Business to Business

Topics: Creativity, Problem solving, Idea, Business, Corporation, Venture capital / Pages: 18 (4262 words) / Published: Oct 2nd, 2013
31. Differentiate between Brainstorming and Reverse Brain-storming.
Reverse brainstorming helps you solve problems by: combining brainstorming and reversal techniques. By combining these, you can extend your use of brainstorming to draw out even more creative ideas. To use this technique, you start with one of two "reverse" questions: Instead of asking, "How do I solve or prevent this problem?" ask, "How could I possibly cause the problem?" Instead of asking "How do I achieve these results?" ask, "How could I possibly achieve the opposite effect? Reverse brainstorming is a good technique for creative problem solving, and can lead to robust solutions. Be sure to follow the basic rules of brainstorming to explore possible solutions to the full.

32. What is the relevance of Forced relationships in Idea generation?
Forced analogy is a very useful and fun-filled method of generating ideas. The idea is to compare the problem with something else that has little or nothing in common and gaining new insights as a result. You can force a relationship between almost anything, and get new insights - companies and whales, management systems and telephone networks, or your relationship and a pencil.
Forcing relationships is one of the most powerful ways to develop ways to develop new insights and new solutions. A useful way of developing the relationships is to have a selection of objects or cards with pictures to help you generate ideas. Choose an object or card at random and see what relationships you can force.
Use mind-mapping or a matrix to record the attributes and then explore aspects of the problem at hand.
Robert Olson in his book The Art of Creative Thinking describes the problem of examining a corporate organisation structure by comparing it to a matchbox.
Matchbox Attributes
Striking surface on two sides
The protection an organisation needs against strikes
Six Sides
Six essential organisational divisions
Sliding centre section

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