Russian Book On Mind Hacking Part 2

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o What people, places and events in the dream are relevant to my task?
o What are the main characters of the dream?
o How can all this be related to my task?
o Has the essence of the question changed after sleep?
o What details of sleep can help solve the problem?
o What associations after sleep can help you solve the problem?
o What questions does this dream answer?
5.Take one or two images or ideas from your dream and try to evoke "free association" in your mind.Write down everything that comes to mind. Soon the next dream will come, and your interpretation will continue.
6.Keep a diary regularly.Write down your dreams every day. Once you start recording them, it will become easier for you to reproduce the details. You will begin to notice what themes are repeated and what is new, what are its shades. Your
dreams will become richer, filled with metaphorical meaning.
In time, you will find that your dreams are based on your life experiences - both past and present - and that dreams have an undeniable effect on you and your problems. In the picture, black and white spots are mixed, but they have a certain
meaning. Can you identify what is shown here?
Most people are not able to quickly determine what is shown in the picture. Okay, I won't torture you: it's a cow's head. It is on the left side of the picture. The dark area towards the bottom of it is the cow's nose. If you still have trouble
recognizing the animal's head, try looking at the drawing from a distance.
Ideas born in a dream can be compared to the image of this cow - they are just as elusive and just as real.
The owner of a leisure goods store had a decent income, but he wanted more. After he decided to use such a state as sleep to achieve his goal, he dreamed that he was sitting on the seashore during a storm. All the gold that he managed to find
on the sand, he hid in a rock towering behind him. The wind blew. Suddenly lightning struck and split the rock. Gold bars shot up and swirled in the air. Then they fell to the top of the cliff.
The store owner interpreted the dream as follows: he is not alone in business - there are many other shops selling goods for leisure, and they are scattered throughout the city. The gold hidden in the rock represented a potential benefit for all of
them. When the gold bars were released, they settled on the top of the rock, gathered in one place and became accessible again. The interpretation of the dream led the shop owner to the idea.
Idea:rent a building, in all premises of which goods of the same theme will be presented.
He rented a seven-story building and turned it into a gigantic trading center for toys, collectibles, and craftsmanship. Then he persuaded the owners of other shops of the same profile to lease retail space from him.
The store sells hundreds of thousands of items that attract the attention of craftsmen.
In addition, the shopping center offers training courses in painting, bookbinding, stained glass making, ceramics, home repair, plumbing - in short, the center teaches you how to do almost any job at home.
Sometimes it seems that the ideas deeply rooted in our minds and the most secret thoughts are just waiting to reveal themselves to the world.
One psychologist, frustrated by his inability to find a new topic for a seminar, decided to look for it in a dream. And he dreamed of a man who carried his genitals in a small box on his back. His penis went on its own to seek adventure. Once
this man lay down to take a nap on the bank of a stream. As soon as the man fell asleep, the penis climbed out of the box, crossed the stream and saw a beautiful woman there. Having finished its work, the penis returned to its box. And the
man, waking up, continued on his way.
The psychologist considered this dream and developed a new topic for the seminar, which was based on the question: “Do you feel that you are responsible for your sex life? »
When searching for ideas in a dream, the "correct" interpretation is the one that works for you. Unexpected images from your dreams are the starting points into which you put some kind of meaning. Dreams link together present and past Life
experiences - and a unique narrative is created. Sometimes dreams remind us of what has already happened, and sometimes they predict the future.
A dentist who was not doing well had a dream of a giant tooth covered in hair. Waking up, the doctor imagined a tooth going to the hairdresser's for a haircut - and just jumped on the bed. He came up with a great idea.
Idea:provide teeth cleaning services without an appointment. For ever-busy businessmen, this would be as convenient as trimming hair without any hassle. The fee for half an hour cleaning and polishing your teeth will be $20. If serious
problems with the teeth are found, the patient may be advised to contact a personal dentist.
Seemingly trivial dreams sometimes help solve the most difficult problems.
My nephew Carl tried to use dreams as a source of ideas for deciding which college he should go to. One day, Karl dreamed that he was resting in a country house located on the seashore, and suddenly giant waves formed. They absorb all the
ships and approach the house itself. Then the nephew saw a long object floating in the distance. An inner voice told Carl that this item was the only thing that could save him; that he had nothing to fear if he could get to her.
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Carl looked carefully into the distance and recognized the object as a baseball bat.
Dreams can be a reflection of other people's thoughts, but in the case of Karl, the situation was different. Dacha was associated with him with the carelessness of the summer period, the lack of responsibility to anyone, as well as with material
security.
When I asked my nephew what associations he had with baseball bats, he replied, "I have one in my room." I asked Carl: “Why did you choose this item and not some other item?” At first, the nephew did not know what to answer. It suddenly
dawned on him: the bat was the only thing in his life that he had bought with his own money.
The dream suggested a solution: you need to choose a college where you can support yourself at least partially.
Carl also said: “What belongs to you personally, youtrustmore".
Summary
Dreams reveal to us something that we do not even suspect. It is said that when Elias Howe struggled with the creation of his sewing machine, he dreamed that he was being pursued by savages brandishing spears. Waking up, Howe realized
that he had to make a hole for the thread not at the top of the needle and not in the middle, but at the end, as on the spears of savages. Such a minor modification made the shuttle sewing machine a reality.
It is possible that in ancient times people thought in symbolic images. Perhaps it is because of its imagery that poetry excites us. Some dreams haunt a person even with more force than poetry, flickering in the mind like the lights of a city lost
in the wilderness.

Leonardo da Vinci method
If the voice in battle cannot be heard, drums and bells must be used.
Sun Tzu
Imagine a rectangular tray on which lies a rubber bag partially filled with an oily liquid. A steel ball thrown onto the surface of the bag, pressing on the liquid, goes down and eventually freezes. If you throw the second ball, it will roll along
the already laid path and stop near the first one.
That is, we can say that the second ball does not show activity - it moves along the inclined plane formed by the first ball. All subsequent balls will also roll down to the first one, thus forming a cluster, or, in other words, a homogeneous
group.
So the active mind puts all the incoming information on the shelves, forming clusters, where new ideas are born. A good way to create clusters based on the information received is to use illustrations. Remember, in ancient times people
communicated with each other only with the help of rock paintings. The alphabet developed from pictography, that is, "picture writing", or "painting". However, this does not mean that verbal thinking is more progressive.
Albert Einstein once remarked: “Words, as they are written or pronounced, do not seem to play a significant role in the mechanism of my thinking.
More or less distinct images act as elements of thinking ... "*
Leonardo da Vinci's way of generating ideas was as follows: he closed his eyes, completely relaxed and streaked a sheet of paper with arbitrary lines and scribbles. Then he opened his eyes and looked for images and nuances, objects and
phenomena in the scrawl. Many of his inventions were born from such doodles.
The random writing of thoughts will allow you to fill your abstract ideas with real content. Imagine that you are flying over your problem in an airplane, wanting to see it from above. Write down what you see. Record any alternative concepts
that you think exist. You are one on one with yourself, so you can draw or sketch as you please without worrying about who and what will think of them. Sketches are a way of communicating with yourself.
Thomas Edison, before formulating an idea, made hundreds of sketches. He had a whole collection of squiggles related to the invention of the electric light bulb; most of them could not be deciphered by anyone, only Edison himself could
figure them out. A graphic representation of an idea (sketching, mechanical drawing or drawing) will complement the verbal expression of an existing idea and may help you shape a new one.
ACTION PLAN
one.Consider the problem you are working on.Try to explore it comprehensively. Write the problem on a sheet and reflect on it for a few minutes: “What does not fit into it?”, “What are the main obstacles?”, “What is unknown?”, “What do I
want to understand?”, “At the moment I see a problem is that ... "," What worries me most is that ... ".
2.Relax.After that, you will find that your intuitive consciousness uses images and symbols more freely. (A good relaxation technique is described on p. 244 - Jello Syndrome.)
3.Give your intuition the opportunity to create images, scenarios, symbols that reflect the current situation.You don't need to know what your drawing will look like before you draw it.
4.Give shape to your challenge by delineating its boundaries.They can be any size and take shape as you wish. They can be drawn carefully or casually. Defining the boundaries of the task will give your drawing a special character and depth,
help to recreate the integrity of perception, which makes sense both in itself and in relation to your drawing. The goal is to separate the wheat from the chaff and focus fully on the task at hand.
5.Draw as your intuition desires.Practice drawing unconsciously. At the same time, some people draw not with their right, but with their left hand (or vice versa, if we are talking about left-handers), in order to achieve less participation of
consciousness in creating images. Let the lines and scribbles dictate how you draw and position them. Don't worry about the quality - you won't need to show the drawing to anyone.

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Randomness and randomness add depth to your scribbles, indicating the existence of some unknown system of drawing lines, which can be considered as a secret message from your subconscious.
6.If the result does not satisfy you, take another sheet of paper and make another drawing,and then more - as much as needed.
7.Explore your drawing.This is a message from your subconscious. First evaluate the drawing as a whole, then - in parts. It is a visible reflection of your thoughts. Look for symbols in your doodles that may provide unexpected clues or reveal
new information.
eight.Write down the first word that comes to mind for each image, symbol, squiggle, line, or structure.
nine.Tie all the words together by writing a short note.Give free rein to associations, write down all the thoughts that come to your mind. Compare what you have written with your drawing. If you feel the need, rework your notes - do this
until you are sure that the drawing and words convey the same thoughts in two different languages: verbal and graphic.
ten.Now see how what you wrote relates to your task.
How has your point of view changed? Do you have new ideas? Have you been visited by illumination? What are the surprises of your subconscious? What parts of the drawing puzzle you? What seems out of place? Be especially attentive to
the questions that arise in your mind. For example: “What is this?”, “What would it mean?”, “Where did it come from?”. If you feel the need to find answers to specific questions, then you are on the right path leading to a solution to the
problem.
Treat each drawing like an artichoke, even the thorns are edible.
An accountant drew images on the back of adding machine paper. One day he began to ask himself questions about this paper. Our accountant knew that some of his colleagues have an irresistible passion for margins and rewind adding
machine paper in such a way as to use the other side of it, where the margins are applied. He devised a plan to make this job easier: instead of going directly to the table, the paper is first rewound on a roll at the back of the machine. His
innovation was the result of asking questions about every aspect of his drawing.
If you feel that you are unable to generate ideas using the Leonardo da Vinci method, or if you are unable to gain a deeper understanding of the meaning of your sketches, continue to practice using this technique daily. But first, relax and ask
yourself, “So what is my challenge today?” Then start the exercise.
University textbooks are usually distributed through specialized stores. In addition to these textbooks, various teaching aids, lecture courses, anthologies and other materials are published. Regular bookstores avoid stocking such items, citing
lack of storage space and low income. Many publishers of textbooks and additional educational materials are forced to rely on chance, with no guarantee of successful trading. The main obstacle to overcome is the skepticism of the owners of
non-specialized bookstores.
Task:how to create new distribution channels for materials published in addition to university textbooks?
After thinking about this problem for a long time, I began to put on paper everything that came to my mind. I painted without any particular direction and tried to place the images as if they themselves dictated to me how to do it. I made
several drawings before one of them sparked my imagination. The final picture looked like this:
I studied the drawing, writing down the first words that came to mind for each image; connected these words; I was looking for a connection between the images and my task, paying attention to every question that arises in my head. Here are
some of those thoughts.
□ Various channels.
□ Computer programs.
□ Computer floppy disks.
□ Column of coins.
□ People gathered together.
□ Tombstone.
□ Coin slot.
□ Six round heads and one square head.
As a result of the intuitive interpretation of images, the idea of creating a completely new distribution channel arose.
Idea:organize for students the sale of computer disks with educational texts. In addition, for a small fee, they will be able to copy all the necessary information on the floppy disk they brought with them. Educational literature is completed as
follows.
□ Teaching aids as additional materials for textbooks.

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□ Notes for various courses.
□ Sample questions for exams.
□ Curricula in mathematics.
□ Textbooks.
□ Bibliographies.
□ Campus phone directories.
□ Games.
Computers will copy the necessary files on demand, and this will avoid the need for a traditional distribution channel, which is a bookstore. The software will be compatible with the software of computers of firmsIBMandApple.
Once your subconscious thoughts are expressed in pictures, you will be able to fit your conscious thoughts, analogies, and metaphors to them. This will allow you to streamline disparate ideas and imagine new possibilities and solutions in
your imagination.
Sometimes a question arises that you cannot answer, but it seems important to you to decide. For example: “I wonder what this picture means? I think she has something." If this happens, your mind will not rest until the answer is found. The
mind will search for the deep meaning behind the image. It will take some time, but the answer will certainly be found.
Handwriting of nature
Leonardo da Vinci learned to parse the handwriting of nature, which declares itself everywhere and in everything: in the wings of birds, eggshells, clouds, snow, ice, crystals and various other compounds. The great Leonardo used his insights
to find new ideas and solve problems. He knew how to squeeze ideas out of the shoes of merchants. Robert McKim, in his book The Experience of Visual Thinking, cites this illustrative passage from Leonardo da Vinci's writings: to stimulate
the mind to various discoveries. Here you are looking at a wall splattered with paint ... and perhaps you find some resemblance to a mountain landscape, rivers, cliffs and trees. Looking another time
Leonardo also wrote an essay in which he quoted Botticelli's words that you can throw a sponge soaked in paint on the wall and see many different images in the imprinted spots. These images are the starting points of ideas; your mind will
bring meaning to them.
This drawing was created when ink was splashed onto a piece of paper. Explore the image. Are you able, through "free association", to develop ideas on the basis of this drawing for new products, services, processes?
One of my friends, studying these stains, saw the following:
□ rope;
□ web;
□ coffee spilled on the mat;
□ McDonald's logo.
These images, connected together, turned into a new idea. My friend thought of fast food, liquid spills, liquid containers, and items covered in cobwebs. And suddenly - bah! - he had an idea how to replace trays in cafes and eateries.
Idea:insert glasses into the loops of plastic ropes - this way you can carry four glasses at once.
This design eliminates the spillage of liquid, even caps are not required. Such a "tray" is cheaper and takes up less space than conventional ones.
Summary
Deciphering your drawings is like untying a knot. To untie a knot on a rope, it is necessary to unravel it in the same ways that this knot was tied, but in reverse order.
When you work on finding fresh ideas for your drawings, you kind of return to your own subconscious, since it is it that is the author of your pictures.
Ideas do not come from drawings, they come from the very depths of your subconscious, from a secret archive that has been stored in your soul since birth. This archive is constantly growing. He will help you gain strength and insight, and
you will create something unprecedented and unheard of.

Salvador Dali method
When the falcon tears apart the body of the victim, this is due to the choice of the right moment.

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Sun Tzu
The center of the circle can be reached from anywhere on the circle. In the same way, you can enter your subconscious mind from any starting point.
One such starting point is hypnogogic imagery. This method is based on creating internal images that can be fixed just before falling asleep. This technique is quite difficult to master, but with the acquisition of skill it gives excellent results.
What is shown here?
This is the letter E. It is not immediately recognizable because of the bold large font. If you can't make out the letter E, try looking at the drawing from afar. But if you understand that this is a letter, then it will be difficult for you to abstract
from it. The images obtained by the hypnogogic method have something in common with this - they are brighter and deeper than the images caused by other methods.
Hypnogogic imagery can be either visual or auditory - it is beyond control or conscious effort. Some people are able to see fantastic, surreal color images that are deeper and more vivid than reality. Salvador Dali used this method to create his
outstanding paintings. He put the tin plate on the floor and, sitting next to him in an armchair, held a spoon over it. Then he completely relaxed and even began to fall asleep. At that moment, when he was already dozing, the spoon slipped out
of his hand, fell with a clanging on the plate and woke him up just at the moment when he could catch some surreal images.
Hypnogogic images seem to appear out of nowhere, but they have their own logic. The subconscious is a living, moving stream of energy from which thoughts gradually rise to the level of consciousness and take on certain forms. These forms
encourage the birth of new thoughts as you interpret strange combinations and combinations.
ACTION PLAN
one.Think about your task.Think about your progress, obstacles, alternatives, etc. Then drop everything and relax.
2.Relax your body completely.Try to achieve very deep relaxation. To do this, use the technique described on p. 244 (Jello Syndrome).
3.Calm your mind.Do not think about routine matters, the events of the day and your task. Free your head from the ringing of thoughts.
4.Calm your eyes.You don't need to look for images. Be passive. You must exclude any arbitrary manifestation of attention. Become helpless, weak-willed, lack of initiative. If you fall asleep easily, hold a spoon in your hand. In this way, you
will be able to enter a hypnogogic state. When you start to fall asleep, the spoon will slip out of your fingers and wake you up just at the moment when you can catch the emerging images.
5.Write down your impressions immediately after they occur.Images appear unexpectedly, they are vague, hazy and quickly disappear. These can be patterns, patches of color, or objects.
6.Look for associations.Write down everything that comes to your mind after the first impression. Look for connections to your task. Ask yourself these questions:
o What surprises me?
o Does this have anything to do with my task?
o What new thoughts does it give rise to?
o What's wrong here?
o What's stopping me?
What do these images remind you of?
o What are the similarities?
o What analogies can be drawn?
o What associations does it evoke?
o What does it look like?
A restaurant owner used hypnogogic imagery to develop a new advertising concept. He was constantly presented with giant neon images of various foods and drinks: neon ice cream, neon chips, neon cucumbers, neon coffee, etc. The
associative connection between his task and the images of food was that the food itself should serve as an advertisement.
Idea:offer some food for free depending on the period of the day, day of the week, season. For example, pickled cucumbers will be free on Mondays, and ice cream from two to four in the afternoon; on Wednesday nights you don't have to pay
anything for coffee; in the spring, bagels will be free, etc. Free dishes are advertised with neon signs, but until you go into a restaurant, you will never guess what exactly you can get for free now.
A large selection of free meals and the unpredictability of surprises have made this restaurant a very popular establishment. Another time, using this method, a restaurant owner developed a reward system for frequent guests. Anyone who
ordered food at this establishment at least five times during the month received the right to eat for free for fifty dollars.
These two publicity stunts were a great success and brought huge benefits to the restaurant owner.

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The images you evoke using the Salvador Dali method have an individual structure that may correspond to their main theme or idea. Your subconscious mind is trying to convey to you something important, although not always clear. The
images will serve as the armature with which you will build new connections and associations.
A college professor who taught a fine arts course felt the traditional task of painting a self-portrait was completely uninteresting. It seemed to the teacher that the task should involve the study of space and perception. Using the method of
hypnogogic imagery, he saw colorful trees dressed up as people walking and talking. For several days he pondered these images, and then the idea of a new assignment for students descended on him.
Idea:students are required to make two-by-four-foot boards and carry them around. The boards are given a certain shape, reflecting the personal experience and interests of the artist. Such a board is a measure of the student's attitude to the
environment and forces him to work with material that he would not have taken before.
One of the students chose the topic of environmental protection. She painted her whiteboard blue and black, attached tree branches to it, and pasted clippings from forest fire reports, the edges of the notes being burned. Another student wrote
down his Mexican heritage on the blackboard. He decorated it with symbols of Mexican folk art, carved and attached images of an eagle, a snake and a cactus. In addition, he depicted on the board the genealogical tree of his family and
colored it with samples of national fabrics.
Summary
The images must be taken as facts, without making any assumptions, except that you have seen them and that they must have a certain meaning. One seminar discussed ways to protect the environment from pollution. One participant spoke
about the following image she saw.
How would you describe this drawing? What is the associative relationship between the image and the task? Can this image be used to develop the idea of protecting the environment from pollution?
The workshop participants identified such associations.
□ A dead bird on a polluted beach.
□ The hands that polluted the beaches killed the bird.
□ The same hands carefully hold the bird.
□ The hands didn't want to kill the bird.
□ These are the hands of our society.
A chain of associations led to the idea of seeking environmental help from oil and chemical companies. The workshop participants approached Exxon Chemical with a request to recycle the collected plastic waste to make shell-free beach
benches.
It is not always possible to transform images into meaningful ideas. Sometimes the message is too complex, its links to the current situation too vague. When this happens, the meaning of some images may forever remain as unattainable as
balloons dancing under the ceiling of a huge hall.

Not Kansas
—You know, Topyu, I don't think we're in Kansas anymore!
Dorothy from The Wizard of Oz
It seems that the only true adventure that modern man has not yet experienced is an adventure in the realm of the subconscious. "Not Kansas" is a technique of using the imagination under the complete control of the intellect and will. She will
help you embark on such an adventure. It will allow you to perceive the messages of your subconscious.
To feel and realize the power of this game for the mind, it must be used. I always get excited when other people use this technique for the first time. I feel like I'm watching an old war movie. Here the nurse carefully removes the remnants of
the bandage from the eyes of the wounded. Will he see?
ACTION PLAN
one.Relax completely.Try to achieve very deep relaxation. Use the method already well known to you, described on p. 244.
2.Ask your subconscious mind to answer questions related to yourtask. To do this, simply write down the task and ask the subconscious mind to give a sign in the form of a symbol or image that will help you solve the problem.
3.Embark on an imaginary journey.This chapter describes two types of such wanderings: "Dakota" and "Storm".
4.Accept any message.No censorship is allowed. The more you trust the subconscious, the brighter the images, the more truth in them.
5.Use the gift of imagination to make the images as clear and vivid as possible.Write or sketch them without delay.

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6.If too vague images arise, create others.Follow to the end those images that will help you solve the problem.
7.Look for qualities, patterns, ratios, keys.Use messages, images, and symbols as starting points for a flow of "free association."
After reading the Dakota-style imaginary journey summary below, close your eyes and try to imagine the scenes depicted in this description for a few minutes. Then try to use this description to solve your problems. It is a little like sex - it is
impossible to clearly imagine what it is, just from the description alone. It's all about practice.
Dakota
Think about the task ahead of you. Formulate and write it down on a piece of paper, trying to be as objective as possible, as if you were a reporter writing a short note about this task for your newspaper. After that, think about your problem for
a few minutes. Ask your subconscious to give you an answer.
Close your eyes and relax for five minutes. Clear your mind. Dive into yourself to breathe deeply and relax well.
Having achieved deep relaxation, imagine that your tent is located somewhere in the wilderness of Dakota, not far from the shaft of an abandoned mine. It's evening. It's getting chilly. The sun is setting, and now all the hills, ravines, cliffs,
gorges and bizarre rocks that have lost their clear daytime outlines glow with all shades of yellow and brown, shimmer with hundreds of nuances of red, silver and just gray, crossed out by jet black stripes. You enter a thicket of windswept
cedars and junipers and suddenly stop, amazed by the richness of the colors and the brightness of the lighting.
If the rocks opposite the setting sun look dark, their contours are strictly defined, then in the east the colors literally scream. The night around you is so beautiful that your heart stops with delight. There is no moon, but there are so many stars
overhead that the entire sky is filled with a silvery-gray light.
The wind blows from the north, burning your nostrils with a winter frosty freshness. Gathering a bunch of dry cedar branches, you build a small fire to warm yourself, inhale the aroma of burning branches and listen to their cheerful crackle.
The fire builds a shining golden dome above you. You hear the barking of coyotes, the hooting of an owl.
Sitting around a campfire, you dredge rainbow trout in cornmeal and fry it in pork fat until crispy. Holding the fish by the tail and head, you bite off pieces of the back near the fins and end up with a tail that crunches like a fried potato. Your
dinner is rounded off with a mug of coffee and a few homemade gingerbread soaked in oil. You are warm and well fed. You are calm and content. Suddenly something rustled in the depths of the forest.
As this something approaches you, you understand that there is no danger either for you or for the creature unknown to you. Who is it?.. Talk to him. Ask him to talk to you. Ask him how he sees the solution to your problem. Pay attention to
this and ask for an explanation of what you do not understand. When you are completely satisfied with the answers, thank your interlocutor for his help and let him go into the thicket of the forest.
After finishing your coffee, you started eating an apple. Firm and juicy, it squirts with juice as you sink your teeth into it. The fire is almost burned out and barely smoldering. Suddenly, the forest begins to make noise from strange gusts of
wind that inspire mystical feelings in you.
It's getting colder. You put on warm clothes and feel unspeakable comfort. Taking a kerosene lamp, you unscrew the wick a little and light it to release a golden butterfly of flame. The lamp gives not only light, but also heat, and you think that
there has never been such a pleasant light. Probably, pilgrims lit their way with similar lamps.
You approach the abandoned mine with a lamp, lie down on the ground near the edge and peer into the depths. As your eyes adjust to the darkness, you begin to see things. What exactly? Consider this "something" better, and let yourself go.
Just remember what it was.
As you get up to get away from the mine, you notice a worn leather briefcase lying on the ground. Pick it up and open it. Inside is a piece of paper folded in four.
Having unfolded the sheet, you understand that what is written on it is relevant to your task. Read this post. Think about how it can help you solve the problem.
Time to get back to reality. But first, take a deep breath and fix those images that appeared to you in the subconscious. Open your eyes and immediately write down or sketch your impressions and images.
Practice until the images begin to arise easily and quickly. They provide the key to solving the problem. It will take some time to decrypt them. Sometimes, in order to complete the context, you need to wait for additional images to appear.
Over time, you will find explanations for these elusive, vague images.
The publisher of a local newspaper wanted to make his newspaper unique, unlike any other.
He made a "journey to the Dakota" and then recorded the following impressions and images: consolation, dogs, friendship, hunger, chickens, cold, death, warmth, animals creeping in the dark, animals are not dangerous, it becomes cold, dead
pilgrims, pleasant memories. In a worn leather briefcase, he found the following message: "Dead dogs are also a consolation."
The publisher was perplexed: “What do dead dogs have to do with my task?” He thought about pets, death, the inconsolable sadness of the owners. There was an idea.
Idea:make room in the newspaper for obituaries dedicated to animals. It was the first such idea in journalism that no one dared to copy. The innovation resonated with animal lovers, and the circulation of the newspaper increased.
Obituaries say a lot about the attitude of people towards "our smaller brothers." The owners wrote with love about the antics of their pets. Here is a typical example: “My Jazz was, in general, an ordinary dog. Like many of us, he liked to
spend his evenings lounging on the couch in front of the TV. His favorite show was Miami Vice and his favorite food was potato chips. Jazz's sudden outbursts of irritation caused by the intrusions on his couch were just a style of behavior,
and everyone understood it. He's alive - he's just gone on vacation."

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Of course, you are not required to follow the above scenario. Perhaps you will like scenarios that unfold on the beaches, travel, trips, space flights, mysteries, etc. The goal of any scenario is to involve as many feelings as possible in the
process of creating images and make the mind actively seek out messages. sent by the subconscious.
Remember: it doesn't matter what color the cat is, it's important that it catches mice. In the same way, it does not matter where ideas and insights come from - from the conscious or subconscious.
The following is a description of another of my favorite "journeys" called The Tempest. Use the same procedure as for "Journey to the Dakota". Relax, write down your task and ask your subconscious mind to send you symbols or images that
will help you solve the problem.
Storm
Never before have you seen such a red sunset. The sun, which has not yet touched the horizon, is like cooling coal surrounded by a black border. When it finally sank below the horizon, the edge of the earth remained blood-red for a few more
moments, and then turned black. You look up at the sky and it seems to you that the world has turned upside down: the road that should be under your feet stretches over your head. The sky itself turned black.
You are surprised to notice a brief flash of light in the west before you realize it is lightning. But flashes occur more and more often, and now the glow becomes almost constant. Lightning strikes the ground like huge piles. There is a terrifying
roar.
The first large drops of rain are falling, at first it is even pleasant. However, the rain intensifies and soon falls from the sky in an avalanche. Powerful gusts of wind carry rain to one side or the other. Suddenly, in the light of lightning, you see
something strange in front of you. Consider this "something" and let it go, but remember what you have seen.
Jets of water hit your body, water flows from the brim of your hat. The rain is so strong that you are really afraid of drowning. One stream flows from your nose, and another along your back. It's so cold and damp that you never seem to get
warm again.
The whole earth was soaked with moisture, and all that remains is to splash through the puddles. Suddenly you feel like you are slipping into a hole. The water reaches the hips. You climb out of the hole and move on.
You no longer have the strength to think. The night continues. You are looking forward to the morning. Finally, the lightning weakens, the downpour is replaced by a drizzle. You stop to empty your boots and inadvertently drop one of them.
Leaning down to pick it up, you spot a bottle with a rolled up piece of paper inside. You take the bottle and put it in your pocket.
After a while dawn breaks and the rain stops. The sky is clear. The first rays of the sun illuminate the wet trees, bushes and hundreds of puddles that can be seen here and there. Cold and wet, you bend over the puddle and wash the dirt from
your clothes. Now that the sun has begun to warm and dry the earth, you find a small hill covered with grass. It is not too damp, and you can build a fire on it. Hungry, you bake eggs with thick slices of bacon, then, breaking the baked eggs
with a knife, bite them with bacon and gradually warm up.
Then you remember the bottle and, taking out a piece of paper from it, slowly read what was written.
What images visited you? Take a sheet of paper and immediately write down or draw your impressions and images. Write whatever comes to mind.
If the images are hazy and vague, repeat this exercise every day until it is easy and the images become vivid and vivid. Set yourself up for some kind of breakthrough, and then the images will flood in.
One lawyer looking for an empty niche in the business world did this exercise several times. The image of a doctor in rags, fleeing from someone who was on the other side of the rain wall, did not leave him. This someone was thinking about
what brought the unfortunate doctor to such a plight and whom he was so afraid of. “We are talking about an unfounded accusation of the criminal negligence of a doctor,” the stranger reasoned. - And our doctor decided to provide his services
to other doctors in the defense against unfounded claims.
Idea:organize a service that will help doctors avoid accusations of malpractice or violation of medical ethics by first identifying litigious patients.
Counsel found that 35 percent of people who file medical malpractice or medical malpractice cases had previously been plaintiffs in civil cases. His idea was to create databases in several cities of past civil cases up to a specific date. He then
offered to sell this information to physicians for an annual fee plus a service fee for each individual search. The other side of this business was to create a computer database of claims against doctors and provide this information to lawyers.
Those who deny the importance of reaching out to the subconscious for ideas tend to be reluctant to try this technique. They are like those people who have been eating plain boiled asparagus for so long that they completely deny the existence
of restaurants of national Indian cuisine.
just ask
By learning to call up images from your subconscious at will, you can simply ask him questions. The basic procedure is this.
1. Formulate a problem.
2. Turn to the subconscious.
3. Ask for an answer, which should come in the form of an image.
If you are adept at the gift of imagination, the answer will arise spontaneously and effortlessly. In a chain of images, the very first of them, as a rule, turns out to be the most important. You should reflect on the meaning of this image.
Look at the drawing on the next page. At first, the lines seem completely unrelated. Some lines form right angles, but you can’t call it a single whole.

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Now imagine that these lines are the shadows of a large "H" illuminated from above. Now your imagination is "H" from seemingly unrelated segments. You have created this letter with the power of your imagination.
Therefore, it is very important not to discard images that seem out of place, not to “censor” them. Often, after a few minutes of close attention, your imagination will begin to shape the message on its own. And if you imagined this message,
then it exists.
Mental "adventures" like "Dakota" and "The Tempest" help you get in touch with your subconscious, give it a chance to express itself. These techniques loosen the "grip of consciousness" (mental tension caused by overexploitation of
consciousness) and allow images and messages that are always present in the subconscious mind to rise to the level of consciousness. Once found, they will seem like mysterious verses, pointing the way to ideas and insights in accordance
with some secret plan.
There is another way to get in touch with the subconscious, and it is called "Three Doors".
three doors
Formulate and write down questions related to your task. Relax. Breathe slowly and deeply. With each breath, your lungs are filled with clean, fresh air, and you feel yourself getting lighter. Continue to breathe deeply until everything around
you seems simple and easy.
Imagine that you are standing in front of a suite of rooms. Imagine opening the doors that communicate with these rooms, one after the other. When you pass through the third door, write down what you did, saw, and felt.
Many believe that the "Three Doors" help to penetrate into the depths of the subconscious. Each open door leads deeper and deeper. Behind the last of them you will find answers to the most important questions.
You can look for meaning in emerging images or work with a chain of "free associations" that will allow you to find answers to your questions.
An urban planner was faced with the need to improve projects for the repair of underground utilities. He wanted to resolve the issue of how to avoid the chaos caused by the implementation of projects for laying and repairing communications.
Opened pavements are inconvenient, unaesthetic and cause material damage to local entrepreneurs.
Using the Three Doors technique, he saw:
□ behind the first door: storm clouds;
□ behind the second door: long sidewalks;
□ behind the third door: writhing snakes.
Based on these images, he developed by "free association" a new idea for laying sewer pipes and cables.
Idea:underground cable and sewer pipes are embedded in cement modules located on the surface of the earth and designed as a road curb. (It is associated with the concrete snakes snaking along the streets of the city.) Such modules are easy to
make, cheap, convenient for the city, and do not interfere with local trade.
Summary
Generous gifts are hidden in the subconscious for those who can get to them. Composer and musician John Lennon learned to “throw a bait” into his subconscious and extract images that he then embodied in music. He connected the images
and messages received from the depths of the subconscious with his tasks.
The logic of searching for ideas is similar to the logic that treasure hunters use when searching for treasure. Assuming that the treasure is at a depth, under the mysterious black cover of water, they wield their hooks until they hook something
and pull it to the surface.
Do the same.

Shadow
The true master is invisible and leaves no trace; he is divinely mysterious, invisible and inaudible.
Sun Tzu
Close your left eye, and with your right eye, peer at the target on the left so intently that the target on the right becomes invisible. This means that this is where the "dead zone" of your right eye's visual field begins - a small area where the
action of light receptors does not extend. When you fix your attention on the left target with your right eye, you stop seeing the target on the right. In the same way, "obsessing" with the rational aspects of thinking, you become deaf to the
voice of the subconscious.
We prefer rational thinking because we have been taught that it is this that dominates the world. Deluded by the illusion of the greatness of the human mind in search of fresh ideas and ignoring the subconscious, you are like a fisherman who
climbed a whale to catch small fish.

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But how do you get in touch with your subconscious? It is one thing to say: "Let the ideas, like a mighty stream, gush from my subconscious"; another thing is to build an appropriate "irrigation system". What you need is to acquire certain
skills.
Look at the figure shown in the picture. What do you think it is?
This is an inverted image of a kite. If the object is positioned correctly, your perception will change and the figure will become recognizable. When you pronounce a name, you have a certain image, in accordance with which the course of your
thoughts changes. Once a figure is identified and named, it is no longer possible to perceive it differently.
In the same way, by making contact with your subconscious, you can streamline the individual images that arise. This technique, called "psychosynthesis", has incredible potential, since the possibilities lurking in the depths of the
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subconscious are endless. At all times, psychosynthesis has been intuitively used by brilliant personalities and visionaries, artists and inventors. Douglas MacArthur mentally consulted many times with his father, a truly heroic man whom
MacArthur Jr. seemed to summon to discuss plans for the most important operations in the Pacific during the Second World War. Mozart can be called a rude and selfish, but when he listened to his inner voice, notes of the most moving music
the world has ever heard appeared from his pen.
One day an inner voice said to Buckminster Fuller, “You don't belong to yourself. You belong to the universe." Today Fuller is known to us as an architect, engineer and futurist poet. He shocked the world with the creation of new technologies
and his vision of the unity of the universe. Milton once said that his inner voice is "the Divine Patron, who ... in an incomprehensible way ... dictated to me the lines of my unexpected Poems."
MacArthur, Mozart, Fuller and Milton used the imagination to bridge the gap between the conscious and the subconscious. Listening to their inner adviser, each of these outstanding personalities absorbed the information provided by the
subconscious and used it to solve the problems facing him.
Stuart Miller, a recognized authority in the field of psychosynthesis, describes in the book “Dialogue with the Higher Self” one of the ways to conduct an internal dialogue: “According to many ancient teachings, within each of us there is a
certain source of understanding and wisdom that knows you who you are, who you were before, and what you can achieve in the future.
This source is tuned to the implementation of our plans. It can help us direct energy to mobilize all inner strengths and capabilities and make our lives more harmonious.”
Having agreed with this, close your eyes, take a few deep breaths and imagine that you see before you the face of a wise old man or woman in whose eyes you can read great love for you. If this cannot be done right away, then first imagine
the light of a candle burning calmly and serenely, and then the face in the center of the light.
Enter into a conversation with a sage (woman): not only advice, but his very “presence” will help you better understand the issues and problems that you are facing and make the right choice. Take your time, spend as much time on this
dialogue as you need, and at the end of it, write down the entire conversation in detail, noting those points that you have clarified for yourself.
A personal advisor will help you create associative images in an active but relaxed state. Choose as an adviser any person of interest to you, a famous contemporary or a historical figure, a real person or a fictional character, for example: Sun
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Tzu, Marie Curie, Socrates, Amelia Earhart , Napoleon Bonaparte, Leonardo da Vinci, Indira Gandhi, Thomas Edison, Cornelius Vanderbild , Buddha, Eleanor Roosevelt, Henry Ford, an imaginary, mythical teacher or guru who will help
you solve your problems.
Your choice is truly enormous. But it is important to have a clear and precise idea of who exactly you would like to work with. As you develop a relationship with your advisor, you will determine what kind of experience you hope to gain and
what questions you want to clarify.
ACTION PLAN
To summon your mentor, do the following:
one.Forget about your worries for a while and relax.To do this, you can use the Jello Syndrome technique described on page 244.
2.Do not think about whether you managed to relax enough.Let everything take its course.
3.Imagine that your body is surrounded by soft white light.Bathe in its pleasant radiance - let the light soothe you.
4.Now imagine that you are in one of your favorite places.(we can talk about a house, mountains, forest, yacht, etc.). Imagine everything in detail. What does this place remind you of? What smell do you smell? What do you feel in general?
What sounds do you hear?
5.Then imagine that your future spiritual mentor is moving towards you.Look into his face. What do you see? Assess your emotions and reactions. Tell that person, “Be my guide. Show me the way to new ideas. Learn to deal with life's
problems." The more complete the picture you draw, the stronger your connection with the subconscious will be.
6.After receiving an affirmative answer to your request, start a conversation.Introduce yourself to your mentor and tell him about your problems. Your dialogue should be as realistic as possible. If any of your questions don't get an immediate
answer, don't despair. You will receive an answer later, perhaps in a form that is unexpected for you. Remember one important rule: take everything your mentor says or does very seriously, as if it were really happening. This will save you
from fruitless fantasies.
7.End the conversation.At parting, your adviser should say: “Listen, I'm only here for you. Call me whenever you need me. Know that I am always ready to help. Trust his words. Then open your eyes and return to the real world. Each person,
without knowing it, endows his mentor with certain qualities. Do not be surprised if your interlocutor turns out to be eccentric, with a peculiar sense of humor or a penchant for theatrical effects.

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Phil Pies, known to his friends as the "King of Batavia," told me a story about his mentor, "Shadow." Phil wanted to somehow help underprivileged young people get an education. But what can one person do? Phil called a mentor who, for
some reason, showed up not alone, but with a bulldog. Phil asked Shadow, "How can I help those students who want to study but can't afford to pay?" “How did people pay when there was no money yet?” asked the mentor. “Products and
services, I think,” Phil replied. "That's it," the mentor said with a smile.
Phil thought about the dialogue for several days. How to use barter to pay for your studies? And suddenly it dawned on him.
Idea:it is necessary to create a non-profit organization whose activity is based on the exchange of goods and services. The concept is simple. A firm agrees to donate merchandise (surplus equipment or inventory) to a college-based
organization. This organization has the right to exchange student credit for donated goods. So, the exchange is made, and student loans are issued to this non-profit organization. A low-income student applying for financial aid here is linked to
the appropriate college and receives a student loan on behalf of the firm that originally donated the goods. Everyone wins. Previously idle equipment, computers, etc. will provide education to needy young people. Firms - through donations -
can save on taxes.
If you find it difficult to get along with your mentor or you do not feel sympathy for him, consider another spiritual mentor. Perhaps the experience with the new adviser will be more successful. Otherwise, keep experimenting. It is not
forbidden to change teachers often, as well as to remain faithful to the same teacher for many years.
There is nothing mystical about this technique; it is a way of translating your conflicting ideas and emotions into a certain image, shaping your subconscious mind through spiritual focus. Some who have achieved mastery in this technique still
feel awe, as if they are joining something magical and mysterious.
One police officer investigating the crime had to find the murder weapon. He consulted his inner advisor, who simply said, "Tilo." Every time the policeman turned to the mentor, the policeman received the same answer. Finally, he wrote
these "words" on a piece of paper and began to build various associations around them. He rearranged the letters in places - "o t l and" and deciphered them as "ebb". The policeman directed his steps to the seashore and there, at low tide,
found the murder weapon. The message he received on a subconscious level was based on numerous small details that became known to him during the investigation, but on a rational level he could not realize their decisive significance.
Having gained experience in communicating with your inner advisor, you will be able to find the most unexpected answers and associations. And they will appear almost immediately.
The managing director of one of the companies faced serious financial difficulties. In work, he saw the meaning of his life, so he tried to cope with problems alone and avoided discussing them with other employees. On the contrary, he
believed that it was some of his employees who were to blame for the problems. In the end, he realized that he was unfair to the employees, and tried to correct the situation.
Finding himself in this situation, the director "created" a personal spiritual adviser, whom he named "Interlocutor". The master said, “You were wrong to accuse the servants, considering them your enemies. But now you're really facing enemy
opposition. If you hadn't treated your employees like that, they might be able to help you now, and you can't do it alone."
This thought haunted the director. A few days later, he realized that he was unable to cope with the current situation on his own and could lose what was most dear to him - his company. His enemies were a subconscious sense of guilt and
irritation, which overwhelmed him and did not allow him to work normally. In the end, he shared his worries and fears about the difficult financial situation with employees, which allowed him to overcome all problems and save the company.
Summary
Your inner advisor is a manifestation of your subconscious mind. He may appear in the form of a person or some kind of intelligent being who can help you cope with difficult situations.
What can you expect from a mentor?
1. It will give you access to information stored in the subconscious.
2. He will teach you quick and free associations. This will develop your ability to operate with hypotheses, metaphors and build relationships.
3. It will develop your ability to use visual images.
4. It will help you overcome inner barriers and ill-temper tendencies.
5. It activates your inner reserves.
6. It will help you see life in new colors and understand it more deeply.
Whenever you need to solve a problem or get creative, you can turn to your inner guide. Many of those who have established a relationship with their inner guide start the day with reflection. Others create a whole team of spiritual mentors,
each of which is assigned a specific role in solving a particular problem.
Most of us are aware of the hidden possibilities of our inner world. Only by evaluating the power of your own subconscious, you can learn more about life. At the same time, you gain independence of thought. The one who saw the light in
himself will never follow the lead of others.

book of the dead
The possibilities of those who know how to call on supernatural powers for help are as limitless as the earth and sky, as inexhaustible as the great rivers.
Sun Tzu

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The Book of the Dead is an unusual technique aimed at developing creativity. Professor Michael Rey uses it in his creativity class at the Stanford Graduate School of Business. This method involves the use of Egyptian hieroglyphs, a rich
source of objects that help your imagination create “free associations”: for example, the thought of a glass of tea usually comes to you when you see a sandwich.
The hieroglyphs used in this mind game are taken from the decipherment of the Egyptian Book of the Dead. This wonderful work originated during the reign of the Egyptian pharaohs and contains spells, prayers, magic words and magic
formulas. Scientists are still poring over the many symbols that led the ancient Egyptians, whether they were pharaohs or slaves, through the labyrinths of life's problems. Both in life and in death, the Egyptians were guided by the instructions
of the "Book of the Dead", linking their hopes with powerful words. Egyptologists cannot decide in any way whether to classify this book as a literary work or consider it a model of metaphysics, religion, occultism.
ACTION PLAN
1. Formulate and write down the problem that you have to solve.
2. Choose one of the three fragments with hieroglyphs placed in the book.
3. Study the selected passage, and then write out your task again.
4. Get rid of extraneous thoughts and fully concentrate on the problem. To do this, as if meditating, close your eyes for a few minutes.
5. Open your eyes and "decipher" each character in the line. Imagine that The Book of the Dead was created specifically to help you cope with a specific task. Trust that each line was written especially for you and that the solution lies in
interpreting these images correctly. When deciphering hieroglyphs, build “free associations” around each of them. A certain figure may resemble a star in shape, which, say, will make you think of a friend who was once a sports star, then of
his father, who used to quote Steinbeck, and this, in turn, will remind you of traveling with a dog, oh your veterinarian and his folding bike... In the end, something will give you the right idea. Look for meaning in all lines and shapes.
6. When thinking about drawings, don't dwell on images that puzzle you or for some reason attract your attention all the time. Ask yourself the following questions.
o What is it?
o What could this hieroglyph mean to the ancient Egyptians?
o What was it used for?
o Why does it occur so often (rarely)?
o Which of the figures is most suitable in meaning to my task?
0 what does it remind me of?
o One of these questions may be the key to solving your problem.
7. Write down all your interpretations of the symbols. Look among them for clues to understanding the problem, new ideas and ways to think. Give a single meaning to disparate associations. Think about whether you can combine them into a
coherent story that can be the answer to your problem.
How many triangles do you see in this figure?
Looking at this figure, you simultaneously see the image as a whole and its individual parts. Our imagination has the ability to invent the missing, and therefore it seems to us that we see eight triangles here, as well as a six-pointed star formed
by superimposing a large white triangle on another triangle, whose corners are visible from under the white triangle. In fact, there are no triangles in the figure. We went beyond the boundaries of the information provided and saw something
that did not exist. This is how the brain builds “free associations”. You see not only the image as a whole, but also its parts. With the help of imagination, you fill in the gaps and create something new based on the information you have.
10
All three fragments with hieroglyphs are taken from the so-called PapyrusNekht ,which contains a variety of material, including ornaments and hymns. Use them to solve your problems. To improve his financial situation, one teacher
decided to open his own business. He studied the images in the first line of fragment 2 and saw water, three circles between two lines, and a person offering something. The circles and water reminded him of oysters. The fact that the circles
are located between two lines gave him the idea of oysters in a package. The figurine of a man made me think about gifts and vacations.
Then the teacher mentally connected oysters with love, and love with Valentine's Day, which inspired him to come up with an unusual idea. He set up a business that will deliver a dozen fresh oysters to your crush on Valentine's Day.
Thinking about hieroglyphs, you can get a single and quite straightforward, unambiguous answer to your question, or you can come to some mysterious, incomprehensible thought, which will contain a simple hint of a solution to the problem.
Your goal is to “feel” the meaning of the drawings in relation to your task. A management consultant was asked to give a lecture on the basic principles of successful sales to a group of top managers from different companies. He decided to
look for inspiration in the first line of Fragment 1 of The Book of the Dead. The key images here were a fish, a fishhook, three lines, and a human face. Here are the associations the consultant had:
Fishing hook:the seller must "hook" the buyer.

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Fish:just as fishing is inconceivable without fish, so the successful sale of goods requires the participation of wholesale buyers.
Human face:when conducting presentations, the interests of wholesale buyers should be taken into account.
Three lines:three principles of successful business negotiations - the ability to attract the attention of partners, ensuring their participation, taking into account their interests.
The interpretation prompted the consultant to build his lecture around three basic principles for the success of a sales meeting.
The consultant began the lecture by giving each of the managers an envelope and asking them to open it. The envelopes contained lines with fishhooks. The lecturer explained that this is exactly what is needed in the first place for a successful
sales meeting, and invited the group members to give their suggestions as to what purpose the hook is needed for.
After listening to several answers, the lecturer said that the first condition for a successful meeting (symbolized by a fishhook) is the ability to “hook” a buyer. But it is equally important to learn to anticipate the interlocutor's thought and start
the conversation with exactly what he would like to hear.
The consultant captured the attention of managers, involved them in a conversation, and everyone found something useful in his lecture. In a few minutes, he introduced the seminar participants to the three main principles of a successful sales
meeting.
And here is another example, when the head of the personnel department of an insurance company was entrusted with the task of improving the working conditions of employees. His interpretation of fragment 1 was as follows.
□ First line:frequent stress.
□Second line:it is necessary to find a way to evaluate the actions of a person in a stressful situation.
□ Third line:need for rest.
□Fourth line:inexpensive.
□Fifth line:something like a seat belt.
□ Sixth line:people play to relax.
□Seventh line:program execution.
□ Eighth line:strengthen the "fighting spirit".
The HR manager came up with several ideas at once that could be turned into a full-fledged idea. He focused on finding an inexpensive and fun way to measure stress and help relieve psychological stress. Having studied the offers available
on the market, the manager chose the appropriate means to achieve the goal.
Idea:buy each employee a stress management card. The principle of operation of such cards is based on the fact that hands become cold during stress - the card captures the temperature of the thumb pressed to it and, like a litmus, is painted in
one of four shades from black (stress) to blue (relaxed state) color.
On the back of the card was a description of a relaxation exercise that takes no more than 10 seconds. The card acts as a reminder to keep stress under control and use preventive measures in time, just as we use a seat belt to be safe in a car.
The card is the first step in an anti-stress program developed by the head of human resources. His associations led to the idea of creating an effective, inexpensive and interesting program to control stress in the team.
Summary
The imagination of each of us eventually ceases to be original, and we begin to resemble those who, after graduating long ago, continue to wander around the campus. Working with unusual external images sharpens your imagination. Some
associations can lead to the birth of a new idea that, like a simple mirror, can reflect the sun.
Part 4
CAMARADERIE
In ancient Greece, Socrates and his friends met and talked freely for many years, and these dialogues helped create Western civilization. They exchanged ideas without trying to change the other person's point of view or getting into heated
arguments. They were free to suggest anything that came to their mind for discussion. They were always attentive to each other's opinions and established exceptional comradely relations. Socrates and his friends bound themselves by the
principles of deliberation to maintain a sense of collegiality. These principles were known as "koinonia", which means "camaraderie". According to the principles they adopted, they had to engage in dialogue, adhere to collegiality, express
thoughts clearly and be honest.
Set up a dialogue.In Greek, the word "dialogue" means "free conversation". The Greeks believed that the key to dialogue was to exchange ideas without trying to change the other person's point of view. This is not the same as the word
"discussion", which comes from the Latin root, which means "to break into pieces." The basic rules of dialogue for the Greeks were: "do not argue", "do not interrupt" and "listen carefully".

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Be collegial.All participants must treat each other as equals, even if they have nothing in common. If the brainstorming participant feels they are not on equal footing with others, they will, consciously or subconsciously, become the center of
the session and stifle the creativity of the group.
It is important to treat others as colleagues because thinking is a collaborative process. Only the willingness to consciously treat others as colleagues allows you to interact as colleagues. We speak differently and more honestly with friends
than with other people. Any controlling power, no matter how carefully applied, will suppress the free flight of thought. If a person is accustomed to having his opinion prevail because he is the eldest of those present, then he should refuse this
privilege. If a person is used to being silent because he is younger, then he must give up his safe silence. Similarly, in the illustration below, the far tree appears to be much taller than the closest one. But such an assumption would be
erroneous, since they are of the same size.
Clear your thinking.In order to clear your thinking, you must temporarily drop all assumptions. If our thoughts and opinions are based on assumptions, free thinking is blocked. For example, if you believe that some people are not creative, you
are unlikely to properly consider their ideas. Check your assumptions and maintain an open mind.
The difficulty of effective collaboration is demonstrated by experiments conducted by Howard Gruber at the University of Geneva. In one experiment, he used a box that allows two people to look into it and see the shadow of an object they
don't know. Due to the fact that they look at different angles, each person sees a shadow of a different shape. Their task is to share information about what they see in order to identify the object that casts the shadow. For example, if a cone is
placed in a box, one observer will see a circle and another a triangle.
The idea was to encourage these people to work together like two astronomers observing the sky from different positions, thus seeing the object slightly differently. They use the important advantage of the fact that everyone sees the object
from their own position, and they get a more complete and more reasonable picture of what is happening than if they were watching alone.
But the exact opposite happened. Each observer assumed that his point of view was correct and that the other person was confused, blind, or crazy. “How can you see the triangle? I see a circle." At the same time, quite intelligent, educated
adults participated in the experiment. The assumptions made by observers made it difficult to cooperate in identifying even something as simple as a cone.
Be honest.Say what you think. Socrates and his followers believed that camaraderie allowed the group to generate more common thoughts that would not have been possible to arrive at individually. Through camaraderie, a new kind of
thinking begins to emerge, based on the development of common thoughts. People are no longer in opposition to each other, but participate in the development of common ideas that can constantly evolve and change.
The notion that group intelligence is greater than the intelligence of an individual dates back to prehistoric times, when groups of hunters and gatherers met to discuss and solve common problems. This is a well-understood and accepted
practice. The difficulty lies in the willingness of the group to maintain discipline in order to brainstorm openly and productively.
This part contains:
□ warm-up exercises;
□ American brainstorming;
□ traditional brainstorming techniques;
□ natural creative thinking techniques for groups.
warm up
Imagine a gardener planting turnips. After a while, he notices that the turnip isn't growing properly and gets frustrated. The gardener digs up the turnip and examines it to see what the problem is. He then cleans it, cuts off some of the roots,
and replants it in a different way, which further slows its growth. In fact, trying to control nature, he only interferes with her and will grow a bad turnip, if he grows at all.
If the gardener did not worry and interfere with nature, he would find that nature herself did all the work after he planted the seed, and the turnip would grow. It is this need for control that freezes thinking and prevents the free flight of thought
during brainstorming. These exercises are designed to help participants release control, relax, and enjoy thinking.
American Brainstorming
Alex Osborne, a creative advertising worker in Buffalo, New York, defined brainstorming in 1941 as a systematic effort and organized practice for the purpose of generating ideas in a group. Osborne's idea was to create a relaxed environment
that would encourage the generation of creative ideas and thoughts. A common method is to invite a small group to discuss a particular problem. Participants come up with ideas one at a time. One group member writes down ideas and
suggestions on a poster or chalkboard. Everyone refrains from judging. After brainstorming, various ideas and suggestions are reviewed and evaluated, and the group makes a final decision.
Traditional techniques
There are many problems with traditional brainstorming. Sessions may be truncated due to group homogeneity and perceived threats from managers and superiors. Sometimes sessions fail because it is difficult for people to avoid being judged
on ideas. In addition, the course of sessions is influenced by individual differences: some people have a natural desire to speak, while others tend to remain silent.
This section contains some of the more popular traditional methods for dealing with American Brainstorming problems. The pattern of different ways of Brainstorming is more like a forest of different interdependent plants or a city with
different interconnected buildings than one huge building or one basic principle.
natural creativity
Read the next paragraph.

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Solganso researched, created in the Kmedzhibrsky Uvensi-resolve, not vanzho, in a coacme there are more bvuks in the sovl, vna-zho lshi, chbtoy ploseyadnya and pearvya bvuka in the salt of the blyi on the soym msete. All oastlyne muogt
bty nisapnay in loubm pdjaorka, and you can squeezing tea without a hitch. This is explained by the fact that when we rush off to read, we send messages from foreign countries. Cheovlek does not read every letter according to otdeltnosi, but
pro-synmiates svloo in tsoelm. We are giving this unintentionally, without the consideration of a mouse.
We have a natural talent for interpreting the essence of things. We understand the meaning of random letters, because we immediately see the essence. This natural talent explains why we are all as creative as children. A simple box can be a
fortress, a car, a tank, a cave, a house, a place to paint, and even a spaceship. When we were children, our imagination was not structured or limited by the rules of logic. We didn't want to eliminate opportunities, we wanted to expand them.
Consider a child building something from a constructorLego.He can create any structure and when he is done, he can take individual parts and remove them, add other parts, split structures into new ones, etc. There are obvious restrictions on
the set of parts and design: they cannot be connected in any way, they will not stay together, if the balance is disturbed, and fall apart under the influence of gravity. These limitations are inherent in objects and their design. It is the
arrangement of parts that imposes these restrictions. The child quickly understands how the cubes are interconnectedLegoand how they can't connect. In the end, he creates a lot of different designs that fit the device and the restrictions of the
cubes.Lego.
If this child were asked to make something out of plastic and he had at his disposal all the methods of its melting and molding, constructionLegowould be only a tiny fraction of what he could do. In fact, child-created designsLegowould look
unnatural and trivial compared to what he could create if nothing limited his imagination.
In case ofLegoit is the limitations inherent in the arrangement of parts that limit us in the choice of designs. When we talk about people, imagination and ingenuity are limited by the logical system we have learned.
Natural creativity techniques are designed to remove the limitations of logic and free the creative imagination. Pablo Picasso put it nicely when he said, “Every child is an artist. The problem is how to remain an artist when we grow up.” The
value of learning the techniques of "natural" creativity lies precisely in this - to learn to think like a child again.

warm up
The inhabitants of the kingdoms of Wu and Yue are at enmity with each other, but if they cross the river in the same boat and a storm overtakes them, they will come to the aid of each other, as the right hand helps the left.
Sun Tzu
If we drop seeds on solid ground, there is little chance that they will take root and grow into healthy plants. However, if we plow and cultivate the soil - loosen it well and break up the clods - then it is quite possible that in the loose earth most
of our seeds will germinate.
In the same way, if we start brainstorming without "warming up", with a serious, tense facilitator proposing questions and problems to a stiff, conservative group, then the likelihood of generating productive ideas is minimal.
Warm up exercises
Help your brainstormers relax and talk by working their minds with these warm-up exercises. The group will become more receptive to new ideas, which will allow them to sprout in the minds of the participants.
□Children's drawings.Ask each participant to bring their children's drawings. Hang them on the wall without signing - Ask participants to guess the author of each drawing.
□ Symbol.Ask participants to draw a personal symbol that represents their point of view on creativity. It can be anything - an eagle, a compass, a brush, a moon, etc. Then each participant shows their symbol and explains how or why it
represents their point of view.
RCorporate symbol.Ask participants to choose an animal, bird, insect, or fish as their corporate symbol. Let them justify their choice. Ask if this creature embodies both the strengths and weaknesses of the corporation.
□"You're fired".Sometimes it is necessary to turn on the fire alarm to bring people out of their complacency. At the beginning of the meeting, ask the participants to imagine that they have been fired. Then ask them to apply for the job again.
This should shake them up and make them think about their knowledge and skills, and most importantly, how to improve them. Or print an imaginary future newspaper that declares your company bankrupt. Then ask the participants to present
the reason why the company went bankrupt. The element of shock encourages us to see, hear and experience our world in a new way.
□Everyone—consultant.Ask each person to write down a current job-related problem on a blank piece of paper. For example: “How can I better cooperate with store employees to fulfill orders on time?” or “How can we respond to a
competitor’s low price and discount program?” After giving a few minutes to write down the problems, ask everyone to pass on their problem to the person on the right. This person reads the problem they just received and jots down their
answers. Sixty seconds are allotted for each sheet. Continue this process until each person has received their sheet back. Then read and discuss the written ideas.
□Observation of others.When using this approach, new thoughts and solutions come from looking for ideas in extraneous areas. As a preliminary exercise for a meeting on luxury box strategy and tactics, sales and marketing workers were sent
to observe marketing and sales activities at outside retail outlets such as fashion stores, software stores, fast food restaurants, and bookstores. the shops. They returned with long lists of ideas and suggestions to apply to their company.
□Accepting the role of the client.When using this approach, people are trying to learn what it means to be in a different role. For example, a real estate agent sent his salespeople to a car dealership to improve their sales skills. While posing as
customers, they went through the entire sales process, recording the specific behaviors, words, and actions of salespeople that significantly influenced their attitude as "buyers." At the general meeting, they shared their experiences and
discussed ways to develop their own sales skills. This experience made salespeople see that it's one thing to talk about being able to put themselves in the buyer's shoes, and quite another to actually do it.
space creature
Invite the group to imagine a creature living on a different planet with a different atmosphere in a distant solar system. Ask them to draw this imaginary creature. Then have the group show their drawings.

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You will find that most people draw creatures that resemble those of Earth, even though we are free to come up with whatever we want. Namely, creatures with organs of sight, hearing and smell, as well as arms and legs with bilateral
symmetry. Instead of creating something unique and unpredictable, most people create creatures that have a lot in common with each other and with the features of typical terrestrial animals.
There is no reason why animals on other planets should resemble terrestrial animals. People drawing space creatures could use any existing knowledge base (for example, about geological formations, tumbleweeds or clouds) to get an idea of
the general shape of a space creature, and each person could come up with something special and new. But most people do not do this, and therefore, in their drawings, creatures are obtained that have the properties of earthly creatures.
This group exercise demonstrates a phenomenon calledstructured imagination.Structured imagination is related to the fact that even when we use our imagination to generate new ideas, these ideas are structured in a very predictable way
according to existing concepts, categories and stereotypes. This is true whether we are talking about inventors, artists, writers, scientists, designers, businessmen, or people's everyday dreams of a better life.
Walking in someone else's shoes
Sit the participants around the tables in groups of six to ten people and ask everyone to take off their shoes. Then talk for a few minutes about how the participants feel when they sit at the table in a serious business meeting without shoes.
Discuss the fact that it's natural to go barefoot at home and on vacation, but it's not usually done in a business setting. Then ask participants to try a few different activities:
1. Ask them to swap shoes - actually wear someone else's shoes. Ask them to try to bring about significant change; for example, let the men wear women's shoes. Discuss how they feel about it. Talk about social norms and how it feels to
break them slightly.
2. Then ask them to put their shoes on the table in front of them. Let everyone sit for a while and look at all these shoes. Watch for signs of nervousness. Usually participants experience this as something unnatural, uncomfortable and anti-
social. Talk about how they feel when someone's shoes are on the table in front of them. Talk about how participants deal with feeling uncomfortable, usually by trying to ease it. But point out that improvement implies change, and change
almost always brings discomfort. An innovative change must actually go beyond the generally accepted framework, which causes even more discomfort, etc.
3. Now announce a competition where the team that builds the tallest shoe structure will win a big contract. The winner is determined by measuring the distance from the surface of the table to the highest point of any shoe. Do not discuss the
competition in detail; just tell the participants what they need to do in four minutes, and say: "Let's start!". One solution might be to have the tallest person in the group stand on a table and put one shoe on their head. Or you can come up with
a rule that all shoes should be in a chain, touching each other, like an electrical circuit.
Observe what the participants are doing during this exercise so that you can discuss it in detail later. You will be amazed at the creative solutions offered by the groups. Note how quickly or slowly the problem was solved in different groups.
Note the emergence of informal leaders. Determine the cycles of construction, demolition and reconstruction, etc. Just watch. You will have a lot of topics to discuss.
a Completing a task with shoes strengthens the team.
□ Participants didn't know they were going to be asked to build a structure out of shoes, but they were gradually getting ready for the idea. This can be a good strategy when implementing innovative ideas.
□ What causes the greatest discomfort is what we think about too much; just start acting, and the feeling of discomfort will be significantly reduced.
□ It's not stealing when you get an idea from observing another team. It is learning from the experience of others while improving the business.
□ When looking for solutions, it is often helpful to use the most unexpected items. (For example, I once saw a group build what looked like a chimney from workshop folders, and then fill the chimney with shoes on top. There's always
someone taking off their belt to tie something to something, etc.) e.)
□ Innovation often happens through cycles of trial and error, taking things apart, trying things differently, etc. It's rare that people just sit and think about a problem and come up with a solution in their head. Action stimulates thought.
□ The thought processes involved in the most creative approaches often combine several ideas and concepts.
Use your imagination
In an effort to understand a problem, we compare it to something out of the ordinary. Hence, we break the problem down into different parts and analyze them to see if this makes it possible to understand the problem or make it familiar in
some way. When this happens, we make new connections that can lead to revolutionary ideas. For example, a few years ago a group of designers were looking for ideas for new lighting fixtures. They compared lighting fixtures to a monkey
and imagined a monkey running around the house with a lantern. This thought helped them create a track lighting system.
Ask metaphorical questions to stimulate the group's imagination. For example:
□ What animal does this problem look like? Why?
□ How is a cold, half-eaten pizza like a solution to this problem?
□ How is this problem similar to a flashlight battery? How can this similarity stimulate new ideas?
□ If your problem was a lawn, what would weeds be?
As part of an ecology course, a group of students at the University of St. Bonaventure brainstormed for new recycling ideas. They were interested in the following question: “Which famous historical figure comes closest as an analogy to the
essence of this problem?”

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One student suggested the Wright brothers because of their breadth of interests in aviation. Using this comparison, another student made a connection between the Wright brothers and his hobby of aeromodelling. He explained how he mixes
old, leftover paints to create a unique beige to differentiate his models from others. This prompted another student who suggested that the same principle should be applied to waste recycling. They created a company that collects old paint,
mixes it, and then sells it for $5 a gallon. They called this paint Beige Earthy. Now they are working on another project that involves collecting waste paper and making boxboard from it.
One hundred and one failures
To demonstrate the value of risk and failure, break the group into teams. Give each team a bunch of popsicle sticks. The exercise is to see which team can build the tallest building out of sticks in twenty minutes. After completing the task, ask
the participants to remember their failed attempts. As a rule, those participants who adhere to a certain, logical plan from the very beginning fail to build the tallest structure, and participants who successfully complete the task have gone
through a lot of failures. The lesson is to let go of preconceived notions about failure, to be open to the unexpected, and to learn again to play like an open-minded child with perspective and context.
Is this a yellow or blue question?
Unleash your exploratory spirit with "color questions" based on the work of Jerry Rhodes, who has done extensive research on managers and management styles. Rhodes has developed a rather extensive classification of different types of
questions. It is based on four types of questions, which are defined as "colors of consciousness". The color questions are:
□yellow questions.Think of yellow as neutral and objective. The question should be perfectly clear. Ask: "What is...?" For example: “What is the most significant problem or concern we face?”
□Green questions.Think of green as fertile and creative. The question should be figurative and original. Ask: "What if we...?" or "Suppose we...?" Come up with as creative a question as possible.
□ Blue questions.Think of blue as uplifting and positive. The question should be based on an opinion or judgment about some value or need. Think about what needs to be done or added. Ask: "What can we do?" or "What should we do?"
□ Black questions.Think of black as negative. Ask: "What can't we do?" or “What can’t be done? »
When brainstorming to generate ideas and solutions on a specific topic, mark four separate sheets of paper as yellow, green, blue, and black. Have the group come up with as many yellow, green, blue, and black questions as they can about the
topic and write them down on the appropriate sheets of paper. You can arrange them in columns on a large sheet of paper. You can also write them on cards or on the wall below the corresponding colored card. Whenever you have a negative
question, write it down on a black sheet. At a later stage, consider black issues and try to find ways to deal with them. After compiling a list of questions, prioritize to decide which question to answer first.
Take a different point of view
Write the alphabet vertically on the chalkboard. Then ask for the names of famous (real or fictional) people starting with each letter:BUT= Neil Armstrong,B = Alexander Graham Bell, C= Charlie Chaplin,D= Leonardo da Vinci,E =Albert
Einstein,F=Fred Flintstone,G= Boy George, etc.
Have each group member choose a last name that starts with the same letter as their own. A person can choose Albert Einstein or David Letterman. Then have each member of the group think about how this famous person might approach the
problem. Suppose the problem is how to encourage employees to come up with more ideas. For example, how would Charlie Chaplin incentivize workers? How would Alexander Graham Bell do it? Finally, invite the group to share their
thoughts.
one + one = one
If you add one drop of water to another, you get only one drop, not two. It is noteworthy that when you add one concept to another, you still get one concept, not two. Notice how easy it is for you to understand combinations of words such as
"caller call", "front page", "clubbing" and "new right". These examples of word combinations show how a new concept is formed by combining two concepts into one. The term "new right", for example, refers to a group of people with strong
religious beliefs who are trying to influence the political process.
Gregory Murphy of the University of Illinois asked people to evaluate how true some properties of individual concepts and their combinations are. One set of concepts consisted of the separate words "empty" and "store" and their combination
"empty store". Consider the "spend money" property. Like the subjects in Murphy's study, you probably understand that spending money is common in "empty stores" but not in "stores" in general or "empty" items. When combining concepts,
the meaning changes, and the newer the combination, the newer its meaning.
For the most part, creative thinking involves bringing together previously unrelated ideas, products, or services and turning them into something new. Gutenberg created the printing press by combining a coin press with a grape press. The
process of combining ideas, elements or parts of ideas is called synthesis. Many consider synthesis to be the essence of creativity.
Ask participants to remember the name of an object that starts with the same letter as their last name (eg P = food, I = apple, C = credit card, A = diamond, etc.). Write these names on a sticky note and stick it on their foreheads. Now ask the
participants to blend in and combine their object with someone else's object to create something new. For example:
a Rock + Chair = An elastic mat that you can put on top of a rock to turn any rock into a chair.
a Coating +lego=Collapsible wooden cover that can be dismantled and removed.
a Table + Treadmill = Table with treadmill. You can walk one mile an hour while working on the computer, which will provide you with weight loss without dieting.
a Bomb + Bath = Dog Bath Bombs. Bombs are made from dog shampoo that is pressed into a solid shape. You toss a bomb into the water and it bubbles and hisses, saving you the trouble of holding a slippery shampoo bottle and your
writhing dog at the same time.
□ Dog + Scoop = New pet business. For a fee, provide a dog poop cleaning service for institutions, corporations, golf courses, and estates.
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You would be surprised at the new ideas, products, and business opportunities that people come up with using this simple exercise.
I am a camera
This exercise will help you learn to look at things with an open mind. Imagine that you are the camera, while the other person will play the role of the photographer. The photographer is standing behind you. Your eyes are lenses, and your
right shoulder is the shutter of a photographic lens. Keep your eyes (lenses) closed until the photographer takes the picture by tapping your right shoulder (shutter) lightly.
Quickly open and close your eyes like a camera shutter.
You are guided by the photographer, guided by the shoulders and positioned so that the various scenes are directly in front of you. Do this several times so that you move around and take snapshots. The task of the camera is to accurately,
without distortion, capture every detail of the picture. Open your eyes just for a second. All you have to do is see what is in front of you without any preconceived notions about each of the photographs you take. The purpose of all this is that
the rapid succession of captured impressions gives you the experience of observation without affecting the perception of your expectations. It is an observation without any preconceived notions, which is very important. Learning how to
overcome your preconceptions when faced with a new challenge is an essential element in the creative process.
Another exercise that will help break down preconceived notions is to come up with different names for objects. For example, a rainbow could be called "colorful rain". As a group, invite the participants to come up with different names for:
□ mountains;
□ clouds;
□ ocean;
□ the world;
□ pictures.
Then have the participants come up with a different name for the topic of the meeting. For example, if the meeting is about office morale, morale could be called "spring flower" or "warm hug", etc.
Are you a hammer or a nail?
This is a fun group discussion. Ask group members questions about what best describes them, and then ask them to explain why they feel that way.
one.What best describes you in general:
o Hammer or nail?
o Cloud or rock?
2. At work:
o Tree or wind?
o A salt shaker or a bottle of ketchup?
3.At meetings:
o A handshake or a kiss?
o Clock or compass?
4.your creativity:
o Snowflake or boiling water?
o A thunderstorm or the smell of burning leaves?
Martians have arrived
Although words originated from images and symbols, this does not mean that they are more advanced. The latest advance in computer technology is the graphic symbol. Many professions use graphical languages: physicists draw diagrams,
administrators use graphs, and corporations are known for their trademarks.

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Visual-figurative and verbal thinking, in fact, complement each other. If you focus on the figure on the left, you will notice how the faces change places. First, the left side will look like the background, and the right side will look like the face;
and then the right one will be the face, and the left one will be the background, and so on.
This is how visual-figurative and verbal thinking works. What we call verbal thinking is always directed outward. But at the same time, internal visual-figurative thinking is always present, and when we turn our thinking inward, we also cause
this thinking.
Try the following exercise with your group. Imagine that a delegation of Martians has just landed in your company's car park. You invite them to come to you. They do not understand any earthly languages - only graphic symbols. They are
interested in your company and you. They want to know what the company does and what you do.
□ Have the participants prepare a short pictorial speech to greet the Martians and explain what the company does and what their role in the company is (ie their position).
□ Hang the speeches on the walls. Have the participants review all of these speeches.
□ Choose one speech you would give to the Martians.
Crossbreeding
One Japanese woman created a novelty that became very popular in Japan. This is a plant keychain: a clear plastic box in which the plants grow in a miniature nursery until they are large enough to be transplanted into large pots. How did this
idea come to her?
She came up with this by playing with different ideas and crossing them with different objects in her mind until she got the right combination. One day she thought about the key and looked at the sunflower. She wondered if it was possible to
cross a key with a flower, so that the key would always be available, like a flower in a garden. She laughed as she thought about carrying her flower key with her during the day. Then she suddenly had the idea of miniaturizing the key and the
flower in the form of a keychain with a plant.
Put your imagination to work with a whimsical crossover of ideas. What would happen if you crossed a company president with a sunflower? An HR manager with a baseball? Commercial director with a submarine? VP of marketing with a
gecko?
Invite the group to experiment by crossing plants, inanimate objects, animals, and people.
1. Prepare four boxes containing strips of paper with random names of plants, inanimate objects, animals, and professions. Try to use business-related inanimate objects such as a copier, merchandise, phone, paperwork, table, meeting room,
etc.
2. Ask each participant to take one strip and then make hybrids out of them. For example:
o bird x chief;
about a pony seller;
about customer x door;
about watermelon x secretary;
o documents x key.
o customer service x ballerina
3. Ask the group what does each hybrid resemble? Make a drawing. Name it and hang it on the wall.
4. Ask the group to think about what each hybrid does. What sound does he make? What are the unique strengths of each (at least three)? What are the unique disadvantages of each (at least three)?
Impossible hybrids
Another imagination exercise focuses on creating impossible objects. Creativity involves the synthesis of heterogeneous concepts, especially when they are not usually seen as overlapping. Below are such unusual combinations of objects. Try
to imagine each object, describe it in as much detail as possible and draw it.
□ A piece of furniture that is also a fruit.
□ A vehicle that is also a fish.
□ Food, which is also a stone.
□ A fruit that is also human habitation.

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□ Bird, which is also a kitchen utensil.
□ Seasoning, which is also a tool.
□ A computer that is also a cup.
□ An oven that is also a bicycle.
□ Lampshade, which is also a book.
For example, for the first combination, you could draw a giant pineapple with a chair carved out of it. For a vehicle that is also a fish, you could draw a dolphin pulling a boat. An oven, which is also a bicycle, may involve filling the tubes of
the bicycle frame with steam, on which food can be cooked, while riding a bicycle would serve as a source of energy. A food that is also a stone could imply that the minerals in the stone serve as a source of nutritional supplements.
Summary
This kind of exercise helps free the imagination to generate original ideas. One high school principal told me how she and a cleaner came up with an idea to solve the problem of lipstick on mirrors. The girls liked to leave kiss marks on the
mirrors. She invited a group of schoolgirls to see how difficult it was for a cleaning lady to remove lipstick from mirrors. The director introduced them to a cleaner who came in with a rubber squeegee, which she carried into the toilet stall,
lowered into the toilet, and then used to clean lipstick off the mirrors. After this demonstration, there was no more lipstick on the mirrors.

Brain attack
A talented commander commands an army, not individual soldiers.
Sun Tzu
Figuratively speaking, in brainstorming, a group of people gather together to sculpt a certain sculpture. Each brings some clay with him and puts it on the table. Clay is collected in one large lump, from which the sculpture is then sculpted by
common efforts until it converges on its final version.
The brainstorming technique was developed back in 1941 by A.F. Osborne. Its goal is to encourage group members to express a variety of ideas without fear of criticism from colleagues. All proposed ideas are listed, and then supplemented,
changed, expanded, etc. As a result, the group comes to a single solution.
The meaning of this technique is to create an atmosphere that will stimulate the imagination and thought. Usually in a small group (six-twelve people) a specific problem is discussed. One of the group members records the suggestions and
comments made. None of the ideas are rejected. At the end of the meeting, all ideas and proposals are discussed. The following are the two main principles of brainstorming.
one.Quantity turns into quality.Just as a ship should not go to sea without a spare anchor, so you should not try to solve a problem from a single idea. The more ideas you come up with, the more likely you are to make the right decision.
2.Don't be quick to criticize.Look at the next picture. When asked about the location of a point, most people will immediately say that it is below the center of the triangle. But it's not. If you take the necessary measurements, you will find that
the point is located in the very center of the figure.
We also appreciate new ideas. We judge instinctively and immediately, and often incorrectly. But in other matters we do not draw hasty conclusions. For example, when buying a new shirt or sweater, you usually do not take the first thing that
comes across, but carefully study the entire range, and this is quite natural. So it is with ideas - you should take your time to think over all the proposals before “buying in” on a new idea.
The construction of a railway, along with a complex engineering project, also requires imagination, intelligence, and skill. But in order for the train to derail, someone only needs to translate the switch incorrectly. This does not require, as you
know, special knowledge, and the destructive effect is enormous.
A negatively minded critic can immediately “hack” any proposal if he doesn’t like something in it. His argument is based on the fact that one weak point implies the failure of the entire project.
By rejecting a part, you can destroy the whole (while, without spending any time or effort, you think that you have achieved something).
When we cooperate with other people, act together with them for a common goal, our forces must be directed in a constructive direction. The success of any brainstorming session depends on all of its participants understanding the importance
of creating a favorable atmosphere for putting forward ideas. Therefore, negative value judgments such as these should be avoided.
□ Let's put it off until better times.
□ What is this fiction?
□ I have a better idea.
□ We have already tried this.
□ Now something else is important.

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□ This is against our policy.
□ This is an unnecessary risk.
□ All this, of course, is wonderful, but...
□ It already happened.
□ I have been thinking about this for a long time.
□ We can't afford it.
□ We are unlikely to be supported by others.
□ Nonsense!
□ It's completely redundant.
□ You are getting ahead of yourself.
□ It's as old as the world.
Working in a brainstorming group teaches a constructive approach to considering ideas.
ACTION PLAN
one.Define a task.Formulate - as clearly as possible - your problem in the form of a question.
2.Select participants.The optimal number of group members is from six to twelve people. All participants must have a positive attitude and a quick, flexible mind. They must be strong, independent individuals who are enthusiastic about
participating in such a seminar and feel a real need to improve the situation. A person should also be invited to the lesson who, by virtue of his position, is capable of making decisions and implementing his plans.
Note.It is important that the leader of the group correct, if necessary, the statements of the influential person, since nothing dominates the subordinates like the opinion of the leadership.
3.Create a favorable environment.The best place to practice is a comfortable room. Group members should be aware of the lack of fresh creative ideas and the urgency of brainstorming, but breaks in class should also be considered.
4.Choose a group leader (host).He must have experience in establishing contacts in a team and be eloquent enough (able to paraphrase the proposals made and find acceptable analogies).
Responsibilities of the group leader. aboutHe must prepare properly for meetings.
o Ask all group members to familiarize themselves with some techniques for developing creativity. Make a detailed plan for the workshop.
o He should invite representatives of various fields to the meeting: both experts in the field and non-specialists, as well as persons on whom the future fate of the ideas discussed in the group may depend. Observers and invitees should not
influence group decisions. Just as a fly in the ointment can spoil a barrel of honey, so the opinion of an influential person can nullify the group's efforts to find new ideas. All participants must be equal.
He is to draw up a lesson plan and distribute it to all those invited.
o He must use different creative techniques to help generate ideas. To create a relaxed atmosphere, jokes, anecdotes, funny anecdotes, etc. are not forbidden.
o He needs to focus on the task at hand.
o Clearly formulate proposed solutions and constantly summarize intermediate results during the session.
o He should encourage any manifestation of initiative; the weirder the idea looks, the better.
o Pay attention to the ideas, avoid identifying a certain idea with the personality of the person who put it forward.
o He should manage the process of putting forward ideas. For creativity, the ability to direct the train of thought is always important.
o Use leading questions and other ways to help workshop participants change their way of looking at things, try to put the emphasis in a different way, awaken their imagination, and ultimately generate as many ideas as possible in a short
time. Use the SCAMPER questions (see chapter nine).
o He needs to emphasize the contribution of everyone to the solution of a common problem.

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5.Select attendant.Assign one of the workshop participants to write down all suggestions. If ideas are not written down, they are forgotten.
At the end of the brainstorming, the group leader (or all participants together) should prioritize the ideas and evaluate them. During the evaluation process, some proposals will be rejected, others will be marked as worthy of attention - these
are the ones that need further elaboration.
Use a variety of ways to visualize the task facing the group: draw diagrams, graphs, use bright markers. This will help ensure everyone is involved and find fun ways to depict emerging ideas and illustrate the group's thinking. This method of
sketching and sketching is very close to most of us and reflects the natural development of thought. Later, your "arts" can be translated into an accessible language and recorded.
A construction company was brainstorming to develop designs for new garages. At the same time, there were graphic sketches. The designers managed to develop some very original designs, and it was decided to design a home two-story
garage ten feet wide and twenty feet high. One of the projects involved lifting cars with a special elevator. This project proved to be ideal for those who wanted to free up their front lawn or who owned classic, rare high-top cars. Subsequently,
the construction company also created a maintenance program with the collection of an annual fee for the operation of lifts in such garages.
6.If we go—so to the end.Organize breakfast, lunch, or even a party for the whole group immediately after class to celebrate the success. Write letters of thanks to all observers and participants of the seminar, noting the contribution of each of
them to the solution of a difficult task. Sending stakeholders a list of ideas the group has put forward is also a great idea. This will help to keep working on ideas and keep everyone involved in the creative brainstorming atmosphere.
Another useful step is to ask brainstorming participants to write to you which idea they think is worth implementing and what needs to be done to achieve it.
Employees of one of the shopping centers were looking for ways to increase turnover. One of the ideas that came up during the brainstorming session was to set up a simple bulletin board for customers. Two days later, one of the participants
of the meeting developed this idea and proposed to organize an e-mail in the shopping center. By doing simple actions on the computer, you can send a message to a friend, get a response or leave a "note" (using a cipher) for a specific person,
or even a message for the whole world. By pressing the button, you will immediately receive a printout. And all this is free. The idea is to turn the mall into something more, a communication center that is sure to attract shoppers.
7.Evaluate ideas.If you run hot and cold water at the same time, the result will be warm water. If you try to evaluate an idea as soon as it comes up, you won't be able to appreciate it or see all its flaws. Do not rush to judgment, evaluate ideas
only at the end of the lesson.
At the end of the brainstorm, divide all ideas into three groups: those that will bring quick returns, those that still need to be worked on, and promising approaches to the problem.
The facilitator can qualify the ideas himself or invite the whole group to participate in their evaluation.
There should be as many ideas as possible. List all the ideas that come up, even if some of them are very similar to each other.
The row of arcs in the following figure makes up a column. The arcs are all the same size, so the column must be perfectly straight, and yet the top of the column appears to be wider than its base. Identical arcs, drawn one under the other,
created the illusion of perception. We see something different from what is actually depicted. Similarly, when you list ideas, it doesn't matter if they seem similar or identical to someone else.
Participants of the brainstorming group discussed the problem of unwanted phone calls (obscene questions, someone is silent and breathing heavily into the phone, pestering sales representatives, etc.). Accordingly, it was necessary to solve
the problem: how to avoid unwanted phone calls?
One of the participants in the meeting put forward this idea: why don't we monitor these calls and do the same in retaliation? At the end of the session, the group came up with a revenge phone. In fact, we are talking about an answering
machine with an already recorded answer to an unwanted call. By picking up the handset and pressing a special key, you can receive any message. You press the other one - and at the other end of the wire you hear an “explosion” of 100
decibels. One more key - and a formidable male voice ominously asks: “What, you want to go to hell ?!”
Each member of the group should think about how to polish ideas or how to combine two or more ideas into one, but "improved". The leader of the group, encouraging the participants in the discussion, should constantly ask: “What else can
you think of?”
Another participant suggested: “Instead of an answering machine, we need to invent a device that would provide protection not only from telephone hooligans, but also from advertising agents!” Together, the group came up with a simple but
effective way. This device, like a sieve, can filter out unwanted calls using a secret code. If the caller does not know the password, he will have to leave his message, but the call does not ring in such cases. The codes can be varied: one for
close friends and relatives, another for business partners, etc.
Then a lady spoke: “Our conversation led me to one thought. She has nothing to do with obscene phone calls, but I think she is still curious. Why not install pay phones with two handsets everywhere?»
Her idea was as follows. Suppose you and a friend are in the city center and you are going to see your mutual friend. You must decide where exactly you will meet, but you want to discuss it all together. If there were pay phones with two
handsets, then while one person listens, the other writes down the date and time of the meeting. Such a phone would probably bring in more money than a conventional phone, since the conversations of three people would last longer.
Reflect on the suggestions already made. It is much easier to start from an existing idea than to create something original. Ask yourself the question all the time: “What else can you think of?”
And here is the sentence of the fourth participant in the “telephone” brainstorming: “Let's go back to the answering machine. What if the answering machine did not just record messages, but worked like a real secretary? The answering
machine would have a whole set of different phrases recorded on it, so that its owner could use the most appropriate option at the right time to adequately answer a call from a bully or other unwanted call.
Idea:an answering machine, which allows you to control incoming calls, asks questions and answers accordingly, and you don’t have to pick up the phone. For example:
Hello, Richard Stratton's office. Please state your name.

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— Hello, Alan Spiegel from Acme Energy Co. worries you. May I speak to Mr. Stratton?
Who is Alan Spiegel and what he needs - Stratton does not know, so he presses the button, and the answering machine says:
Could you tell me what you are calling about?
— I would like to show him a new model of energy-saving window frames of our company.
Aha! It's some kind of salesman, and Stratton has no desire to engage in conversation with him, so he presses another button, and the answering machine says:
“I'm sorry, but Mr. Stratton is out of town right now, he'll be back in six months.
With the help of such a device, Stratton is able to respond properly to any call, while at the other end of the wire the subscriber will be absolutely sure that he is talking to a live person. If this behavior seems unethical to you, the answering
machine may simply “don't pick up the phone”.
After all the proposals of the group members were recorded and sorted, preference was given to four future inventions: the "revenge phone", the phone with protection against unwanted calls, payphones with two handsets, and an answering
machine with a set of phrases for various occasions.
Collaboration in a group is like a two-way street - that's the power of brainstorming. One idea gives birth to others. The ideas of one member of the group stimulate the imagination of others, which increases the number of possible
associations.
For example, using a brainstorming technique, a fruit wholesaler and his employees came up with an original idea to market their product.
The idea was to offer something out of the ordinary, like a watermelon, as a gift. This led another person to the idea that watermelons can be grown in the shape of a rectangle or a pyramid. Another suggested a way to add personal messages
that, with the help of duct tape, seem to grow into a watermelon peel. Finally, the idea began to look like this: watermelons of various shapes, depending on the desire of the customer, with inscriptions that appear through the watermelon peel.
Slaves of habit
Sometimes the work of the group can get stuck because the members are too focused on the problem itself and on the traditional ways of solving it. These people I call "habit slaves". If there are a majority of such people in the group, the
leader should try to radically change their view of the problem. This can be compared to helping drivers who need to relearn from left-hand drive to right-hand drive.
Suppose your task is to develop an advertisement for a new movie. Your group is made up primarily of "slaves of habit," that is, those who are unable to extricate themselves from the snares of traditional notions of film marketing and
advertising. Their thinking is constrained, completely focused on the result, not on the process. In some cases, it is possible to eliminate such "obsession" thanks to a few abstract questions.
□ What attracts people's attention?
□ What surprises them?
□ What shocks them?
□ What brings them pleasure?
□ Who are they interested in?
□ What are they interested in?
□ Who do they admire?
□ Who would they like to talk to?
Make a list of answers, then use them as stimuli to generate new ideas.
Suppose you asked the question, "What shocks them?" Possible answers: when they tap on the shoulder; pornography; death in the electric chair; horror films; foul language; appearance of a superstar on the street; loud unfamiliar voices, etc.
Now that the attention of the "slaves of habit" is not focused on the problem, you can direct their efforts to establish a connection between the existing set of proposals and the problem.
In our example, the mention of pornography might remind group members of the existence of 900 intimate phone lines, which are extraordinarily expensive per minute.
Another association may be related to the fact that people love to hang out with celebrities. By combining these associations, you can create a new advertising program.
Idea:include actors' phone numbers in press advertisements for new movies. You can invite subscribers to communicate with the heroes of various films or movie stars, enter into a competition for a prize with other subscribers, that is, to
interest them so much that they visit the nearest cinema of their own free will. Since the subscriber will pay a lot of money for the call, the film companies will “keep their own” or even benefit from an active advertising campaign. In addition,
subscribers can order posters and T-shirts of the advertised movie by phone or using a credit card.

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Another way to stir up the "slaves of habit" is to force them to mentally abstract from the problem. The leader of the group starts from a distance, asking questions based on analogies and metaphors. This will direct the participants' thoughts to
areas that seem to be unrelated to the topic of the lesson.
By letting go of the task at hand for a while, you are more likely to be able to see your problem in a new way when you turn to it again. A group of environmentalists worked on the problem of recycling. The leader of the group began by
asking everyone present to give details about their hobbies.
One of the participants said that he is fond of creating aircraft models and, in order to celebrate his best examples, he paints them in a unique beige color, which he himself creates from the remnants of old paints. This story led another
participant to the idea of reusing paints in large quantities. The idea was to set up a service that bought old paints, mixed them, and then sold them under the name Ground Beige for $5 a gallon.
Currently, these people are developing the idea of organizing a service for processing waste paper into special additives for building materials.
Brainwriting
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The term "brainwriting" was coined by scientists at the Battel Institute in Frankfurt. This technique is based on the brainstorming technique, but the group members do not express their proposals out loud, but in writing. They write their
ideas on pieces of paper and then exchange them with each other. The idea of a neighbor becomes a stimulus for a new idea, which is included in the received sheet. The group again exchanges sheets, and this continues for a certain time (no
more than fifteen minutes).
The rules of brainstorming also apply to writing thoughts: strive for more ideas, do not criticize the proposals put forward until the end of the session, encourage "free association".
Perfume company managers decided to use the method of writing thoughts in search of innovative ideas for business development. Each participant in the meeting wrote down his idea on a piece of paper and exchanged with a neighbor. One
manager thought about producing a new brand of soap and laundry detergent, while another listed a proposal to develop a new line of shampoo and hair conditioner. And the third, when he got a sheet with these two ideas, combined them and
offered to create a unique product: soap, shampoo and conditioner in one bottle.
Brainstorming on chalkboard
At work, you can hang a whiteboard on the wall for employees to post on it with notes of creative ideas that come to their mind during the working day. Hang this board in a conspicuous place. In the center of it should be written - in large
bright (multi-colored) letters - the problem that needs to be resolved. Anyone who has an interesting thought that can help solve this problem can pin a piece of paper with the idea fixed on it. Let's take a look at the benefits of this technique.
1. The problem is always before our eyes, and thoughts about it will constantly revolve in the minds of all those interested in solving it.
2. This method gives rise to many associations. Getting acquainted with the ideas written on the sheets pinned to the board, the worker is likely to come up with something of his own.
3. Time to think about the problem is not limited to one or two hours of class in a brainstorming group.
4. If there are few or no idea sheets at all, this suggests that you should find ways to encourage your employees to be more creative at work.
In Rochester, New York, the management of a company decided to put up such a board in the lobby and announced that they would give a bonus of $100 to anyone who could think of a way to save the company money. The first winner was
an employee who offered to cut the promised reward to $50. The next question on the board was, “How can we make our advertising more effective?”
The prize went to someone who offered to hand out small packs of facial wipes to people on the street with a greeting from the company written on the wrapper. Napkins are both a useful thing that a person will carry with him and a good
advertisement. It was this advertising project that was recognized as the best for the entire existence of the company.
Brainstorming in the style of "Solo"
If you want to use the brainstorming technique yourself, it is best to have a special file cabinet for your ideas. Write each idea on a separate card. All ideas deserve to be “perpetuated” in the card index - successful, not very successful, or even
completely seeming absurd or empty. Generate new thoughts until your source of inspiration dries up, and only then you can sort all your ideas, add something, improve and summarize, choose thoughts that will best contribute to achieving
your goal.
Let's say you want your bank to stand out from the rest in some way. The first idea that comes to mind is: “What if we make the bank cozy and even a little homely?”
Do not rush to dismiss this idea as impractical. Think about how you can combine it with the introduction of a new method of processing banking transactions. For example, in your bank, you can create a home-like environment for customers
who will inevitably have to wait for money to be received or paperwork to be processed. Comfortable armchairs, TV, magazines, a cup of coffee will help pass the time for such clients.
The main thing in this type of brainstorming is to write down every thought that comes to mind, even if some of them are completely unrelated to the problem being solved. In this case, the content of the idea is unimportant. If it appears, write
it down.
The manager of one of the firms tried all the traditional methods, trying to encourage the employees of the company to be creative - it was not always possible. Somehow, having thought in solitude, he came up with a “lottery” to raise the
“morale” of the company's employees.
Unlike government lotteries, company employees do not risk their own money. Every week the company puts up prize money in the amount of $400. Every Monday, a specially made "wheel of fortune" is spun: if it stops at the word "lottery",
then on Friday, at the end of the working day, the names of the winners are drawn - according to the payroll. If there is no lottery on the wheel, the money is added to the prize pool the next week. The president of the company claims that

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thanks to the lottery, their productivity has increased.
visual brainstorming
Brainstorming can take many forms: playing golf can help produce "smart thoughts"; the most successful thoughts come to the composer while composing music, to the actor - during a rehearsal or performance. Well, the one who is helped to
think by visual images will most likely be prompted by some sketches and sketches.
As a rule, ideas appear quickly, one after another, and a sketch made at the moment of the birth of an idea will allow you not only to fix a successful thought, but also not to lose momentum in the process of thinking. Also, capturing ideas with
drawings will keep you from criticizing those ideas prematurely. Basic principles of visual brainstorming.
one.Speed and flexibility of thinking.The speed of thinking means the emergence of a large number of ideas within a certain period of time; flexibility of thinking is characterized by their diversity and versatility.
2. Lack of premature criticism.
3.Fast reaction.If you don't sketch the idea immediately, you risk losing it. Consider the story of a man who had a great idea that could change the world. This man was so happy that he rushed to the church to give thanks for the illumination of
God that had descended upon him; it was only when he knelt down that he realized that he had forgotten everything.
A Florida town police chief used a visual brainstorming technique to find a solution to problems arising from reckless tourists passing through town. There was no extra money in the city budget, so there was no question of increasing the
number of patrol cars.
One day he drew a picture of a policeman, and suddenly it dawned on him. By order of the chief of police, they made and painted a metal figure of a patrolman, and then installed it under a lamp near the highway at the entrance to the city. It
worked. Dashing drivers at the sight of a familiar figure immediately reduced their speed. The figure had an effect on the townspeople themselves - they also began to slow down.
Summary
We all feel comfortable in a friendly environment in which no one is afraid to offer any ideas, for which, moreover, they can be rewarded. One of the leaders of General Motors circulated a note to the employees of his division that read:
BEFORE YOU DENY ANY IDEA,
FIND AT LEAST THREE REASONABLE REASONS WHY YOU SHOULD DO IT!
First, quantity. Forget about the rules of the road, go where your eyes look. Do not criticize others - let some ideas give rise to many others. Roll in all directions, and the outcome of the brainstorming will be brilliant, like Wurlitzer's "Dance of
the Imagination".

Traditional Brainstorming Techniques
The general who listens to wise advice and acts on it will win.
Sun Tzu
When you look into a kaleidoscope, you see a pattern formed by colored glass. If you then add a new piece of glass and spin the kaleidoscope, you get a lot of new patterns. Similarly, when a group brainstorms for new ideas, the participants
generate a ton of ideas. These ideas allow for many random combinations that tie changes together; it's like adding glass to a kaleidoscope. You are creating a ton of new possibilities.
Below are some of my favorite traditional brainstorming techniques that can lead you to many new ideas.
Writing techniques
Brainwriting.Horst Geschka and colleagues at the Bethell Institute in Frankfurt, Germany, developed a series of group creative thinking techniques called "brainwriting". In traditional brainstorming groups, people come up with ideas one at a
time. This is a sequential processing of information, since ideas are presented sequentially one at a time. Brainwriting, on the other hand, allows you to come up with many ideas at the same time. This is parallel processing of information,
since many ideas can be generated in parallel. Thus, brainwriting dramatically enhances idea generation. If the brainwriting group has ten members, up to ten ideas will be generated instead of the one generated by a typical ten-member
brainstorming session.
Here are the basic principles of brainwriting:
1. First of all, discuss the problem in order to clarify it. Write down the problem so that all members of the group can see it.
2. Distribute 7cm x 12cm cards to participants and instruct them to write their ideas on the cards, one on each card. While brainstorming involves participants saying ideas out loud, brainwriting requires people to generate ideas by silently
writing them down. When the participants complete the card, they silently pass it to the neighbor on the right.
3. Tell the group members to read the cards they were given and treat them as "incentives". Have them write down any new ideas inspired by the stimulus cards on blank cards and then pass them on to the neighbor on the right. Within a few
minutes, several idea cards will be passed around the table.

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4. After twenty to thirty minutes, collect all the cards and invite group members to hang them on the wall. The cards should be arranged in columns according to the different categories of ideas, and above each column there should be a title
card. Remove duplicate cards.
5. Assess the ideas by giving each participant a packet of self-adhesive dots and have them stick the dots on the cards with the ideas they like. They can place the dots however they like, sticking them all on one card, one on each of five
different cards, or any other combination.
Brainwriting ensures that there is no advantage to those with a louder voice, participants feel less pressure from managers and bosses, and ideas cannot be rejected as soon as they are proposed.
You can come up with your own brainwriting format based on the following two principles: (1) idea generation is silent, and (2) ideas are generated spontaneously and in parallel. Here are some examples:
□Bank of ideas.Ask participants to silently generate ideas on 7cm x 12cm cards and place the cards in the center of the table instead of passing them to the person on the right. Whenever a member wants to receive an incentive card, he simply
exchanges his card for a card from the bank.
□Gallery.This technique reverses the process. Instead of passing ideas to each other to consider them, using the gallery moves people. Hang sheets of paper around the room, one for each participant. Participants stand silently for ten to fifteen
minutes and write down their ideas on sheets of paper (one sheet per person). Participants are then given fifteen minutes to walk around the gallery, look at other ideas, and take notes. Then, using other ideas to stimulate further thought,
participants go back to their own sheets and complete or refine their ideas. After about ten minutes, the participants review all the ideas and choose the best ones.
□ Drawing ideas.Another variation of the gallery technique is to ask participants to draw or sketch their ideas instead of writing them down. Drawings and diagrams are useful in creative thinking for retrieving information from memory that
might not otherwise be available. For example, how many windows are in your house? A schematic representation of the house allows you to see and count the windows. Drawings or a diagram of a problem stimulates creative thinking
because it helps us notice some features that might be missed. Hang up sheets of paper and then ask the participants to draw a sketch or diagram of how the problem could be solved. Participants are then again allowed to walk around the
"gallery" and take notes. They return to their sheets and, using these notes, improve their designs. The group then reviews all the sketches and comes up with a final solution from parts of the various sketches.
□ Three plus.Each participant silently writes down three ideas on the top of the sheets of paper, one on each sheet. The sheets are passed to the person sitting on the right. This person writes down an idea that improves on the one written at the
top of the sheet. If participants find it difficult to improve an idea, ask them to write down new ones. Do this for all three ideas. After about five minutes, the idea sheets are again passed to the right. Continue this process until all participants
have received their original sheets.
□Airplanes.Have each participant make a paper airplane. Each participant writes down an idea on the airplane and sends it to the other participant. After reading what is written on the airplane, the next participant writes down a modified or
improved idea, or a completely new version and sends the airplane to someone else. Continue the exercise for twenty minutes, then collect and sort the ideas.
□Wall of ideas.Each participant silently writes ideas on self-adhesive sheets. While the group writes down ideas, collect them and stick them on the wall. When everyone is done, organize the ideas as a group. Ask the group to come up to the
wall and sort ideas in a meaningful way. As a result, the ideas will be grouped into different topics and categories. Label each set of ideas with a card with the name of the topic and stick it above the set of ideas. Do this for every set.
Participants can develop an idea or express their concerns by writing down their thoughts on additional sticky notes and pasting them next to the idea or set of ideas. Prioritize ideas by giving each participant ten sticky dots. Participants
prioritize ideas by sticking a dot or dots on the ideas they like. They can stick as many dots on any idea as they want.
CompanyReynoldsis a leading provider of system solutions that help automotive retailers manage change and profitability. After brainstorming, a group of managers removed the barriers between sales and customer service by creating Voice
of the Customer. Voice of the Customer regularly conducts customer surveys to assess customer satisfaction and identify issues. Any negative feedback is immediately sent to the "problem owner" to the sales department to resolve it.
For example, the buyer expressed dissatisfaction with the profitability of a particular solutionReynolds.The "Voice of the Customer" reported the problem to its owner in the sales department. At a meeting with the client, the sales team made a
list of measures and began to solve the problems one by one. Together with the client, they identified a lack of preparation as a common cause of failure, and this was quickly and easily corrected to the satisfaction of the client. Voice of the
Customer monitors customer satisfaction, and if the customer is not satisfied, Voice of the Customer escalates the problem for resolution at a higher level.
Notebooks
Brainstorming in notebooks is a technique widely used in intelligence services. A team of analysts collaborates on a specific task, with everyone working individually and at different times. As a result, after some time several different points
of view are usually combined and something different from each of them is obtained. Cooperation after a long time allows you to get new dimensions of the subject and a different idea of it. Here are the guidelines for using this technique.
1. The facilitator gives each participant a notebook containing information about the problem and instructions. Each participant writes down at least one idea per day in a notebook for a week.
2. Participants exchange notebooks with each other every week. Participants can then use these ideas in other notebooks to generate new ideas by association.
3. The exchange of ideas must stop after four weeks, even if all the notebooks have not gone round. The facilitator collects notebooks, categorizes ideas, and prepares a summary. Participants gather in a group to discuss the generated ideas.
Stravinsky effect
This technique combines written idea generation with random grouping of people and ideas. Its creation was inspired by the work of Igor Stravinsky, the genius of modernism in music, who was always striving to create something new. His
"Story of a Soldier" marked a departure from the traditional style of performance, introducing the concept of groups of performers (dancers, musicians and storyteller) who engaged in a unique recreation of the composer's creation, with each
performance a new experiment.
Here are the guidelines for using this technique when brainstorming:
1. The assistant proposes a problem or problem for discussion. For example: “In what ways could we create a more innovative corporation?”

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2. Each participant writes down eight answers or ideas on 7cm x 12cm cards, one per card.
3. The assistant collects all the cards and shuffles them.
4. The assistant randomly distributes three cards to each participant. Make sure no member has received their original cards. Ask everyone to study the cards and arrange them in order of personal preference. The assistant lays the remaining
cards face up on the table.
5. The assistant asks the participants to exchange the cards they do not like for those lying on the table. Participants come to the table and exchange any or all cards for the remaining ones.
6. Then the participants exchange cards with each other. Each participant must exchange at least one card, but maybe more.
7. The facilitator asks the participants to divide into groups. There is no limit on the number of members that can join one group, but no group can have more than three cards.
8. The facilitator asks each group to creatively present their three ideas to the group. They can create a poster, bumper sticker, slogan, logo, t-shirt, TV commercial, song, etc.
A group of waste collection and disposal experts gathered to figure out how to dispose of cell phones in an environmentally friendly or socially responsible way. They used the Stravinsky effect as a technique and came up with the idea of
1
making a cell phone case out of a biodegradable polymer by inserting sunflower seeds into it. The hull decomposes in the compost and the seeds are released from the capsule. They also figured out how to raise money for local food banks
by recycling used cell phones and printer cartridges.
1
Food banks are organizations that offer free food to people in need. —Note. transl.
SIL
Three artists who have nothing in common with each other painted the same dog. All the paintings are painted in different angles and in different styles, but each of them conveys certain information about the essence of the dog. Each picture
adds one angle that complements our understanding of this dog. The next technique is for doing the same with ideas.
SILis a German acronym that means "successive integration of elements of a problem." First of all, it assumes that people silently and individually generate ideas about a previously formulated problem. This technique differs from most other
methods as ideas are generated by progressive integration of previous ideas. Here are the guidelines for using this technique:
1. Each group member silently writes down their ideas.
2. Two group members each read one of their ideas aloud.
3. The rest of the group tries to combine all these ideas into one.
4. The third member of the group reads the idea and the group tries to combine it with the idea formulated in the previous step.
This process of reading and combining ideas continues until all ng ideas have been read and combined into one final solution. While it may not be possible to combine all ideas, at least this process ensures that all of them are considered.
open meetings
Don't fall into the trap of mediocrity by always brainstorming in the same style. Open meetings are a fun and lively format that will help bring variety to your work.
Open brainstorming meetings give all employees, from cleaners to CEOs, the opportunity and motivation to pitch their ideas. The purpose of free-form open meetings is to allow ideas to take their own form, uncontaminated by status or
personal style. Open meetings follow a few simple principles, with a common theme and a very loose time frame.
The meeting has no agenda. The facilitator reads the general topic of the meeting and invites each participant to identify a related problem for which he will be responsible. When someone proposes a problem, they write it down on a large
piece of paper, read it aloud, and post it on one of the walls. This process continues until all issues are posted.
The next stage is known as the "marketplace of ideas". Everyone is invited to join one of the big "problem lists" to discuss the issue. Participants can enroll in any number of groups. The initiators of each problem gather their groups in side
rooms, discuss the problem, and write down any ideas or other information that are suggested. Ideally, there should be several small rooms near the larger meeting room where small groups can meet and consider the problem. Each small
group must abide by the "law of two legs", which means that if any member gets bored or does not contribute to the group, that person should show respect to the group and leave.
A group of selected civil servants held an open meeting with the theme "saving energy". The stated concerns included "designing cars", "stimulating citizens", "electricity", "alternative energy sources" and "educational activities".
One of the groups got together to discuss energy savings. The discussion focused on outreach and awareness. One of the engineers proposed a kind of home monitor of the cost of electricity consumed. A prototype of a home electricity
consumption monitor was manufactured and improved. The cost of electricity used is displayed on a portable, easy-to-read LCD display in your home. People will quickly learn the cost of running electrical appliances and start thinking about
ways to save money and energy.
storyboard

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In 1928, Walt Disney and his artists worked on his first sound cartoon, Steamboat Willie. Disney wanted to make a feature-length cartoon. To animate all this, thousands of drawings were required. They were in piles all over the place. It was
difficult to figure out what was already finished and what still needed to be done. Disney and the artists had to get together all the time just to find out what was going on.
Walt Disney came up with the idea of having his artists hang drawings on the walls of the studio in succession so that he could see at a glance how far the project had progressed. Each scene was then used as a thought around which a whole
story could be told. The story was told on the basis of individual "frames", hence the term "storyboard" appeared.
Storyboarding quickly became a standard part of Disney's planning procedure for both cartoons and regular films. He could come in at any time of the day or night and immediately see the progress on any project. The storyboard began to be
used for other purposes as well. With the help of storyboards, operational planning was carried out at Disneyland and Walt Disney World.
By refining the storyboard, the brainstorming technique was created, and since then, numerous associated procedures for generating ideas have been developed. While there are some significant differences between these procedures, they all
share a common feature that Walt Disney pioneered: laying out key concepts that are then tied together to form a cohesive whole.
A storyboard can be compared to hanging thoughts on a wall while working on a problem. The following are the main guidelines used in many storyboarding techniques.
one.Subject.Stick the theme card on the wall. The topic in our example is "open a new restaurant".
2.Target.Typically, most people start with the heading "goal" to help the group discuss the goals of a particular topic. Each goal during brainstorming is written on a card and posted under the “goal” card. For example, among the possible goals
of opening a new restaurant are to make money, satisfy a need, and serve customers.
3.Headings.Identify and write headings, which are primarily categories that describe major problems, features, or solutions. Each title is written on a card and posted. In our example, we have the following headings: purpose, location, title,
theme, environment, menu, entertainment, marketing, and miscellaneous. Arrange the headings in the order that best tells the story.
4.Miscellaneous.It's helpful to include a "miscellaneous" heading so that this section contains all the items that don't fit in the other categories. Write thoughts in this column only after you have considered all the other columns. Some of them
can become separate headings themselves if there are enough similar items in the "miscellaneous" column. In our example, let's say that the participants wrote down some suggestions and ideas about advertising and marketing. These ideas
could be grouped under additional headings or, if important enough, they could merit a separate storyboard.
5.Brain attack.Group members use each category as a challenge to solve the problem and write down their ideas, solutions, and thoughts on cards. Each card is posted below the corresponding title card. For example, all discussed names for a
new restaurant could be posted under the heading “names”, and all proposed menu items under the heading “menu”, etc.
6.Auxiliary ideas.During the storyboarding session, consider all ideas relevant, no matter how unworkable they seem. Encourage the group to think in positive terms and refrain from judging until later. Once the participants start generating
ideas, the storyboarders will immerse themselves in the problem and use those ideas as a guide to generate newer ones. Encourage participants to explore the decisions made and try to generate additional ideas from them, or combine solutions
in different categories and use them as incentives for new ideas.
7.Flexibility.When storyboarding, be flexible and dynamic. As ideas and suggestions accumulate, you may find it necessary to add more headings. For example, in our restaurant example, "environment" could be broken down into "physical
environment" and "psychological atmosphere". Treat storyboarding as a living, dynamic process that is constantly evolving to bring you closer to your ideal solution.
eight.The maturation of ideas.This process continues until the group generates enough ideas or the session expires. It's usually a good idea to brainstorm ideas a few days or weeks later so the ideas can mature and cross-fertilize.
You can use a wide variety of materials as your storyboard table: cork boards, projection equipment, chalkboards, basically any surface where you can add, remove, or move cards. You can use different colors for headings and columns.
Depending on the table you are using, you may need pins, scissors, markers, chalk, stock cards, sticky notes, or other types of paper. Take a photo of the finished table so it can be restored and redone in the future if needed.
The advantage of a storyboard is its flexibility and adaptability to your needs. You can change the storyboard principles to suit your needs. , It is better to use a simple process first. Once you've mastered the storyboard, you can expand it if you
want.
Combining items
Let's say you want to invent something new. Choose twenty objects at random. You can select any objects - located at home, at work or on the street. Or you can imagine that you are in a high-tech museum, walking around the Smithsonian
Institution, or looking for an item in an electronics store and making a list of twenty objects that you might see.
On a piece of paper, make two lists of ten objects each, arranged in two columns. Select one item on the left and combine it with the item on the right. Experiment with combinations until you find a promising new combination, then refine it
and turn it into a new invention. Below is an example from a recent workshop. Two participants came to the board. One wrote in column A the first ten objects that came to his mind, while the other wrote ten objects in columnAT.
AV computerknife coffee makerAV sculpture bagelhammock sunglassessound alarm foot matwindow bathvacuum cleaner cell phonecar suntan lotionticket bedroomlemonade jar tvinsect repellent
In this example, the combinations shown led to the following ideas.
□ The combination of "bagel" with "knife" became a bagel slicer with plastic sides designed to hold the bagel and prevent it from twisting while cutting.
□ "Bathtub" and "hammock" combined to form a baby bath. This is a simple bathtub hammock with a headrest that allows you to securely hold the baby's head, which frees up the parent's hands for washing.
□ "Sun lotion" and "insect repellent" combined to form a lotion that protects against both the sun and insects.

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□ "Coffee maker" and "sculpture" combined to form a coffee maker with a top that resembles the top of Mount Vesuvius. When the coffee is ready, the top turns red.
□ "foot mat" and "vacuum cleaner" joined to form a foot mat with built-in vacuum cleaner. When you step on the mat, it sucks dirt and debris from the soles of your boots.
□ "Cell phone" and "lemonade tin" led to the idea of using cell phones as devices that, equipped with sensors, would allow users to buy lemonade and other goods from mail-order vending machines.
Properties.Take one object from column A and one object from columnAT.Break down each item by listing all of its properties and then combining them in random order. Make two lists of properties or characteristics of an object and combine
them randomly to stimulate ideas. For example, we select "bedroom" and "car" from our columns above. Some of their properties are shown in the table below.
Combining "sense of security" and "automatic door locks" brings to mind a bedside lock that locks and unlocks all windows, doors, computer systems and everything else in the house with the push of a button. Combining "curtains" and
"movement" suggests installing light sensors that automatically raise or lower the curtains according to the intensity of the light falling on them from the street.
bedroomcar bedpassengers sleeping placemoving curtainwheels located near the bathroomdifferent color feeling of securityautomatic door locks
I know a physicist who systematically uses the method of random combinations to obtain new associations. He cuts apart physics textbook indexes and tosses the pieces into an empty round aquarium, then pulls out several pieces at the same
time to see if any new useful combinations come up. This simple technique allowed him to generate ideas that would not have been possible using his normal thinking. Cut apart the index of a book in your field (for example, books on
marketing if you are in marketing) and try this technique.
Combining ideas
No program can generate a number that is more complex than itself, just as a 45-kilogram pregnant woman cannot give birth to a 90-kilogram baby. An idea grows by absorbing neighboring ideas. Two ideas can catalyze each other, but both
must be present for a new concept, product, or idea to form, like two chemicals forming a new compound.
Scientists at the University Medical Center in Bern, Switzerland, have combined computed tomography technology with magnetic resonance imaging technology to create three-dimensional computer images of the internal organs of a corpse.
This virtual autopsy allows you to get a "cyber cadaver" that can be observed by a pathologist - wounds and so on - at any depth and from any angle, including from the inside.
This truly bloodless approach to otherwise messy work has the added benefit of digital image permanence.
Combining ideas to create more - and better - ideas will help your intellect to work at its maximum creative efficiency. Try the following strategy for combining ideas.
First collect all your ideas and write them down in two columns, column A and columnAT.Or write them down on paper or on cards and arrange the cards in two piles or tape them to the wall in two columns. Randomly combine one idea from
column A with one idea from column B. Then try to combine these two ideas into one. See how many viable combinations you can create.
To use this technique during a group brainstorm, ask each participant to silently write down five or six ideas on cards. Then have each participant prioritize their ideas and choose one of them. Collect the remaining cards and place them face
up on the table.
Ask the participants to sit down at the table, review the remaining ideas, choose one, and then return to their seats. This is also done silently and should take approximately five to ten minutes. Finally, ask each participant to combine their idea
with the one they chose from the remaining pile and generate a new idea.
Combining items from unrelated areas
Jacques Hadamard, the brilliant French mathematician who proved the prime number theorem, argued that any discovery, including mathematical, requires unusual but fruitful combinations of ideas. To find such new combinations, it is
necessary to create numerous random combinations. It is the random combinations of variables from different fields that make it possible to formulate new and exciting ideas.
Of the combinations of ideas, the most fruitful ones will often be formed from elements taken from distant areas. Let's say you wanted to run a new ad campaign. Choose two ad campaigns from different areas that you like (for example, a
political campaign ad program and a Red Cross ad program). Write down the properties of each in two columns and then combine them randomly until you have ideas for a new campaign.
Or suppose you want to boost office morale. Identify two organizations from different fields that have amazing morale (such as the Super Bowl and the Church), write down the properties of each, and then make random connections between
these properties to generate a variety of new ideas to boost morale in your office.
An enterprising software developer for a company that specializes in manufacturing LCD monitors sat down one day and made a list of household items (broom, refrigerator, telephone, lamp, etc.). The salesperson then connected each item to
a different LCD display, and as he did so with the refrigerator, it dawned on him: refrigerator magnets writing poetry. Each magnet has an LCD display that shows a word chosen at random from a dictionary containing three hundred words.
The magnets interact with each other and form supposedly poetic phrases such as "wet crows ruffled harmoniously" and "yellow flowers are shy smiles."
Consolidation of problems
Thomas Edison's laboratory was a large shed with numerous work tables on which lay individual projects in various stages of completion. He could work on one project and then on another. His workshop was set up so that one project could
influence another, and changes in one project could be tried in another. This method of working allowed him to constantly re-evaluate his perspective on projects.
In the same way, you can deal with many problems using a notebook. Work on two or more unrelated problems in parallel. When you get stuck on one problem, move on to the next. When you come up with ideas or steps that work for one
problem, try to use those ideas to solve another problem as well. Masura Ibuka from the companySonyworked on two problems at the same time. One problem was the miniaturization of the stereo system; the other is in creating entertainment
systems using headphones. Working with engineers on one problem and then with other engineers on another, he combined both projects to create an audio player.
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Combine elements of extreme ideas
Leonardo da Vinci believed that in order to really understand the phenomena around us, we must explore their extreme forms. He attached great importance to the hyperbolization of concepts in his imagination. Create two opposite extreme
ideas. For example, what idea would you generate if you had all the resources (people, money, time, etc.) in the world at your disposal? Then ask what idea would you generate if you didn't have any resources? And then try to combine those
two ideas into something useful. Also, think about the elements and properties of each extreme idea, and then make random connections between the two lists of those properties.
Suppose, for example, that you want to reward employees for ideas that improve productivity. One extreme would be to give each employee one million dollars for each idea. At the other extreme, give each worker one cent. The combination
of these two extremes inspires the launch of the Cent for an Idea campaign. Buy a gumball vending machine and put it in your office filled with colored balls. For each idea (or every five or ten ideas), give the author a cent to use in the
machine. Award a cash prize according to the color of the ball that was drawn from the machine ($2 for green, $5 for yellow, $100 for red, etc.)
Combine different areas
Many revolutionary ideas are based on the amalgamation of information from different fields that are not usually considered to be related. At a pilot plant in the UK, engineers combined the fields of housing and waste management into an
innovative idea that could solve two problems at once, increasing housing construction and reducing waste.
The plant uses household waste, dredger sludge, treated sewage and slag from a waste incinerator to produce pellets that have a variety of uses in construction. “The advantage of this process is that waste that would otherwise end up in landfill
is recycled into useful building materials that would otherwise have to be mined, while using the energy of the waste itself,” says Darryl Newport from the University of East London, who is leading this experimental project. “It’s a win-win-
win situation.”
Let's say you want to create a new product or service that would improve the efficiency of your company. First, make two lists of activities, one of which is related to the organization and the other is not related to the business world.
1. First write down the business-related activities. This list should include specific actions such as "photocopying", "handling customer complaints", "coffee breaks", or "shipping". List ten to twenty activities that you know.
2. Then focus on one activity. Based on what you know about it, try developing a new product or service. For example, perhaps you can suggest a way to educate or motivate people while they wait in line at the photocopier.
3. Now make a new list of activities, this time of ten to twenty activities that are external to the organization (eg bowling, singing, volunteering, lawn mowing, etc.).
4. Finally, combine these two lists using your experience in these areas - in business and outside of business. For example, combining singing and photocopying might suggest installing a stereo or karaoke machine next to a photocopier.
Instead of song lyrics, this display could show news and information about the company, such as awards, people, vacancies, etc.
One New Zealand company combined the areas of passive lighting and building materials. Based on this combination, passive fire lighting was created - a photoluminescent strip of natural or artificial light that safely guides people up and
down stairs, shows corridors, railings, walkways and stadium seat numbers. Patented technologyEcogloallows you to bake photoluminescent material into an extruded aluminum profile. This product does not require any power to operate, so it
can operate in a complete power outage and be used as a substitute for fire lighting. The product is non-radioactive and non-toxic and is responsible for indoor and outdoor lighting.
Left-brained and right-brained people
Here's a fun way to brainstorm by bringing the participants' left and right brains together. Divide the group into left-brained (rational) and right-brained (intuitive) participants.
Ask left brainers to come up with a practical, standard, and logical idea; ask the right brain to come up with a strange, unconventional and illogical idea. Then get the whole group back together and combine the left brain idea with the right
brain idea to see what happens.
One group was brainstorming ways to encourage Americans to save on gas. The group was first divided and then brought back together.
Left-brained participants proposed an advertising campaign encouraging people to buy and ride bicycles. Right-brainers have proposed that green electric vehicles automatically receive the right of way on all roads, be exempt from traffic
tickets, and receive free coffee and newspapers in parking lots, car washes, and private, spacious toilets on all interstate toll roads.
They combined these two approaches into one idea: bike stations. Bicycle stations are places where people can park their bikes, take off their travel clothes, wash up, and get ready for work. These stations could also be social spaces where
people can drink coffee, read a newspaper, relax or have a bite to eat.
The stations would be located along commuter rail lines, and they would provide services ranging from simple parking garages to multifunctional transit centers that would eventually combine different green transportation options, giving
commuters the opportunity to use electric cars, rent a car or bike. Providing cyclists with such services, the city would solve the problems of ecology and transport.
Summary
A few years ago, I participated with a number of scientists in a meeting on educational reform. After the meeting, I discussed my disappointment with the results with Father Tom, a Franciscan friar who taught at the University of St.
Bonaventure. I discussed this issue with many of the attendees prior to the meeting because I knew they had many unusual and unique ideas, yet they held back and only offered the same old conservative ideas. Father Tom laughed and said
that these professors were hoarding ideas for their own publications. Scientists are paranoid about original ideas and assume that others want to steal them. They attend these kinds of meetings to find out what others have done. Then he told
me a story about a Franciscan missionary.
Many years ago in Japan, a missionary decided that it would be good to celebrate the New Year in the village with a large pitcher of hot sake. The monk asked the ten richest people each to bring one large jug of wine for the huge cauldron,
since none of them could provide wine for everyone. On the way to their wine cellars, each person thought: “My wine is too valuable to share! Instead, I will just bring a jug of water, and since everyone else will bring wine, no one will know
about it.” So, when the ten richest people had gathered, each of them solemnly poured the contents of his jug into a large cauldron. When they heated and poured hot water for everyone, they looked at each other in confusion.
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natural creativity
All we have to do—throw something strange and inexplicable in his path.
Sun Tzu
12
The brain, like a musical instrument, has remarkable emergent properties . Some ancient musical instruments had special strings known as resonators. These strings are not played, but they resonate due to the vibrations of other strings.
Thus, these strings create musical sounds beyond the chords that can be played on surface strings. It seems that these sounds are created from nothing. Similarly, I believe that there are resonant elements in our brains that, like the resonating
strings in stringed instruments, increase the capacity of the brain and develop the ability to make indirect complex associations.
We have the ability to invent and create new objects from their parts, properties of the external world, entities, extraneous thoughts and objects. Through indirect associations (the "resonating strings" of our brain), we conceptually combine
dissimilar objects into new ideas or inventions. Humans started by combining animal bones and hunting, resulting in weapons made from bone. In the same way, over time, we invented the light bulb, television, space satellites and other
technologies.
This thinking is so natural to us that we do not even notice how fantastic it is. A good example of conceptual confusion is a common metaphor. If you see the metaphor “they are digging their own financial grave”, then you immediately
understand its meaning. However, there is no connection between grave digging and investment. There is no logical way to establish a connection between a grave and money. How do we know what this means?
Consciousness takes one input (digging a grave) and another input (financial investment) and mixes them together without much difficulty. But the meaning is not contained in any of the initial data; it appears as a result of their combination.
This union results in a structure not present in the original data, producing a new emergent value. Outwardly, without any effort, heterogeneous objects are combined in our minds, forming vast networks of indirect associations. The emergent
thoughts and ideas that result from mixing seem simple and understandable on a conscious level.
Natural creativity means responding to the essence of things. In the metaphor mentioned above, we make a connection between digging a grave and financial investment, because we subconsciously respond to the essence of the metaphor,
which is the connection between the loss of life and the loss of money.
Consider the example of a scientist tasked with developing an adhesive for use in therapy and surgery. The essence of his task is to glue objects together. He explored the ways in which some objects attach themselves to others. One day, while
repairing the pier for his boat, he noticed how tightly the mussels were attached to the pier. He discovered that mussels secrete a substance that allows them to securely attach to any object and stay there under the impact of ocean waves.
Today, the scientist reproduces the cellular composition of this substance and develops an adhesive that will someday be used to heal broken bones.
What is the essence?
Gestalt psychologists conducted one demonstrative experiment on dogs. Dogs were trained to approach an object when shown a white square and to avoid an object when shown a gray square. When the dogs learned this, the experimenters
began to use gray and black squares. Dogs immediately approached an object when shown a gray square (which had previously elicited avoidance) and avoided an object when shown a black square (which was not previously associated with
an action). Perhaps instead of seeing gray, white, and black as absolute stimuli, the dogs were responding to a deeper entity—light versus dark.
Many of us have lost our natural sensitivity to entities because we have been trained to pay attention to the details of experience rather than the generalities. For example, suppose we are asked to design a new can opener. Most of the ideas
would be based on our experience and associations with the parts of the can openers we used, and we would probably construct something only marginally different from the existing can opener.
However, if we define the essence of a can opener as the ability toopenand look for clues in the world around us, then we will increase our chances of finding a new idea. Take a moment to think about how you can open various items. Here
are some examples:
□ steam-opening valves;
□ oysters that open with muscle relaxation;
□ pea pods that open when ripening loosens the seam;
□ doors that open with keys;
□ the mouth of the fish opens when it is squeezed at the base;
□ The car's throttle opens when the pedal is depressed.
Our natural creativity allows us to make thousands of indirect associations, some of which may lead to an original, new idea. For example, you can take a pea pod and use it to invent a new way to open cans. Instead of building a can opener,
design a can with a loose seam that allows the can to be opened by pulling on the ring. This new idea arises as a result of out-of-the-box thinking and approach to problem solving.
Creative people in the arts, sciences, and industry often use this thinking strategy. Fred Smith, company founderFederal Express,said that people in the trucking business never really understood why or how he was so successful. He said he
was so successful because he understood the essence of the business, which is peace of mind and not just transportation. Realizing this, he was the first to allow customers to track the delivery of packages from the moment they were sent.
Martin Skalsky, who teaches computer-aided vehicle design at the Pratt Institute, teaches students to think about a problem in terms of entities. For example, he doesn't tell students to design a car or study the design of various cars on the
market. Instead, he starts the design process by asking them to create abstract, moving structures. Then, gradually concretizing that process, he eventually gets them to work on the real problem—developing vehicle shapes—making
connections between the abstract product and the final model.
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World-renowned architect and designer Arthur Erickson also uses this thinking strategy with his students to help them avoid visual and functional biases and unleash creativity. For example, if he wants to come up with a new design for a
chair, he first asks the students to draw a figure in motion. He then asks them to create a wood, plastic, metal, or paper model of the structure that supports this moving figure. Finally, he asks them to use this model as the basis for a new chair
design.,
Erickson teaches students that it is important to find the essence of furniture design. As he puts it, “if I told the students, 'So we're going to design a chair or a bed,' they would explore the project based on their memories of the chairs or beds.
But by approaching the creation of the model from the point of view of essence, I was able to get them to understand the very essence of the furniture. In one group exercise, Erickson had his assistants make a list of ways to store things, stack
things, and lay out large objects. He then gave the assistants a real challenge to design a car park using the ideas and thoughts from those three lists.
Consciousness very quickly plunges into a routine, especially when it gets stuck and stalls. It gets stuck in the details of a certain perception. Charles Darwin asked the great question "What is life?" instead of getting bogged down in
classifying mites or fungi. Seeing the essence of the problem opens up space for thought. It forces us to test assumptions and look for new possibilities.
Let's say you want to improve the design of your umbrella. The essence of an umbrella is "protection from the rain." When you explore this entity, you're probably considering more creative rain protection options, like a new kind of raincoat,
or even a new type of urban layout where galleries are everywhere and umbrellas are no longer required. Or consider a bookstore owner who considers himself a bookseller, a very specific idea. The trend towards the use of electronic media is
depriving him of business. However, if he viewed himself as a "provider of information and entertainment" - a more abstract and general characterization - the transition to electronic media would not threaten his business; it would open up
new possibilities.
ACTION PLAN
1. First, describe the problem and define its nature. Ask the group, "What is the principle of the problem?"
Example:our problem is how to protect rural mailboxes from theft and vandalism. The essence is "protection".
2. Ask the group to generate ideas on how to protect various objects. Have the group come up with at least sixty ideas. Don't mention the real problem of securing rural mailboxes.
Examples:
□ put in the bank;
□ protect with anti-corrosion material from the weather;
□ ensure good maintenance;
□ insure;
□ place a chip in the object to track its location;
□ Protect by armed guards.
3. After you've generated many different ideas, reframe the problem for the group in a way that's a little less abstract. For example, think about how to protect objects that are outdoors and more vulnerable. Again generate as many solutions as
possible.Examples:
□ hire security;
□ constantly monitor the object; but disguise;
□ enclose with a fence;
□ keep in a well-lit area;
□ install an alarm.
4. Finally, contact the group with the real problem. Review and discuss ideas and solutions to the two previous abstract problems and use them as stimuli to find solutions.Example.The real problem is how to protect rural mailboxes from theft
and vandalism. The idea of "insurance" led to the idea of offering rural mailbox owners an insurance policy worth $5 for a year or $10 for three years to insure the mailbox against theft or destruction.
Scientists from the companyGillettewanted to create a new toothbrush. They decided that the essence of the toothbrush was "cleaning". Among the questions studied were the following.
□ How are cars cleaned?
□ How is hair washed?
□ How are clothes cleaned?

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□ How are arteries cleansed?
□ How are waterways cleaned?
They were delighted when they studied car washes. Cars are washed and cleaned in car washes. Sinks perform repeated actions of soaping and cleaning in different directions. They used the principle of many brushes brushing in different
directions in a toothbrush design known asOral B,which is now the world leader in toothbrush sales.
What is the essence of a crazy idea?
Nobel Prize-winning physicist Wolfgang Pauli, researcher of the spin of the electron, presented a new theory of elementary particles to a professional audience. The presentation was followed by an extended discussion. Physicist Niels Bohr
summarized the discussion for Pauli by saying that, from the point of view of all involved, his theory is insane.
The participants only disagreed about whether his theory was crazy enough to stand a chance of being true. Bohr said he felt she wasn't crazy enough. There is a certain logic hidden in Bohr's illogicality. A genius personality is tolerant of the
unpredictable game of the mind. The result of this is a holistic paradoxical process of combining unpredictable thinking and deliberate tactics. You can actively seek to make a random discovery by purposefully exploring something strange
and unusual. It is this freedom from patterns or obligations that makes it possible to connect things that otherwise could not be combined in such a way, to arrange a sequence of events that would not be possible.
ACTION PLAN
one.Discuss the problem with the group first.Suppose the problem is low morale in the office. Now ask the group to generate the most absurd or crazy ideas about this problem. The crazier the idea, the better.
Examples.
o Pay people to stay home and do house cleaning and lawn maintenance.
o Send all workers on a trip around the world.
o Create a giant commune in which all workers live. Men and women mixed together live in hostels. Everything is shared equally, including the joint upbringing of children.
o Spray each employee at the end of each year. This aerosol makes employees look younger and more beautiful.
2. Then choose one of the absurd ideas.
An absurd idea.Pay people to stay at home and do house cleaning and lawn maintenance.
3.List the properties and aspects of an absurd idea.
o Workers would not spend their free time doing housework.
o Maintaining a home increases its value.
o This would free the workers up for the weekend as the housework is completed during the week.
o Employees would save money by staying at home.
o Word of mouth advertising. Workers would talk a lot about this to friends and relatives.
4.Pick one of the features, highlight the principle or essence of that feature, and incorporate it into a workable idea.
Principle:housework and lawn care at home.
Idea:offer employees the services of a worker as assistance from the company. Workers pay for materials; the entrepreneur pays the craftsman to install sinks, paint, etc.
This idea is the result of unpredictable thinking that started with an absurd idea. It is impossible to think unpredictably, more attentively and longer looking in the same direction. When your attention is focused on a subject, only a few patterns
are activated in your brain, and they dominate your thinking. These patterns only generate predictable ideas no matter how hard you try.
Peggy Dupree is a sales manager for a major automotive dealer. She and her staff brainstormed crazy ways to sell cars. One of the absurd ideas was to offer sex to anyone who bought a new car. They worked on this idea and determined that
the principle of the idea waslove relationship.They considered many different ways that love relationships could be used in sales. The idea they came up with was for the salesperson to personally deliver the car to the customer. When the
buyer checks the car, he opens the trunk and finds that it is filled with flowers. Clients are so amazed by this act that they tell everyone they know about it.
The HR director of an electricity supply company was concerned about high employee turnover at the plant. He and his team brainstormed crazy ideas to solve a problem. One of the ideas was to offer a secret hair strengthening product that
promotes hair growth and makes them more beautiful. You get this secret remedy after five years with the company. The group then came up with steps to take if they were actually going to buy a hair strengthening product. Among these steps
were the following.

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1. Checking the reputation of the manufacturer.
2. Obtaining information about studies.
3. Search for a place where you can buy this tool.
4. A trip to the store.
5. Regular use of the product.
6. Checking the results with a mirror.
7. Sending complaints, if any, to the manufacturer.
Each of these steps led to thoughts about ways to boost morale:
one.Checking the manufacturer's reputationsuggested the idea of boosting the reputation of her own company so that employees would be proud to work for her.
2.Research Informationbrought up the idea of conducting an interview upon dismissal.
3.Purchaseled to the idea of allowing employees to buy shares or services of the company at discounted prices.
4.Driveled to the idea to provide additional vacation days to employees who have worked in the company for a certain number of years.
5.Regular usemade me want to make sure that the bosses meet with the employees regularly.
6.Checking with a mirrorthe idea is to conduct surveys of workers to find out their attitudes in order to identify the main interests and anticipate future problems.
7.Sending complaintssuggested the introduction of a system for collecting proposals from employees.
You have to force yourself to consider crazy and absurd ideas from different points of view. Find as many positive, negative, and interesting points in an absurd idea as you can. Instead of using your intellect to support your preconceptions,
now use it to study a subject.
When discussing absurd ideas with the group, find out the following information.
□ What is useful about this idea?
□ Why is this idea interesting?
□ What is missing from this idea?
□ How can this idea be implemented?
On the basis of the research conducted, Gestalt psychologists came to the conclusion that prolonged study of any subject causes spontaneous structural changes in the subject. Consciousness, as a result of a long study of the subject, gets bored
with this subject, and it looks for alternative ways of perceiving it, dividing the whole into parts and looking for interesting parts. In the early stages of this process, the results of such changes remain unconscious. After a while, they penetrate
into consciousness as new ideas and ideas.
A few years ago, the company's specialistsZMinvented a new adhesive tape for industrial use. However, it was not interested in any industry, and managementZMordered to close this project and destroy all samples. One engineer thought
there were interesting aspects to this duct tape and saved some samples and took them home. He was intrigued by the tape's simplicity and brooded over it for the next few weeks. He watched his teenage daughters fasten the ribbon into their
hair, glue cloth and paper together, and use it in various other ways. He went to management and convinced them that it was a consumer product, not an industrial one. Then the companyZMproduced tape.
Dreamer, realist and critic
Walt Disney allowed his vivid imagination to uncritically and freely generate fantastic ideas. Later, he would shape these fantasies into actionable ideas and then evaluate them. To appreciate them, he changed his point of view three times,
playing three different roles: dreamer, realist and critic.
On the first day, he played the role of a dreamer and fantasized. He gave free rein to fantasies without worrying about how to fulfill these dreams. His fantastic analogies allowed him to connect words, concepts and ideas with apparently
incompatible objects and phenomena. As a result, a lot of associations and a whole avalanche of images and ideas appeared. The next day, he tried to bring his fantasies back to earth by playing the role of a realist. As a realist, he looked for
ways to translate his ideas into something feasible and practical.
Finally, on the last day, he played the role of a critic and looked for flaws in his ideas.

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Are they really doable? Can the properties of an idea be turned into something useful for consumers, and if so, is it possible to make money from it?
ACTION PLAN
Dreamer.Ask the group to generate as many fantasies as possible to work on solving the problem. Let the participants imagine that any idea that comes to their mind will be implemented. Invite the group to imagine something that is usually
considered impossible. Try to come up with more and more incredible ideas.
Example.The City Council wants to raise more money by better controlling paid parking times. Here are some results of the imagination game.
□ Code of Honor; each one keeps track of the parking time and sends the payment to the city treasurer.
□ When time runs out, cars evaporate.
□ Introduce counters with sensors that record the license number and elapsed time since parking. The owner of the car is sent an invoice.
□ Hire the homeless. Instead of counters, elapsed time is recorded by a homeless person. The motorist pays this person and can tip him.
□ Repeat offenders without trial are imprisoned for life. Now ask the participants to choose the ideas they liked best.
Example.The city council liked "hiring the homeless" as one of the best options.
Realist.Ask the participants to play the role of realists turning fantasy into actionable idea. Have the participants point out a principle, property, or some aspect of the fantasy they like.
Example.Some of the attractive features of the idea of "hiring the homeless" are:
□ The principle of actually seeing if a seat is occupied.
□ Motorists will not be able to use the "non-elapsed time" of motorists who left early.
□ New jobs. We need to hire someone to keep track of the counters.
□ Behavior change. Motorists will no longer waste time looking for meters that haven't expired or ways to cheat the system. Now let the participants imagine how this feature can be turned into a workable idea. The City Council has
transformed the notion of parking spot monitoring into the idea of producing a parking time meter with infrared sensors and lithium battery computer chips to "see" parking spaces. When the car leaves, the meter erases the unused time so that
another motorist cannot use it.
Critic.Now let the participants find flaws in the idea. In our example, the “seeing counter” is technically possible. The main drawback is the price, as such a meter would cost at least four times the price of a regular meter. However, this cost
will ideally be offset by more efficient revenue collection.
Now you can go back and turn other properties of the same fantasy into actionable ideas, or work with one of the other fantasies. In our example, the city council approached the manufacturer with their idea and closed the deal. The
manufacturer agreed to install and monitor prototype meters with sensors free of charge. The city agreed to advertise these meters to the manufacturer and keep the revenue generated from their use.
Gino De Gaulle, a robot designer, dreamed of a roller coaster that would carry a passenger through space without rails, blowing up asteroids and performing a lot of aerobatics to avoid the debris. Then, without warning the passenger, they
would fall into the space-time tunnels. After that, the trip would become really interesting. Gino became a realist and designed the first part of his fantasy attraction. His discovery was the world's first industrial robot,kr500,commonly used for
lifting car engines in resistance welding.
The six-joint arms allow it to move in any direction. Its ultimate roller coaster will provide the passenger with a curved ride, during which he will be tossed about like a rat being tossed about by a cat. Its attraction combines today's high G-
forces of roller coasters, virtual world computer simulations and video game interactivity. Moving through a winding series of domed theatres, passengers rush into the virtual universe to come face to face with aliens. The beauty of the ride is
that the ride and the virtual world can be constantly reprogrammed.
Finally, as a critic, he realized that his biggest obstacle was feeling nauseous. If aliens land on your ship, but after one tenth of a second, the illusion will be destroyed and the body may rise. The whole question was how stable is the human
body?
Magic wand
This technique is similar to the one described above. The assistant posts the topic on the wall or chalkboard. Participants imagine that they have a magic wand. The wand will ensure the fulfillment of any of their desires. Participants silently
write three to five wishes on cards or self-adhesive sheets.
Wish cards are collected and hung around the theme card. The leader of the group organizes the cards and groups the related ones. The group then tries to turn wishes into ideas.
The more interesting and unique the desire, the higher the likelihood of an original idea or technique. In inclement weather or bad road conditions such as rain, sleet, snow, icing, frost or dust, car windshields need to be cleaned regularly.
Wipers and washer fluid help, but dirt is rarely completely removed. A group of engineers brainstormed ways to improve the windshield. They decided to think about this question: “How could the windshield clean itself?”

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The participants made a list of all the objects that they clean themselves. One of the objects listed was a self-cleaning camera lens. One of the engineers did a study and found that the lenses were coated with titanium dioxide. When the sun's
rays hit the coating, they cause a chemical reaction that cleans the lens of organic matter. The engineers decided to test whether the process could be applied to a car windshield by changing the way the glass was coated. This method keeps
windshields clean of anything but bird droppings.
"Graceful Corpse"
The more and longer you focus on a subject, the harder it is to break out of normal thought patterns. In fact, the harder you try to do this, the stronger these patterns become. However, if you change the focus of attention and combine your
subject with something else, then other, unusual patterns are activated.
Try an experiment. Choose eight random words (for example, potty, baby, glass, grasshopper, coffee pot, box, toast, and garage) and give a list of them to a person or small group. Ask them to divide the words into two groups without giving
them any reason to divide. You will find that people will come up with some very creative classifications. They form groups according to the principles of "words with the letter "o", "objects related to water", "objects made in factories", etc.
There are no connections between these objects, except for those invented by man. Although we rarely think about it, making these random connections is a conceptual creative act. The establishment of random connections was often used by
surrealists to create conceptual combinations in art. The artists would get together in a group and create a sentence, with everyone taking turns writing any word that came to mind without seeing what the others had written. The resulting
sentence was a combination of concepts that the group had to study and interpret, hoping to understand something new or see some deeper meaning. The technique was called "graceful corpse", taking these words from a sentence that they
once came up with.
ACTION PLAN
1. Have the group share ideas and thoughts on the topic for five to ten minutes.
2. Then ask the participants to think about what was discussed and silently write on the card one word that comes to mind.
3. Collect the cards and ask the group to combine the words into a sentence (the group may add words to make the sentence make sense).
4. Invite the group to study the final proposal and generate an idea or ideas based on it.
The Alzheimer's organization planned to hold an auction to raise money for charities. They had planned an elaborate, sophisticated soiree and were looking for unusual items to auction off. They tried using the graceful corpse technique.
Among the words they came up with were "people", "cruises", "create", "furniture", "charity", "designer", "tradition", "art", "rarefied air" and "celebrity".
They established a connection between the words "create", "art" and "rarefied air". This led to the idea that became the sensation of the auction: they sold the idea of a work of art that does not exist. They persuaded a local concept artist to
describe the idea of the artwork. The idea was put into an envelope and auctioned off for $28,000. Ownership was confirmed by a printed certificate, which stated that the work of art (10,000 lines, each 25 centimeters long, covering the wall)
must be drawn in black pencil. The owner has the right to reproduce this picture any number of times.
sand tray
The sand tray technique is a fun way to get the group to think metaphorically by replacing physical objects with mental images. You need a big tray of sand. First, the surface of the sand must be smoothly leveled. Around the tray are hundreds
of bright objects: tiny dolls, colored glass balls, shells, feathers, pieces of wood, plastic soldiers, miniature bride and groom, toy dinosaurs, rubber snakes, toy sharks, toy guns, etc.
The group starts by discussing the topic and then one participant creates a landscape that represents the topic in a sand tray using the available objects. The group studies this landscape and gives as many interpretations as possible. In
interpreting the landscape, one should note the parts that are confusing, seem missing, or show up when the focus changes. Ask the group the following questions.
□ What is it?
□ What could this mean?
□ What does the frequency of use of this facility mean?
□ Who does he represent?
□ Which object best matches the essence of the subject?
□ What does this remind us of?
Among these questions, one may be the key to solving the problem. Write down the interpretations. Look for clues, new ideas, insights and threads of reasoning. Combine interpretations into one comprehensive story. Try writing a story
explaining how the landscape on the sand tray relates to your theme.
creative collages
Like a tray of sand, a metaphorical collage is a collection of images, including both whole images and fragments. Each element in the collage loses its individuality as it becomes part of the whole. A collage is more than, and often other than,
the sum of its parts.

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When two or more different images collide in a collage, the imagination transforms them into a completely new reality that goes beyond the individual elements. For example, a picture of seals participating in a sea show next to a picture of a
building can become a metaphor for salespeople giving a presentation for customers, a user-friendly computer program, behavior in a job interview, etc. Imagination turns this picture into a symbol of various situations. .
To create such a collage, cut out several drawings or parts of drawings from magazines, newspapers, catalogs, flyers, etc. Mix and match the drawings to each other, folding them into various patterns and combinations. Experiment with the
patterns until you find possible ways to use these patterns. Create patterns and combinations slowly. Continue until the collage looks complete. Make one big metaphorical picture, labeling each drawing with a word or phrase, and then
complete the sentence: “My theme is very similar to (insert word or phrase from collage) because it...".
Think in metaphors and analogies.
The R&D department of the furniture company wanted to create a paint that would not fade, crack or scratch. They made a collage including images of various trees and herbs. The collage sparked a discussion about what gives color to trees
and grass. Subsequent research led to the idea of "eternal color". They came up with the idea of injecting color additives into the trees, which saturate the plant's cells with color, spreading the color throughout the tree. The tree is painted
before it is cut down.
People love collages because they appeal to the more visual, sensory part of the brain and allow them to look at a problem in a completely different way. Here are the guidelines for making collages in a group.
1. Pass out old magazines and scissors.
2. Ask each participant to cut out images and drawings from various magazines that metaphorically represent the topic or some aspect of it.
3. Have each person make a collage. Glue images and drawings in an aesthetically pleasing way.
4. Label each picture in the collage with a word or phrase.
5. Then each person transforms the topic into one big metaphorical picture-word, completing the sentence: “Our topic is very similar to (insert word or phrase from collage) because it is ...”
6. Hang the collages on the wall and ask the group to compare them, looking for commonalities and looking for any flaws.
Another way to collage your theme is to create two separate collages to represent two separate aspects of the theme. Let's say you want to improve corporate communication. You could create one collage to represent top management and
another to represent employees. With two sets of images, compare commonalities and identify differences of opinion between senior management and workers.
Thought Walk
Invite group members to walk in and around the building. Ask them to look for objects, situations, or events that can be metaphorically compared to your topic. For example, let's say your problem is to improve communication within the
company. Walk around and mark the potholes in the road. How are potholes similar to your corporate communication problem?
On the one hand, if potholes are not repaired, they become more and more dangerous. Usually, teams of road workers are entrusted with repairing potholes. Similarly, if nothing is done to improve corporate communication, it is likely to
deteriorate further. An idea similar to using "road crews" is to assign someone in the organization to fulfill the role of "communication instructor". This role would involve training, encouraging and supporting communication skills in all
employees. And just like road crews rotate, you can rotate these instructors every six months. Here are the guidelines for conducting a thought walk.
1. Have the participants walk around the house and look for objects, events or situations (e.g. a children's jump rope, pebbles, a bag of jelly beans, a drinking fountain, etc.) that could be interesting metaphors for the topic. Ask participants to
make a list.
2. On their return, have the participants come up with as many metaphors for the topic as they can from the list. Look for similarities and similar circumstances.
3. Find ways to relate participants' observations to certain principles and similar situations. Try to generate at least one idea or solution from each metaphor. Ask what new insights these metaphors make about ways to solve the problem.
A few months ago, engineers were looking for ways to safely and efficiently remove snow from power lines during snowstorms and hit a dead end. They decided to take a thought walk around the hotel. One of the engineers returned with a jar
of honey he bought from the gift shop. He suggested putting a pot of honey on top of each power pylon. He said that this would attract bears who would climb the poles to get the honey. This will cause the poles to vibrate, which will shake the
ice off the wires. Using the principle of vibration, they came up with the idea to organize helicopter flights over the lines. Helicopter flights helped remove snow from power lines using vibration.
Ask your child
The remarkable landscape painter J. M. W. Turner used an unusual technique to stimulate the imagination. Whenever he visited friends who had small children, he would give them watercolors and paper to draw. Sometimes he suggested a
general theme, and other times he let them draw whatever they wanted.
As a result, he received an original and direct expression of the child's consciousness. Turner would then take the drawings, examine them with an open mind, and get visual impressions from the children's work, much like Leonardo da Vinci
imagined faces and scenes among the stains on a wall. These visual impressions allowed Turner to look at familiar landscapes in a new way.
Chemist Karl Krekman worked on ways to protect seeds from various factors. One day he was looking through a bunch of his son's drawings. One of them interested him. It was a drawing of a tree in a fur coat and hat. This led him to think
about synthetic materials, including the polymers used to make clothes. In turn, on the basis of this, he came up with the idea of an intelligent polymer shell for seeds, which changes properties when external conditions change. These seeds
can be planted in any weather or season. They lie protected and dormant when it is cold outside, and germinate as soon as the soil warms up to a temperature that is optimal for growth.

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If your group members have small children, try this technique. Have the participants give their children everything they need to draw and ask them to make drawings. You can suggest a general topic. For example, if your problem is organizing
the company more efficiently, you might suggest that they make drawings of people at work; or if you're worried about job security, have them draw pictures of people in danger. Or let them draw whatever they want. Take the drawings and
look at the images, patterns, and colors with an open mind. Then make connections between these images and your theme.
Ask a crab
Using different senses when considering a problem can help you think about it in different dimensions. Consider vision. Drawings, photographs, and illustrations are excellent sources of non-problem related stimuli.
The CEO of a Japanese perfume company asked his administrators to come up with ideas that would get the company through hard times. Frustrated by their suggestions, he gave each of them a drawing of a king crab and ordered them to
study it and come up with ideas they could apply in business. Here are some of their associations and ideas.
□ Crab can regenerate lost claws. We must create backup product lines in case our main line fails.
□ The crab can see 360 degrees. We need to be more market aware.
□ The crab moves slowly. We are moving too slowly. We cannot afford it. We need to downsize so we can respond faster to market changes.
□ The crab has distinctive features. We must develop recognizable packaging that allows us to better distinguish our perfumes.
□ The crab is a scavenger. We need to allocate funds to find out what other uses and markets we can find for our products.
ACTION PLAN
1. Read the problem statement aloud and ask the group to brainstorm for solutions.
2. Give each member of the group a folder with two or three drawings unrelated to the problem area.
3. Instruct group members to examine each drawing and write down their ideas. At the end of the allotted time, ask the group members to read their ideas aloud.
4. After reading each idea, ask the group members to discuss it and try to come up with new ideas or modifications. Write down all new ideas as they come up.
5. Collect and evaluate ideas.
One interesting technique is to give the participants the cameras of the one-step process and ask them to walk around and take photos of interesting objects and scenes. Use them as incentives. A group of managers from different departments
came together to find the best ways to get along with each other. One of the photos showed birds looking at a goldfish pond. It seemed to some that the birds were trying to communicate with the fish, which, of course, could not hear them.
Discussing the photo, they realized that they saw themselves in birds that no one can hear. The marketers felt that the researchers were concerned with scientific rather than commercial issues, while the researchers felt that the marketers were
deaf to new technical trends. The solution was to have the marketing and research teams meet quarterly to learn how to negotiate with each other.
Summary
Think of a swimming pool where a large number of people are jumping into it, creating a mass of waves on the surface. Now imagine that these waves might be the key to what's going on in the pool. Imagine that a smart enough insect could
sit in the corner of the pool and, disturbed by the waves and the mess surrounding it, figure out who, where, when and how jumped into the water. It seems incredible, but that's exactly what we do when we try to use familiar logic to come up
with original and unusual ideas. You have innate creativity. Jump into the pool!
Try to imagine the key elements of the problem in mental images that symbolically represent your subject as you see it. Dissociate from labels and words and just create mental images of the problem. Close your eyes and picture the task or
problem in your mind. Block verbal thoughts. (This can be done by repeating a simple word like "om" until it becomes meaningless.)
Try to imagine images that symbolically represent your subject or some aspect of it. Write down or draw the images and associations that you imagined. Draw analogies between these thoughts and your subject. Find relationships and
connections.
In the next illustration, you need to shift the matches so that you get nothing. Matches must not be bent, broken or placed on top of each other. First try to solve this problem using conventional thinking. Most people cannot solve this problem.
Then close your eyes and imagine the concept of "nothing". How is it symbolically represented? Write down the images and associations that come to mind. See if you can link your images to this challenge to solve it.

[I h
II 1 1
Approximately 60 percent of people who use this technique solve the problem. Some symbolically represent nothingness as zero, and others as the word "zero". Once they have a mental picture of the concept, they return to the problem and
arrange the matches according to that picture.

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If you have a well-developed imagination, ideas will come spontaneously and easily. If a chain of images arises, often the first ones are the most important. If you find it difficult to imagine symbolic images, imagine that you met a Martian
who does not understand any earthly language and communicates using abstract symbols. You want to tell the Martian about your problem because you feel that he can help you. Describe the problem and then express it in abstract terms.
Part 5
FINAL
If there are good ideas, it is necessary to streamline and evaluate them. The logic here is the same as when creating a musical bar: without rhythm, music is dead. The melody becomes monotonous and loses its sequence, the piece sounds
meaningless.
In this chapter, you will learn two kinds of mind games that will help you learn how to properly evaluate ideas: the first will help you build them sequentially, and the other will provide principles for determining which ideas are first.
My personal favorite is music that ends not with the solemn (or ominous) clapping of cymbals against each other, but with the gentle tapping of metal whisks.
That is why I would like to add a few more paragraphs as an afterword.

Council of assassins
That which is called foresight cannot be bestowed by spirits or gods; neither calculations nor comparison with other similar cases will help here. Only those who know their enemy well can foresee.
Sun Tzu
Watch the waves crash on the shore. They never repeat each other. Waves symbolize the infinity of the individual in our universe.
For example, there are no two people who will express the same opinion in the same words, with the same emotions and with the same conviction. Looking at the following drawing, someone will see a huge, human-sized fish - and this will
encourage him to be careful. And someone will think only about dinner, that is, about a fish that fits perfectly on a plate.
There is an erroneous point of view that everyone is able to analyze an idea and determine its true value. If you agree with an observer who considers a fish to be small, you are deluded; if you agree with the one who considers the fish to be
big, then this is also wrong. After listening to both opinions, you will understand that everything is known in comparison. That's why it's so important to know how other people feel about your ideas.
There are many people around you who can help you change and improve the original idea. A parallel with the work of a sculptor is appropriate here: everything starts with a block of marble and an idea. Someone may see cracks in the marble
and warn you about it, which will help you avoid many mistakes in the future. You may also be asked to change something in the original sketch (you have the right to reject the advice if you do not agree with them, but it is possible that your
work will only benefit from their acceptance).
For the full development of ideas, you need the ability to look at them from the outside. This helps to soberly and critically evaluate ideas. Feedback is used:
□ to reduce the number of ideas to one or more of the most promising;
□ to determine the strengths and weaknesses of the idea;
□ for the possibility of modification and improvement, that is, “honing” the idea;
□ to determine the possibility (or impossibility) of the practical implementation of the idea;
□ to establish the value of the idea, in terms of its possible sale;
□ to determine the importance of an idea.
The CIA has its favorite methods of critical analysis of ideas. Members of an ad hoc panel called the "Tribunal" evaluate ideas and make critical judgments before submitting ideas for final approval and a decision on their implementation.
Objectives of the Tribunal:
□ identify and eliminate useless ideas and suggestions;
□ identify the negative aspects of a viable idea so that appropriate adjustments can be made before final evaluation.
□ provide feedback.
Criticism of the idea should be as sharp as possible, each mistake should be “disassembled by bones”. If the idea has too many flaws, it is rejected.
In the case when the "Tribunal" recognizes the idea as viable, it suggests ways to change or improve it.

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Over the years of its existence, the Tribunal technique has proven its effectiveness. For example, its use made it possible to reject many plans that later became known to the public to kill Fidel Castro by means of poisoned cigars, soaking
poison in his tunic, drugs that would make Castro impotent or bald, etc.
The CIA adopted this technique from its predecessor, the Office of Strategic Services. During World War II, the OSS was literally flooded with ideas. B. F. Skinner, a psychologist, proposed using pigeons to guide guided missiles. The fact is
that these birds are able to peck at the image of the target on the screen for four to five minutes without interruption. Idea: pigeons will peck at the moving image on the screen, thereby correcting the missile guidance signals. Skinner's idea did
not find application. The OSS concluded that the representatives of the "Tribunal" would die of laughter before they had time to consider the idea.
Creating your own "Tribunal" is the best way to correctly evaluate your ideas.
ACTION PLAN
one.Pitch your idea to a close friend or someone you respect.Joint discussion will help to better understand the idea, evaluate its merits and identify shortcomings. You need someone who is not afraid to tell the king that he is naked. This
should be a close person who can frankly express his thoughts.
2.Get the idea down on paper.Print out a detailed outline of your proposal, using drawings and drawings as needed. Determine your goals, possible obstacles, efforts that will need to be expended, and the information needed. Give your reasons
for the value of the idea and describe what inspired you about it.
Formulate why you want to get feedback: to determine the value of the idea, to identify its advantages and disadvantages, to compare with other proposals, to draw up a financing plan, to determine the viability of the idea, to conduct market
research, etc.?
This plan should include a list of questions to be answered. Remember that the very questions themselves can stimulate the creativity of someone who gets acquainted with your proposal. Emphasize that you seek feedback to make the best
decisions about changing, improving, implementing your idea (or even completely abandoning it).
Topics of questions: urgency, costs, marketing, feasibility.
Here is a sample list of questions.
1. Urgency.
o Does the idea meet real needs?
o If these needs do not exist, can they be created through advertising and promotion?
o Will your proposal meet resistance?
Do you yourself consider this idea successful?
o Is there any real benefit from this proposal?
o What is new and original about it?
o How competitive is it?
o Can this idea be changed?
o Can you suggest alternative ideas?
2. Costs.
o Is this proposal worthy of implementation?
o Will it pay for itself?
o What is the funding scheme?
o What immediate benefits or results should be expected?
o What is the overall return?
o Is the risk worth it?
o Do you consider all economic factors (search for capable people, development time, investments, marketing, expenses)?

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3. Marketing.
o How can you sell this idea?
o What are the possible obstacles, objections, problems?
o Is there a natural demand for this supply? Is the market ready for it? Can potential customers afford what we offer?
4. Will they buy?
o Is the time factor significant?
o What difficulties or barriers might a potential user face in using the product?
o What are the problems?
o What are you sure about?
o Who should be involved in cooperation?
o What kind of special marketing program do you envision?
o What is the level of competition?
5. Feasibility.
o Is the idea viable?
o What results can be expected under favorable circumstances?
o What could happen in the worst case?
o What are the possible mistakes and obstacles?
o How original is the idea?
o Will it work in practice?
o What problems or difficulties do you think this idea will help solve?
o What resources do you think you have?
o How simple or complex does this idea promise to be?
o What can really help bring the idea to life?
o What can actually hinder its implementation?
How likely is one outcome or another? How soon can this happen?
3.Schedule a Tribunal meeting.Among your friends, relatives, colleagues, choose those who have a creative streak and who are sufficiently knowledgeable in the area to which your current interest relates.
Feedback is best established with a person who has a rich imagination, flexible perception, a non-trivial vision of the world, but at the same time a “cold” head and the objectivity of a moneylender who evaluates a broken watch.
Select a sufficient number of "consultants" for the survey, whose help may be valuable to the implementation of the plan (it is probably best to invite them one at a time). The effectiveness of the work of the "Tribunal" will largely depend on
how you begin to seek help. Give each “consultant” your proposal in writing and listen carefully, without offense or emotion, to their “verdict”. After the members of the Tribunal have read your plan, ask each of them to articulate their
thoughts clearly and concisely and, in order to refine the idea and consider ways to bring it to life, to brainstorm with you. Take on the role of an inveterate debater. If your opponent raises objections, ask him to provide an argument. Discuss
the details.
At the final stage of work on the project, evaluate its significance. After all, the final decision is yours, regardless of whether you received positive or negative feedback as a result of feedback. I worked with a guy who was advised by the
entire Tribunal to quit. “Incredibly, each of them told me that the idea looked great, but it was unlikely to work,” he recalled. “But they all gave completely different reasons as arguments, so I decided to ignore their advice.” If they had given
the same reason for possible failure, my colleague would probably have taken their arguments more seriously. Whatever it was, he sold the rights to his invention and made "a lot of money."

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There are many ways to get feedback and discuss ideas. Depending on the idea, purpose, and method of evaluation you prefer, you can choose a quantitative or qualitative approach. If you want to combine these two approaches, set a point
value for each question you ask "consultants". The method below takes into account eight factors by which the "advisors" will, at your request, determine the value of each item (the number of points is arbitrary). This method will reveal the
strengths and weaknesses of your idea; moreover, you can ask the "advisers" to answer only some of the proposed questions.
eight factors
1. How complete and clear is the idea? (0-20 points)
2. How interested were you in this idea? (0-20 points)
3. What are its market prospects? (0-20 points)
4. Is the time right? (0-5 points)
5. Do you think I am competent enough to carry out this idea? (0-10 points)
6. Is this project a good application of my personal qualities? (0-10 points)
7. Is the offer competitive enough? (0-5 points)
8. How original is my idea? (0-10 points)
Now you can calculate the total score for all eight factors or focus on individual questions. For example, if the market prospects of your project were assessed as zero, you are likely to focus on marketing issues.
One inventor had a great business idea: he came up with a hair dryer that dries hair in five minutes. The inventor used the eight-factor method, and all the hairdressers he interviewed scored 0 points for being able to sell this invention. But, as
it turned out, the reason for such a low rating was not at all the peculiarities of the market, but the fact that most hairdressers were not interested in "fast" hair dryers, because while one client dries his head (which takes about thirty minutes),
the master manages to serve another client.
"PIM"
Edward de Bono, an international authority on the study of thought processes, recommends using PIM (plus, interest, minus) to break people out of their habitual reactions to new ideas and situations.
Survey participants are asked to familiarize themselves with a certain idea or situation and note all its pros, cons, and most interesting aspects. “Interesting” are those that cannot be assessed in terms of “bad” or “good”, but which are worth
highlighting.
"PIM" makes people think more intensely and focus on the style of thinking, rather than reacting immediately to certain ideas or situations. The PIM technique will help you perform the following operations.
aCompare different ideas and choose the best ones.I know of a sales manager who suggested several different sales strategies to his employees and asked them to analyze each option using "PIM" before he went ahead with any of these
strategies. aObjectively determine the positive and negative aspects of the project.One inventor suggested using a new type of stopper for medicine vials that would make the medicine out of the reach of children. His friends analyzed the idea
using the PIM technique, and the feedback led to improvements in the invention.
A model of a cork was developed that operates on the principle of a combination lock: turn right, then left, lift, andEvaluate the idea and make a decision.A company executive who had been arguing with his employees for weeks about
solving a difficult problem finally settled on the PIM technique. As soon as the problem was sorted out by bones, a way to solve it was found.
"Opus"
Opus is a technique developed on the basis of a market research model by the Swedish research company Terra Firma AB, which achieved amazing results - 92 percent of the respondents answered all its questions. You can improvise, but
Opus, in my opinion, works best with a sleek, elegant 400 x 100 x 2.5 cm box.
The box should be divided into four compartments. There should be a description of your idea, instructions for completing the Opus, and about 100 cards. Each card should contain one statement about your idea. For example such.
□ I believe my product is superior to product X because...
□ Main benefit...
□ The cost of my product...
□ People will buy it because...
□ The best way to market is...
□ I plan to finance production as follows: ...

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□ My product will solve the following problems: ...
□ I expect the following results: ...
You ask respondents to place each card in one of the four compartments of the box labeled Agree, Somewhat Agree, Disagree, and Difficult to Answer. The combined results will give you a picture of how your idea is perceived. You can use
the box to poll multiple people. This is an efficient way of analysis, fast and simple. So far, most respondents have been happy to participate in such surveys.
One obscure artist conceived the idea of selling advertising space on his canvases. He did not have the slightest confidence that his idea would be successful, so with a box of Opus in his hands he went around nightclubs, fashion stores, beauty
salons, art galleries, popular restaurants, offering their services to their owners. It turned out that advertisers are not averse to paying $ 1,000 for an advertising space on a painting.
The enterprising artist successfully sold his paintings, which in a deliberately "heavy" manner depicted modern idols, hung on all sides with boxes with bright inscriptions - the names of advertising companies. One collector called these works
shocking. The demand for our artist's work has increased so much that he had to hire an agent to sell advertising space on his paintings, and the hitherto unknown artist is now planning a solo exhibition.
"Devil's Treat"
Many people love to help other people in their business or other endeavors, and here assistance and sympathy can be truly invaluable to someone who seeks feedback. An ancient legend tells of the role the help and compassion of others can
play.
A certain person who, in principle, led a decent life, for some reason ended up in hell after death. There, the poor fellow discovered that the main torture in the underworld was that all sinners were forced to eat with spoons that far exceeded
the length of the arms. Those condemned to torment spent eternity in the midst of luxurious but inaccessible dishes. Finally finding himself in paradise, our righteous man discovered that here they give out the same long spoons. However, in
heaven, no one suffered from hunger, because everyone fed each other.
The feedback system that suits you personally will be effective. Tribunal is just one way to get a true picture of the situation and create a creative climate for change and development of ideas. However, no methods, advice and feedback will
help if you do not trust them and do not take them seriously.
Summary
Feeling that the idea is ripe, proceed to its implementation. Do not spend days, weeks, months on its completion. If you hesitate, you can become like one portrait painter who lived in the time of Queen Victoria. This artist did not seek to
immediately and profitably realize his talents. On the contrary, he spent years honing his craft until he finally achieved the ability to achieve incredible portrait likeness ... just at the time when photography was invented.

You are not a field of grass
Change the point of view from which you look at things, as well as the things you look at when you change.
Sun Tzu
Essentially, a field of grass acquires its characteristics through those events that happen again and again, millions of times: seeds germinate, wind blow, grass bloom, insects appear, thunder strikes, paths trodden by animals and travelers, etc.
This a whole system of interdependent events that determines the nature of the grass field.
It is also generally true that the nature of our beliefs and beliefs can be explained by experience. A field of grass cannot change its character. Grass cannot interpret and shape his experience to create a different character. But we are not a field
of grass. We can interpret our experiences however we want. You know as well as I do that only a few of us understand what they mean.
(*-*) AAA ( 00 ) 10000001
Look at the pictures above. Name these drawings by choosing one of the following words: "Indians", "piglet", "shy kitten", "woman" and "sleeping car" and "bathroom".
Now that you've given your drawings names, answer the question, "Why is this so easy to do?" For example, if you chose the name "Indians" for "AAA," why does an Indian village—with its mustangs, wigwams, and campfires—match those
three letters so well? These characters have no meaning. We assign meaning to them through interpretation. You are free to choose any meaning for any experience, rather than passively assigning one, and only one, meaning to each
experience.
We automatically interpret all our experiences without realizing it. Are these experiences good or bad? What do they mean? We ask these questions without thinking much, if at all, about what our interpretations mean.
For example, if you run into someone, you wonder why it happened. The collision itself is a neutral event. It doesn't matter. It is your interpretation of the encounter that gives it meaning, and that meaning shapes your perception of the
experience.
You could interpret "collision" as rude behavior. You might interpret the collision as deliberate aggression. You might feel that you are so insignificant that you are being deliberately overlooked and pushed around by others. Or you could
interpret the encounter as flirting. The interpretation of experience determines perception.
Think roses and thorns. You can complain because roses have thorns, or you can rejoice because thorns have roses. You can interpret experiences however you want. It is not the experience that determines who you are, but your interpretation
of the experience. You don't see things as they are; you see them as they areyou yourself.

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Each of us has certain life experiences. These experiences are neutral. They don't matter. It is our interpretation of experiences that gives them meaning. Interpretations of experiences shape our beliefs and theories about the world. In turn,
beliefs and theories determine what we see in the world, and this confirms our beliefs, which in turn reinforce our interpretations.
In the diagram below, real and imagined experiences are represented in the bottom box. Beliefs and beliefs are in the box above, but are not directly related to them. Dashed lines represent interpretations of experiences.
Psychologically, interpretations are based on experience. However, there is no logical path from experiences to interpretations, there is only a subjective connection that can always be canceled. Interpretations shape our beliefs and beliefs.
It is the interpretation of these experiences that creates beliefs and ideas about the world.
Many years ago, two explorers unexpectedly discovered a striking, well-kept garden in the middle of the jungle. One researcher said: “What a beautiful garden. He looks so perfect. Of course, someone has to take care of him.” Another
disagreed: “It is impossible to take care of him. It is in the middle of the jungle, hundreds of miles away from civilization. There are no signs of human life anywhere. Undoubtedly, this is some kind of natural phenomenon. After much
argument, they agreed to set up camp and watch the garden to see if the person tending it showed up.
They stayed there for many months, but no one showed up. “You see,” said Doubter, “there is no gardener, for he would, of course, have shown up by now to care for the garden, which is in perfect condition anyway. It must be an accidental
creation of nature. The believer objected, “No, there must be a gardener here. It can be invisible, intangible and forever beyond our comprehension. But such a beautiful, well-groomed garden cannot exist in the middle of the jungle without
care.
The garden itself is proof of the gardener's existence, and I believe that the gardener will return to his garden." Both the Believer and the Doubter interpreted the garden in different ways, and these two different interpretations led to two
different beliefs. When you believe in something, you get the feeling that you yourself decide whether to believe or not believe, based on reason and rational thinking. But it's not. Your beliefs are shaped by how you interpret your experiences.
How you interpret experiences also helps determine how you feel. In a study of happiness and well-being, Professor Daniel Kahneman of Princeton University found that when he asked college students if they were happy, most answered yes.
However, when he first asked them how many dates they had last month and then asked if they were happy, most of them answered no. The interpretation of the questions determined how they felt.
Try a little exercise. Pick something you "need" and then tell yourself that it's something you "must have". Can you feel psychological changes in yourself? Then choose something you "must have" and then tell yourself that it's something you
"need". Do the following.
□ Replace what you have to do with what you decide to do: "I have to go to work" becomes "I decided to go to work."
□ Replace what you have to do with what you want to do: "I have to clean the house" becomes "I want to clean the house."
□ Replace what you should do with what you would be happy to do: "I should write her a thank you letter" becomes "I would love to write her a thank you letter."
Your theory of the world is derived from interpretations and beliefs. This theory then determines what you see in the world. Once upon a time, ancient astronomers believed that the heavens were eternal and made of ether. This theory made it
impossible for them to view meteors as burning rocks from space. Although the ancient peoples witnessed meteor showers and found meteorites on earth, they could not recognize their cosmic origin. They looked for and observed only that
which confirmed their theory of the heavens.
We are like ancient astronomers in that we actively seek out information that confirms our beliefs and theories about ourselves and the world. Believers see evidence of the works of God everywhere, while atheists see evidence that there is no
god. Conservatives see the vices of liberalism everywhere, while liberals see the flaws of conservatism everywhere. People who consider themselves creative see evidence of their creativity everywhere, and people who do not consider
themselves creative see evidence that confirms this everywhere. Anything that doesn't fit with our theories makes us uncomfortable and embarrassed.
Think for a moment about the words and sentences. Partly the meaning of a sentence depends on the individual words, and partly on their order. Consider the following suggestions:
"Round squares steal honestly."
"Honestly steal squares round."
What makes these sentences seem so different when both use the same words? Right after reading the first sequence of words, you know exactly what to do with it, because it matches our beliefs about parts of speech (nouns, adjectives, verbs,
adverbs, etc.) and their order in a sentence.
Because the first sentence corresponds to what we consider grammatically logical (adjective, noun, verb, adverb), it's easier to read it and then dismiss the content as nonsense. However, our understanding of grammar is not supported by the
second sequence of words, because the words are in the wrong order and it is difficult to parse this sentence. It confuses us and makes us doubt what to do with it. It disturbs us and causes discomfort because it does not correspond to our
beliefs.
Much of what causes unhappiness in life is learned beliefs. Many of us have been taught that we are not creative because we are left-brained. Consequently, when we are asked to generate ideas at work, we tend to think linearly and
analytically. We know how to generate ideas to match our beliefs. When faced with ridiculous, absurd ideas, we become confused and uncomfortable.
Psychologists call this phenomenon “confirmation bias.” This is a phenomenon when people, considering a certain theory to be true, consider any information as its new confirmation. Think about the last new car you bought. Remember how
you kept reading ads and reviews for your new car but avoided all the ads and reviews for other makes and models?
Summary

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Experiences and events are neither good nor bad. They are just neutral. “Good” and “bad”, “right” and “wrong”, “sad”, “angry”, “lazy”, “cruel”, “kind”, etc. are all interpretations that people make. It's a question of the point of view you want
to take. My good friend Black Cloud, a Sioux Indian, told the following story, which his grandfather told him.
The old Sioux warrior had eight magnificent horses. One night, during a violent storm, they all ran away. Other warriors came to calm him down. They said, “How unlucky you are. You must be very upset by the loss of your horses."
- Why? the warrior asked.
Because you lost all your wealth. Now you have nothing,” they replied.
— How do you know? - he asked.
The next day the eight horses returned, bringing with them twelve new stallions. The warriors returned and joyfully announced that now the old warrior should be very happy.
-Why? he asked.
“Because now you are even richer than before. they replied.
— How do you know? he asked again.
The next morning the warrior's young son got up early to ride the new horses. The horse threw him off and he broke both of his legs. The warriors came again and talked about how upset the old warrior must be at this misfortune and how
terrible it was for the boy to break both legs.
— How do you know? the warrior asked again.
Two weeks have passed. Then the chief announced that all able-bodied men and youths should join the war band to fight against the neighboring tribe. The Sioux were victorious, but at a heavy cost, as many men and youths were killed. When
the remaining warriors returned, they told the old warrior that his son had fortunately broken two of his legs, otherwise he might have been killed or wounded in a major battle.
— How do you know? asked the old warrior.
Sun Tzu is a famous ancient Chinese commander and military theorist who lived at the end of the 6th - beginning of the 5th century. BC e.(Hereinafter, ed. note, unless otherwise noted.)
Brainstorming, or brainstorming, is a special technique for stimulating creativity and productivity.
Scamper(eng.) [scamper] - a quick run or departure; jog.
foot is an English measure of length; equal to 30.479 cm.
Franchising is the provision of a license for the production and sale of products with the simultaneous supply of the necessary equipment and technology. The company that issued the license participates in the management of the franchisee,
and also partially bears capital and operating expenses.
Charisma is the endowment of personality with properties that cause admiration for it and unconditional faith in its capabilities.
Douglas MacArthur (1880-1964), general, commander-in-chief of the US armed forces in the Far East.
Amenia Erzart (1897-1937), famous American aviator. —With a sword. transl.
Cornelius Vanderbild (1784-1877) was a famous American financier. —Note. transl.
Nekht- the goddess of Upper Egypt, depicted in the form of a vulture. —Note-transl.
This term is made up of two concepts:brain- brain andwriting- writing, writing(English).
Emergent properties are the properties of the system as a whole, which cannot be reduced to the properties of its elements. —Note. transl.
/ 9j / 4AAQSkZJRgABAQEAlgCWAAD / 2wBDABALDA4MChAODQ4SERATGCgaGBYWGDEjJR0oOjM9 PDkzODdASFxOQERXRTc4UG1RV19iZ2hnPk1xeXBkeFxlZ2P / wAALCAISAWUBAREA / 8QAHwAA

AQUBAQEBAQEAAAAAAAAAAAECAwQFBgcICQoL / 8QAtRAAAgEDAwIEAwUFBAQAAAF9AQIDAAQR BRIhMUEGE1FhByJxFDKBkaEII0KxwRVS0fAkM2JyggkKFhcYGRolJicoKSo0NTY3ODk6Q0RF
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QtgZPQd6p6nfQ2NhLPJIFAU7eep7CuL0TQ7zVIpGu2a0tpJvOAxh3OSR14xzVA3NtZXtkizn Ed2 / mEsCVCvjn616dGQUBHQinUtFFFFFFFFFJRRRS0UUUlFFFLRSUUUtFFFFIa83 + JeTqtqA MnyP /
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26/04/2022, 21:53 <empty-line/>

o What are the main characters of the dream?

o How can all this be related to my task?

o Has the essence of the question changed after sleep?

o What details of sleep can help solve the problem?

o What questions does this dream answer?

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Carl also said: “What belongs to you personally, youtrustmore".

More or less distinct images act as elements of thinking ... "*

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ten.Now see how what you wrote relates to your task.

□ Computer floppy disks.

□ People gathered together.

□ Six round heads and one square head.

□ Teaching aids as additional materials for textbooks.

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□ Sample questions for exams.

□ Campus phone directories.

One of my friends, studying these stains, saw the following:

□ coffee spilled on the mat;

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o What surprises me?

o Does this have anything to do with my task?

o What new thoughts does it give rise to?

o What's wrong here?

o What's stopping me?

What do these images remind you of?

o What are the similarities?

o What analogies can be drawn?

o What associations does it evoke?

o What does it look like?

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The workshop participants identified such associations.

□ A dead bird on a polluted beach.

□ The hands that polluted the beaches killed the bird.

□ The same hands carefully hold the bird.

□ The hands didn't want to kill the bird.

□ These are the hands of our society.

—You know, Topyu, I don't think we're in Kansas anymore!

Dorothy from The Wizard of Oz

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2. Turn to the subconscious.

3. Ask for an answer, which should come in the form of an image.

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Using the Three Doors technique, he saw:

□ behind the first door: storm clouds;

□ behind the second door: long sidewalks;

□ behind the third door: writhing snakes.

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To summon your mentor, do the following:

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What can you expect from a mentor?

1. It will give you access to information stored in the subconscious.

3. It will develop your ability to use visual images.

4. It will help you overcome inner barriers and ill-temper tendencies.

5. It activates your inner reserves.

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o What could this hieroglyph mean to the ancient Egyptians?

o What was it used for?

o Why does it occur so often (rarely)?

o Which of the figures is most suitable in meaning to my task?