Theories of creativity - Mini Lecture Theories of Creativity and the Creative Problem Solving Process Whole brain model Walla’s model of the creative process Divergent and convergent thinking Conditions of creative thinking Theories of creative problem solving Whole Brain Model One researcher’s theory maintains that the source of all ideas is human experience and understanding (Locke). Ideas spring from knowledge which is derived from observation of the external world and from awareness of our own internal understanding/interpretation of these observations (Proctor). Where does this occur in the most incredible information processor of them all, our brains!

1. WHOLE BRAIN PRODUCTS FOR A WHOLE BRAIN
WORLD
CHAPTER 8
MINI LECTURE
BY MARIS POZO

2. OUTLINE
 The Team
 Summary
 Brain dominance and consumer products
 Unique Selling proposition (USP)
 Evolutionary nature of design
 Organizational management strengths / opportunities using the Whole Brain Model
 Organizational challenges as it applies to Whole Brain Model
 What we learned from each other based on our different preferences (group dynamics).
 Conclusion
 Questions

3. THE TEAM
Maris
Pozo
Rose
Moore
Cindy
Tompkins
Jennifer
Kilmer
Karen
Tuzzolino
James
Zajicek

4. SUMMARY
 What we learned from this chapter is that it may be impossible to fit everyone’s needs
simultaneously, but this also means that there is always a niche to be filled. What may be
user-friendly to some people, may also be completely the opposite for others.
 Chapter 8 discusses products, and how people perceive products in different ways
depending on who the product is designed for: people in Quadrant A, B, C, or D.

5. • BRAIN DOMINANCE AND CONSUMER PRODUCTS
 User-friendliness of a product is determined by the “brain dominance alignment
with the user” (90). “Our mental preferences have a great deal to do with how
we interact with the everyday aspects of life” (91).
 Sometimes even though the intention of a products’ designer was to create
something that’s user-friendly, “in doing so they disregard the fact that the
world is made up of individuals with unique thinking preferences” (91).
 Some products are very user-friendly for the consumer, they are “marvels of
design” (92). This form of creative design is what the chapter is all about: “how
to creatively improve the human interface with the manufactured product” (92).

6. • UNIQUE SELLING PROPOSITION (USP)
Before you can create your Unique Selling Proposition, you need to know your
target audience. What is most important to them? What are they struggling with
the most? How can you truly connect to your target audience?
 Mental preferences are predictable, therefor there is an opportunity for
“designers and suppliers to align their products” (94) with these preferences.
 There are many products that could be “more user-friendly if redesigned to
meet the mental needs of vast numbers of people who think in particular
ways” (94). Whole Brain Technology makes these ways of thinking more
predictable.
 Entrepreneurs are wide open for meeting marketing needs by making “the
product/human interface more user-friendly” (94).

7. • EVOLUTIONARY NATURE OF DESIGN
 A good product has an “evolutionary nature of design” or a
“design cycle”.
 An entrepreneurial opportunity is to apply “creative and
innovative thinking in a market where there are already existing
products”, this is an example of “finding a better way to do a job
that being inadequately performed by other devices”.
 There can be great reward in having the patience and “the
courage of your convictions to hang in there until the design
can be marketed, and then to keep improving the product
though continuing research, experimentation, and
development”.

8. ORGANIZATIONAL MANAGEMENT STRENGTHS / OPPORTUNITIES
USING THE WHOLE BRAIN MODEL
 By taking advantage of Whole Brain Thinking and its many applications, companies have addressed issues including
leadership, creative problem solving, communication, productivity, and more.
 Companies who have applied the principles of Whole Brain Thinking have found that once employees are aware of their
own and others’ thinking preferences, they’re much more likely to want to improve their skills in less preferred quadrants or
to make sure they use other resources to “bridge the gaps.”
 While individual performance improvement is certainly important, companies are finding that the richest rewards come from
the long-term business results they get when they apply this “technology” across their organization and to their customer
relationships.
 Although a number of different diagnostic tools and assessment instruments exist for measuring brain dominance, their
proponents agree about these basic points:
• Preferences cannot be labeled inherently good or bad
• People can learn how to act outside their preferred styles
• Understanding others’ preferences supports good communication and promotes collaboration.

9. ORGANIZATIONAL CHALLENGES AS IT APPLIES TO WHOLE BRAIN
 Businesses must decide to be innovative or just improve on current
designs. Some people may like it, and others may not. For example:
Digital speedometers.
 “How do we get to the end result” is a question every business asks
themselves. Sometimes a simple solution can be brought about by a
complex flow, and vise versa, much like a Rune Goldberg invention.
 Another challenge is “how do we present the product.” Some products
come fully assembled, partially assembled, or not assembled at all.
How user friendly is the assembly? “User-friendly is in the eye of the
beholder.”

10. CONTINUE…
ORGANIZATIONAL CHALLENGES AS IT APPLIES TO WHOLE BRAIN
 Another challenge an organization faces is social media. This can be really beneficial or atrocious for a
company. With social media, customers can express their comments and concerns. Just like reviews people will
dislike a company if there are too many complaints. On the flip side, an active [and market-driven] company that
returns customers comments, interacts with customers, offers and deals, pictures, video reviews, etc on a social
media page will help to boost sales as people see that they are more customer oriented.
 Challenges any organization faces are in respect to targeting their product and services within the desired group. For
example, product differentiation (or simply differentiation) is the process of distinguishing a product or service from
others, to make it more attractive to a particular target market . This involves differentiating it from competitors'
products as well as a firm's own products.

11. CONCLUSION
 Organizations who apply the Whole Brain Thinking seem to be more prepared for any business issues
or challenges that arise.
 With each of us being dominate in different preferences, it takes a good management team to produce
the results needed to benefit the organization.

12. QUESTIONS FOR THE CLASS
When iPads first came out in the market, there were no other product in comparison and it instantly
cultivated the 'cool' factor with ease in various market segments.
 1 - How did Apple become so successful across most segments of population, regardless of
quadrants?
 2 - What enabled Apple to foresee such a unique and outstanding device that no one else
foresaw? iPads were so popular, yet it did not have much competition for at least a year and a half after
it first came out.
 3 - Does one's perception of the usability of an iPad change depending on where they score on the
quadrant?