and the creative process |
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69 | (5) |
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Compositional and improvisational creativity |
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74 | (2) |
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Some limitations on format problem-solving approaches |
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76 | (2) |
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78 | (1) |
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78 | (4) |
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5 Factors Influencing People's Ability To Undertake Ideation |
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82 | (15) |
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What helps people get ideas |
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82 | (3) |
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85 | (1) |
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Qualities of a creative person |
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85 | (2) |
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87 | (1) |
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87 | (2) |
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89 | (1) |
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89 | (1) |
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90 | (1) |
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The range of techniques and their suitability for solving different types of problem |
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91 | (1) |
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92 | (1) |
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93 | (1) |
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94 | (3) |
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6 Objective Finding, Fact Finding And Problem Finding/Definition |
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97 | (27) |
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99 | (2) |
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Fact finding and problem definition/redefinition |
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101 | (1) |
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102 | (4) |
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106 | (2) |
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Redefinition approaches: laddering |
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108 | (1) |
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Redefinition approaches: goal orientation |
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109 | (2) |
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Redefinition approaches: boundary examination |
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111 | (2) |
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Redefinition approaches: progressive abstractions |
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113 | (1) |
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Redefinition approaches: the `why' method |
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114 | (1) |
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Analytical techniques: decomposable matrices |
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114 | (3) |
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Analytical techniques: cause-and-effect diagrams |
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117 | (2) |
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119 | (1) |
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119 | (5) |
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7 Morphological Analysis And Related Techniques |
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124 | (24) |
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124 | (1) |
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125 | (3) |
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128 | (3) |
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131 | (4) |
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135 | (3) |
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Heuristic ideation technique |
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138 | (1) |
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139 | (2) |
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Sequence-attribute modification matrix |
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141 | (2) |
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143 | (1) |
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144 | (4) |
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8 Brainstorming And Its Variants |
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148 | (19) |
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148 | (1) |
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149 | (3) |
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The process of brainstorming |
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152 | (4) |
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156 | (1) |
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Stop-and-go brainstorming |
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156 | (1) |
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Round-robin brainstorming |
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156 | (1) |
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156 | (1) |
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157 | (1) |
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Problems with brainstorming |
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158 | (1) |
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159 | (1) |
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159 | (2) |
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161 | (1) |
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161 | (6) |
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9 Lateral Thinking And Associated Methods |
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167 | (26) |
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167 | (1) |
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168 | (2) |
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170 | (3) |
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173 | (1) |
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174 | (4) |
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178 | (6) |
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184 | (1) |
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185 | (2) |
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The discontinuity principle |
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187 | (1) |
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187 | (1) |
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188 | (1) |
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189 | (4) |
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193 | (22) |
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193 | (1) |
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194 | (5) |
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Conducting synectics sessions |
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199 | (6) |
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205 | (3) |
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208 | (1) |
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209 | (6) |
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11 Paradigm Breaking Techniques |
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215 | (16) |
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215 | (1) |
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215 | (3) |
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Paradigm breaking techniques |
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218 | (8) |
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226 | (1) |
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227 | (1) |
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227 | (4) |
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12 Miscellaneous Ideation Techniques |
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231 | (25) |
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Suggestion box, exhibits and competitions |
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231 | (1) |
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Cliches, proverbs and maxims |
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232 | (2) |
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234 | (1) |
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235 | (1) |
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236 | (4) |
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240 | (1) |
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240 | (2) |
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242 | (1) |
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243 | (3) |
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246 | (5) |
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251 | (1) |
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252 | (1) |
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253 | (1) |
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253 | (3) |
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256 | (30) |
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257 | (1) |
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258 | (2) |
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260 | (7) |
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267 | (2) |
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Qualitative evaluation: reverse brainstorming |
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269 | (2) |
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271 | (1) |
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272 | (1) |
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273 | (1) |
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273 | (1) |
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274 | (2) |
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276 | (2) |
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278 | (8) |
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286 | (17) |
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286 | (2) |
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Ideas are not readily implemented |
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288 | (1) |
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Sources of resistance to change |
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289 | (1) |
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Role of communication in overcoming resistance to change |
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290 | (1) |
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Putting ideas into practice |
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291 | (2) |
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Reducing resistance to change |
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293 | (6) |
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299 | (1) |
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300 | (1) |
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301 | (2) |
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15 Computer-Assisted Creative Problem Solving |
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303 | (19) |
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303 | (1) |
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303 | (3) |
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Structured approach to creative problem solving in computer programs |
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306 | (1) |
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Types of computer-assisted stimuli |
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306 | (3) |
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309 | (10) |
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319 | (1) |
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319 | (3) |
Appendix 1 Case example of the creative problem-solving process |
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322 | (9) |
Appendix 2 Notes on problems |
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331 | (4) |
References |
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335 | (17) |
Author index |
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352 | (3) |
Subject index |
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355 | |