Lecture 13

Lecture 16 This method is used when rational mathematical methods are ineffective in solving problems. Produced intuitively.

Lecture 18 The "synectics" method as a method of searching for new solutions was proposed by W. Gordon in the USA in 1961 in his book "Synectics:

Lecture 19. The Delphi Method Its other name is the "Delphic oracle", which he received in ancient Greece. This method was

Lecture 20. The method of "scenarios" The method of "scenarios" is one of the methods of expert assessments, with the help of which a picture of the object under study is given in the future based on the current situation. Using this method, the main goals of the development of the object of study are determined.

Lecture 21 the external environment of the organization. This method consists of analyzing data on the external and internal environment and establishing links

Lecture 23. Experiment as a private research method Experiment is a method of studying a control system under certain conditions of its functioning, which can be real or artificially created by the researcher, in order to obtain the necessary information.

Lecture 24 In doing so, the researcher must use

Lecture 25. Polling as a private research method Polling is a question-answer method of collecting information about the object of research, which is collected by contacting the interviewed people with certain questions that contain the research problem. At the heart of this

Lecture 28

ATTACK PRINCIPLE LUCKY DOG DOESN'T BITE In the summer of 1975, I was visiting my grandmother in Long Beach, California. On a stuffy July afternoon, my friends wanted to get out of the hot city and swim in the Pacific Ocean. I also went, dying of horror. I was trembling like a frightened rabbit

The "brainstorming" method is widely used for the systematic training of creative thinking and its activation.

It is known that criticism or even fear of criticism interferes with creative thinking. Of course, any new idea can be wrong. If the author is afraid of criticism, which may be caused by the fact that his idea is bad, he will not express unverified thoughts. In this case, many potentially good ideas will be lost. In order to eliminate the fear of criticism when generating an idea and the consequences it causes, A. Osborne developed a method of so-called "brainstorming". His book Applied Imagination, published in 1957, was adopted as the basis for lecture courses at the Massachusetts Institute of Technology, as well as in other US institutions of higher education, in colleges, research institutes and industrial companies.

The method proposed by A. Osborn is used to identify as many original ideas as possible. In essence, it is a modified method of free association. The emphasis is on relaxing attention to the critical evaluation of the value of individual ideas. What matters is not their quality, but quantity. Criticism of the ideas put forward is made later, after the "creative session" is over.

The main rules for holding meetings (sessions) using the "brainstorming" method are recommended:

Formulate the problem in basic terms, single out a single central point.

Do not declare false and do not stop researching any idea.

To take up an idea of ​​any kind, even if its relevance seems dubious at the time.

Provide the support and encouragement that is so necessary to free participants from their inhibitions.

Evaluate and select ideas only after the end of the session with the help of a group of experts, preferably not participating in the session.

The success of a brainstorming meeting largely depends on its leader, who must be able to conduct meetings in accordance with certain rules, master the necessary techniques, be able to ask questions, suggest or clarify ideas submitted, make sure that there are no big pauses in the expression of ideas, or so that the expression of ideas does not go only in a rational direction (if this happens, the leader must take preventive measures, for example, suggesting a deliberately fantastic or impractical idea, directing reasoning along a less rational channel with a leading question).

The allowed number of participants in the meeting is from 4 to 15 people. The duration of the meeting according to the method of direct collective "brainstorming" - from 15 minutes to 1 hour, depending on the nature and complexity of the problem. A secretary is assigned to record the ideas expressed or a tape recorder is used.

The group of experts carefully studies the statements of the participants in the meeting, paying special attention to the possibility of using original, although, at first glance, unrealistic ideas. Experts first select ideas that can be implemented at a given state of the art, then they select the best ideas for application in specific conditions.

In the event that it is necessary to identify shortcomings and contradictions in the technical object to be improved, a reverse "brainstorming" is carried out. In reverse brainstorming, in contrast to direct brainstorming, the main attention is paid to critical remarks, and the choice is made not of a general, but of a purely specific technical (or technological) task.

The Soviet researcher A. Alexandrov proposed an analogue method with a destructive relative valuation. Its essence lies in the activation of the creative potential of the inventor in the collective generation of ideas with the subsequent formation of counter-tides. This provides for a step-by-step sequential implementation of a number of procedures:

the first stage is the formation of a group of participants in the dialogue, optimal in size and composition;

the second stage is the creation of a problem situation analysis group, the formation of an initial broadly defined inventive problem, the communication of the problem along with a description of the method of destructive related evaluation to all participants in the dialogue;

the third stage is the generation of ideas according to the rules of direct collective brainstorming, special attention at this stage is paid to creating a creative atmosphere and a relaxed atmosphere; a pre-prepared list of ideas is not allowed to be read out; each participant can perform several times, but not in a row;

the fourth stage is the systematization of ideas by the problem situation analysis group; in the process of systematization, a nomenclature list of the expressed ideas is compiled; each idea is formulated using commonly used terms, after which it is analyzed in order to identify duplicate and (or) complementary ideas; the main, duplicating them and (or) supplementing ideas are combined and formulated in the form of complex ideas; signs are studied by which complex ideas can be combined, according to these signs, ideas are classified into groups, a list of groups of ideas is compiled that express the general principles of the approach to solving the problem;

the fifth stage is the destruction of ideas, i.e. assessment of their feasibility in the process of "brainstorming"; "brainstorming" at this stage is aimed at a comprehensive consideration of possible obstacles to the implementation of ideas;

the sixth stage is the evaluation of the critical remarks made during the previous stage, the compilation of the final list of practically used ideas, only those ideas that were not rejected due to critical remarks, as well as counter-ideas, are included in the list.

The method of dialogue with destructive related evaluation was used in teaching students of a number of universities. At the same time, it was found that the most effective results are achieved when all participants in the brainstorming session are rationally divided into three groups: generating ideas, analyzing the problem situation and evaluating ideas, generating counter-reviews. Groups can work independently. In some cases, effective results are obtained by repeating the meetings with some modification of the wording of the same task and at the same time replacing the functions performed by the groups (for example, transferring the responsibilities of the idea generation group to the analysis group, the responsibilities of the countermeasure generation group to the idea generation group and the responsibilities of the generation group to the countermeasure generation group). ideas).

The "brainstorming" method is usually used as a group method using the techniques of analogy, fantasy, inversion, empathy, but there are reports of its individual use. This method gives the best results when searching for solutions that are not exact, special, but are of a general or organizational nature. Sometimes simple inventive problems are solved with the help of this method.

The most famous method of psychological activation of thinking is "brainstorming", proposed by A. Osborne (USA) in the 40s.

"Brainstorming" is a collective method of searching for inventive solutions and new business ideas, the main feature of which is the division of participants into critics and "generators", as well as the separation of the process of generating and criticizing ideas in time. In addition, "brainstorming" involves the implementation of a number of rules:

• 1. You can not criticize the proposed ideas, disputes and discussions are prohibited.
• 2. Any ideas are welcome, including fantastic ones. There are no bad ideas.

The development, improvement and combination of other people's ideas is encouraged.

Ideas should be stated briefly, without interrupting the baton of ideas.

The main goal is to get as many ideas as possible.

Mandatory conditions for conducting a brainstorming session are the creation of favorable conditions for overcoming psychological inertia and the fear of expressing ridiculous ideas for fear of their criticism, attracting specialists of various profiles to the group, and their inclination to creative work. The group leader (leader) should be a specialist in the methods of technical creativity.

"Brainstorming" is a fairly universal method, which can be used in scientific, technical, administrative, commercial, advertising activities, both to search for non-standard solutions in technology, and to search for new business ideas.

Methods for finding new ideas and solutions. Brainstorm

Brainstorm- one of the most famous methods of collective search for solutions. It is used when searching for solutions in various areas of human activity with a lack of information.

Other names: brainstorming, direct brainstorming (Brainstorming). The author of the method is A. Osborne (USA), late 1930s. XX century.

Purpose of the method

Stimulate the group to quickly generate a large number of diverse ideas.

The essence of the method

• · Separation in time of the process of generating ideas and the process of their evaluation.
• ·Group ideation process.
• · The process is managed by a professional facilitator who is able to ensure compliance with all conditions and rules.
• · Ideas are not yet a solution to a problem, but the emergence of a direction for its solution.
• · The universality of the method is inversely proportional to its effectiveness.

Action plan

• · Select a group of people to generate ideas and a group of people to evaluate ideas (4-8 people each).
• · Familiarize participants with the rules of brainstorming.
• ·Clearly formulating the problem and presenting it in a form that is most convenient for the participants.
• Strictly follow the rules of brainstorming.
• ·After the meeting of "generators" ideas are considered by a group of experts in the field.

Rules for Brainstorming

• · Quantity of ideas is preferable to quality.
• · Criticism of ideas at the stage of generation is prohibited.
• · There should be no boss in the idea generation group.
• · No bad ideas! Any ideas are welcome.
• · Any idea should be developed, even if its relevance seems doubtful at the moment.
• · Encouraging jokes, puns, fantastic ideas.
• ·Providing support and encouragement for the release of meeting participants from constraint.
• · Keep your ideas short.
• · All put forward ideas are fixed and then edited.
• · When evaluating ideas, obviously erroneous and unrealistic ones are discarded.

Stages of brainstorming

1. Preparation

o Appointment of leader.

oSelection of participants for working groups.

o Selection of factual material.

oTraining and briefing of participants.

o Ensuring the activities of the participants.

2. Putting forward ideas

o Clarification of the task.

o Generation of ideas.

o Elaboration and development of the most valuable ideas.

o Recording proposals.

oEditing the list of ideas.

3. Evaluation and selection of ideas

o Understanding the problem.

o Definition of evaluation criteria.

oClassification and evaluation of ideas.

o Development of ideas based on analysis.

• · Ease of development and simplicity in the address.
• · Insignificant expenses of time for carrying out.
• ·Universality of the method.
• · Most effective in solving organizational problems, as well as technical problems of a low level of complexity.

disadvantages

• · Solving relatively simple problems.
• · Absence of criteria giving priority directions for putting forward ideas.
• · No guarantee of finding strong ideas.

This method was first proposed in 1941 by the American A.F. Osborne. The method consists in the procedure of group creative thinking, more precisely, it is a means of obtaining a large number of ideas from a group of people on a given problem in a short period of time. The efficiency of the method is very high. Six people can come up with 150 ideas in half an hour. A design team working with conventional methods cannot even imagine that the problem they are considering has such a variety of aspects.

There are quite a few brainstorming schemes, but in the general mass there are no strong differences in the structure of the process.

1. Preparation: choosing a problem and working through it through individual reactive techniques. For example:

a) a problem

b) questions for elaboration;

c) choosing the main way to solve the problem;

d) testing all paths appearing in the field of consciousness. The purpose of this stage is to assess the essence of the problem and determine the main path in the direction of group work.

2. Formation of a creative group:

a) the number of participants varies from 7 to 12 people;

b) the social status of the members of the group should be approximately equal. The main selection principle is the diversity of professions, qualifications, experience (such a principle will help expand the fund of a priori information that the group has);

c) the presence in the group of several knowledgeable people (who would give scope to the imagination of the participants);

d) the discussion of the problem should take place in a comfortable and relaxed atmosphere;

e) the process is managed by the head or the chairman, and the secretaries-observers present - fix the statements and behavior of the speakers;

f) the time of the procedure is either agreed in advance, or the process is carried out until a noticeable weakening of the intensity of the expression of ideas and an increased repetition of points of view already expressed;

g) any ideas that have arisen both individually and by association when listening to other proposals are welcome, including those that only partially improve other people's ideas.

3. Brainstorming procedure:

a) introduction (about 15 minutes) - the host talks about the essence of the method, explains the rules for the participants.

b) generation of ideas - the expression of ideas in a free form. If new ideas are delayed, the facilitator asks the participants to think about the problem, look at the board, or stop the brainstorming session;

c) questions - if necessary, it is allowed to ask the participants to clarify the point of view and eliminate gross ambiguities in the statements.

4. Conclusion - evaluation of ideas and development of alternative solutions (can be carried out with the participants of the "brainstorming").

Basic Rule "brainstorming" is the rejection of criticism and evaluation of ideas during the third phase, where the generation of ideas takes place directly, which makes it possible to obtain the largest number of ideas, and therefore increases the likelihood of solving the original problem. It is believed that the very possibility of criticism inhibits the imagination, so it is strictly prohibited during brainstorming.

When voicing an idea, the group listens and writes down on their cards new thoughts and considerations about the decision they heard.

Collected cards are sorted and analyzed most often by another group of experts.

The total output of such a group, where one's idea can lead another to something else, is often greater than the total number of ideas put forward by the same number of participants, but working alone.

There are many great examples of successful brainstorming. An example of one of them, illustrating the benefits of the prohibition of criticism.

During the war, the problem arose of countering enemy mines and torpedoes at sea. To solve this problem, the brainstorming method was used. One of the participants proposed at first glance the following frivolous solution: "Let, as soon as a mine or a torpedo is found, the whole team will stand on board and blow on it." Upon further analysis, the rational grain of this idea was laid in the solution of the problem. With the help of powerful pumps, they created streams of water and repelled mines.

Brainstorming” in reverse (“folded brainstorming”)

This method is much like brainstorming, but it requires the participants to provide critiques of the proposed ideas.

The main difficulty of the method is maintaining the correct attitude of the participants to each other during the discussion.

synectic method

This method was first proposed by W. J. Gordon in 1960. The inventor himself defined synectics as: “the connection together of various and at first glance, insignificant elements.”

The essence of this method lies in the collective study of background information, decomposing the problem into its constituent elements and finding a solution based on natural analogies. Moreover, the composition of the group (usually 5¸7 people) is carefully selected, as well as its experienced leader. The group is created to solve creative problems for a long time.

In contrast to brainstorming, the goal here is not the number of alternatives, but the generation of a small number of alternatives (even a single alternative) that solve a given problem. The effectiveness of synectics has been demonstrated in solving specific technical problems such as “to design an improved can opener”, “to develop a hermetic fastener for an astronaut suit”, there is a known case of a synectic solution to a more general economic problem: “to develop a new type of product with an annual sales potential of 300 million .dollars There are attempts to use synectics in solving social problems such as: "how to distribute public funds in the field of urban planning." The most famous example of the use of synectics is the invention of the so-called vertebral antenna. The challenge was to develop a 20m antenna that could straighten and fold very quickly and be carried by one person. During the session, the participants remembered the dinosaur's spine, which was long and elastic, which allowed the animal to rise high. When returning to the original problem, it was proposed to construct an antenna from plastic parts through which a cable is passed. Depending on whether pressure is applied to the part, the antenna expands or remains folded.

When creating a group, members are selected on the basis of flexibility of thinking, practical experience (preference is given to people who have changed professions and specialties), psychological compatibility, sociability, and mobility. Having developed some collaborative skills, the group conducts a systematic directed discussion of any analogies to the problem to be solved that spontaneously arise in the course of conversations, using various types of similarity: direct, for example, copies of works of art; indirect (similar, for example, the reduced size of the pilot plant, allowing you to recalculate the parameters of the process); clock - analogue of time; experimental animals for doctors - analogues of the human body; autopilot - an analogue of a pilot; and conditional (money is the model of value; identity card is the official model of the owner).

The emancipation of the imagination, intense creative work create an atmosphere of spiritual uplift. There are psychological difficulties that arise in beginners, depletion of the nervous system as a result of intensive work. The success of the work of synectic groups is facilitated by the observance of the following rules:

2) everyone has the right to stop work, without any explanation, at the slightest sign of fatigue;

3) the role of the leader periodically passes to other members of the group.

In the United States, a special firm, Synectics, Incorporated, has been established to provide consulting and training in the field of synectics.

When preparing a person to work in a synectics group, special and lengthy training is required: during the year, 25% of one's working time must be spent on study.

A team of trained, full-time synectors is able to find acceptable solutions to about four minor and two major problems over the course of a year.

Gordon method

This is another collective method invented by W. J. Gordon. It assumes that the members of the working group do not know in advance what kind of problem will be discussed, so they are not constrained by templates. The facilitator in the most general terms sets out some concept related to the problem under consideration. Participants present their ideas for overclocking”, and then, under the guidance of the facilitator, the original concept is refined. After that, the same problem is revealed, for the sake of which the discussion was started. As a result, already “warmed up” participants begin to make very specific proposals and think about how to implement them.

Targeted Discussion Method

For the first time, the method of targeted discussions began to be used in the early 50s of the XX century. Its essence is to hold a meeting directed by the facilitator in order to involve all participants in an open and interested discussion and not allow the meeting to turn into a series of passive answers to questions. Focused discussions are also a great way to assess the viability of new ideas. The difference between this method and the brainstorming method and the Gordon method is that the participants first prepare their point of view on the problem being solved.

1.6 Bottleneck Inventory Method

This is one of the options for targeted discussion. Participants in a targeted discussion are pre-compiled with a list of “bottlenecks” for any problem (for example: process control, improving product quality or expanding distribution channels).

The method often turns out to be very effective, since it is easier to analyze already known “bottlenecks” than to look for them. The most difficult moment is to compile as complete a list of “bottlenecks” as possible. If such a list is made, consider that you have gone more than half way.

Method of control questions.

The essence of the method is that the generation of solutions is, as it were, guided by a list of control (leading) questions, which are compiled by different participants or experts. The participants in the discussion answer these questions in writing (very briefly), on one sheet and pass them around to each other. Thus, everyone gets acquainted with the options for solving others and gives considerations on this matter.

1.8 Integral method “Meter”

This method was proposed in 1972 by Boulvin. This method combines individual techniques of brainstorming, synectics, morphological tables and the analog method of Metra. It is used to make decisions under conditions of risk and significant uncertainty. In general, the block diagram of the “Metra” method consists of the following steps:

The first stage is the formulation of the problem and its analysis. Statement of the problem, generation of initial ideas for solutions;

The second stage is the "choice". It branches into three simultaneous procedures:

a) “fragmentation” of the problem with the help of analogies and associations;

b) combinatorial construction of morphological tables;

c) correlation of goals and means to meet them;

· the third stage is the analysis of the first results, the formulation of a “new” problem and the search for its solution by “brainstorming”. Various solution methods are compared with the initial criteria of the problem, and the initial and obtained results are compared. A decision is made to continue or stop work, a return to the original problem is made. The resulting solution is reanalyzed and compared with the original problem, after which one of the solution options is approved.

1.9 Method “635”

This method is a kind of brainstorming. Six participants receive a written statement of the problem, each must offer at least three solutions. Then, for five minutes, the participants pass their ideas to a neighbor, in a circle. The ideas of all members of the group are introduced to the ideas, and the original sentences are varied five times, thanks to the presentation of their approaches to the points of view of the group members.

Delphi Method

It consists in developing an “averaged” solution based on the results of several stages - a survey of a number of experts in solving this problem. Moreover, after each of the stages, individual participants are given considerations on the points of view of other experts. The process of step-by-step questioning continues until the change in the points of view of experts stops or until they come to a relative agreement.

Salami Method.

The essence of this method is the preliminary "crushing" of the original problem into separate components and the distribution of the details of the problem to solve the individual components of the problem. A creative group is being formed to develop a final (generalized) solution for the entire original problem. This tactic is described by almost everyone who writes about negotiations, conflicts and how to resolve them. Perhaps it's all about the memorable taste and smell.

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