SOLVING YOUR PROBLEMS CREATIVELY
WITH THE SOLUTION MACHINE
So - Simple - It - Works ! tm.
A CREATIVE PROBLEM SOLVING PROGRAM FOR INDIVIDUALS AND GROUPS
THAT HARNESSES THE POWER OF IMAGERY
INDUSTRIAL STRENGTH SOFTWARE (tm.)
BROUGHT TO YOU
BY THE GEMINI GROUP
333 Pine Brook Road
Bedford, NY 10506
FIRST EDITION JANUARY, 1991
Copyright TX-2-940-660 OCT 17,1990
p. i
NOTICE
The Gemini Group, reserves the right to make improvements to the
product described in this manual at any time and without notice.
Every effort has been made to ensure against any inaccuracies or
oversights in this publication. This product (disks, manual etc.)
is protected by United States copyright laws. You are not allowed
make copies of this product for anyone else or for more than one
computer. You may make a copy for your own safekeeping (backup).
TRADEMARK ACKNOWLEDGMENTS
Lateral Thinking is a trademark of Edward de Bono
MacIntosh is a trademark of Apple Computer Inc.
IBM-PC is a trademark of I.B.M. Corporation
The Solution Machine is a trademark of The Gemini Group
DOS, OS/2 and QuickBasic are trademarks of Microsoft
WARRANTY
This warranty is in place of all other warranties. The Gemini Group
makes no other warranties of any kind, either express of implied
including without limitation any warranty of merchantability or
fitness for a particular purpose. The Gemini Group is not liable
for any incidental or consequential damages arising from your use
or inability to use the program. The Gemini Group's liability in no
event shall exceed the amount you paid for the product.
DEDICATION
This volume is dedicated to all those people in the Group who made
this possible : To Bernie, Charlotte, Sam, Marion, Dorey, Bob,
Kimberly, David, Paul, Glenda, Benjamin, Andy, Mike and especially Judi
p. ii
TABLE OF CONTENTS
- - - - - - - - -
Inside Cover..................................................p.i
Notice, Trademark Acknowledgements, Warranty, Dedication......p.ii
Table of Contents.............................................p.iii
Preface.......................................................p.1
Installing the Program on an IBM-PC or MacIntosh..............p.2
Making Creativity Happen: An Introduction to the Program.....p.4
Getting Started Yourself......................................p.17
Additional Readings in Creative Problem Solving...............p.20
Error Code Summary........................................... p.23
Summary of Visible and Invisible Main Menu Commands...........p.24
Operating Hints...............................................p.25
p. iii
PREFACE : DOES YOUR PROBLEM SOLVING NEED A SHOT IN THE ARM ?
- - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - -
If your answer is "YES!", then ask yourself these questions.
+ Is there a tool that can make me more effective right now?
+ Could this tool help me develop new and innovative solutions
beyond the ones I am producing right now?
+ Is there clear, step-by-step guidance to lead me straight through
the process?
+ Can it give me access to the most proven techniques in the area of
creative problem solving?
+ Could it be so simple I don't have to study a manual to learn how
to use it?
+ Can it run on the simplest IBM-PC or clone with only 256k of
memory, with a single floppy disk and without a color monitor; or
on a MacIntosh SE or MAC II ?
+ Will the tool really respond to the problem I give it and provide
"trigger" ideas to get my thinking started?
+ I can spend only 15-20 minutes on a problem session. Can that be
sufficient?
+ I don't want to waste time taking notes. Can the program do it for me?
And can it save a session on disk so I can return for another go-round?
+ Can I use the tool with subordinates in the same participative
style that I use with them now? Can we learn it quickly and easily?
+ Can I still be free to coach the team without having to be at the omputer?
+ Could variety be built into the tool to keep it interesting and fresh?
+ Could team leaders be trained, to benefit the entire company?
+ Can those "Introductory Jitters" be avoided?
+ And, on top of all that, could it be fun?
The answer? THE SOLUTION MACHINE So Simple It Works!
Yes, solving problems creatively can be fun! Solving problems
creatively, however, is different from more traditional ways of
solving problems, and using images and fantasy is not what you are
accustomed to. Give the techniques a chance and you will find
new and innovative perspectives to your problems. P.1
INSTALLING THE PROGRAM ON AN IBM-PC OR MACINTOSH
- - - - - - - - - - - - - - - - - - - - - - - - -
IBM VERSION :
The program is designed to work on an IBM-PC or clone. You will need
DOS 2.0 or higher or the DOS box on OS/2. The program is provided on
a 5 1/4" 360k double sided disk and a 3 1/2" 720k disk. The program
requires at least 100k of memory to load and run properly. To use
the program from a floppy disk, simply make a copy of the file
SOLUTION.EXE onto a working disk and then safeguard the original
disk. To begin the program type SOLUTION and or . In
use, the program will make small solution files of the form "???.SOL".
The program can be run from a hard disk and it is suggested that you
create a sub-directory on your hard disk with the command "MKDIR
SOLUTION" and or . Type "CD SOLUTION" and to
go to the subdirectory and then "COPY A:SOLUTION.EXE C:" and
or . From that point on type SOLUTION and or to
start the program.
MAC VERSION :
The MAC version is supplied with two alternative forms: the version
with "30" should work on most machines; but the "20" version is
necessary for the LC or MAC II. 128k ROMS and an 800k disk are required.
The program will require System and Finder versions no earlier than
System 4.1 and Finder 5.5 The program uses approximately 200k of
memory when it is running and does NOT need a hard disk.
The program also requires TextFont 22 (Courier 10) available in the
system folder. You can use the Font Mover from your Macintosh System
disk to add fonts to your system folder. Try the program first to
see it if works before you move fonts around.
If you are using a hard disk we, create a folder called SOLUTION just
as you would for any other application. Load either the 30 or 20
version into the folder from the disk drive and then double click the 30
or 20 version. If you are using a floppy disk simply, double click
either the 30 or 20 version.
***********************************************************************
* NOTE: The following Inits have been know to conflict with this *
* program: Init Picker, QuickKeys, PYRO, Super Laser Spool, Super *
* Spool, Grappler, Mac-Buffer, Beep Sound, Guardian, Short .lib *
* EZ-Menus, "Init" . *
***********************************************************************
When you use the program, if your inputs are blanked out or cut short,
or you find other anmomalies, try removing one or another of these
Inits from the system folder file one at a time to see if they are
causing conflicts. We know the program will work if ALL of them are
absent but we are not sure how they interact with each other to cause
problems. P.2
MAKING CREATIVITY HAPPEN: AN INTRODUCTION TO THE SOLUTION MACHINE
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
When was the last time you felt truly creative? Remember the last
time a badly needed idea "just popped into your head"? "Natural
creativity" like that is great when it happens, isn't it? The
trouble is, you can't always count on it.
AND YET, PEOPLE NEED IDEAS EVERY DAY
Businesses, in particular, are in CONSTANT need of creative
approaches and solutions - consistent creativity, not just the
occasional flash of brilliance.
What is needed - everywhere - is "creativity on demand." And
there's the rub: The sad truth is that creativity is rarely the
result of an effort to be creative.
But the good news is that creative thinking really isn't magic. ALL
of us have, right in our heads, all the ideas we need. The trick is
to get at those ideas. And that's what "The Solution Machine" does.
CREATIVITY ON DEMAND
- - - - - - - - - - -
During the past thirty years, companies and individuals with much at
stake have spent fortunes on developing idea-generation techniques.
One of the most successful approaches was developed in England by
Edward DeBono.
This technique - now in use internationally - is known as "lateral
thinking." Briefly and simply put, "lateral thinking" is the process
of looking in another - even a "far-out" - place for the start of
a solution.
-- Of starting AWAY from the problem, and working back toward it.
-- Of "digging in a completely different hole" for a solution --
instead of digging deeper in the same, unproductive hole.
SUCH "FAR-OUT" THINKING CAN MAKE NONSENSE PAY
Using this kind of "far-out" thinking, experienced problem-solvers
start "away from the problem" by calling into action words and ideas
unrelated to the subject at hand.
They've found, surprisingly, that "linking" these random words to
the problem in illogical -- even ridiculous -- ways tends to trigger
inventive, new solutions that make good, hard business sense.
DOES THAT SOUND HARD TO BELIEVE?
P.3
Consider that a well-known multinational company used that kind of
thinking to save $11,000,000 since 1987. And that another company has
transformed a long-standing merchandising bottleneck into a growing
profit center by using "far-out" ideas from such a creative-thinking
session.
Consider the fact that one book on this new "far-out" way of
thinking has been translated into 21 languages. In Japan alone has
sold 400,000 copies..
BUT IF FAR-OUT THINKING IS POSSIBLE FOR ALL OF US, WHY AREN'T WE
ALREADY DOING IT??
Partly because most people are not yet aware of the possibilities in
this style of thinking. Mostly because so many of us are "stuck
in concrete." We're simply too grown up. We got where we are,
after all, by learning to be logical, sensible and rational.
We have long since lost the ability we were born with to "go nuts"
with ideas and words. (One study has shown that our minds are 90%
creative at 5 years old, and only 10% creative just two years later.)
Even when we try - hard - to "think freely,", locked-in habits of
orderly thought get between us and the valuable nonsense waiting in
our heads.
BUT "THE SOLUTION MACHINE" MAKES IT ACCESSIBLE
"The Solution Machine" equips you to solve problems by yourself or
to lead a team in extremely productive,participative,solution-
finding sessions.
It develops an increasingly important business "muscle": the ability
to explore freely, no longer held back by old blocks or ways of
thinking. Remember, although this technique often uses nonsense, it
is STRUCTURED nonsense...carried on with purpose and direction.
THE SOLUTION MACHINE DOES THE HEAVY LABOR.
Your imagination does the work - the computer does the labor. The
computer continually recombines your problem with random "starters",
putting them together in new ways until they click into something
you can use.
AND IT WORKS FAST-- IN AS LITTLE AS TWENTY MINUTES
To do this recombining yourself, with a pencil, MIGHT be possible,
but it would shift your valuable efforts from problem-solving
wasting them on paperwork and tracking.
P.4
THE SOLUTION MACHINE DOES THE PAPERWORK FOR YOU -- I also gives you a
summary of your progress. It concentrates your efforts into
effective, productive work.
(And by the way, once you have learned the technique, you will find
you can use it with confidence and purpose, with any group,
anywhere, or just working individually, on your own problems.)
HERE'S HOW IT WORKS:
To watch The Solution Machine in action, let's walk through a sample
session with a trouble-shooting team from Amalgamated Foods,
somewhere in the U.S. They need to increase sales on their line
of Mello-Pops candy.
"AMALGAMATED FOODS" USES THE SOLUTION MACHINE TO SOLVE A PROBLEM
The "Amalgamated Foods" problem-solving team is familiar with the
program. Members of the team (except for the leader) take turns at the
computer keyboard. They move right in to the Main Menu --
----------------------------------------------------------------
T H E S O L U T I O N M A C H I N E M A I N M E N U
SO - SIMPLE - IT - WORKS !
( Tap ape key at any time for this menu )
JUST TYPE THE COMMAND LETTER
F = (BEGIN HERE WITH) Free description of problem
D = Describe the problem in Action Format
P = Perspective change with a 'Connect-A-Phor' (tm.)
Q = Quick technique
A = Adjective technique
R = Reversal technique
O = Opposites technique
T = Test and modify solution with Plus/Minus Inventory
V = View summary of session on screen
H = Hardcopy printout of session on the printer
S = Save current session onto disk
L = Load an old session from disk
E = Examine disk directory for (xxx.SOL) files
X = Exit back to DOS ( TIME = 20 minutes)
--------------------------------------------------------------
This menu shows them the range of "Solution Machine" activities, as
well as key-command letter for each. Note: you can reach the Main
Menu from anywhere in the program by pressing the ape key.
P.5
The person at the keyboard presses the F key, which starts the first
job:
DESCRIBING THE PROBLEM FREELY
- - - - - - - - - - - - - - -
We have said Amalgamated Food's problem was flat sales for the Mello-
Pops line of candy. But that one problem could be expressed in many
ways! The team begins:
Starting with the words "How to...", members of the team call out
alternative descriptions of the problem.
"How to make Mello-Pops sell better."
"How to package Mello-Pops more attractively for the customer."
"How to increase interest in Mello-Pops."
"How to make Mello-Pops exciting."
and so on. This step is crucial, because each free description
represents a slightly different angle on the problem. The team needs
to explore exactly what they're trying to solve today. And they
need to agree that they're all thinking about the same thing.
As each free description is called out, the keyboard person
immediately types it into the computer -- followed by a
********************************************************************
* NOTE: TO make corrections use the on IBM or *
* key on the MAC. DO NOT USE THE ARROW KEYS ON EITHER MACHINE. *
********************************************************************
The team tosses out as many as 25 such descriptions. Then, with the
computer's numbered list to choose from, they decide which one is
most accurate.
"How to package Mello-Pops more attractively for the customer" wins
out. The keyboard person types in the number of that version --
followed by Return -- and it goes into the computer as the problem
for this session. (Note: The team may decide to work on some of the
other versions, too, in later sessions. The computer keeps a record
of all of them.)
With their problem defined, the team will now move on to the next
task: Describing their problem in an action form. (This section is
always reachable through the D key from the Main Menu; but at this
point the computer will take them there automatically.)
DESCRIBING THE PROBLEM IN AN ACTION STATEMENT
- - - - - - - - - - - - - - - - - - - - - - -
The Action Statement is a very specialized short description of the
problem. And this time the format more structured.
An "Action Statement" always starts with "HOW TO..", and it has four
slots for you to fill in: P.6
1. The ACTION ------ the thing you want to do
2. The OBJECT ------ a thing or person you want to change
3. The QUALIFIER --- the kind of action change you want
4. The END RESULT -- the result you expect will follow.
For example:
How to..MOTIVATE..A CUSTOMER.....BETTER.........so that
...WE GET MORE SALES.
How to..HELP......WILLIAM........USEFULLY.......so that
...HE GETS BETTER.
Amalgamated's team decides that an accurate Action Statement
of their problem is
(Action) (Object) (Qualifier) (End Result)
How to..PACKAGE...A Mello-POP..MORE APPEALINGLY
..so that..PEOPLE WILL BUY MORE.
Although the Action Statement is expressed as a complete phrase, the
computer will ask you for its components one at a time.
A few word examples are given for each category. Below them on the
screen is a space to type in the word you choose -- it does not have
to come from the list.
Under the following list of possible Action verbs, the Amalgamated
team types in the word MAKE, followed by Enter:
Examples of action-oriented verbs for ACTION slot:
build increase make analyze add slow build
train finance sell neutralize beat lower clean
ask organize save improve find market protect
Type your action verb for the action slot, followed by : PACKAGE
Now the screen shows them, lists that might be appropriate for the
OBJECT, the qualifier and the END RESULT, and they input their other
Action Statement words.
On screen, it looks like this:
Examples of nouns for OBJECT slot (be sure to include the
appropriate article "A", or "An") with an object or just a person's
name.
P.7
a cost a policy a customer an inventory system Tommy
a boss a report an employee a market share Sandra
a box a family an analysis a sales person Corey
Type in your Object here, followed by : A Mello-POP
Examples of descriptive words for the action QUALIFIERS:
better nicer smoother more creatively lower
quicker better easier more colorfully more intensely
faster softly efficiently appealingly safer
Type in your action Qualifier here, followed by :
MORE APPEALINGLY
Examples of phrases for END RESULT slot (to complete the phrase
"so that"):
the problem disappears the cost drops we get 10% more sales
we get satisfaction the client approves it wins awards
the product stands out the price stays up the customer buys more
the family is happier Tom can leave earlier time is saved
Type in your Result here, plus : so that... PEOPLE WILL BUY MORE.
The computer now displays the Amalgamated team's completed
Action Statement:
How to..PACKAGE...A Mello-POP..MORE APPEALINGLY..
...so that...PEOPLE WILL BUY MORE.
Several things about this statement are important:
First, their problem is described in just a few words.
Second, the action they want to take is now clear.
Third, the desired end result is clearer, too.
Fourth, the difficulty -- or challenge -- is more obvious.
Finally, this clarity provedes a frame for new perspectives.
NEXT THE TEAM RATES THEIR PROBLEM FOR DIFFICULTY, A USEFUL BENCHMARK.
Mello-Pops sales have remained flat for quite a while, despite several
attempts to improve them. Most of the team believes that an
increase in sales would be hard to achieve. So, on a scale of one to
ten (with ten as the hardest), they rate their problem's initial
difficulty as 9.
With The Solution Machine they'll also be rating any tentative
solutions they come up with. This allows them to judge later
whether a suggested solution is more difficult to implement than the
original problem.
P.8
THE TEAM HAS NOW BEEN WORKING FOR ABOUT TEN MINUTES. With their
problem defined and rated for difficulty, they are ready to get down
to the hard work. Their keyboard person returns to the Main Menu,
and presses the P key for their first thinking technique: Perspective
Change. In a minute, the computer is going to kick in with its first
starter technique called an Imaginary Situation. (NOTE: If you
happen to be training with multiple computers, you can arrange for
the whole group to see the same Imaginary Situation. Have everyone
type a period. The same Situation will appear on all screens.)
INTRODUCING THE IMAGINARY SITUATION
- - - - - - - - - - - - - - - - - -
In an Imaginary Situation, there is always a person or thing
performing a task, in a way that is anywhere from barely-possible to
total nonsense. Today the computer gives the Amalgamated team this
Imaginary Situation:
A MUSICAL ROBOT ANALYZING A HOUSE WITH A PIECE OF ROPE
The Amalgamated group will use their Imaginary Situation in a
number of ways to stimulate creativity. But first they have to
"see" it. So they begin by performing the most important step of the
process:
VISUALIZING THE IMAGINARY SITUATION
The team leader asks them, "What's going on here?" and they
begin to throw out bits of description:
"The robot is little.Yeah. Little and round."
"About the size of a melon."
"The music comes from inside him. It sounds like a music box."
"Yeah.But that's to cover up the fact that this robot is MEAN."
The leader asks: "What about the house?".
The group responds: "Typical suburban house. Two stories."
The leader asks: "How does he analyze the house?".
The group responds:
" With the rope. He climbs up the rope to the roof."
"And he analyzes the house by -- by --"
"Dip the end of the rope into the chimney, like Litmus paper"
The leader asks: "Why is he doing that?".
The group responds:
"He's thinking of buying the house."
"If the rope turns pink he will; if it's blue, he won't."
The leader asks: "Why is he playing music?".
The group responds:
"So the neighbors won't think he's strange."
"And whenever someone gets suspicious and tugs on the bottom
of the rope, he tosses them down a piece of candy."
"Delicious candy FanTASTic candy!"
The leader asks: "What's going to happen next?".
The groups responds:
"Depends on whether the rope turns pink or blue!"
P.9
--And so on. The team spends three to five minutes on this
important step, which is filling their mind's-eye view of the
Imaginary Situation with all sorts of enriching detail. (When
you're working alone at The Solution Machine, be sure to take the
time to build an entire picture in your mind.)
The Amalgamated team is comfortable with this sort of free-for-all
imaging, because it's a no-lose situation. They know that no
suggestion is ever too nutty, or just plain "wrong". They know that
ANYTHING could possibly TRIGGER a workable idea later on.
And though the details they come up with don't need to be realistic
or true to life - it's also OK if they are. The details form the
raw materials for the solutions to come.
MAKING "CONNECT-A-PHORS" (tm.)
- - - - - - - - - - - - - - -
Next, from out in the land of their Imaginary Situation, the team is
going to look back at their problem, and try to find "Connect-A-
Phors" (tm.)-- links between the Imaginary Situation and the
problem. Like the Imaginary Details, these Connect-a-phor links do
not need to be logical or even possible. Their purpose is to force
a new perspective. The computer now reminds the team that their
problem was stated as
How to..PACKAGE...A Mello-POP..MORE APPEALINGLY..
so that...PEOPLE WILL BUY MORE.
and the computer asks, "If we were to solve our problem the same way
the robot is solving his, how might we do it?"
A team member begins with:
"We could climb up on houses and play music to get people's
attention."
another suggests
"We could give out musical jump-ropes."
-- and they're off and running..
Each Connect-A-Phor (tm.) suggestion is immediately typed into the
computer, followed by pressing the key.
Next, the team uses the Imaginary Situation in another way: The
computer has separated out five components -- music, robot,
analyzing, house, rope -- and begins to throw out questions. It
asks:
"Could you package Mello-Pops more appealingly with MUSIC?"
P.10
Team members suggest,
"We could add music to the displays."
"We could write a Mello-Pops theme song."
"We could offer Top-40 tapes for so many wrappers."
As they work, the team leader makes sure every member of the team is
participating and that every Connect-a-phor (tm.) is typed into the
computer.
The computer asks:, "How could we package a Mello-Pop more
appealingly with a ROBOT?"
"We could pack the candy in a robot-box."
"We could advertise them as 'Mello-Pops -- made by robots!'"
"We could make a robot dispenser that plays music and dispenses
candy when you put the money in."
"It could be activated not by money, but by a card -- like an ATM"
"Yeah -- you pay five dollars and you get a debit card. Then
whenever you want candy you just stick in your card!"
"Maybe the last Mello-Pop you get on the card costs a nickel or dime
less, as a reward!"
"And you could have machines out on the street, for people who need
candy during the night!!"
The computer asks: "Might you ANALYZE Mello-Pops, instead of
PACKAGING them MORE APPEALINGLY?"
"Maybe we need to analyze the marketplace -- maybe this
brand does better in some kinds of stores than others."
"Maybe we should analyze the actual sales. Are some flavors selling
better than others?"
"Maybe we should add new flavors!"
The computer asks: "Could you use a house to package Mello-Pops more
appealingly?"
"We could pack them in a box shaped like a little house."
"A FUNhouse! With hundred-dollar bills packed in with the candy!"
The computer asks: "How would people buy more...if they had..a piece
of rope?
The team comes up dry on this one, so the keyboard person simply
taps the Enter key, which moves them on to the next section:
P.11
REFINING THE CONNECT-A-PHORS (tm.)
With a computer full of Connect-a-phors (tm.), the team will now
move from the fanciful to the practical. The computer displays a
numbered list of all the Connect-a-phors, and the team looks it over
to see if any of them suggest do-able solutions. The team is most
enthusiastic about the idea of devising a robot-type dispenser
machine. (NOTE: Its very useful to force ANY idea at this point
and then shape and mold it rather than not to pick an idea.)
They begin to test and modify it, beginning with --
THE PLUS/MINUS INVENTORY
- - - - - - - - - - - - -
The purpose of the Plus/Minus Inventory is to help you make the most
of EVERY idea you get. A common pitfall in dealing with suggestions
is passing judgment too quickly. Often a valuable idea is thrown
out just because part of it isn't practical. The Plus/Minus
Inventory makes sure this doesn't happen. It helps you to recognize
the good as well as fix the bad in every idea.
So in every Solution Machine idea-finding session, be sure to
explore EVERY interesting idea with the Plus/Minus Inventory. It
will allow you to keep all the good parts, and fix up only the bad
parts to make it work.
To get to the Inventory, the team returns to the Main Menu by
pressing , and then pressing the T key. The first Plus/Minus
step is to list onscreen all the pros and cons of a solution and
to consider each one SEPARATELY.
(Notice how different this is from the old, standard approach, in
which one listed the goods and the bads, and then added up each
column. If there were more bad points then good, the entire idea
was scrapped -- good points included.)
But the Solution Machine is more practical. It wants you to keep
all the good elements -- even the good parts of a bad idea, then
fix-up the bad!
(To show just how effective this is, let's
step away from the Amalgamated team's current
solution for the moment, and demonstrate with an
extreme. Let's use a suggestion so bad NO ONE
would ever take it seriously: the one about packing
a hundred-dollar bill in every Mello-Pops box.
If the team had typed the Pluses and Minuses of
that suggestion into the Plus/Minus Inventory,
they might look something like this:
P.12
PLUSES I MINUSES
-------------------------------I------------------------------
Customers would LOVE it. I
Would quickly improve sales. I How to keep costs from
Would generate publicity. I being prohibitive?
(Notice that they have written the minus in the
form of a "How to" problem, so that it's ready
to be worked on and solved next.)
THREE PLUSES -- AND A GREAT BIG MINUS
Do you see any useful possibilities in that Plus/Minus list?
Actually, all of the pluses are attractive, aren't
they? The team now looks for ways to modify the
idea, to get rid of that prohibitive minus.
If they decided to pack a hundred-dollar bill in
ONE OUT OF EVERY THOUSAND Mello-POPS, they'd no
longer have the minus. And they'd still have
all three pluses.
Most important, they would have found something
usable in the middle of an idea that didn't seem
worth a second glance!
But back to today's Mello-Pops session, where the team is
applying the Plus/Minus Inventory to a much more attractive idea:
"Devise a robot-type dispenser machine."
After they've typed in the Pluses and Minuses,
the scorecard looks like this:
PLUSES I MINUSES
-------------------------------I------------------------------------
It would get attention. I How to keep dispenser from being
I too expensive to design and make?
Kids, especially, would like I
the fun of buying Mello-Pops. I How to afford costs of maintenance
I for a mechanical machine?
It would make Mello-Pops easy I
to locate in the store. I How not to invite vandalism?
The team decides they like the pluses a lot, but will have to find a
way to realize them without involving the heavy minuses of a
mechanical dispenser.
P.13
They rate these minuses as a 5 on a difficulty scale. The team now
gets a hardcopy output of the problem this far with the H key and
then Re-Starts problem solving with the D key. Seeing that all three
minuses are directly related to mechanical dispensers, they next
have to overcome the minuses in the original idea. They now define
the problem as:
How to...MAKE.....A ROBOT DISPENSER...CHEAPLY....so that
...IT REQUIRES NO MACHINERY OR MAINTENANCE AND DOESN'T ATTRACT VANDALS?
After defining this new possible remaining problem, they again rate
it for difficulty. It gets the 5 -- a lot better than the 9
rating of their original problem. After going through the process
again, the team arrives at a way to overcome this new problem.
"Let's use a -- ROBOT DISPLAY ! -- instead of a ROBOT DISPENSER."
Thus they were able to overcome the major negative in the original
idea and get a solution that they would like to explore further.
Notice that this ROBOT DISPLAY idea has the plusses of the original
idea of the ROBOT DISPENSER but it has been modified to remove the
negatives of the mechanical machine and the vandalism. Notice also
the team had to go through the process twice. Since they are
finished for the day they write up the last implementation problem
all ready to go at their NEXT Solution Machine session:
How to...PLACE...A DISPLAY..INVITINGLY..so that..
CUSTOMERS WILL PLAY WITH IT?
They still have work to do on this problem -- they must deal with
design, and costs, and acquiring retail floorspace. But they have
moved their problem from a 9 to a 5 in a 30-minute work session. The
remaining problem looks like a four and at this rate --
theoretically, at least -- they could have the whole thing solved in
another half hour! The team saves this session on disk using the
S key from the Main Menu. Next, using the H key, they print out the
following written record of today's session:
*********************************************************************
* THE SOLUTION MACHINE PROBLEM SUMMARY *
* ------------- So Simple It Works ! --------------- *
* Copyright 1990 OCT 4,1990 *
*********************************************************************
Original free descriptions were:
How to make Mello-Pops sell better?
How to package Mello-Pops more attractively to the customer?
How to increase interest in Mello-Pops?
How to make Mello-Pops exciting?
P.14
Current summary of problem: How to...PACKAGE...A Mello POP...
MORE APPEALINGLY...so that...PEOPLE WILL BUY MORE.
Initial difficulty rating: 9
Imaginary situation was: A MUSICAL ROBOT ANALYZING A HOUSE
WITH A PIECE OF ROPE
17 Connect-a-phors:
Climb up on houses and play music to get people's attention
Give out musical jump-ropes
Add music to the displays
Write a Mello-Pops theme song
Offer Top-40 tapes for so many wrappers
Pack the candy in a robot-box.
Advertise "Mello-Pops -- made by robots!"
Make a robot dispenser that plays music and gives out candy
Use a card instead of money to activate machine
Make it a debit card, purchased ahead for $5
Include a slight discount
Place machines on the street for all-hours access to candy
Analyze the market place -- and store locations
Analyze the product -- and flavors
Add new flavors
Shape candy box like a house
Give out $100 bill with each purchase
Current possible solution: DESIGN A ROBOT TYPE DISPENSER MACHINE.
Using Plus/Minus Inventory:
3 Plusses were... I Minuses Were...
-------------------------------I------------------------------
It would get attention I Cost to manufacture
Kids would like it I Maintenance
Easy to locate I vandalism
Degree of difficulty: 5 Session Time: 30 minutes
Efficiency = (Starting-Ending)/time = (9-5)/30 = .13
Estimate number of minutes to completion.= 38
________________________________________________________________
(Note: Using the V key, the team could also view the above record on
the computer screen.)
WHERE DO THEY GO NEXT?
---------------------
P.15
The Amalgamated team could now :
save the problem (key S) then stop for the day (key X)
or -- redefine the problem with the (key D) and cycle one more time
or -- continue working the same problem, with one or more of the
other Solution Machine techniques like:
* the "Reversal" technique (key R)
* the "Opposites" technique (key O)
* the "Quick Technique" (key Q)
* or the "Adjective Technique" (key A)
all of which can be reached from the Solution Machine Main Menu.
In each case, no matter which technique they use, each potential
solution will be filtered through the Plus/Minus Inventory. This
insures that they get the most from their problem-solving efforts.
THE SOLUTION MACHINE: ENDLESSLY EFFECTIVE
The Amalgamated team has had fifteen work sessions with The Solution
Machine, so far. They have come up with eight creative and workable
ideas, six of which the company has already put into action.
Not bad! -- and the end is nowhere in sight.
FEATURES OF THE SOLUTION MACHINE
Programmed to come up with more than ten thousand different
Imaginary Situations, the Solution Machine's creative stimulation is
virtually endless. At the rate of one work session per week, it
could last the team for one hundred and ninety-two years!
And even when The Solution Machine did repeat an Imaginary
Situation, the ballgame would still be new, because the problem
would be new!
START NOW PULLING CREATIVE SOLUTIONS "OUT OF THE BACK OF YOUR MIND"
Join the growing army of Far-Out Thinkers who supply creative new
ideas and solutions. Creativity on Demand -- with the help of "The
Solution Machine".
P.16
GETTING STARTED YOURSELF
- - - - - - - - - - - - - -
After double-clicking the proper version if your using a MAC or
typing SOLUTION or if your using a IBM-PC; the next
step is to read the notice and press the bar.
You begin your problem solving process from the main menu. You can
either recall a previous problem with the (L) for load option or use
(F) to begin a new problem with some free descriptions. Here the
only restriction is to use the words "How to..." to begin the
process. A lot times the first description of the problem merely
starts you off and when you have thought about several descriptions
you find that a second or later description fits better. This is not
unusual. Often a team can fill up the entire 25 description limit
very quickly before wanting to continue.
NOTE : (If the MAC goes quickly on from the first description and
the number #2 does not show up; your having a conflict wit the Inits
see Installing the Program Page of this manual for instructions)
One of things about using The Solution Machine is its action
orientation. Even the most complex problems can be stated in lists
of various HOW to's... Working on one aspect at a time is a powerful
tool in itself. Since the average time to go through the problem
solving is about 20 minutes, you can always return for another go
round with your other free descriptions.
After you have selected the problem description you want to work on
the machine automatically moves your into the Describe (D) option.
(Note you can exit to the menu at any time using the ape key).
The (D) option helps you phrase the problem in the four slots that
the machine needs to work on it. Remember from page seven how the
team filled in the slots:
1. The ACTION ------ the thing you want to do
2. The OBJECT ------ a thing or person you want to change
3. The QUALIFIER --- the kind of action change you want
4. The END RESULT -- the result you expect will follow.
Phrase your problem as a whole first and then let the machine guide
you through entering the four individual slot phrases.
The next step is putting a difficulty rating on the problem. This
will only be used to show progress later and you will find it useful
to see how your moving along.
P.17
Now begins the interesting part. If you have not done so already
read over PAGES 9-12 to see how the Mello pops group worked on their
problem.
Using an imaginary situation to solve a problem seems quite strange
at first. Almost all of the techniques you being taught about
creativity use a variation on this theme. For instance:
SYNECTICS INC. of Cambridge, Mass uses a "CONNECTION" tm.
Edward de Bono use a Provocative Operation or "PO" tm.
Roger VAn Oech in his books use the idea of a "WHACK PACK" tm.
Mattimore Communications uses the idea of a "IDEA-HOOK" tm.
Ned Herrmann use an approach called "RIGHT BRAIN" tm.
Creative Learning International uses a "POCKET INNOVATOR" tm.
All the other computerized programs also use a variation of this
technique using either a random starter or story for instance:
The Idea Generator tm. program uses a "Metaphor"
The Mind Link tm. program uses a "Box of parts"
The Idea Fisher tm. uses a 10 Meg "Q-bank"
Even Brainstormer tm. uses a "Seed"
Whether they are a training program or a computer program they all
use this method. WHY?
SIMPLY BECAUSE IT WORKS !
One of the secrets of creative problem solving is somehow to go
beyond your old mindset. The Imaginary Situation technique that The
Solution Machine has, uses the power of the imagery that you develop
describing the situation to create a rich fund of directions. You
then apply to your problem.
The most important step is TO TAKE THE FEW MINUTES IT TAKES TO
DESCRIBE THE IMAGINARY SITUATION IN DETAIL. REALLY GET INTO IT.
IF YOUR WORKING WITH A GROUP LET THEIR IMAGINATIONS SOAR.
The term Connect-A-Phor (tm) that the solution machine uses is
novel. We want to establish the linkage between the imaginary
situation and the problem. The linkage is supposed to be magical, or
tenuous or even stupid. Don't get stuck into making too logical a
leap this early just have fun. The Mello-pops group had a great time
with this aspect see PAGE 10-11.
You will probably be surprised when you examine the list of Connect-
-a-phors that one of them might suggest an idea to examine further.
This first idea may not yet be revolutionary. The process of working
through the Pluses and MInuses will shape and change the idea
greatly. Again give the idea time to develop. There are two key
aspects of creative problem solving. The first is starting someplace
else and the second is the modification and shaping of the idea to
make it a creative solution. Again be patient. P.18
The other four techniques are faster than the (P) option and they
should be used after the (P) option. They simply jump from a trigger
question to a Connect-a-Phor without the guided imagery. They are
powerful however.
There are several aspects about solving problem with the solution
machine that we would like to note. Successful problem solving,
either with teams or individuals, have shown us the following:
1. Start anywhere and DO SOMETHING. Don't worry that your
definition is not perfect. You can always re-define it and go
through again. It takes such a short time.
2. Save your work to disk every time you print out a report or even
view a report. This insures you save all the ideas. Later when you
go back to use another technique your original ideas will not be
written over. The machine saves only the lates Plus/Minus Inventory
but it will keep track of all connect-a-phors.
3. Don't schedule a large amount of time at first. Take a short pass
at it. Save it to disk. Take a copy to read over and GO AWAY from
the problem. This will provide an Incubation Period where your sub-
conscious can manipulate the ideas you found from the Connect-a-
phors. Plan to take three or more short periods of time to explore
the problem using the Solution Machine. This advice is somewhat
different from the idea of "Tackling the problem head-on" etc.
Your going to reach your goal but your planning the time slots to
allow your mind to play with the ideas. Think of it as taking slices
of the problem.
4. Bounce your written summary off others to get there ideas.
Remember that it takes very little time to read the problem summary
produced and others will willingly join in with trigger ideas of
their own. Again this is only possible if you allow the short time
slots necessary to take slices of the problem.
5. There are two necessary abilities which you must have to be a
creative problem solver. The first is to be tenacious. Stick to it.
Realize that ultimately your going to get their. Remember how Thomas
Edison tried over 400 ideas before he found the filament for the
light bulb. This tenaciousness is vital. Do not lose heart. Do not
expect to get a solution instantly. Recognize your forward progress.
6. The second ability is curiosity. Be curious about how things might
work. Treat it as a intellectual exercise. Immerse yourself in the
problem and then step back and wonder how you might do things.
The shaping of ideas with the Plus/Minus Inventory is meant to
change the ideas not just evaluate them.
P.19
ADDITIONAL READINGS IN CREATIVE PROBLEM SOLVING
- - - - - - - - - - - - - - - - - - - - - - - - - - -
ADAMS, JAMES L.
The Care and Feeding of Ideas: A Guide to Encouraging Creativity.
Addison-Wesley, 1986.
Conceptual Blockbusting: A Guide to Better Ideas. Addison-Wesley,
3rd Ed., 1986.
BUZAN,TONY
The Brain User's Guide: A Handbook for Sorting Out Your Life.
New York, Dutton, 1983. 128p.
Make the Most of Your Mind. New York, Simon & Schuster, 1968.
160p.
Use Both Sides of Your Brain, rev. ed. New York, Dutton, 1983.160p.
Use Your Perfect Memory. New York, Dutton, 1984. 237p.
CAMPBELL, DAVID
If I'm In Charge Here, Why Is Everybody Laughing? Greensboro, N.
C., Center for Creative Leadership, 1984.
Take the Road to Creativity and Get Off Your Dead End. Greensboro,
N. C., Center for Creative Leadership, 1985. 132p.
CHANCE, P.
Learning to Think. New York, Teachers College Press, 1985.
DE Bono, EDWARD
The Art & Science of Success. Boston, Little, Brown & Co., 1984.
192p.
Atlas of Management Thinking. New York, Viking Penguin, 1985.
Conflicts: A Better Way to Resolve Them. New York, Viking
Penguin, 1985.
De Bono's Thinking Course. New York, Facts on File, 1985. 192p.
Lateral Thinking: Creativity Step By Step. New York, Harper &
Row, 1970. 300p.
The Mechanism of Mind. New York, Viking Penguin, 1969.
Opportunities. New York, Viking Penguin, 1978.
Practical Thinking. New York, Viking Penguin, 1971. P.20
Six Thinking Hats. Boston, Little, Brown & Co., 1985. 207p.
The Uses of Lateral Thinking. New York, Viking Penguin, 1967.
141p.
Word Power. New York, Viking Penguin, 1977.
FOSTER, R.
Innovation: The Attacker's Advantage. New York, Summit Books,
1986.
Herrmann, NED
The Creative Brain. Lake Lure, N. C. , Brain Books, 1988.
HOUSTON, JEAN
The Possible Human: A Course in Enhancing Your Physical, Mental,
and Creative Abilities. J. P. Tarcher, Inc. 1982.
KEIL, J. M.
The Creative Mystique: How To Manage It, Nurture It, and Make It
Pay. New York, Wiley, 1985.
KUHN, R. L. (Ed.)
Frontiers in Creative and Innovative Management. Cambridge, MA.,
Ballinger Pub., 1986.
To Flourish Among Giants: Creative Management for Mid-Sized Firms.
New York, Wiley, 1985.
LEBOUEF, MICHAEL
Imagineering: How To Profit From Your Creative Powers. New York,
Berkeley Books, 1980. 227p.
MILLER, WILLIAM C.
The Creative Edge: How To Foster Innovation Where You Work.
Reading, MA, Addison-Wesley, 1986. 192p.
MORGAN, G.
Images of Organization. Beverly Hills, CA, Sage Pub., 1986.
NIERENBERG, GERARD I.
The Art of Creative Thinking. New York, Simon & Schuster, 1982.
240p.
P.21
PARNES, SIDNEY J.
The Magic of Your Mind. The Creative Education Foundation, Inc.,
1981.
Visionizing. D. O. K. Publishers, 1988.
PRINCE, GEORGE M.
The Practice of Creativity: A Manual For Dynamic Group Problem
Solving. New York, Macmillan, 1972. 186p. (Synectics)
RAUDSEPP, EUGENE
Creative Growth Games, with George P. Hough, Jr. G. P. Putnam's
Sons, 1977.
Growth Games for the Creative Manager. G. P. Putnam's Sons, 1987.
How Creative Are You? G. P. Putnam's Sons, 1981.
How To Sell New Ideas: ,Your Company's and Your Own, with Joseph C.
Yeager. Prentice-Hall, 1981.
More Creative Growth Games. G. P. Putnam's Sons, 1980.
RAY, MICHAEL
Creativity in Business. Garden City, N.Y , Doubleday, 1986.
RICHARDS, T.
Stimulating Innovation, A Systems Approach. New York, St. Martins
Press, 1985.
VAN GUNDY, ARTHUR
Training Your Creative Mind: A Total Program For Personal Growth
& Problem Solving Through the Development of Right Brain Thinking.
New York, Prentice Hall, 1982. 232p.
VAN Oech, ROGER
A Kick in the Seat of the Pants. New York, Harper & Row, 1986.
A Whack on the Side of the Head: How To Unlock Your Mind For
Innovation. New York, Warner Books, 1983. 160p.
WEISBERG, ROBERT W.
Creativity: Genius and Other Myths. New York, W. H. Freeman &
Co., 1986. 169p.
WENGER, WIN
How To Increase Your Intelligence. D. O. K. Publishers, 1987.
P.22
ERROR CODES
------------
All the codes below are trapped by the program. Most have to do with
with the disk or printer. You may resume from the error by tapping
the space bar to return to the main menu.
Code# Description Remedy
----- ------------- ------
9 Too Many Connect-a-Phors 40 is maximum number, continue or
save and re-start
24 Device Timeout Turn on printer
25 Device Fault Put disk in drive and close door
or correct printer jam
27 Out of Paper Put Paper in printer
52 Bad File Name Use eight letter/number name only
53 No .SOL files found Continue, no solution files on disk
57 Device I/O Error Disk or printer problem
61 Disk is full Put new disk in or erase files
64 Bad File Name Use eight letter/numbers name only
68 Device Unavailable Turn printer on, or use correct
pathname
70 Write Protected Disk Open write protect hole in floppy
71 Drive Not Ready Put disk in and close drive door
72 Disk Media Error Use another disk
P.23
SUMMARY OF VISIBLE AND INVISIBLE MAIN MENU COMMANDS
-------------------------------------------------------
( Tap ape key at any time for this menu )
F = (BEGIN HERE WITH) Free description of problem. Allows
entry of problems freely without much restriction.
D = Describe the problem in Action Format. Forces you
to enter problem in the four slot action form
P = Perspective change with a 'Connect-A-Phor' (tm.)
Uses the Imaginary Situation, then Connect-a-phors
Q = Quick technique. A short perspective change idea
A = Adjective technique. Another short change method
R = Reversal technique. Helps you solve using in spite of
O = Opposites technique. Solving a problem backwards
T = Test and modify solution with Plus/Minus Inventory
An extremely powerful technique to shape and modify
any idea to reach a breakthrough.
V = View Summary of session on screen
H = Hardcopy printout of Summary on the printer
*W = Write Summary to SOL-OUT.FIL (IBM) or Clipboard (MAC)
S = Save current session onto disk
L = Load an old problem that your previously saved on the disk
E = Examine disk directory for (xxx.SOL) files
*U = Power user mode - Toggle (On/Off) removes basic text screens
*C = Creative area selection, changes the imaginary situation areas
1 = Succeeders
4 = Animals
6 = Mainstreamers
8 = Whimsical (default)
*? = Accumulated Wisdom (Try it!)
(Note: * Shows menu item NOT visible on the program screen
P.24
OPERATING HINTS
---------------
1. If you save an empty file using (S) and "blank.SOL" upon starting the
program; you can then clear reset the program at any time by loading
the file "blank.SOL" with the (L) command.
2. When your typing in Connect-A-Phors or Free Descriptions use the
key on IBM or on MAC to remove unwanted characters
NOT the arrow keys.
3. When using the program with a hard-disk. Create a separate
Subdirectory on IBM or Folder on MAC this will keep all your solution
files in one place and make it easy to see your files from within the
program with the (E) command.
4. If you want to incorporate the hardcopy summary of the session into a
word processor or other document use the (W) command. On the MAC it writes
the summary to the clipboard for pasting in other documents. On the IBM
it produces a text file "SOL-OUT.FIL" for importing to other documents.
5. Remember he program only saves the last solution and plus minus inventory
so if your going through a problem several times with different solutions
remember to save them with the (S) command each time with a different name.
*******************************CONTEST**********************************
When you solve a problem on the Solution Machine that your very proud of;.
Please send us a hardcopy summary of the problem and a brief description of
the RESULTS or SAVINGS etc. If we publish it in our NEWSLETTER we will send
you a prize for your solution. We also want to celebrate your success.
Please send it to : c/o Solution Machine Contest
The Gemini Group
333 pine brook road
Bedford, NY 10506