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For as long as I can remember - and certainly long before I had the term for it - I've believed that creativity is combinatorial: Alive and awake to the world, we amass a collection of cross-disciplinary building blocks - knowledge, memories, bits of information, sparks of inspiration, and other existing ideas - that we then combine and recombine, mostly unconsciously, into something "new." From this vast and cross-disciplinary mental pool of resources beckons the infrastructure of what we call our "own" "original" ideas. The notion, of course, is not new - some of history's greatest minds across art, science, poetry, and cinema have articulated it, directly or indirectly, in one form or another: Arthur Koestler's famous theory of "bisociation" explained creativity through the combination of elements that don't ordinarily belong together; graphic designer Paula Scher likens creativity to a slot machine that aligns the seemingly random jumble of stuff in our heads into a suddenly miraculous combination; T. S. Eliot believed that the poet's mind incubates fragmentary thoughts into beautiful ideas; the great Stephen Jay Gould maintained that connecting the seemingly unconnected is the secret of genius; Gutenberg's invention of the printing press embodied this combinatorial creativity; even what we call "intuition" is based on the unconscious application of this very mental faculty.

The concept, in fact, was perhaps best explained by Albert Einstein, who termed it "combinatory play." (Einstein famously came up with some of his best scientific ideas during his violin breaks.) From his Ideas and Opinions (public library) - the same invaluable volume that gave us the beloved physicist's timeless wisdom on kindness and our shared existence - comes Einstein's single most succinct articulation of how his mind works, driven by this powerful combinatorial creativity. The 1945 letter was written in response to French mathematician Jacques S. Hadamard's survey of the mental processes of famous scientists, inspired by polymath Henri Poincaré's famous meditation on the subject and published as An Essay on the Psychology of Invention in the Mathematical Field, with Einstein's missive included as a "testimonial":

My Dear Colleague:

In the following, I am trying to answer in brief your questions as well as I am able. I am not satisfied myself with those answers and I am willing to answer more questions if you believe this could be of any advantage for the very interesting and difficult work you have undertaken.

(A) The words or the language, as they are written or spoken, do not seem to play any role in my mechanism of thought. The psychical entities which seem to serve as elements in thought are certain signs and more or less clear images which can be "voluntarily" reproduced and combined.

There is, of course, a certain connection between those elements and relevant logical concepts. It is also clear that the desire to arrive finally at logically connected concepts is the emotional basis of this rather vague play with the above-mentioned elements. But taken from a psychological viewpoint, this combinatory play seems to be the essential feature in productive thought - before there is any connection with logical construction in words or other kinds of signs which can be communicated to others.

(B) The above-mentioned elements are, in my case, of visual and some of muscular type. Conventional words or other signs have to be sought for laboriously only in a secondary stage, when the mentioned associative play is sufficiently established and can be reproduced at will.

(C) According to what has been said, the play with the mentioned elements is aimed to be analogous to certain logical connections one is searching for.

(D) Visual and motor. In a stage when words intervene at all, they are, in my case, purely auditive, but they interfere only in a secondary stage, as already mentioned.

(E) It seems to me that what you call full consciousness is a limit case which can never be fully accomplished. This seems to me connected with the fact called the narrowness of consciousness ( Enge des Bewusstseins).

Ideas and Opinions is superb from cover to cover, the kind of book you return to again and again, only to find new layers of meaning with each reading. Complement it with this vintage technique for producing ideas and Einstein on the secret of learning anything.

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How Einstein Thought: Why "Combinatory Play" Is the Secret of Genius

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For as long as I can remember - and certainly long before I had the term for it - I've believed that creativity is combinatorial: Alive and awake to the world, we amass a collection of cross-disciplinary building blocks - knowledge, memories, bits of information, sparks of inspiration, and other existing ideas - that we then combine and recombine, mostly unconsciously, into something "new."

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One of the most watched TED talks of all time by Ken Robinson, in which he shares some interesting (and funny!) insights about creativity in the context of education.

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Sir Ken Robinson makes an entertaining and profoundly moving case for creating an education system that nurtures (rather than undermines) creativity.

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In a culture where being social and outgoing are prized above all else, it can be difficult, even shameful, to be an introvert. But, as Susan Cain argues in this passionate talk, introverts bring extraordinary talents and abilities to the world, and should be encouraged and celebrated.

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Charlie Munger, the business partner of Warren Buffett and Vice Chairman of Berkshire Hathaway, is famous for his quote "All I want to know is where I'm going to die, so I'll never go there." That thinking was inspired by the German mathematician Carl Gustav Jacob Jacobi, famous for some work on elliptic functions that I'll never understand. Jacobi often solved difficult problems by following a simple strategy: " man muss immer umkehren" (or loosely translated, "invert, always invert.")

"[Jacobi] knew that it is in the nature of things that many hard problems are best solved when they are addressed backward," Munger counsels.

While Jacobi applied inversion mostly to mathematics, the model is one of the most powerful mental models in our toolkit.

It is not enough to think about difficult problems one way. You need to think about them forwards and backward. Inversion often forces you to uncover hidden beliefs about the problem you are trying to solve. "Indeed," says Munger, "many problems can't be solved forward."

Let's take a look at some examples. Say you want to improve innovation in your organization. Thinking forward, you'd think about all of the things you could do to foster innovation. If you look at the problem by inversion, however, you'd think about all the things you could do that would discourage innovation. Ideally, you'd avoid those things. Sounds simple right? I bet your organization does some of those 'stupid' things today.

Another example, rather than think about what makes a good life, you can think about what prescriptions would ensure misery.

Avoiding stupidity is easier than seeking brilliance.

While both thinking forward and thinking backward result in some action, you can think of them as additive vs. subtractive.

Despite our best intentions, thinking forward increases the odds that you'll cause harm ( iatrogenics). Thinking backward, call it subtractive avoidance or inversion, is less likely to cause harm.

Inverting the problem won't always solve it, but it will help you avoid trouble. You can think of it as the avoiding stupidity filter. It's not sexy but it's a very easy way to improve.
So what does this mean in practice?
Spending time thinking about the opposite of what you want doesn't come naturally to most people. And yet many of the smartest people in history, have done this naturally.

Inversion helps improve understanding of the problem. By forcing you to do the work necessary to have an opinion you're forced to consider different perspectives.

If you're to take anything away from inversion let it be this: Spend less time trying to be brilliant and more time trying to avoid obvious stupidity. The kicker? Avoiding stupidity is easier than seeking brilliance.
Inversion is part of the Farnam Street Latticework of Mental Models.

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Inversion: The Power of Avoiding Stupidity

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Inversion is a powerful mental model to improve your thinking because it helps you identify and remove obstacles to success. Most of us tend to think one way about a problem: forward. Inversion allows us to flip the problem around and think backward.

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What Google Learned From Its Quest to Build the Perfect Team (Published 2016)

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New research reveals surprising truths about why some work groups thrive and others falter.

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What is a Team Role?

Dr Meredith Belbin defines a 'Team Role' as one of nine clusters of behavioural attributes identified by his research at Henley as being effective in order to facilitate team progress.

"The types of behaviour in which people engage are infinite. But the range of useful behaviours, which make an effective contribution to team performance, is finite. These behaviours are grouped into a set number of related clusters, to which the term 'Team Role' is applied."

Meredith Belbin | Team Roles at Work

Meredith Belbin's research showed that the most successful teams were made up of a diverse mix of behaviours. To build high-performing teams, we need to represent each of the nine Belbin Team Role behaviours at the appropriate times.

What are the nine Belbin Team Roles?

The nine Belbin Team Roles are: Resource Investigator, Teamworker and Co-ordinator (the Social roles); Plant, Monitor Evaluator and Specialist (the Thinking roles), and Shaper, Implementer and Completer Finisher (the Action or Task roles). You can find more detail about each Team Role below.

How do I find out my Belbin Team Role strengths and weaknesses?

The only sanctioned way of finding out your Belbin® Team Role strengths and weaknesses is by completing the official Belbin® Self-Perception Inventory online, and receiving a Belbin® Individual report. We then recommend that you ask for feedback from people you work with, using the Observer Assessment. This gives you an updated Belbin Individual report which gives you an insight in to which Team Role behaviors others see and value.

Over 3 million Belbin® reports have been generated worldwide for individuals, managers, teams and organisations. Contact us to start your Belbin® journey, or purchase your own Belbin Individual report directly here.

Belbin Team Roles isn't just a theory, it's a practical tool to help individuals, teams and organisations work more effectively to achieve business objectives. The only wayof finding out individual Belbin Team Role strengths and weaknesses is by completing the Belbin questionnaires and receiving a fully normed and researched Belbin Individual report crammed full of advice and guidance.

Once you have the Belbin Individual reports to hand, conversations can start, and change can begin to happen.

Are all Team Roles needed at all times?

It's not always necessary to have all Team Roles working simultaneously. It's important to consider the team objectives, and then work out which tasks need to be undertaken. Once this has been done, discussions can take place regarding how and when each Belbin Team Role behaviour should be utilised.

Using the Belbin reports can give people a greater understanding of their strengths, which leads to more effective communication in the team. Managers can put together great teams, enhance the performance of existing ones, and ensure that everyone feels that they are making a difference in the workplace.

Do you need nine people in a team, each with a strength in each Belbin Team Role?

Although there are nine Belbin Team Roles, this doesn't mean that every team requires nine people. Most people will have two or three Belbin Team Roles that they are most comfortable with, and this can change over time. Each Belbin Team Role has strengths and weaknesses, and each role is equally important to the team's success. To find out the Belbin Team Role strengths of individuals and teams, you need to use the Belbin reports.

Start your Belbin journey

Over 3 million Belbin® Reports have been generated worldwide for individuals, managers, teams and organisations. Contact usto start your Belbin® journey, or purchase your own Belbin Individual Report directly here.

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The nine Belbin Team Roles; their strengths and weaknesses, and how to use the nine Belbin Team Roles when working with a team. To find out your Belbin Team Role profile you need to complete the Belbin Self-Perception Inventory and ask for feedback from those you work with.

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Toy Story Fight Club Trailer Mash Up Recut

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10 surprising ways to transform your creative thinking

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10 surprising ways to transform your creative thinking

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With many of us working from home now, it's interesting to consider how our environment can impact on our creative abilities. This article provides evidence-based pointers to increase and improve creative abilities. But of course, it's all about experimenting and finding out what works best for you!

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If you're in the same boat, and you find it's difficult to remember what will improve your creativity and when you should do your most creative work, hopefully this list will help you get it all straight.

Unlike solving an analytic problem, creative insights come from letting our minds wander along tangents and into seemingly unrelated areas. Though many of us identify as morning larks or night owls, peaking in our problem-solving skills and focus at particular times of the day, creative thinking actually works better at non-optimal times. So, if you're a morning lark, your brain will be better at finding creative insights at night, when you're tired.

The reason behind this is that a tired brain struggles to filter out distractions and focus on one thing. It's also more likely to wander off on tangents. While that seems like a bad thing when you're working, creative thinking actually benefits from distractions and random thoughts. Research has shown that we're better at "thinking outside the box" at our non-optimal times.

Silence, in fact, actually helps us to sharpen our focus, so it's useful for intense problem-solving or detail-oriented tasks. Creative thinking, on the other hand, requires the kind of ambient buzz of sound that you might find in a café to promote broader thinking and new ideas.

So much so that tools like Coffitivity exist to bring that ambient café sound to your desk:

I always thought creativity was about coming up with original ideas, but it turns out creativity is really just about making new connections between existing ideas. This is pretty exciting, because it means creativity suddenly seems less scary: we can all connect things that already exist, right?

Even Steve Jobs agrees with this theory of what creativity is all about:

"Creativity is just connecting things. When you ask creative people how they did something, they feel a little guilty because they didn't really do it, they just saw something."

Another quote I love about this is by the artist, Austin Kleon:

"Every artist gets asked the question, 'Where do you get your ideas?'

The honest artist answers, 'I steal them.'"

Research has even found that intelligence is something that comes from physical connections in the brain:

"Several brain regions, and the connections between them, were what was most important to general intelligence."

"The brain regions important for general intelligence are found in several specific places (orange regions shown on the brain on the left). Looking inside the brain reveals the connections between these regions, which are particularly important to general intelligence. In the image on the right, the brain has been made partly transparent. The big orange regions in the right image are connections (like cables)

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10 Surprising Ways to Transform Your Creative Thinking

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If you're in the same boat, and you find it's difficult to remember what will improve your creativity and when you should do your most creative work, hopefully this list will help you get it all straight. Unlike solving an analytic problem, creative insights come from letting our minds wander along tangents and into seemingly unrelated areas.

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Where does creativity come from? This article from Scientific American shares some cool insights from the animal world.

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Creativity has enabled humans to conquer every corner of this planet. Indeed our yen for innovation is one of the most salient characteristics of our kind. Yet our species is not the only one given to inventiveness. Researchers have documented the capacity in a growing number of other creatures. And some of their findings run counter to received wisdom about the origins of creativity and how to foster it in human minds.

The old adage about inventiveness, of course, is that it stems from necessity. Based on his studies of orangutans, primatologist Carel van Schaik of the University of Zurich has come to a very different view. "When food is scarce, orangutans go into energy-saving mode. They minimize movement and focus on unappealing fall-back foods," he observed. Their strategy in this scenario is quite the opposite of innovation, but it makes sense. "Trying something new can be risky-you can get injured or poisoned-and it requires a serious investment of time, energy and attention, while the outcome is always uncertain," van Schaik explains.

Research on humans faced with scarcity echoes van Schaik's orangutan findings. In 2013, Science published a study by economist Sendhil Mullainathan of Harvard University and psychologist Eldar Shafir of Princeton University describing how reminding people with a low income of their financial trouble reduced their capacity to think logically and solve problems in novel situations. A subsequent study found that Indian sugarcane farmers performed much better on the same cognitive performance test after receiving the once-a-year payment for their produce, temporarily resolving their monetary concerns. (Farmers who did not take the test previously did comparably well after getting paid, so it is unlikely that the improvement was simply the consequence of prior experience with the test.) People will do whatever it takes to survive, of course, which may occasionally lead to innovations. But as these and other studies suggest, if one's mind is constantly occupied with urgent problems, such as finding food or shelter or paying bills, there will not be much capacity left to come up with long-term solutions to better one's livelihood.

So where does creativity come from? Insights have come from the surprising observation that orangutans can be incredibly creative in captivity. "If food is provided for and predators are absent, they suddenly have a lot of time on their hands, free from such distractions," van Schaik explains. Furthermore, in their highly controlled environments, exploration rarely has unpleasant consequences, and there are many unusual objects to play around with. Under such circumstances, orangutans appear to lose their usual fear of the unknown. In a study published in the American Journal of Primatology in 2015, van Schaik and his colleagues compared the response of wild and captive orangutans to a newly introduced object, a small platform in the shape of an orangutan nest. While captive orangutans approached the new object almost immediately, most wild orangutans, though habituated to the presence of humans, didn't even go near it during several months of testing-only one eventually dared to touch it. Such fear of novelty may pose a significant obstacle to creativity: if an animal avoids approaching any new objects, innovations become rather unlikely. "So if you ask me, opportunity is the mother of invention," van Schaik remarks.

Similarly, studies of a variety of bird species, as well as spotted hyenas, have shown how individuals that are more eager to explore new things tend to be the most innovative ones. Could such curiosity be a driving force behind the emergence of creativity in humans as well? To answer that question, experts have typically attempted to study innovative problem-solving in children. But such investigation has turned out to be quite challenging, not least because kids do not seem to be very innovative. In a study published in 2011, researchers of the University of Birmingham tasked British children of various ages with retrieving a bucket of stickers that sat out of reach at the bottom of a hole using only the straight but pliable pipecleaner they were given. Nine years earlier, in 2002, a captive New Caledonian crow named Betty made headlines when she solved the same problem, bending the straight wire into a hook to fetch the bucket, which in her case held a tempting payload of food. (Scientists have since observed her species making hooks and bending sticks in the wild.) But the challenge flummoxed most 5-year-olds and about half of all 8-year-olds. A 2013 study by psychologist Mark Nielsen of the University of Queensland showed that Western children were not the only ones stymied by the task: children of South African Bushmen find it just as hard.

The youngsters' lackluster performance on the hook-and-bucket challenge may stem in part from the conditions under which the experiments were carried out. A pilot study published earlier this year in Philosophical Transactions of the Royal Society B, was conducted in the Children's Museum of Pittsburgh, where active exploration and manipulation of tools is encouraged. The 4- to 5-year-olds in this experiment did significantly better than children tested in earlier studies, who occasionally expressed surprise that bending the wire was allowed when the investigator showed them the trick. "But we really need a larger sample to be more confident in our findings," says educational psychologist Kimberly Sheridan of George Mason University, who led the experiment together with Abigail Konopasky of the same institution.

A new wrinkle in the innovation story emerged on September 14, when Christian Rutz of the University of St. Andrews in Scotland and his colleagues reported in Nature that another species of bird-the Hawaiian crow, or alal-also makes and uses tools. Although this bird is extinct in the wild, almost all of the captive adults and nearly half of the captive juveniles the scientists tested used sticks and other objects to retrieve food from hidden locales, often altering the tool materials to do so. That so many of the birds in this species spontaneously use tools, along with the fact that the youngsters develop it without observing their elders, suggests to Rutz that the behavior may be a feature of the species, rather than a recent innovation. Still, tool use in these birds might have originated as a creative innovation in the evolutionary past. The increased foraging success of birds with a penchant for using tools may then have led to natural selection acting to promote the genetic factors underlying that advantageous tendency. In that case, the bird's ecology may have played a role in that first, creative step toward tool use and modification: with few predators or competitors on its island home, the Hawaiian crow had the freedom-the opportunity-to try new things.

Attempts to find out which personal characteristics might explain differences among children in their ability to solve the task have so far been largely inconclusive, says Jackie Chappell of the University of Birmingham, who has worked with birds (including Betty) as well as children. "Only age and vocabulary size are predictive. One possibility is that above a certain level of intelligence, variation in innovation is mostly due to external factors, and it is useless to look for child innovators. We'll see."

Evolutionary biologist Joe Henrich of the University of British Columbia, who recently wrote a book on the role of culture in the success of our species, expects that will indeed turn out to be the case. "I think the idea that innovation depends on individual geniuses is misguided. History shows that inventions invariably build on earlier findings that are recombined and improved upon. Most of the things we use every day are inventions that no single human being could ever design within her lifetime," he observes. "Rather than the product of individual innovators, these inventions can be thought of as the product of our societies. Innovations rely on individuals learning from others-in that way, human society functions like a collective brain."

And to an important extent, individual intelligence measures such as IQ may be a product of this exchange of knowledge with other members of society, adds Henrich's collaborator, psychologist Michael Muthukrishna of the London School of Economics. "In this way, sociality may be the mother of invention as well as intelligence: the size and interconnectedness of society, enabling us to connect and share more ideas," he reflects. Like van Schaik, Henrich and Muthukrishna believe that innovation should benefit from diminishing, rather than increasing, costs of failure. Says Muthukrishna: "By reducing the risk, a social safety net may stimulate innovation."

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Creativity has enabled humans to conquer every corner of this planet. Indeed our yen for innovation is one of the most salient characteristics of our kind. Yet our species is not the only one given to inventiveness. Researchers have documented the capacity in a growing number of other creatures.

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Meet Agnes, the ageing empathy suit at MIT

Empathy is all about trying to learn more about your 'user'. One of the trickiest things to do is truly get into their mind (and body) - but this video showcases a clever way to do so! Definitely worth watching, and consider yourselves...what kind of 'empathy suit' might you use for your projects?

Empathy field guide

This 'empathy field guide' produced by the Stanford d.school has some fantastic suggestions on how to get the most out of empathy. Has some great tips on observations (what-how-why is particularly good), and on how to approach and undertake interviews.

H otel buffets, a culprit of food waste, get downsized

Food waste is an area that has seen the creation of some awesomely creative solutions (like Food Cloud here in Ireland). This article gives another solution to the problem, which I think is a nice example of empathy & defining the problem.

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Find innovation where you least expect it

This is a fascinating article from the Harvard Business Review that looks at some tricks you can use to overcome mental barriers to innovation. It also introduces the technique of brainswarming, which is a nice progression on brainwriting.

How to find new business ideas in everyday life

One of the main themes of this week was “seeing with fresh eyes”. This very brief article from Entrepreneur magazine that contains a few useful tips on how to be inspired for new ideas by the world around you.

Where good ideas come from

You undertook the 'mix and match' challenge. This (beautifully animated!) video considers this concept, and also highlights the importance of creating spaces where people and their ideas can meet to interact.

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Failure & iteration

Lucky iron fish

This video is one of my all-time favourites. It beautifully shows the importance of prototyping, iteration, and learning from failure (as well as the value of undertaking empathy to understand the user you are designing for!)

3 steps for harnessing failure the right way

Throughout the week, we learned about the importance of engaging in an iterative process, and failing fast/early/often. This article gives a few tips on how best to embrace and learn from failure.

James Dyson on 5,126 Vacuums That Didn’t Work— and the One That Finally Did

A great real world example of the 'fail often' mentality - James Dyson. Very interesting!!

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Otherwise cool & interesting videos, articles, and more

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Otherwise cool & interesting videos, articles, and more

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A 50-cent microscope that folds like origami

This 10-minute TED talk is amazing - given by Manu Prakash, a man who has challenged preconceived ideas about what a microscope should look like. Incredible! One of my favourites.

The bicycle helmet that's invisible (until you need it)

Getting people to change their behaviour is very difficult! But I love how the invisible bicycle helmet showcases that - with a bit of upside-down-duck thinking - you can address a problem in a totally innovative way.

Piano stairs

By the same group that did the New York City Subway Signs video (our inspiration for our “Delight People” challenge on Friday, this 'piano stairs' video is a great example of how using fun can get people to change their behaviour.

The embrace infant warmer

Design thinking in action! This is a short overview of a product created through use and application of the design thinking process. The embrace infant warmer costs just $25 and challenges our preconceived ideas of how an incubator would look and function. Also a great story about empathy, as well as how rapidly new ideas can be developed and prototyped!

Nasa algorithm helping track whale sharks

Innovation is all about making connections. I came across this article a while ago, about how NASA technology (originally developed to identify constellations) is now being used to track whale sharks, via star-like patterns on their skin. Connections can really be found in the most random of places!

Why a surgeon taught a non-doctor to do brain surgery

I recently came across this article, and think that it's interesting to consider in the context of design thinking, and the respective values of knowledge gained through education vs skills (like design thinking) in solving problems in the real world.

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The power of introverts

In this interesting TED talk, Susan Cain explores the difficulties that group work can present for introverts. I especially like this line, "there's zero correlation between being the best talker and having the best ideas".

The power of vulnerability

A fantastic talk from Brené Brown on the power of vulnerability. Being creative can put a lot of people out of their comfort zones, and with this in mind, I think this is a good video to watch.

Brainstorming Doesn't Work; Try This Technique Instead

This Fast Company article suggests that in a typical brainstorming process, a few people do up to 75% of the talking; the article gives another nice overview of brainwriting, the technique we used for the paperclip ideation game.

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Abstract

Brain-writing is an alternative method to brainstorming. It is particularly useful with a group of people who are somewhat reticent and would be unlikely to offer many ideas in an open group session such as brainstorming. 6-3-5 Brain-writing (also known as the 6-3-5 method or Method 635) is a group creativity technique used in marketing, advertising, design, writing and product development. The technique involves 6 participants who sit in a group being supervised by a moderator. Each participant thinks up to 3 ideas every 5 minutes. The ideas are written down on a worksheet and passed on to the next participant. The participant reads the ideas and uses them as inspiration for more ideas. Participants are encouraged to draw on others' ideas for inspiration, thus stimulating the creative process. After 6 rounds in 30 minutes the group has thought up a total of 108 ideas. Brain-writing involves silently sharing written ideas in groups. Relative to brainstorming, brain-writing, potentially, minimizes the effect of status differentials, dysfunctional interpersonal conﬂicts, domination by one or two group members, pressure to conform to group norms, and digressions from the focal topic. It might also eliminate production blocking, reduce social loaﬁng, and encourage careful processing of shared ideas. The authors think that this method would help in the energy sector, with fast resolution of small failures in the system. To study the effectiveness of this method, 30 students were divided into groups of six persons. The results will be presented in this paper.

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Brain-Writing Vs. Brainstorming Case Study For Power Engineering Education

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Brain-writing is an alternative method to brainstorming. It is particularly useful with a group of people who are somewhat reticent and would be unlik...