What can be cooked from squid: quick and tasty

Association garland method

The method of garlands of associations is used when the design goal determines the only feature of an object - novelty. To do this, synonyms are selected for the object (if possible), and then the objects are randomly named and combinations of both are made. Each pair of objects is supplemented with one or another sign of a random object or associations that they cause. The main point is to "shake" the established idea of the object. Of course, the overwhelming majority of combinations - object (synonym), signs and associations - will turn out to be absurd. However, in practice 10-15 % combinations make up interesting ideas.

Brainstorming or peer review

The brainstorming method or the method of collective expert assessment is based on stimulating the creative activity of experts by jointly discussing a specific problem and regulated by certain rules.

These rules include the following provisions: the evaluation of the ideas put forward is prohibited, the time of one speech is limited, multiple speeches of one participant are allowed, the expert developing the idea has the priority of the speech, all the ideas expressed are necessarily recorded, the evaluation of the ideas put forward is carried out at the last stages.

The purpose of using this method is to increase the activity of developers of new solutions in a collective mode of work by eliminating the influence of negative emotions on work productivity. The method of generating ideas is easy to learn, therefore, it is advisable to include it in the arsenal of methods used by developers of new technical solutions.

The essence of the method lies in the organization of an information creative group, which at the first, main stage, "generates" new ideas and their implementation. Group members are equal in expressing positive considerations, negative judgments at the first stage are prohibited. Experience shows that the abolition of negative judgments in the process of "generating" a new one allows many times to increase the efficiency of the forecasting process, remove psychological restrictions on the process of creativity and increase the productivity of work in general. A certain role in increasing the efficiency of the creative group when using the brainstorming method is played by the mutual stimulating influence of the group members in the mode of active creative activity. One of the decisive advantages of this method is the absence of any pressure from the formal (administrative) or informal group leader.

The brainstorming method is recommended for solving such problems that are formulated quite simply and clearly for all members of the group and can be used at any stage of forecasting and developing new technical solutions.

The preparatory work before the practical application of this method consists in formalizing the problem of developing a new technical solution by constructing a "tree of goals, tasks, activities", i.e. a graph that indicates the main goal of developing a new technical solution, all subgoals, tasks that contribute to its implementation.

The brainstorming method is implemented in several stages.

At the first stage, the leader of the future informal group of experts is selected. It should be borne in mind that the leadership of a group of experts by an experienced, qualified specialist increases the efficiency of the group, and the generation of new ideas becomes manageable and purposeful.

The group leader must be familiar with the behavior of people with increased creative activity It is important that the leader knows about the criteria by which the degree of creative activity is determined (the desire to dominate, enthusiasm, intelligence, emotionality, separation of emotional and intellectual life, the desire for moral satisfaction from the work performed, the desire to improve professional qualifications, etc.). Practice has shown a high degree of correlation between these characteristics and the degree of creative activity.

Using these criteria allows the leader to approach the selection of group members scientifically.

The second stage in the implementation of the method is the formation of a group of experts. One of the first criteria for selecting group members should be the professional qualifications and progressive thinking of specialists with a general goodwill among the group members. The group consists of people who are prone to "generation" rather than criticism.

The group should include specialists with increased creative activity, who are able to see systemic connections and interdependencies with a lack of information. Quite an important factor is the speed of thinking in order to have time to think over the ideas and proposals expressed during the work of the group. The higher the intelligence of a specialist, determined, in particular, by the level of memory development, the more productive a member of a creative group he will be.

It is advisable to include in the group of specialists on those issues that need to be taken into account when developing a new technical solution. For example, designers should include economists, technologists, materials scientists, etc. in the groups. The basic principle of joint work of such groups is that no statements of group members are criticized, regardless of whether they relate to work or non-work issues.

Stage three. The leader gathers a group of specialists, as a rule, no more than 10 people, and sets before them the task of finding technical solutions that satisfy certain criteria. Each participant in the brainstorming session can express any ideas. Analysis and criticism of them during the session are not allowed. The main motto - the more ideas - the better. If during the session, in the opinion of the leader, few ideas were expressed, then it can be repeated with the same or a different composition of specialists. All statements are transcribed or recorded on magnetic tape.

The length of the team's work and the frequency of the meetings largely determine their effectiveness. The optimal duration of joint creative activity of a large number of participants is only 40-45 minutes.

For most people, the physiological limit of fatigue when working together is one hour. Therefore, after 40-50 minutes, the attention of the meeting participants weakens and there is no point in continuing the brainstorming further. Practice has shown that if you continue the session without interruption for two hours, then more than 90% of the participants in the session agree to any decision, just to end the session as soon as possible.

The fourth stage in the implementation of the brainstorming method is criticism of the ideas expressed, which may come from the same group of experts that generated the ideas, or from another group. The set of stages in the generation of ideas and their criticism is called the method of destructive referred assessment, implemented through two sessions, organized after a certain time.

From the point of view of the magnitude of emotional arousal, the requirements for participants in the brainstorming process and the criticism process are polarly different.

For the collective generation of ideas, a higher level of emotional excitement is required, provided that they are prepared for productive work in a creative team.

A calm atmosphere is required for a comprehensive criticism of the proposals made. This type of mental activity requires a reduced level of emotional arousal.

In the event that the criticism of ideas will be carried out by the same people as the generation, it is advisable to take a long break between these two stages, during which the specialists switch to solving other problems. This consideration is also true for individual work on the search for new technical solutions.

The reverse mode of using the brainstorming method is possible, when at first the group works in the mode of criticizing known solutions, and then in the mode of generating ideas, i.e. the goal of developing a new technical solution is set, and from the point of view of this goal, the shortcomings of the known technical solutions and the possibility of their modification in a given direction are identified.

Then the generation of ideas is carried out, followed by their mandatory assessment.

When implementing the brainstorming method, at a certain stage, the generation of new ideas stops and one of the ideas is accepted for detailed study. The role of the group leader is essential.

One of the possible options for the work of the creative team is a gradual transition from general considerations to specific ones. This transition occurs when the members of the group believe that the generation at a higher level is over. This approach coincides with the concept of the implementation of the method of functional analysis.

In the method of associations, the main sources for generating ideas are randomly selected concepts and the resulting associations and metaphors (Figure 5.9).

Rice. 5.9. Block diagram of the method of collective associations

For the emergence of associations and the generation of ideas, it is advisable to use various metaphors: binary analogous metaphors; metaphors-catachreses, containing contradictions; metaphors-riddles. Free association technology is based on principles such as free association, anti-conformism, delayed critical analysis.

The method of garlands of associations and metaphors is a development of the focal object method. First, a definition of the object's synonyms will be given, as a result of which a garland of synonyms is formed. All elements of the garland of synonyms are combined with each element of the garland of random nouns.

Next, a list of signs is compiled in the form of adjectives for each element of the garland of random nouns, which allows you to form a garland of signs. To generate garlands of free associations, the starting point is each element of the garland of signs. For the solutions found, you can again look for further ways to implement them.

34. Essence of the concept of risk

The objective basis for building a risk management system at an enterprise is the concept of acceptable risk. The essence of this concept is as follows.

On the one hand, the amount of profit and the degree of financial stability of the enterprise primarily depend on the ability of management to anticipate risk, assess its consequences and effectively manage it, since it is known that the greatest profit, but also the greatest losses, is usually brought by market transactions with increased risk. ... On the other hand, management that avoids risky decisions becomes dangerous for the company, dooms it to stagnation and loss of competitiveness.

Hence it follows that in order to implement a risk approach in a manager's activities, a concept is needed that would take into account different aspects of management's activities: risky and risk-free. This concept is called the concept of acceptable risk.

1) Initial level of risk, i.e. the level of risk of an idea, concept, proposal without taking into account measures for its analysis and assessment. This risk is unknown, unappreciated and, therefore, of a sufficiently high level due to the manager's unpreparedness for emerging risk events;

2) The estimated level of risk, taking into account the measures for the analysis and assessment of risk, as a result of which a real assessment of the level of risk was obtained. This risk is analyzed and assessed and, therefore, of a lower level due to the manager's readiness for the occurrence of risk events;

3) The final (final, acceptable) level of risk, taking into account the developed and carried out active and passive measures and measures to reduce the initial level of risk.

The resulting assessment of the final level of risk can significantly change the manager's opinion regarding the riskiness of the proposed decision. Given the measures taken, the final level of risk may be acceptable in order to “risk” making the proposed solution.

From these considerations, the following main provisions of the acceptable risk concept can be formulated:

1) Risk is, as a rule, non-static and unchanging, and often a manageable parameter, the level of which can and should be influenced;

2) A high level of initial risk should not serve as a basis for refusal to make a decision, since one should distinguish between the initial level of risk in the idea, in the concept, in the proposal, the estimated (analyzed) level of risk, the analysis of which was performed for the adopted decision, and the final level risk after the development of neutralizing measures;

3) A detailed analysis of risk and the development of measures that reduce its negative consequences to an acceptable level, as a rule, allow making risky decisions, actually risking as much as it is acceptable or permissible for an economic entity.

The modern concept of acceptable risk is based on the recognition of the fact that the risk of implementing the adopted decision always does not exist in full, since it is impossible to completely eliminate all risk factors that can lead to undesirable developments. At the same time, it is always possible to find a solution that provides a certain compromise level of risk, which is called acceptable and which corresponds to a certain balance between the expected benefit and the threat of loss.

Practical use of the concept of acceptable risk allows:

to identify the most dangerous solutions associated with failure to achieve the set goals;

to obtain estimates of possible damage (losses) for various solutions;

plan and implement measures to reduce the risk to an acceptable level;

estimate the costs of risk management.

Thus, the concept of acceptable risk consists in the formation of a conscious attitude to risk and directs the manager to decisions grounded in the analysis, accompanied by a set of measures to mitigate the impact and neutralize possible consequences when undesirable events appear in the company's activities.

34-36. Understanding the Management Decision-Making Environment Business decisions usually require a choice between different strategies. Often these choices are made in environments that the decision-maker has little or no control over. Use the generic term "essence of change" to refer to such conditions. The decisions thus directly depend on the knowledge of the decision-maker of the essence of the phenomenon and how each of the strategies under consideration can be implemented under a certain state of this essence. The states of knowledge of the decision maker can be classified as states of certainty, risk, uncertainty. The differences between certainty, risk and uncertainty reflect differences in the degree of knowledge of the decision maker. If we imagine the state of his knowledge as a line of the spectrum, then at one end there will be certainty (complete knowledge), and at the other - uncertainty (complete absence of knowledge). The risk (partial knowledge) will lie in between. The position on the spectrum line will reflect the available degree of certainty (or uncertainty).

35. The concept of certainty... Certainty is understood as a state of knowledge when the decision-maker knows in advance a specific outcome for each alternative. In other words, the decision maker has a comprehensive knowledge of the state of the environment and the results of every possible decision.

Making decisions in conditions of certainty, proceed from the existence in the future of a specific situation in the external environment. The effect of one or another solution alternative can be determined in this case through an unambiguous level of goal achievement. How realistic is this concept? At first glance, it seems far from practice and therefore has only academic interest. In fact, however, the opposite is true. There are many short-term situations where the decision-maker has comprehensive knowledge. Many business decisions only require knowledge of current prices and the magnitude of demand, which can be determined with a reasonable degree of accuracy in the short term. In conditions of certainty, most decisions are made in problems in probability theory considered by economic and behavioral science. Certainty occurs in most arithmetic and algebraic problems, as well as in many models of linear and nonlinear programming. Such models are used to find a resource allocation option that gives the greatest return on a certain indicator (such as profit or cost) or the least value of some other criterion (such as costs) under given constraints. In fact, however, only a few things can remain definite in a sufficiently large time interval. The outcomes of long-term investments, only with rare exceptions, can be predicted with sufficient accuracy if we imagine the large number of dynamic interactions of unknown variables that decision-makers encounter in a real economic situation. These variables include domestic and international competition, changes in the political environment, scientific and technological advances, and rapidly changing consumer tastes. Thus, strategic decisions are made in conditions far from complete knowledge. Accordingly, they are accepted under conditions of either risk or uncertainty.

36. The concept of uncertainty... Uncertainty concept. If it is not possible to obtain data on the likelihood of a particular situation in the external environment, decisions are made in conditions of uncertainty. Uncertainty is a state of knowledge when one or more alternatives have a number of possible outcomes, the probability of which is either unknown or does not make sense. Therefore, unlike risk, uncertainty will be subjective. Two observers, considering a certain situation, can never be equally formulated, its quantitative characteristics. This is not only because they have different levels of knowledge, but also because they have different temperaments and attitudes. Uncertainty is often caused by rapid changes in structural variables and market phenomena that determine the economic and social environment of the firm.

In the method of associations, the main sources for generating ideas are randomly selected concepts and the resulting associations and metaphors.

For the emergence of associations and the generation of ideas, it is advisable to use various metaphors: binary analogous metaphors; metaphors of catachreza containing contradictions; metaphors-riddles. Free association technology is based on principles such as free association, anti-conformism, delayed critical analysis.

Association garland method. The method of garlands of associations and metaphors is a development of the method of focal objects. First, the definition of the object's synonyms is given, as a result of which a garland of synonyms is formed. All elements of the garland of synonyms are combined with each element of the garland of random nouns.

Methods using cards

Card-based techniques can be used to create anonymity for group members and are often used when there is conflict in the idea group. Conflicts prevent the creative, constructive nature of solutions from manifesting. In addition, verbal descriptions discipline the participants, making demands on the laconic expression of thoughts, and allow visualizing the process of generating ideas, thereby connecting additional channels of perception and creating additional associations.

ADOPTION OF SD IN CONDITIONS OF CERTAINTY, RISK AND UNCERTAINTY

The differences between certainty, risk and uncertainty reflect differences in the degree of knowledge of the decision maker. If we imagine the state of his knowledge as a line of the spectrum, then at one end there will be certainty (complete knowledge), and at the other - uncertainty (complete absence of knowledge). The risk (partial knowledge) will lie in between. The position on the line of the spectrum will reflect the existing degree of certainty (or uncertainty).

The concept of certainty... Certainty is understood as a state of knowledge when the decision-maker knows in advance a specific outcome for each alternative. In other words, the decision maker has a comprehensive knowledge of the state of the environment and the results of every possible decision.

Risk concept... Risk is defined as a state of knowledge when one or more outcomes are known for each alternative and when the probability of realization of each outcome is reliably known to the decision-maker. In conditions of risk, the decision-maker has a certain objective knowledge of the environment of action and is able to objectively predict the probable essence of the phenomena and the outcome or return for each of the possible strategies.

Uncertainty concept... Uncertainty is a state of knowledge when one or more alternatives have a number of possible outcomes, the probability of which is either unknown or does not make sense. Therefore, unlike risk, uncertainty will be subjective. Uncertainty is often caused by rapid changes in structural variables and market phenomena that determine the economic and social environment of the firm.

Methods for choosing alternatives in conditions of certainty

In conditions of certainty, the decision-maker knows everything about the possible states of the essence of the phenomena influencing the decision, and knows which decision will be made. The decision-maker simply chooses the strategy, course of action, or project that will give the most bang for his buck.

In the general case, the development of decisions in conditions of certainty is aimed at finding the maximum return, either in the form of maximizing benefits (income, profit or utility), or minimizing costs. This search is called optimization analysis. Three optimization techniques are used by the decision maker: marginal analysis, linear programming, and incremental profit analysis.

Limit Analysis... Given certainty, revenues and costs will be known for any level of production and sales. The task is to find their optimal ratio to maximize profit. Limit analysis allows you to do this. It uses the concepts of marginal cost and marginal revenue (Figure 19). This figure shows the curves of income, costs and benefits, typical for microeconomic theory.

Marginal income ( MR) is defined as additional income (change in total income) received from the sale of an additional unit of a product. Graphically, it is expressed by the slope of the total income curve ( TR). Marginal costs ( MC) are defined as additional costs (change in the value of total costs) for the acquisition or production of an additional unit of production. They are graphically expressed by the slope of the total cost curve ( TC).

Incremental analysis. Incremental profit analysis deals with any and all changes in income, costs, and profits that result from a particular decision. Thus, the concept of incremental analysis covers changes in both the functions themselves and their values. The basic rule of decision is to accept any proposal that increases profits, or reject any proposal that reduces it.

Linear programming. Linear programming models are clear and relatively simple. Their use in many practically important tasks related to decision-making turned out to be highly effective, and therefore they have become quite widespread. The most well-known linear programming problems include:

 tasks about the distribution of limited resources (tasks of optimal planning);

 problems about the optimal basket of products (problems about diet, problems of optimal mixing);

 tasks of optimal cutting (materials, blanks);

 transport tasks;

 assignment tasks;

 problems of optimization of financial flows;

 tasks of optimization of payment schedules.

Methods for selecting alternatives under risk conditions

Developing a solution under risk conditions... The conditions of risk and uncertainty are characterized by the so-called conditions of multivalued expectations of the future situation in the external environment. In this case, the decision maker must make a choice of alternative (Ai), not having an accurate understanding of the factors of the external environment and their influence on the result. Under these conditions, the outcome, the result of each alternative, is a function of conditions - environmental factors (utility function), which is not always able to foresee the decision maker. To provide and analyze the results of the selected alternative strategies, a decision matrix is used, also called a payment matrix. An example of a decision matrix is given in table. 1.

Table 1

Decision matrix

A1, A2, A3- alternative strategies of action; S1, S2, S3 - the state of the economy (stability, decline, growth, etc.); E11; E12; E13; E21; ... E33;… - the results of decisions.

The numbers in the cells of the matrix represent the results of the implementation Eij strategy Ai in conditions Sj... At the same time, under conditions of risk, the probability of occurrence Sj known - wj (Sj).

Risk decision making methods use the theory of choice, called utility theory. In accordance with this theory, the decision maker chooses Ai from the set ( Ai) (i = 1 ... n), which maximizes the expected cost of its utility function E, j.

In conditions of risk, when making a decision, the main point is to determine the probability of the onset of the state of the environment Sj, i.e. the degree of risk.

After determining the probability wj (Sj) the onset of the state of the environment Sj, determine the expected realizable value of each alternative, which is the weighted average cost E (Ai):

E (Ai) =j eij wj (Sj)

where E (Ai) - result of implementation Ai ; wj (Sj) – probability of occurrence Sj.

The optimal strategy is the one that delivers the highest expected value.

6.1. Brainstorming method

The method is based on the psychological laws of collective activity and is based on the fact that the creative activity of each person is often constrained for one reason or another, among which a significant place is occupied by various barriers: psychological and communicative, social and pedagogical. The targeted focus of brainstorming (brainstorming) involves ensuring the process of generating ideas without analyzing and discussing them by the participants, and the success of its implementation depends on adherence to two main principles:

1) a group can produce ideas of a higher quality when working together than when working individually by the same people, due to a synergistic effect;

2) if the group is in a state of generating ideas, then the process of creative thinking cannot be hampered by a premature subjective assessment of these ideas.

The essence of the method is to give each member of the group the right to express a variety of ideas about the options for solving the problem, regardless of their validity, feasibility and consistency. The more different offers, the better. The participants in the discussion get acquainted with information about the nature of the problem in advance. All proposals are heard without criticism and evaluation, and their analysis is carried out centrally after the completion of the process of hearing options based on the notes made.

As a result, a list is formed in which all submitted proposals are structured according to certain parameters-limitations, as well as their effectiveness.

Brainstorming (storming) deals with an unlimited discussion, which is carried out mainly in groups of 4-10 participants. Brainstorming alone is also possible. The greater the difference between the participants, the more fruitful the result (due to different experiences, temperaments, work spheres).

Participants do not need deep and lengthy preparation and experience in this method. However, the quality of the ideas put forward and the time taken will show how familiar the individual participants or target groups are with the principles and basic rules of this method. It is positive that the participants have knowledge and experience in the area under consideration. The duration of a brainstorming session can be selected in the range from several minutes to several hours, the generally accepted duration is 20-30 minutes.

6.2. Delphi method

The aim of the method is to obtain consistent information of a high degree of confidence from a group of experts. The method was developed by employees of the American firm Rand Corporation in 1964.

It is an attempt to eliminate the contradiction that arises when organizing the work of a group of experts. Its essence lies in the fact that if experts are interrogated independently of each other, then deviations are possible within wide limits. And if experts are allowed to interact, exchange views in the process of work, this can lead to the emergence of assessments imposed by authoritative colleagues.

Therefore, when applying the Delphi method, a procedure is carried out that ensures the exchange of information about arguments and answers, without direct interaction of experts with each other. Direct discussions of experts are replaced by individual polls, taking place according to a certain program in several stages (Fig. 6.1).

The polling steps are repeated as many times as necessary to arrive at an agreed decision.

The Delphi method is often used in cases where group gathering is not possible. Moreover, in accordance with the methodology, the members of the group are not allowed to meet and exchange views on the problem being solved, independence of opinions is ensured. However, the time required to develop solutions grows significantly.

Development is carried out in the following sequence:

Group members are invited to respond to a detailed list of questions on the issue under consideration;

Each participant answers questions independently and anonymously;

The results of the answers are collected in the center, and on their basis an integral document is drawn up containing all the proposed solutions;

Each member of the group receives a copy of this material;

Familiarization with the proposals of other participants can change the opinion about possible solutions;

The previous two steps are repeated as many times as necessary to reach an agreed upon solution.

This method is applicable when there is no time limit for making a decision and agreed decisions are made by the experts themselves.

6.3. Heuristic methods

Heuristics is the science that studies productive creative thinking (heuristic activity). Heuristic methods are special methods used in the process of discovering something new. Heuristics are experience-based: rules, strategies, tricks, simplifications, or other means that significantly limit the space for finding solutions in complex problems. Heuristic methods are based on the effects of "insight" and synergy, typical conditions for the application of these methods are as follows: lack of time to substantiate a problem situation, overload with information that makes it difficult to process it.

The most well-known heuristics are the availability heuristic, the representativeness heuristic, and the anchor and reconciliation heuristic.

Availability heuristic: events that are currently easier to retrieve from memory are considered more likely by people than information that is more difficult to retrieve. It is considered easier to extract from memory what a person can vividly, figuratively recall, and what happened very recently.

The representativeness heuristic is understood as the degree of correspondence or similarity between a sample and a general population, an element and a class or category, an action and an acting person, an effect and a cause, or, in general, a correspondence between a result and a model. People consider events more likely if they correspond to a common prototype, that is, a typical representative of a concept, and at the same time, in their assessments, they often ignore significant features of the general population. They neglect baseline data, group size and probability of attack.

Finally, people make their judgments using the anchor and reconciliation heuristic. Focusing on the (insignificant) initial value, they make incorrect estimates or, if new information is available and taken into account, they do not sufficiently “reconcile” the estimates with the existing state of affairs.

6.4. Methods of morphological analysis

Method of morphological analysis. The term "morphology" (the doctrine of form, gr. Morphe - form and logos - doctrine) was introduced in 1796 by Goethe - the founder of the morphology of organisms, the doctrine of the form and structure of plants and animals. Later, the morphology of humans, soils, etc. appeared. The method is based on combining the selected elements or their features in the process of finding solutions to problems. Within the framework of this method, all possible elements are determined, on which the solution to the problem may depend, the possible values of these elements are enumerated, and then the process of generating alternatives begins by enumerating all possible combinations of these values. For the first time, morphological analysis was used to solve technical problems in 1942, when the Swiss astronomer F. Zwicky began developing rocket engines at the Airjemn Engineering Corporation.

The construction of morphological matrices allows you to quickly and more accurately navigate a variety of concepts and factors. Classification is one of the most important elements of creative activity.

When using this research method, the object must be divided into functional parts (functional and morphological signs), such, without which the object will not perform its functions. Then you should write out separately morphological features and record information about them (embodiments) without connection with the object (product), i.e. apply morphological features to other similar products. The analysis of the obtained variants reveals such combinations of them that can be missed during the usual search.

6.5. Synectic method

Synectic method. William Gordon (the author of synectics), seeking to turn the productive process that takes place in the subconscious when solving a problem, from implicit to explicit, from spontaneous to consciously controlled, in 1960 introduced a conscious search for analogies within a certain procedure (Fig. 6.2).

The term "synectics" means the combination of dissimilar elements, the connection of different, often obviously incompatible parts. The very idea of synectics is to unite individual "creators" into a single group for joint posing and solving problems. In general, synectics includes two basic processes:

1) transformation of the unfamiliar into the familiar;

2) the transformation of the familiar into the unfamiliar.

In a situation of unification, the participants are required to express their thoughts and feelings about the set creative task.

To activate and control thinking, Gordon used four types of analogies: direct; personal; symbolic; fantastic.

Therefore, the method is based on the use of unconscious mechanisms that are manifested in a person's thinking at the time of creative activity.

Unlike brainstorming, this requires special and lengthy group preparation. The group's work takes place in two stages. The task of the first is to make the unusual familiar. For this, by generalizing various situations, an unusual problem or object using the method of analogies is placed in a familiar context, and its unusualness disappears. After that, the second stage begins, the task of which is to make the habitual unusual (return to the original problem).

6.6 Collective association techniques

In the method of associations, the main sources for generating ideas are randomly selected concepts and the resulting associations and metaphors.

For the emergence of associations and the generation of ideas, it is advisable to use various metaphors: binary analogous metaphors; metaphors - catachreses, containing contradictions; metaphors-riddles. Free association technology is based on principles such as free association, anti-conformism, delayed critical analysis.

6.7 Methods using cards

Card-based techniques can provide anonymity for group members and are often used when there is conflict in the idea group. Conflicts prevent the creative, constructive nature of solutions from manifesting. In addition, verbal descriptions discipline the participants, making demands on the laconic expression of thoughts, and allow visualizing the process of generating ideas, thereby connecting additional channels of perception and creating additional associations.

Methods using flashcards include: the Crawford questionnaire method; method 635; generic similarity chart; dissection technique.

Review questions

1. List the characteristics of methods for generating alternatives. Methods for joining alternatives.

2. The essence of the brainstorming method.

3. The essence of the Delphi method.

4. Purpose of heuristic methods.

5. Methods of morphological analysis.

6. Possibilities of applying the method of collective associations.

7. Appointment of methods of synectics.

Contents 1. From the history of the method. From the history of the method From the history of the method 2. The method of associations. Method of associations Method of associations 3. Example. Example 4. The essence of the method. Step 1. The essence of the method. Step 1 The essence of the method. Step 1 5. Step 2. Selection of random objects. Step 2Step 2 6. Step 3. Composing combinations. Step 3Step 3 7. Step 4. List of features of random objects. Step 4Step 4 8. Step 5. Generating ideas. Step 5Step 5 9. Step 6. Generation of garlands of associations. Step 6 Step Requirements for chains of associations. Requirements for chains of associations Requirements for chains of associations 11. An example of creating garlands. Example of creating garlands Example of creating garlands 12. Step 7. Generating new ideas. Step 7 Step Step 8, 9. Choice of alternatives. Selection of rational ones. Step 8, 9Step 8, Step 10. Selection of the best option. Step 10 Step 10 Method of finding solutions to inventive problems

Its author is Heinrich Yazepovich Bush. For many years he worked in Riga, developing methods and techniques for a conscious-logical and intuitive-practical search for solutions to inventive problems. The method of garlands of accidents and associations (GS&A) is a development of the method of focal objects. From the history of the development of the method G. Bush set a goal: to offer a key for solving problems with a lack of information Heinrich Yazepovich Bush

This method allows you to find a large number of clues for the researcher by means of. It differs from the method of focal objects in that it gives a large number of combinations of a focal object with. This method makes it possible to find a large number of clues for the researcher through associations. It differs from the method of focal objects in that it gives a large number of combinations of a focal object with random ones. The expansion of combinations of concepts is still achieved by using the object. The expansion of the combinations of concepts is still achieved by using the synonyms of the object. Method of associations PDA Notebook Touch computer Example: garlands of PC synonyms

The essence of the method on the example given by the author: Object definition. Definition of object synonyms. Garland of synonyms: chair - chair - stool - pouf - bench. The object was CHAIR to offer new modifications to furniture makers. We solve the problem in steps. Step 1 Step 1

Composing combinations in 1 steps Combine each object under consideration with each random one (we have abbreviated). For example: Step 3 Step 3 light bulb chair, light bulb chair, slatted chair, slatted chair, pocket chair, pocket chair, beach chair, beach chair, electric chair, electric chair, flower stool, etc. flower stool, etc.

Name Signs of random objects Light bulb Glass, light and heat emitting, electric, bulb-shaped, with a base, with electrical contacts, matte, colored. Lattice Metal, plastic, wicker, welded, forged, flexible, rigid, large, small, with the same or unequal cells from elements of different materials. Pocket Front, side, back, outside, inside, invoice, false, with a zipper, for storing documents, handkerchiefs, money, writing utensils, a mirror, a flashlight, a radio. Ring Metal, wood, plastic, twisted, solid, inflatable, enamel, with galvanized coating, with an ornament, with a clock, with a radio, for sports exercises, Saturn's ring, for birds. Flower One-color, multicolored, fragrant, cup-shaped, spotted, automatically turning to the sun, umbrella, self-opening, field, mountain, autumn, water, garden, with thorns, symmetrical, medicinal, hairy. Beach Sea, river, sunny, sandy, pebble, smooth, hilly, narrow, wide, long. Compiling a list of features of random objects Step 4

Generating ideas by alternately attaching features from a table to an object and its synonyms. If you take only the signs of a light bulb, you can get: a glass chair, a heat-emitting chair, a bulb-shaped pouf, etc. Generating Ideas Step 5 Step 5

Requirements for chains of associations It is necessary that the chain of generated associations develops taking into account the alternation of the object and its characteristics and takes into account not only technical, but also ergonomic, psychological, aesthetic and other functions of the object. Associations are the interconnections of objects and phenomena of activity, reflected in the consciousness of a person.

An example of creating garlands Let's reason. Glass light bulb. What does the word "glass" resemble? Maybe fiber. What does it resemble? Someone weaving, knitting. Someone associates with a grandmother treating rheumatism at a resort in the south, etc. The chain can be huge: etc. If we take other objects and signs (and there are about 100 of them) and count the garlands of 40 elements, then there will already be 4000 elements! We argue. Glass light bulb. What does the word "glass" resemble? Maybe fiber. What does it resemble? Someone weaving, knitting. Someone associates with a grandmother treating rheumatism at a resort in the south, etc. The chain can be huge: glass - fiber - knitting - grandmother - rheumatism - resort - south, etc. If we take other objects and signs (and there are about 100 of them) and count the garlands of 40 elements, then there will already be 4000 elements!

Elements of the garlands of associations are alternately attached to the elements of the garland of the object's synonyms. Glass chair, fiberglass chair, knitted pouf, grandmother's stool, sciatica chair, heat (or heat generating) chair, etc. Combinations that are devoid of rational content can be obtained. Generating new ideas Step 7 Step 7

A decision is made: are there enough garlands of associations to select useful ideas? Choosing an alternative There are several stages: - rejection of clearly irrational options; - selection of the most original variants of dubious utility, which attract by surprise; - determination of acceptable options. There are several stages: - discarding obviously irrational options; - selection of the most original variants of dubious utility, which attract by surprise; - determination of acceptable options. Assessment and selection of rational options Step 8 Step 8 Step 9 Step 9