Attribute Analysis

Quality Tools > Tools of the Trade > 41: Attribute Analysis

A popular game in creativity classes is to ask the attendees to make a list of all of the possible uses of a paper-clip. The more creative people will construct a much longer list than other people. The basic technique that they use is Attribute Analysis, which is a simple method of breakdown and analysis. Before coming back to the paperclip, consider the simple engineering task of making improvements to a chair. The attributes of the chair include the material used to make it, its shape, weight, rigidity, load-bearing capability, and so on. Attribute analysis simply asks how the attributes can be varied, thinking creatively about these variations and how these vair. We can thus use wood, metal or plastic (but how about paper?), make the chair large or small (what about a pets chair?), flexible or rigid (how could you turn a briefcase into a chair?) and so on. A more detailed approach is not only to look at the overall functions but to break the thing down and look at the component parts in the same way. Thus the attributes of the chair legs may include simple, measurable factors such as length, thickness and density. More complex attributes may also be considered, such as shape, connection method and load-bearing characteristics. You could even look at the aesthetic attributes, including texture, colour and attractiveness. Breakdown trees can be used to help this decomposition and investigation of attributes. The diagram below shows a partial breakdown of a standard office workspace. What is revealed is large numbers of possible areas for innovation..

Innovation is often considered problematic in service industries and other less tangible areas, but these, too, have attributes with which you can invent. Deliveries have timescales and reliability, customers have satisfaction and loyalty, processes have cost and capability, and so on. So, back to the paperclip. Its attributes include: light, metal, small, flexible, strong, magnetic, long and thin, sharp end, smooth corners, springiness, flat, plentiful. Some inventions could include a fishing hook (flexible, sharp, strong), wedding ring (smooth, light), murder weapon (sharp, strong), musical instrument (springiness, long, plentiful) and so on. An extension to the paperclip game is to divide the delegates into groups of two teams and ask each to list ten things you can do with a paperclip and ten things you cannot do with a paperclip. The more creative groups will finish the can list first and might struggle with the cannots, whist the negative-minded groups will reverse this, easily finding what cannot be done. This in itself can be an interesting discussion point (although be careful about turning off the negative groups). After discussing attribute analysis, you then get the teams to swap lists and explain how the other teams cannots can be overcome. Very quickly, they will discover that it is almost impossible to find things that the paper clip cannot do. Still do not believe this? Let us try a few. You cannot eat it? Make it out of bread. You cannot live in it? Make a huge and hollow one out of industrial piping. You cannot read one? Make it out of printed paper. If this all sounds like cheating then you are absolutely right. If cheating means breaking the rules and creativity is absolutely about cheating. Look at the attributes and challenge the rules. A simple formula that can lead to amazing inventions.

Synectics
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Synectics is a problem solving methodology that stimulates thought processes of which the subject may be unaware. This method was developed by George M. Prince (April 5, 1918 - June 9, 2009)[1] and William J.J. Gordon, originating in the Arthur D. Little Invention Design Unit in the 1950s. They set up Synectics Inc. (now Synecticsworld) in and the methodology has evolved substantially in the ensuing 50 years.

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1 Process 2 Books 3 See also 4 References 5 External links

[edit] Process
The process was derived from tape-recording (initially audio, later video) of thousands of meetings, analysis of the results and experiments with alternative ways of dealing with the obstacles to success in the meeting. "Success" was defined as getting a creative solution that the group was committed to implement. This history of sustained Research and Development provides a scientific foundation for the Synectics body of knowledge. Prince emphasized the importance of Creative Behaviour in reducing inhibitions and releasing the inherent creativity of everyone. He and his colleagues developed specific practices and meeting structures which help people to ensure that their constructive intentions are experienced positively by one another. The use of the Creative Behaviour tools extends the application of Synectics to many situations beyond invention sessions (particularly constructive resolution of conflict). Gordon emphasized the importance of "'metaphorical process' to make the familiar strange and the strange familiar". He expressed his central principle as: "Trust things that are alien, and alienate things that are trusted." This encourages, on the one hand, fundamental problem-analysis and, on the other hand, the alienation of the original problem through the creation of analogies. It is thus possible for new and surprising solutions to emerge.

As an invention tool, Synectics invented a technique called "springboarding" for getting creative beginning ideas. For the development of beginning ideas, the method incorporates brainstorming and deepens and widens it with metaphor; it also adds an important evaluation process for Idea Development, which takes embryonic new ideas that are attractive but not yet feasible and builds them into new courses of action which have the commitment of the people who will implement them. Synectics is more demanding of the subject than brainstorming, as the steps involved mean that the process is more complicated and requires more time and effort. It is also much more rewarding because the end product is action not just ideas.

Synectics
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Next Technique Systematic Inventive Thinking Synectics is based on a simple concept for problem solving and creative thinking - you need to generate ideas, and you need to evaluate ideas. Whilst this may be stating the obvious the methods used to perform these two tasks are extremely powerful. Preliminary planning

In advance, hold a preliminary planning meeting with the problem owner(s). This checks that there are genuine problem owners, wanting new options that they themselves can implement, within their authority; helps you to understand the problem-owners' perceptions of the problem area; gives a feel for the number and quality of solutions needed; helps to ensure realistic expectations about results; and allows you to agree team membership.

Procedure during the session 1. Problem owner provides headline and wish: They describes the issue, how it is experienced, the background, what has been tried, and the possible scope of action. It is then expressed in one or more big wish statements of the form: I wish (IW)... or How to (H2) .... NB that this is not a problem definition but a wish reflecting the way the issue is experienced. The group listen imaginatively, rather than analytically. 2. Group generates large numbers of springboards: The mood here should be expansive and unconstrained. The springboards use the same formats as the big wish (IW, H2, etc.). They are not ideas for solutions, but articulate further wishes to open up space for invention: It would be nice if we could do X but we dont yet know how to.. A wide range of springboard triggering techniques have been developed, e.g. various uses of Analogies; various types of Excursions; the essential paradox/book title technique, and others ( Free Association, Random Stimuli, Drawing techniques, etc.) 3. Select an interesting springboard: The mood now switches to a more focused approach than in Steps 1-2. Problem owner and group members choose their favourite springboards (more on the basis of interest or appeal than on the basis of logical relevance). They share their choices, but final choice rests with the problem-owner. However, the process can always be repeated, so the choice is not critical. The assumption is that within any springboard will be creative possibilities that can usefully be explored. 4. Ideas to help achieve the selected springboard are generated, using the trigger techniques mentioned in Step 2 (or any other idea-generation methods). The problem-owner selects some that seem interesting. 5. Check understanding of these by paraphrasing them and checking with their authors until the paraphrase is correct. An idea is selected for the Itemised Response. 6. Itemised response. Every conceivable positive features of the selected idea is listed. Then (and only then), a single concern / problem / issue is expressed as a problem for solution (e.g. How to ...). Solutions for these are expressed by all in terms of What you do is (WYDI).... 7. Recycle or end: Back to 4. until sufficient ideas for this spring board have been explored. Then back to 3. for another springboard. Cycle until the problem-solver has a solution s/he is happy to run with, or until time runs out.