Brainstorming - Knowledge (XXG)

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e-mail). The display of ideas may cognitively stimulate brainstormers, as their attention is kept on the flow of ideas being generated without the potential distraction of social cues such as facial expressions and verbal language. EBS techniques have been shown to produce more ideas and help individuals focus their attention on the ideas of others better than a brainwriting technique (participants write individual written notes in silence and then subsequently communicate them with the group). The production of more ideas has been linked to the fact that paying attention to others' ideas leads to non-redundancy, as brainstormers try to avoid to replicate or repeat another participant's comment or idea. Conversely, the production gain associated with EBS was less found in situations where EBS group members focused too much on generating ideas that they ignored ideas expressed by others. The production gain associated with

571:: Because only one participant may give an idea at any one time, other participants might forget the idea they were going to contribute or not share it because they see it as no longer important or relevant. Further, if we view brainstorming as a cognitive process in which "a participant generates ideas (generation process) and stores them in short-term memory (memorization process) and then eventually extracts some of them from its short-term memory to express them (output process)", then blocking is an even more critical challenge because it may also inhibit a person's train of thought in generating their own ideas and remembering them. Group members can be given notepads to write their ideas on and the meeting can organize who will get to speak next. However, this brainstorming technique does not perform as well as individuals using the 486:(EMS, as they came to be called), group members simultaneously and independently entered ideas into a computer terminal. The software collected (or "pools") the ideas into a list, which could be displayed on a central projection screen (anonymized if desired). Other elements of these EMSs could support additional activities such as categorization of ideas, elimination of duplicates, assessment and discussion of prioritized or controversial ideas. Later EMSs capitalized on advances in computer networking and internet protocols to support asynchronous brainstorming sessions over extended periods of time and in multiple locations. 589:: Evaluation apprehension was determined to occur only in instances of personal evaluation. If the assumption of collective assessment were in place, real-time judgment of ideas, ostensibly an induction of evaluation apprehension, failed to induce significant variance. Furthermore, when an authority figure watches the group members brainstorm the effectiveness lowers because members worry their ideas may be viewed negatively. Especially individuals with high social anxiety are particularly unproductive barnstormers and report feeling more nervous, anxious, and worried than group members who are less anxiety prone. 513:(reduced idea generation due to turn-taking and forgetting ideas in face-to-face brainstorming) and evaluation apprehension (a general concern experienced by individuals for how others in the presence are evaluating them) are reduced in EBS. These positive psychological effects increase with group size. A perceived advantage of EBS is that all ideas can be archived electronically in their original form, and then retrieved later for further thought and discussion. EBS also enables much larger groups to brainstorm on a topic than would normally be productive in a traditional brainstorming session. 597:: Individuals may feel that their ideas are less valuable when combined with the ideas of the group at large. Indeed, Diehl and Stroebe demonstrated that even when individuals worked alone, they produced fewer ideas if told that their output would be judged in a group with others than if told that their output would be judged individually. However, experimentation revealed free-writing as only a marginal contributor to productivity loss, and type of session (i.e., real vs. nominal group) contributed much more. 40: 546:

points that they earned. In Condition III, subjects were paid based on the impact that their idea had on the group; this was measured by counting the number of group ideas derived from the specific subject's ideas. Condition III outperformed Condition II, and Condition II outperformed Condition I at a statistically significant level for most measures. The results demonstrated that participants were willing to work far longer to achieve unique results in the expectation of compensation.

609:: One phenomenon of group brainstorming is that participants will tend to alter their rate of productivity to match others in the group. This can lead to participants generating fewer ideas in a group setting than they would individually because they will decrease their own contributions if they perceive themselves to be more productive than the group average. On the other hand, the same phenomenon can also increase an individual's rate of production to meet the group average. 120: 4521: 356:, rather than trying to come up with immediate answers and short-term solutions. Theoretically, this technique should not inhibit participation as there is no need to provide solutions. The answers to the questions form the framework for constructing future action plans. Once the list of questions is set, it may be necessary to prioritize them to reach to the best solution in an orderly way. 615:: Members tend to overestimate their group's productivity and so work less. Members of the group can only guess at the quantity and quality of their group's product and their personal contributions to the process but there is no standard to determine how well it is performing. A combination of processes explain why members are incorrectly overestimating productivity: 4538: 4481: 603:: Extroverts have been shown to outperform introverts in computer mediated groups. Extroverts also generated more unique and diverse ideas than introverts when additional methods were used to stimulate idea generation, such as completing a small related task before brainstorming, or being given a list of the classic rules of brainstorming. 4493: 268:

second person can log new ideas or add to the ideas of the previous person. This continues until the distribution list is exhausted. A follow-up "read out" meeting is then held to discuss the ideas logged in the book. This technique takes longer, but it allows individuals time to think deeply about the problem.

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Osborn envisioned groups of around 12 participants, including both experts and novices. Participants are encouraged to provide wild and unexpected answers. Ideas receive no criticism or discussion. The group simply provide ideas that might lead to a solution and apply no analytical judgment as to the

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One of Osborn's key recommendations was for all the members of the brainstorming group to be provided with a clear statement of the problem to be addressed prior to the actual brainstorming session. He also explained that the guiding principle is that the problem should be simple and narrowed down to

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spontaneously in response to a prompt. Stress is typically placed on the volume and variety of ideas, including ideas that may seem outlandish or "off-the-wall". Ideas are noted down during the activity, but not assessed or critiqued until later. The absence of criticism and assessment is intended to

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Group brainstorming may "feel" more successful because participants rarely experience failure in a communal process. When individuals are trying to think creatively alone, people repeatedly find that they are unable to come up with a new idea. In a group setting, people are less likely to experience

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Following a guided brainstorming session participants emerge with ideas ranked for further brainstorming, research and questions remaining unanswered and a prioritized, assigned, actionable list that leaves everyone with a clear understanding of what needs to happen next and the ability to visualize

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Some research indicates that incentives can augment creative processes. Participants were divided into three conditions. In Condition I, a flat fee was paid to all participants. In the Condition II, participants were awarded points for every unique idea of their own, and subjects were paid for the

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According to a meta-analysis comparing EBS to face-to-face brainstorming conducted by DeRosa and colleagues, EBS has been found to enhance both the production of non-redundant ideas and the quality of ideas produced. Despite the advantages demonstrated by EBS groups, EBS group members reported less

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Participants are asked to adopt different mindsets for pre-defined period of time while contributing their ideas to a central mind map drawn by a pre-appointed scribe. Having examined a multi-perspective point of view, participants seemingly see the simple solutions that collectively create greater

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A guided brainstorming session is time set aside to brainstorm either individually or as a collective group about a particular subject under the constraints of perspective and time. This type of brainstorming removes all cause for conflict and constrains conversations while stimulating critical and

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In directed brainstorming, each participant is given one sheet of paper (or electronic form) and told the brainstorming question. They are asked to produce one response and stop, then all of the papers (or forms) are randomly swapped among the participants. The participants are asked to look at the

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Directed brainstorming is a variation of electronic brainstorming (described below). It can be done manually or with computers. Directed brainstorming works when the solution space (that is, the set of criteria for evaluating a good idea) is known prior to the session. If known, those criteria can

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After distillation, the top-ranked ideas may be sent back to the group or to subgroups for further brainstorming. For example, one group may work on the color required in a product. Another group may work on the size, and so forth. Each group will come back to the whole group for ranking the listed

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The process begins with a well-defined topic. Each participant brainstorms individually, then all the ideas are merged onto one large idea map. During this consolidation phase, participants may discover a common understanding of the issues as they share the meanings behind their ideas. During this

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Each person in a circular group writes down one idea, and then passes the piece of paper to the next person, who adds some thoughts. This continues until everybody gets his or her original piece of paper back. By this time, it is likely that the group will have extensively elaborated on each idea.

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It is important that the facilitator is trained in this process before attempting to facilitate this technique. The group should be primed and encouraged to embrace the process. Like all team efforts, it may take a few practice sessions to train the team in the method before tackling the important

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The group may also create an "idea book" and post a distribution list or routing slip to the front of the book. On the first page is a description of the problem. The first person to receive the book lists his or her ideas and then routes the book to the next person on the distribution list. The

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Although the brainstorming can take place online through commonly available technologies such as email or interactive web sites, there have also been many efforts to develop customized computer software that can either replace or enhance one or more manual elements of the brainstorming process.

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Some web-based brainstorming techniques allow contributors to post their comments anonymously through the use of avatars. This technique also allows users to log on over an extended time period, typically one or two weeks, to allow participants some "soak time" before posting their ideas and

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may overcome some of the challenges faced by traditional brainstorming methods. For example, ideas might be "pooled" automatically, so that individuals do not need to wait to take a turn, as in verbal brainstorming. Some software programs show all ideas as they are generated (via chat room or

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Early efforts, such as GroupSystems at University of Arizona or Software Aided Meeting Management (SAMM) system at the University of Minnesota, took advantage of then-new computer networking technology, which was installed in rooms dedicated to computer supported meetings. When using these

87:. He was frustrated by employees' inability to develop creative ideas individually for ad campaigns. In response, he began hosting group-thinking sessions and discovered a significant improvement in the quality and quantity of ideas produced by employees. He first termed the process as 416:: A skilled discussion leader should lead and coordinate the brainstorming sessions. This leader can motivate members, correct mistakes, and provide a clear standard of work. They can also be used to keep track of all the ideas and make sure that these ideas are available to everyone. 217:

Further, the problem must require the generation of ideas rather than judgment; he uses examples such as generating possible names for a product as proper brainstorming material, whereas analytical judgments such as whether or not to marry do not have any need for brainstorming.

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a single target. Here, brainstorming is not believed to be effective in complex problems because of a change in opinion over the desirability of restructuring such problems. While the process can address the problems in such a situation, tackling all of them may not be feasible.

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Compared to face-to-face brainstorming, not only does EBS enhanced efficiency by eliminating travelling and turn-taking during group discussions, it also excluded several psychological constraints associated with face-to-face meetings. Identified by Gallupe and colleagues, both

581:: Exchanging ideas in a group may reduce the number of domains that a group explores for additional ideas. Members may also conform their ideas to those of other members, decreasing the novelty or variety of ideas, even though the overall number of ideas might not decrease. 536:

Some limitations of EBS include the fact that it can flood people with too many ideas at one time that they have to attend to, and people may also compare their performance to others by analyzing how many ideas each individual produces (social matching).

386:: People tend to pay more attention to their own ideas, however brainstorming requires exposure to the ideas of others. A method to encourage members to pay attention to others' ideas is to make them list the ideas out or ask them to repeat others' ideas. 188:

of ideas generated should be put 'on hold'. Instead, participants should focus on extending or adding to ideas, reserving criticism for a later 'critical stage' of the process. By suspending judgment, participants will feel free to generate unusual

505:, it is displayed on each group member's computer. As group members simultaneously type their comments on separate computers, those comments are anonymously pooled and made available to all group members for evaluation and further elaboration. 301:

idea they received and to create a new idea that improves on that idea based on the initial criteria. The forms are then swapped again and respondents are asked to improve upon the ideas, and the process is repeated for three or more rounds.

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Participants are asked to write their ideas anonymously. Then the facilitator collects the ideas and the group votes on each idea. The vote can be as simple as a show of hands in favor of a given idea. This process is called distillation.

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users' attentiveness to ideas expressed by others has been documented by Dugosh and colleagues. EBS group members who were instructed to attend to ideas generated by others outperformed those who were not in terms of creativity.

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Gallupe, R. B., Dennis, A. R., Cooper, W. H., Valacich, J. S., Bastianutti, L. M. and Nunamaker, J. F. (1992), "Electronic Brainstorming and Group Size," Academy of Management Journal, Vol. 35, No. 2, pp. 350-369.

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A good deal of research refutes Osborn's claim that group brainstorming could generate more ideas than individuals working alone. For example, in a review of 22 studies of group brainstorming, Michael Diehl and

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DM DeRosa; et al. (2007). "The medium matters: Mining the long-promised merit of group interaction in creative idea generation tasks in a meta-analysis of the electronic group brainstorming literature".

195:: To get a good long list of suggestions, wild ideas are encouraged. They can be generated by looking from new perspectives and suspending assumptions. These new ways of thinking might give better solutions. 4421: 392:: One method that helps members integrate their ideas into the group is brainwriting. This is where members write their ideas on a piece of paper and then pass it along to others who add their own ideas. 1579:

Henningsen, David Dryden; Henningsen, Mary Lynn Miller (2013). "Generating Ideas About the Uses of Brainstorming: Reconsidering the Losses and Gains of Brainstorming Groups Relative to Nominal Groups".

458:: This method is primarily used in science and engineering, and involves following a specific sequence of problem analysis, resource review, goal setting, and review of prior approaches to the problem. 404:: Allow plenty of time for members to complete the task. Although working under pressure tends to lead to more solutions initially, the quality is usually lower than if more time is spent on the task. 620:

Group member(s) may intuitively mistake others' ideas for their own, and so when they think about their own performance they cognitively claim a few ideas that others actually suggested

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feedback. This technique has been used particularly in the field of new product development, but can be applied in any number of areas requiring collection and evaluation of ideas.

432:: Larger groups can form subgroups that come up with ideas when the larger group is stumped. Afterwards, these subgroups come back together and discuss their ideas as a whole group. 1744: 489:

Introduced along with the EMS by Nunamaker and colleagues at University of Arizona was electronic brainstorming (EBS). By utilizing customized computer software for groups (

380:: Brainstorming rules should be followed, and feedback should be given to members that violate these rules. Violations of brainstorming rules tend to lead to mediocre ideas. 438:: Group members write down all the little problems or irritations concerning the issue they are working on, and then the group discusses solutions for each of these "bugs". 1255:

Michinov, N (2012). "Is electronic brainstorming the best way to improve creative performance in groups? An overlooked comparison of two idea generation techniques".

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sharing, new ideas may arise by the association, and they are added to the map as well. Once all the ideas are captured, the group can prioritize and/or take action.

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During the period when Osborn made his concept, he started writing on creative thinking, and the first notable book where he mentioned the term brainstorming was

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Santanen, E., Briggs, R. O., & de Vreede, G-J. (2004). Causal Relationships in Creative Problem Solving: Comparing Facilitation Interventions for Ideation.

4257: 4029: 1427: 3724: 3345: 280:. It may improve collaboration and increase the quantity of ideas, and is designed so that all attendees participate and no ideas are rejected. 4568: 4509: 3350: 2131: 1730: 91:, but participants later came up with the term "brainstorm sessions", taking the concept after the use of "the brain to storm a problem". 178:. The assumption is that the greater the number of ideas generated the bigger the chance of producing a radical and effective solution. 3294: 2089: 776: 623:

Group members compare themselves to others who generate relatively few ideas, reassuring them that they are one of the high performers

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Nijstad, B. A., Stroebe, W., & Lodewijkx, H. F. (2006). The illusion of group productivity: A reduction of failures explanation.

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In the laboratory, directed brainstorming has been found to almost triple the productivity of groups over electronic brainstorming.

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Osborn said brainstorming should address a specific question; he held that sessions addressing multiple questions were inefficient.

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Kerzner, H. (2013). Project management: A systems approach to planning, scheduling, and controlling (11th ed.). Hoboken, NJ: Wiley.

4392: 4340: 3535: 3154: 1828: 1780: 516: 472: 340:, which is a visual note taking technique in which people diagram their thoughts. Individual brainstorming is a useful method in 1737: 2657: 4563: 4182: 4090: 3299: 892: 1535: 251:

ideas. Sometimes ideas that were previously dropped may be brought forward again once the group has re-evaluated the ideas.

3370: 2923: 2446: 2023: 2013: 585: 374:: Using face-to-face groups can increase production blocking, evaluation apprehension, social matching and social loafing. 4471: 4268: 4251: 4107: 4070: 3176: 3159: 2881: 2721: 2156: 2072: 2045: 450:: A leader guides the group and discusses their goals, wishes, and frustrations using analogies, metaphors, and fantasy. 4064: 4056: 3809: 2473: 2035: 1391:

Michael Diehl; Wolfgang Stroebe (1987). "Productivity Loss in Brainstorming Groups: Toward the Solution of a Riddle".

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Ludy, Perry J. Profit Building: Cutting Costs Without Cutting People. San Francisco: Berret-Koehler, Inc, 2000. Print.

864: 31: 1034: 174:: This rule is a way of enhancing divergent production, aiming at facilitation of problem solution through the maxim 4308: 559:

found that, overwhelmingly, groups brainstorming together produce fewer ideas than individuals working separately.

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Leggett Dugosh, Karen; Paulus, Paul B. (1 May 2005). "Cognitive and social comparison processes in brainstorming".

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Following these two principles were his four general rules of brainstorming, established with intention to:

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Gallupe, R. B.; Cooper, W. H.; Grise, M.-L.; Bastianutti, L. M. (1994). "Blocking electronic brainstorms".

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avoid inhibiting participants in their idea production. The term was popularized by advertising executive

4544: 1428:"Group versus individual performance on tasks requiring ideational proficiency (brainstorming): A review" 682: 4380: 4024: 3668: 3452: 3335: 3149: 2955: 2928: 2918: 2886: 2876: 2841: 2756: 2701: 2696: 2679: 2625: 2463: 2416: 2277: 2141: 2062: 1918: 1754: 652: 201:: As suggested by the slogan "1+1=3". It is believed to stimulate the building of ideas by a process of 838: 367:

Groups can improve the effectiveness and quality of their brainstorming sessions in a number of ways.

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Brown, V.; Paulus, P. B. (1996). "A simple dynamic model of social factors in group brainstorming".

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Camacho, L. M., & Paulus, P. B. (1995). The role of social anxiousness in group brainstorming.

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satisfaction with the brainstorming process compared to face-to-face brainstorming group members.

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Paulus, P. B., & Dzindolet, M. T. (1993). Social influence processes in group brainstorming.

1632: 1597: 1484: 1408: 1335: 1299: 1180: 1156: 1112: 667: 642: 57: 4370: 3682: 4497: 4485: 4458: 4365: 4329: 4274: 4215: 4170: 4051: 3891: 3862: 3637: 3607: 3412: 3365: 3221: 3211: 3032: 3027: 3022: 2992: 2831: 2816: 2771: 2761: 2746: 2741: 2674: 2610: 2605: 2508: 2343: 2240: 2218: 2168: 2126: 2116: 2030: 1908: 1848: 1708: 1062: 888: 797: 772: 746: 702: 2652: 501:, a software developed by University of Arizona. After an idea discussion has been posted on 332:

is the use of brainstorming in solitary situations. It typically includes such techniques as

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Trott, Paul; Hartmann, Dap; van der Duin, Patrick; Scholten, Victor; Ortt, Roland (2016).

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Stroebe, W., Diehl, M., & Abakoumkin, G. (1992). The illusion of group effectivity.

444:: A method where new members state their ideas before listening to the group's position. 4153: 4004: 3953: 3920: 3909: 3881: 3802: 3755: 3627: 3572: 3525: 3507: 3309: 3057: 3047: 3042: 3017: 2811: 2791: 2664: 2635: 2585: 2518: 2488: 2478: 2441: 2363: 2321: 2316: 2198: 2193: 2183: 2101: 2079: 1913: 1903: 843: 134: 80: 4527: 4557: 4426: 4414: 4324: 4235: 3990: 3959: 3945: 3847: 3830: 3632: 3617: 3597: 3520: 3422: 3254: 3244: 3072: 3062: 3037: 3002: 2498: 2421: 2396: 2348: 2333: 2040: 1960: 1785: 1636: 1601: 1303: 1268: 657: 627:

this failure in their search for new ideas because others' ideas are being discussed.

1488: 1412: 1339: 1160: 1116: 410:: Members should stay focused and persist at the task even when productivity is low. 3896: 3835: 3819: 3785: 3515: 3492: 3462: 3447: 2736: 2353: 2294: 2106: 2057: 2008: 1983: 1935: 1928: 593: 333: 119: 562:

Several factors can contribute to a loss of effectiveness in group brainstorming.

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Nunamaker, Jay; Dennis, Alan; Valacich, Joseph; Vogel, Doug; George Joey (1991).

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A group of people write ideas on sticky notes as part of a brainstorming session.

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If brainstorming does not work for a group, some alternatives are available:

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Applied Imagination: Principles and Procedures of Creative Problem Solving

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Applied imagination: Principles and procedures of creative problem solving

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Problem Solving and Decision Making: Hard, Soft and Creative Approaches

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and has been shown to be superior to traditional group brainstorming.

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Applied imagination; principles and procedures of creative thinking

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Personality differences and group versus individual brainstorming

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the combined future focus and greater goals of the group nicely.

2938: 454: 3706: 3391: 3094: 2539: 1866: 1810: 1726: 916:(Third Revised Edition). New York, NY: Charles Scribner's Sons. 4503: 1049: 1047: 1462:"Predication of ideas number during a brainstorming session" 927:"What is Mind Mapping? (and How to Get Started Immediately)" 137:

said that two principles contribute to "ideative efficacy":

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feasibility. The judgments are reserved for a later date.

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creative thinking in an engaging, balanced environment.

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This method of brainstorming works by the method of

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Managing Technology Entrepreneurship and Innovation

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Action is assigned individually. 163:increase overall creativity of the group. 4231:Structured or semi-structured interviews 3346:Good Design Award (Museum of Modern Art) 767:Parker, Jeanette; Begnaud, Lucy (2004). 352:This process involves brainstorming the 118: 4516: 4476: 693: 56:in which a group of people interact to 969:Personality and Individual Differences 887:. Cengage Learning EMEA. p. 387. 3351:Good Design Award (Chicago Athenaeum) 1685:European Journal of Social Psychology 1435:European Journal of Social Psychology 1032:Questorming: An Outline of the Method 7: 1257:Journal of Applied Social Psychology 876: 874: 839:"Groupthink: the brainstorming myth" 762: 760: 4361:Bayesian statistics and Bayes nets 3295:American Institute of Graphic Arts 25: 4290:Failure mode and effects analysis 3305:Design and Industries Association 384:Pay attention to everyone's ideas 4536: 4519: 4491: 4479: 4393:Multi-criteria decision analysis 4341:Reliability centered maintenance 1781:Computer supported brainstorming 1269:10.1111/j.1559-1816.2012.01024.x 517:Computer supported brainstorming 473:Computer supported brainstorming 796:. Oxon: Routledge. p. 63. 79:In 1939, advertising executive 4309:Cause and consequence analysis 4183:Occupational safety and health 4091:Identity and access management 3300:Chartered Society of Designers 1582:Southern Communication Journal 1469:Group Decision and Negotiation 769:Developing Creative Leadership 739:Osborn, Alex F. (2018-05-11). 613:Illusion of group productivity 491:group decision support systems 1: 4569:Group problem solving methods 3371:Prince Philip Designers Prize 2014:Architectural lighting design 1198:Journal of Applied Psychology 421:Alternatives to brainstorming 83:began developing methods for 4269:Structured What If Technique 4252:Hazard and operability study 4108:Business continuity planning 3177:Electronic design automation 3160:Virtual home design software 2132:Automotive suspension design 1594:10.1080/1041794X.2012.717684 1542:. 2016-05-31. Archived from 1508:Applied Cognitive Psychology 837:Lehrer, Jonah (2012-01-30). 4246:Preliminary hazard analysis 4065:Operational risk management 2036:Environmental impact design 1320:Computers in Human Behavior 601:Personality characteristics 32:Brainstorm (disambiguation) 4590: 4330:Human reliability analysis 4014:Enterprise risk management 3315:International Forum Design 2685:Engineering design process 1405:10.1037/0022-3514.53.3.497 1296:10.1016/j.jesp.2004.05.009 1059:Group Dynamics 6th Edition 1010:10.1037/0022-3514.61.3.392 929:. Litemind.com. 2007-08-07 753:– via Open WorldCat. 484:electronic meeting systems 466: 239: 160:stimulate idea generation; 29: 27:Group creativity technique 4319:Layer protection analysis 4314:Cause-and-effect analysis 4121:Financial risk management 3858:Vulnerability (computing) 3650: 3398: 3387: 3116: 3090: 2546: 2535: 2437:Integrated circuit design 2359:Stage/set lighting design 2248:Hardware interface design 2164:Hardware interface design 1873: 1862: 1844: 1761: 1481:10.1007/s10726-012-9312-8 1332:10.1016/j.chb.2005.07.003 1210:10.1037/0021-9010.79.1.77 1095:Communications of the ACM 469:Electronic meeting system 372:Avoid face-to-face groups 293:be used to constrain the 199:Combine and improve ideas 4280:Business impact analysis 4096:Vulnerability management 4042:Personal risk management 3841:Global catastrophic risk 3272:Industrial design rights 3260:Fashion design copyright 3172:Design quality indicator 2621:Creative problem-solving 2412:Electrical system design 2268:Sonic interaction design 2179:Photographic lens design 2053:Healthy community design 1703:Osborn, Alex F. (1953). 1629:10.1177/1046496496271005 1225:Business Strategy Review 707:Business Strategy Review 703:"The Brainstorming Myth" 678:Thinking outside the box 463:Electronic brainstorming 330:Individual brainstorming 325:Individual brainstorming 272:Team idea mapping method 85:creative problem-solving 4161:Precautionary principle 4113:Disaster risk reduction 3468:New product development 3433:Enterprise architecture 3361:IF Product Design Award 3320:Design Research Society 2872:Reliability engineering 1796:Nominal group technique 1447:10.1002/ejsp.2420030402 1237:10.1111/1467-8616.00154 881:Hicks, Michael (2004). 719:10.1111/1467-8616.00154 673:Nominal group technique 586:Evaluation apprehension 573:nominal group technique 297:process intentionally. 259:Group passing technique 242:Nominal group technique 236:Nominal group technique 176:quantity breeds quality 167:These four rules were: 4356:Monte Carlo simulation 4346:Sneak circuit analysis 3741:Risk type & source 2924:Top-down and bottom-up 2273:User experience design 2174:Packaging and labeling 2147:Electric guitar design 2085:Landscape architecture 701:Furnham, Alex (2000). 579:Collaborative fixation 414:Facilitate the session 348:Question brainstorming 288:Directed brainstorming 124: 112: 44: 4564:Creativity techniques 4508:at Knowledge (XXG)'s 4381:Cost/benefit analysis 4025:Regulatory compliance 3453:Innovation management 3336:European Design Award 3102:Intellectual property 2919:Theory of constraints 2882:Responsibility-driven 2722:For manufacturability 2626:Creativity techniques 2464:Nuclear weapon design 2278:User interface design 2142:Corrugated box design 2063:Interior architecture 1755:creativity techniques 1108:10.1145/105783.105793 865:"Your Creative Power" 653:Group concept mapping 122: 42: 4144:Strategic management 4020:Corporate governance 3798:Anthropogenic hazard 3498:Unintelligent design 3478:Philosophy of design 3192:Design specification 3145:Comprehensive layout 2717:For behaviour change 2690:Probabilistic design 2452:Power network design 1989:Visual merchandising 1946:Instructional design 1924:Postage stamp design 1617:Small Group Research 1152:10.17705/1jais.00177 1131:DeSanctis, Gerardine 912:Osborn, A.F. (1963) 442:Stepladder technique 308:Guided brainstorming 184:: In brainstorming, 65:in the classic work 63:Alex Faickney Osborn 54:creativity technique 30:For other uses, see 4304:Event tree analysis 4299:Fault tree analysis 4285:Root cause analysis 4264:Toxicity assessment 4206:Exposure assessment 4176:Disaster management 4103:Incident management 4086:Security management 3779:Psychosocial hazard 3762:Reputational damage 3418:Creative industries 3341:German Design Award 3250:Design infringement 3135:Architectural model 2474:Organization design 2469:Nucleic acid design 2417:Experimental design 1970:Traffic sign design 1369:. Marketing Science 568:Production blocking 511:production blocking 144:Reach for quantity. 103:Your Creative Power 68:Applied Imagination 4386:Risk–benefit ratio 4188:Swiss cheese model 4149:Risk communication 4057:Disease management 3931:Exchange rate risk 3926:Interest rate risk 3483:Process simulation 3458:Intelligent design 2782:Intelligence-based 2777:Integrated topside 2707:Framework-oriented 2392:Behavioural design 2263:Information design 1941:Information design 1766:6-3-5 Brainwriting 1041:, Jon Roland, 1985 1037:2010-01-28 at the 683:What? Where? When? 668:Mass collaboration 643:6-3-5 Brainwriting 378:Stick to the rules 193:Welcome wild ideas 182:Withhold criticism 125: 89:organized ideation 45: 4467: 4466: 4459:Crisis management 4275:Scenario analysis 4216:Scenario planning 4171:Crisis management 4052:Stress management 3999: 3998: 3892:Reputational risk 3700: 3699: 3646: 3645: 3413:Conceptual design 3383: 3382: 3379: 3378: 3366:James Dyson Award 3222:Website wireframe 3212:Technical drawing 3086: 3085: 2934:Transgenerational 2675:Ecological design 2551:Activity-centered 2531: 2530: 2527: 2526: 2509:Spacecraft design 2303:Public art design 2241:Video game design 2219:Experience design 2189:Production design 2169:Motorcycle design 2127:Automotive design 2031:Ecological design 1909:Film title design 1804: 1803: 1362:Toubia, Olivier. 1055:Forsyth, Donelson 16:(Redirected from 4581: 4549: 4541: 4540: 4539: 4532: 4524: 4523: 4522: 4512: 4496: 4495: 4494: 4484: 4483: 4482: 4475: 4454:Opportunity cost 4403:Related concepts 4336:Bow tie analysis 4221:Contingency plan 4047:Health insurance 4035:Internal control 3876:Operational risk 3791:Natural disaster 3745: 3727: 3720: 3713: 3704: 3692: 3685: 3678: 3671: 3664: 3657: 3389: 3266:Geschmacksmuster 3240:Community design 3118: 3092: 2852:Process-centered 2648:Design–bid–build 2616:Cradle-to-cradle 2596:Concept-oriented 2537: 2514:Strategic design 2484:Processor design 2459:Mechanism design 2427:Geometric design 2387:Algorithm design 2327:Jewellery design 2258:Immersive design 2152:Furniture design 2097:Landscape design 1875: 1864: 1831: 1824: 1817: 1808: 1771:Affinity diagram 1747: 1740: 1733: 1724: 1692: 1681: 1675: 1664: 1658: 1647: 1641: 1640: 1612: 1606: 1605: 1576: 1570: 1567:(6), 1071–1080. 1561: 1555: 1554: 1552: 1551: 1532: 1526: 1525: 1523: 1521:10.1002/acp.1699 1499: 1493: 1492: 1466: 1457: 1451: 1450: 1432: 1423: 1417: 1416: 1388: 1379: 1378: 1376: 1374: 1368: 1359: 1353: 1350: 1344: 1343: 1326:(3): 1549–1581. 1314: 1308: 1307: 1279: 1273: 1272: 1252: 1241: 1240: 1220: 1214: 1213: 1193: 1187: 1176: 1165: 1164: 1154: 1127: 1121: 1120: 1110: 1086: 1073: 1072: 1051: 1042: 1029: 1023: 1020: 1014: 1013: 994:Wolfgang Stroebe 989: 976: 961: 955: 944: 938: 937: 935: 934: 923: 917: 910: 899: 898: 878: 869: 868: 861: 855: 854: 852: 851: 834: 828: 827: 825: 824: 814: 808: 807: 789: 783: 782: 764: 755: 754: 736: 730: 729: 727: 725: 698: 663:Lateral thinking 648:Affinity diagram 557:Wolfgang Stroebe 342:creative writing 21: 4589: 4588: 4584: 4583: 4582: 4580: 4579: 4578: 4554: 4553: 4552: 4542: 4537: 4535: 4531:from Wiktionary 4525: 4520: 4518: 4515: 4511:sister projects 4510: 4502: 4492: 4490: 4480: 4478: 4470: 4468: 4463: 4442:Problem solving 4398: 4351:Markov analysis 4211:Hazard analysis 4198:Risk assessment 4192: 4127:Diversification 4005:Countermeasures 3995: 3964: 3810:Technology risk 3736: 3734:Risk management 3731: 3701: 3696: 3690: 3683: 3676: 3669: 3662: 3655: 3642: 3443:Futures studies 3394: 3375: 3324: 3283: 3232: 3226: 3112: 3111: 3082: 2988:Value sensitive 2978:User innovation 2857:Public interest 2822:Object-oriented 2542: 2523: 2504:Software design 2494:Research design 2447:Physical design 2402:Database design 2376: 2374: 2368: 2344:Property design 2339:Game art design 2293: 2287: 2210: 2203: 2118: 2111: 2068:Interior design 2019:Building design 2000: 1993: 1880: 1869: 1858: 1840: 1835: 1805: 1800: 1757: 1751: 1721: 1700: 1695: 1682: 1678: 1665: 1661: 1648: 1644: 1614: 1613: 1609: 1578: 1577: 1573: 1562: 1558: 1549: 1547: 1534: 1533: 1529: 1501: 1500: 1496: 1464: 1459: 1458: 1454: 1430: 1425: 1424: 1420: 1390: 1389: 1382: 1372: 1370: 1366: 1361: 1360: 1356: 1351: 1347: 1316: 1315: 1311: 1281: 1280: 1276: 1254: 1253: 1244: 1222: 1221: 1217: 1195: 1194: 1190: 1177: 1168: 1145:(10): 551–608. 1129: 1128: 1124: 1088: 1087: 1076: 1069: 1053: 1052: 1045: 1039:Wayback Machine 1030: 1026: 1021: 1017: 992:Michael Diehl; 991: 990: 979: 962: 958: 945: 941: 932: 930: 925: 924: 920: 911: 902: 895: 880: 879: 872: 863: 862: 858: 849: 847: 836: 835: 831: 822: 820: 816: 815: 811: 804: 791: 790: 786: 779: 766: 765: 758: 738: 737: 733: 723: 721: 700: 699: 695: 691: 638:Amygdala hijack 634: 607:Social matching 552: 543: 475: 465: 423: 408:Stay persistent 365: 350: 327: 310: 290: 274: 261: 244: 238: 233: 224: 212: 172:Go for quantity 151: 141:Defer judgment; 132: 127: 126: 115: 113:Osborn's method 96:How to Think Up 77: 47: 46: 35: 28: 23: 22: 15: 12: 11: 5: 4587: 4585: 4577: 4576: 4571: 4566: 4556: 4555: 4551: 4550: 4533: 4504: 4501: 4500: 4488: 4465: 4464: 4462: 4461: 4456: 4451: 4450: 4449: 4439: 4434: 4429: 4424: 4419: 4418: 4417: 4406: 4404: 4400: 4399: 4397: 4396: 4390: 4389: 4388: 4378: 4373: 4368: 4363: 4358: 4353: 4348: 4343: 4338: 4333: 4327: 4322: 4316: 4311: 4306: 4301: 4296: 4287: 4282: 4277: 4272: 4266: 4261: 4255: 4249: 4243: 4238: 4233: 4228: 4223: 4218: 4213: 4208: 4202: 4200: 4194: 4193: 4191: 4190: 4185: 4180: 4179: 4178: 4168: 4163: 4158: 4157: 4156: 4154:Warning system 4146: 4141: 4140: 4139: 4134: 4129: 4117: 4116: 4115: 4110: 4105: 4100: 4099: 4098: 4093: 4083: 4078: 4073: 4061: 4060: 4059: 4054: 4049: 4039: 4038: 4037: 4032: 4027: 4022: 4009: 4007: 4001: 4000: 3997: 3996: 3994: 3993: 3988: 3983: 3978: 3972: 3970: 3966: 3965: 3963: 3962: 3957: 3954:Strategic risk 3950: 3949: 3948: 3943: 3938: 3933: 3928: 3923: 3921:Liquidity risk 3918: 3910:Financial risk 3906: 3905: 3904: 3899: 3894: 3889: 3884: 3882:Execution risk 3872: 3871: 3870: 3865: 3860: 3850: 3845: 3844: 3843: 3838: 3824: 3823: 3822: 3817: 3807: 3806: 3805: 3803:Political risk 3795: 3794: 3793: 3783: 3782: 3781: 3776: 3766: 3765: 3764: 3756:Business risks 3751: 3749: 3742: 3738: 3737: 3732: 3730: 3729: 3722: 3715: 3707: 3698: 3697: 3695: 3694: 3687: 3680: 3673: 3666: 3659: 3651: 3648: 3647: 3644: 3643: 3641: 3640: 3635: 3630: 3625: 3620: 3615: 3610: 3605: 3600: 3595: 3590: 3585: 3580: 3575: 3570: 3565: 3560: 3555: 3550: 3545: 3544: 3543: 3538: 3528: 3523: 3518: 3511: 3510: 3508:Wicked problem 3505: 3500: 3495: 3490: 3485: 3480: 3475: 3470: 3465: 3460: 3455: 3450: 3445: 3440: 3435: 3430: 3425: 3420: 3415: 3410: 3405: 3399: 3396: 3395: 3393:Related topics 3392: 3385: 3384: 3381: 3380: 3377: 3376: 3374: 3373: 3368: 3363: 3358: 3353: 3348: 3343: 3338: 3332: 3330: 3326: 3325: 3323: 3322: 3317: 3312: 3310:Design Council 3307: 3302: 3297: 3291: 3289: 3285: 3284: 3282: 3281: 3280: 3279: 3277:European Union 3269: 3262: 3257: 3252: 3247: 3242: 3236: 3234: 3228: 3227: 3225: 3224: 3219: 3214: 3209: 3204: 3199: 3194: 3189: 3184: 3179: 3174: 3169: 3164: 3163: 3162: 3157: 3147: 3142: 3137: 3132: 3126: 3124: 3114: 3113: 3110: 3109: 3106: 3103: 3100: 3096: 3095: 3088: 3087: 3084: 3083: 3081: 3080: 3075: 3070: 3065: 3060: 3055: 3050: 3045: 3040: 3035: 3030: 3025: 3020: 3015: 3010: 3005: 2998: 2997: 2996: 2995: 2985: 2980: 2975: 2974: 2973: 2963: 2958: 2956:Usage-centered 2953: 2952: 2951: 2949:Design for All 2941: 2936: 2931: 2929:Transformation 2926: 2921: 2916: 2911: 2910: 2909: 2899: 2894: 2889: 2884: 2879: 2877:Research-based 2874: 2869: 2864: 2859: 2854: 2849: 2844: 2842:Platform-based 2839: 2834: 2829: 2824: 2819: 2814: 2809: 2804: 2799: 2794: 2792:KISS principle 2789: 2784: 2779: 2774: 2769: 2764: 2759: 2754: 2749: 2744: 2739: 2734: 2729: 2724: 2719: 2714: 2709: 2704: 2702:Fault-tolerant 2699: 2697:Error-tolerant 2694: 2693: 2692: 2682: 2680:Energy neutral 2677: 2672: 2667: 2662: 2661: 2660: 2650: 2645: 2640: 2639: 2638: 2636:Design fiction 2628: 2623: 2618: 2613: 2608: 2603: 2598: 2593: 2588: 2583: 2578: 2573: 2568: 2563: 2558: 2553: 2547: 2544: 2543: 2540: 2533: 2532: 2529: 2528: 2525: 2524: 2522: 2521: 2519:Systems design 2516: 2511: 2506: 2501: 2496: 2491: 2489:Protein design 2486: 2481: 2479:Process design 2476: 2471: 2466: 2461: 2456: 2455: 2454: 2449: 2444: 2442:Circuit design 2434: 2429: 2424: 2419: 2414: 2409: 2404: 2399: 2394: 2389: 2383: 2381: 2370: 2369: 2367: 2366: 2364:Textile design 2361: 2356: 2351: 2346: 2341: 2336: 2331: 2330: 2329: 2324: 2322:Costume design 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1719:External links 1717: 1716: 1715: 1699: 1696: 1694: 1693: 1676: 1659: 1642: 1607: 1571: 1556: 1540:BoostCompanies 1527: 1514:(3): 359–371. 1494: 1452: 1441:(4): 361–388. 1418: 1399:(3): 497–509. 1380: 1354: 1345: 1309: 1290:(3): 313–320. 1274: 1242: 1215: 1188: 1166: 1122: 1074: 1067: 1043: 1024: 1015: 1004:(3): 392–403. 977: 956: 939: 918: 900: 893: 870: 856: 844:The New Yorker 829: 809: 802: 784: 778:978-1563086311 777: 756: 731: 692: 690: 687: 686: 685: 680: 675: 670: 665: 660: 655: 650: 645: 640: 633: 630: 629: 628: 624: 621: 617: 616: 610: 604: 598: 590: 582: 576: 551: 548: 542: 539: 464: 461: 460: 459: 451: 445: 439: 433: 422: 419: 418: 417: 411: 405: 399: 393: 387: 381: 375: 364: 361: 349: 346: 326: 323: 309: 306: 289: 286: 273: 270: 260: 257: 240:Main article: 237: 234: 232: 229: 223: 220: 211: 208: 207: 206: 196: 190: 179: 165: 164: 161: 158: 150: 147: 146: 145: 142: 131: 130:Two principles 128: 117: 116: 114: 111: 81:Alex F. Osborn 76: 73: 37: 36: 26: 24: 18:Brain-storming 14: 13: 10: 9: 6: 4: 3: 2: 4586: 4575: 4574:Collaboration 4572: 4570: 4567: 4565: 4562: 4561: 4559: 4547: 4546: 4534: 4530: 4529: 4517: 4513: 4507: 4506:Brainstorming 4499: 4489: 4487: 4477: 4473: 4460: 4457: 4455: 4452: 4448: 4445: 4444: 4443: 4440: 4438: 4435: 4433: 4430: 4428: 4427:Risk appetite 4425: 4423: 4420: 4416: 4415:ISO/IEC 31010 4413: 4412: 4411: 4408: 4407: 4405: 4401: 4394: 4391: 4387: 4384: 4383: 4382: 4379: 4377: 4374: 4372: 4369: 4367: 4364: 4362: 4359: 4357: 4354: 4352: 4349: 4347: 4344: 4342: 4339: 4337: 4334: 4331: 4328: 4326: 4325:Decision tree 4323: 4320: 4317: 4315: 4312: 4310: 4307: 4305: 4302: 4300: 4297: 4295: 4291: 4288: 4286: 4283: 4281: 4278: 4276: 4273: 4270: 4267: 4265: 4262: 4259: 4256: 4253: 4250: 4247: 4244: 4242: 4239: 4237: 4236:Delphi method 4234: 4232: 4229: 4227: 4226:Brainstorming 4224: 4222: 4219: 4217: 4214: 4212: 4209: 4207: 4204: 4203: 4201: 4199: 4195: 4189: 4186: 4184: 4181: 4177: 4174: 4173: 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3800: 3799: 3796: 3792: 3789: 3788: 3787: 3784: 3780: 3777: 3775: 3772: 3771: 3770: 3769:Personal risk 3767: 3763: 3760: 3759: 3758: 3757: 3753: 3752: 3750: 3746: 3743: 3739: 3735: 3728: 3723: 3721: 3716: 3714: 3709: 3708: 3705: 3693: 3688: 3686: 3681: 3679: 3674: 3672: 3667: 3665: 3660: 3658: 3653: 3652: 3649: 3639: 3636: 3634: 3631: 3629: 3626: 3624: 3623:specification 3621: 3619: 3616: 3614: 3611: 3609: 3606: 3604: 3601: 3599: 3596: 3594: 3591: 3589: 3586: 3584: 3581: 3579: 3576: 3574: 3571: 3569: 3566: 3564: 3561: 3559: 3556: 3554: 3551: 3549: 3546: 3542: 3539: 3537: 3536:architectural 3534: 3533: 3532: 3529: 3527: 3524: 3522: 3519: 3517: 3513: 3512: 3509: 3506: 3504: 3503:Visualization 3501: 3499: 3496: 3494: 3491: 3489: 3486: 3484: 3481: 3479: 3476: 3474: 3471: 3469: 3466: 3464: 3461: 3459: 3456: 3454: 3451: 3449: 3446: 3444: 3441: 3439: 3436: 3434: 3431: 3429: 3426: 3424: 3423:Cultural icon 3421: 3419: 3416: 3414: 3411: 3409: 3406: 3404: 3401: 3400: 3397: 3390: 3386: 3372: 3369: 3367: 3364: 3362: 3359: 3357: 3354: 3352: 3349: 3347: 3344: 3342: 3339: 3337: 3334: 3333: 3331: 3327: 3321: 3318: 3316: 3313: 3311: 3308: 3306: 3303: 3301: 3298: 3296: 3293: 3292: 3290: 3288:Organizations 3286: 3278: 3275: 3274: 3273: 3270: 3268: 3267: 3263: 3261: 3258: 3256: 3255:Design patent 3253: 3251: 3248: 3246: 3245:Design around 3243: 3241: 3238: 3237: 3235: 3229: 3223: 3220: 3218: 3215: 3213: 3210: 3208: 3205: 3203: 3200: 3198: 3195: 3193: 3190: 3188: 3185: 3183: 3180: 3178: 3175: 3173: 3170: 3168: 3165: 3161: 3158: 3156: 3153: 3152: 3151: 3148: 3146: 3143: 3141: 3138: 3136: 3133: 3131: 3128: 3127: 3125: 3123: 3119: 3115: 3107: 3105:Organizations 3104: 3101: 3098: 3097: 3093: 3089: 3079: 3076: 3074: 3071: 3069: 3066: 3064: 3061: 3059: 3056: 3054: 3051: 3049: 3046: 3044: 3041: 3039: 3036: 3034: 3031: 3029: 3026: 3024: 3021: 3019: 3016: 3014: 3011: 3009: 3006: 3004: 3000: 2999: 2994: 2991: 2990: 2989: 2986: 2984: 2981: 2979: 2976: 2972: 2969: 2968: 2967: 2966:User-centered 2964: 2962: 2959: 2957: 2954: 2950: 2947: 2946: 2945: 2942: 2940: 2937: 2935: 2932: 2930: 2927: 2925: 2922: 2920: 2917: 2915: 2914:Tableless web 2912: 2908: 2905: 2904: 2903: 2900: 2898: 2895: 2893: 2890: 2888: 2885: 2883: 2880: 2878: 2875: 2873: 2870: 2868: 2865: 2863: 2860: 2858: 2855: 2853: 2850: 2848: 2845: 2843: 2840: 2838: 2837:Participatory 2835: 2833: 2830: 2828: 2825: 2823: 2820: 2818: 2815: 2813: 2810: 2808: 2805: 2803: 2800: 2798: 2795: 2793: 2790: 2788: 2785: 2783: 2780: 2778: 2775: 2773: 2770: 2768: 2765: 2763: 2760: 2758: 2755: 2753: 2750: 2748: 2745: 2743: 2740: 2738: 2735: 2733: 2730: 2728: 2727:For Six Sigma 2725: 2723: 2720: 2718: 2715: 2713: 2710: 2708: 2705: 2703: 2700: 2698: 2695: 2691: 2688: 2687: 2686: 2683: 2681: 2678: 2676: 2673: 2671: 2670:Domain-driven 2668: 2666: 2663: 2659: 2658:architect-led 2656: 2655: 2654: 2651: 2649: 2646: 2644: 2641: 2637: 2634: 2633: 2632: 2629: 2627: 2624: 2622: 2619: 2617: 2614: 2612: 2609: 2607: 2604: 2602: 2601:Configuration 2599: 2597: 2594: 2592: 2589: 2587: 2584: 2582: 2579: 2577: 2574: 2572: 2569: 2567: 2566:Brainstorming 2564: 2562: 2559: 2557: 2554: 2552: 2549: 2548: 2545: 2538: 2534: 2520: 2517: 2515: 2512: 2510: 2507: 2505: 2502: 2500: 2499:Social design 2497: 2495: 2492: 2490: 2487: 2485: 2482: 2480: 2477: 2475: 2472: 2470: 2467: 2465: 2462: 2460: 2457: 2453: 2450: 2448: 2445: 2443: 2440: 2439: 2438: 2435: 2433: 2430: 2428: 2425: 2423: 2422:Filter design 2420: 2418: 2415: 2413: 2410: 2408: 2405: 2403: 2400: 2398: 2397:Boiler design 2395: 2393: 2390: 2388: 2385: 2384: 2382: 2380: 2371: 2365: 2362: 2360: 2357: 2355: 2352: 2350: 2349:Scenic design 2347: 2345: 2342: 2340: 2337: 2335: 2334:Floral design 2332: 2328: 2325: 2323: 2320: 2319: 2318: 2315: 2313: 2309: 2306: 2304: 2301: 2300: 2298: 2296: 2290: 2284: 2281: 2279: 2276: 2274: 2271: 2269: 2266: 2264: 2261: 2259: 2256: 2254: 2251: 2249: 2246: 2242: 2239: 2237: 2234: 2233: 2232: 2229: 2225: 2222: 2221: 2220: 2217: 2216: 2214: 2212: 2206: 2200: 2197: 2195: 2192: 2190: 2187: 2185: 2182: 2180: 2177: 2175: 2172: 2170: 2167: 2165: 2162: 2158: 2155: 2154: 2153: 2150: 2148: 2145: 2143: 2140: 2138: 2135: 2133: 2130: 2128: 2125: 2124: 2122: 2120: 2114: 2108: 2105: 2103: 2100: 2098: 2095: 2091: 2088: 2087: 2086: 2083: 2081: 2078: 2074: 2071: 2070: 2069: 2066: 2064: 2061: 2059: 2056: 2054: 2051: 2047: 2044: 2043: 2042: 2041:Garden design 2039: 2037: 2034: 2032: 2029: 2025: 2024:Passive solar 2022: 2021: 2020: 2017: 2015: 2012: 2010: 2007: 2006: 2004: 2002: 1999:Environmental 1996: 1990: 1987: 1985: 1982: 1980: 1976: 1973: 1971: 1967: 1964: 1962: 1961:Retail design 1959: 1957: 1954: 1952: 1949: 1947: 1944: 1942: 1939: 1937: 1934: 1930: 1927: 1925: 1922: 1920: 1917: 1916: 1915: 1912: 1910: 1907: 1905: 1902: 1900: 1897: 1895: 1892: 1890: 1887: 1886: 1884: 1882: 1879:Communication 1876: 1872: 1865: 1861: 1855: 1852: 1850: 1847: 1846: 1843: 1839: 1832: 1827: 1825: 1820: 1818: 1813: 1812: 1809: 1797: 1794: 1792: 1789: 1787: 1786:Disney method 1784: 1782: 1779: 1777: 1776:Brainstorming 1774: 1772: 1769: 1767: 1764: 1763: 1760: 1756: 1748: 1743: 1741: 1736: 1734: 1729: 1728: 1725: 1718: 1714: 1710: 1706: 1702: 1701: 1697: 1690: 1686: 1680: 1677: 1673: 1669: 1663: 1660: 1657:(5), 643-650. 1656: 1652: 1646: 1643: 1638: 1634: 1630: 1626: 1622: 1618: 1611: 1608: 1603: 1599: 1595: 1591: 1587: 1583: 1575: 1572: 1569: 1566: 1560: 1557: 1546:on 2017-05-12 1545: 1541: 1537: 1531: 1528: 1522: 1517: 1513: 1509: 1505: 1498: 1495: 1490: 1486: 1482: 1478: 1474: 1470: 1463: 1456: 1453: 1448: 1444: 1440: 1436: 1429: 1422: 1419: 1414: 1410: 1406: 1402: 1398: 1394: 1387: 1385: 1381: 1365: 1358: 1355: 1349: 1346: 1341: 1337: 1333: 1329: 1325: 1321: 1313: 1310: 1305: 1301: 1297: 1293: 1289: 1285: 1278: 1275: 1270: 1266: 1263:: E222–E243. 1262: 1258: 1251: 1249: 1247: 1243: 1238: 1234: 1230: 1226: 1219: 1216: 1211: 1207: 1203: 1199: 1192: 1189: 1186: 1182: 1175: 1173: 1171: 1167: 1162: 1158: 1153: 1148: 1144: 1140: 1136: 1132: 1126: 1123: 1118: 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design 2107:Urban design 2058:Hotel design 2009:Architecture 1984:Video design 1977: / 1968: / 1936:Illustration 1929:Print design 1899:Brand design 1775: 1704: 1698:Bibliography 1688: 1684: 1679: 1671: 1667: 1662: 1654: 1650: 1645: 1620: 1616: 1610: 1588:(1): 42–55. 1585: 1581: 1574: 1564: 1559: 1548:. 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1889:Advertising 1868:Disciplines 1691:(1), 31-48. 724:14 November 522:GroupSystem 402:Do not rush 396:Take breaks 278:association 203:association 4558:Categories 4498:Psychology 4486:Philosophy 4432:Hazard map 4371:Risk index 3902:Legal risk 3887:Model risk 3827:Macro risk 3691:Wiktionary 3684:Wikisource 3638:technology 3608:principles 3207:Storyboard 3033:management 3028:leadership 2993:Privacy by 2832:Parametric 2802:Metadesign 2772:Integrated 2762:High-level 2747:Generative 2742:Functional 2611:Continuous 2606:Contextual 2581:C-K theory 2541:Approaches 2283:Web design 2137:CMF design 2117:Industrial 1975:Typography 1623:: 91–114. 1550:2016-10-24 1475:(2): 285. 954:, 167-198. 933:2012-11-24 894:1861526172 850:2013-10-23 823:2018-04-17 689:References 541:Incentives 467:See also: 430:Buzzgroups 231:Variations 149:Four rules 4410:ISO 31000 4292:(FMEA) / 4241:Checklist 4166:Insurance 4137:Risk pool 3748:Risk type 3677:Wikiquote 3663:Wikibooks 3613:rationale 3578:knowledge 3553:education 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3541:student 3526:classic 3514:Design 3428:.design 3356:Graphex 3058:science 3048:pattern 3043:methods 3018:culture 3001:Design 2812:Modular 2665:Diffuse 2586:Closure 2308:Ceramic 1966:Signage 1849:Outline 867:. 1948. 255:ideas. 75:History 4395:(MCDA) 4321:(LOPA) 3976:Hazard 3863:Threat 3633:studio 3618:review 3598:museum 3521:change 3329:Awards 3202:Sketch 3187:Mockup 3167:CAutoD 3108:Awards 3073:theory 3063:sprint 3038:marker 3003:choice 2377:& 2375:design 2211:design 2119:design 2001:design 1919:Motion 1881:design 1838:Design 1753:Group 1711: 1635: 1600: 1487: 1411: 1338: 1302: 1185:256377 1183: 1159: 1115: 1065: 891: 800: 775: 749: 222:Groups 189:ideas. 135:Osborn 4545:Media 4332:(HRA) 4294:FMECA 4248:(PHA) 4132:Hedge 3516:brief 3403:Agile 3122:Tools 3099:Tools 2737:For X 2373:Other 2292:Other 1633:S2CID 1598:S2CID 1485:S2CID 1465:(PDF) 1431:(PDF) 1409:S2CID 1367:(PDF) 1336:S2CID 1300:S2CID 1181:JSTOR 1157:S2CID 1113:S2CID 952:20(4) 52:is a 4422:COSO 3593:load 3588:life 3568:firm 3155:CAID 3023:flow 2939:TRIZ 2827:Open 1709:OCLC 1375:2011 1063:ISBN 889:ISBN 798:ISBN 773:ISBN 747:OCLC 726:2023 471:and 455:TRIZ 4030:GRC 3150:CAD 3130:AAD 2907:SOD 2887:RWD 2757:HCD 2224:EED 2073:EID 1625:doi 1590:doi 1516:doi 1477:doi 1443:doi 1401:doi 1328:doi 1292:doi 1265:doi 1233:doi 1206:doi 1147:doi 1103:doi 1006:doi 715:doi 493:or 4560:: 3829:/ 3820:AI 1689:36 1687:, 1672:64 1670:, 1655:18 1653:, 1631:. 1621:27 1619:. 1596:. 1586:78 1584:. 1538:. 1512:25 1510:. 1506:. 1483:. 1473:23 1471:. 1467:. 1437:. 1433:. 1407:. 1397:53 1395:. 1383:^ 1334:. 1324:23 1322:. 1298:. 1288:41 1286:. 1261:42 1259:. 1245:^ 1229:11 1227:. 1202:79 1200:. 1169:^ 1155:. 1141:. 1137:. 1111:. 1099:34 1097:. 1093:. 1077:^ 1046:^ 1002:61 1000:. 980:^ 973:19 971:, 967:. 950:. 903:^ 873:^ 841:. 759:^ 711:11 709:. 705:. 4514:: 4474:: 3726:e 3719:t 3712:v 1830:e 1823:t 1816:v 1746:e 1739:t 1732:v 1639:. 1627:: 1604:. 1592:: 1553:. 1524:. 1518:: 1491:. 1479:: 1449:. 1445:: 1439:3 1415:. 1403:: 1377:. 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