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Kepner and Tregoe method A to Z of Creativity Techniques

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This technique emphasises the ‘rational’ rather than the ‘creative’, it is essentially a method for fault diagnosis and repair rather than for disorganized or systemic problem domains, or those where freshness of vision is essential. Kepner and Tregoe (1981) describe the method below, but its origins date from the 1950’s. The method is fully developed, with recommended techniques, worksheets, training programme's, etc. The headings below provide a bare outline and it follows two main stages, each has seven steps:

Problem Analysis 1. You should know what ought be happening and what is happening, this can then be expressed as a deviation, comparing them and recognising a difference that seems important to you. 2. Ascertain provisional problem priorities (how urgent/serious or likely to become so) and pick a problem to work on. Break down unhelpful problem categories (e.g. ‘communication problems’). If the cause is immediately apparent you can pass straight to Decision Making (below). 3. Investigate and identify the problem deviation (what, where, when, and to what extent). 4. Identify features that distinguish what the problem is from what it is not. 5. Identify the potential cause(s) or contributory factors of the problem, these should be clear-cut events or changes that lead to the problem and are clearly associated with the occurrence of the problem. What the problem is rather than the problems absence, what it is not. Preferably you identify just one predominantly good contender.

6. Attempt to infer any likely causes of the problem, by developing hypotheses that would explain how the potential cause(s) could have caused the observed problem. 7. Now test the potential cause of the problem, checking that it is not only a potential cause, but also that it is the only cause (e.g. that occurrence of this problem is always and only associated with occurrence of this cause or combination of causes).

Decision-Making 1. Set up specific requirements: 

Expected results (what type, how much, where, when)



Resource constraints (personnel, money, materials, time, power, etc.)

2. Prioritise your needs (distinguishing ‘musts’ and ‘wants’) 3. Develop optional supplies of action. Kepner-Tregoe suggests systematically investigating each requirement and identifying ways of accomplishing it. Alternatively, other idea generation methods could be used. 4. Rate the alternatives against requirement priorities (e.g. Comparison Tables). 5. Choose the best option as a provisional solution 6. Identify potential unfavourable consequences. A possible checklist is given in the table below: Possible Adverse Consequences Capital, outgoings, return Security, adaptability Space, flexibility, location Economy, competition, law, government

Motivation, skills, health Source, availability, handling, storage Relationships, communications Quality, quantity, pace, timing

1. Plan implementation, including minimising adverse consequences and monitoring progress.

Category:Creativity Techniques Creativity and Innovation Techniques an A to Z This page is a category. It makes a table

This A to Z of Creativity and of contents of the pages in this "group". Innovation Techniques, provides an To add a page to this Category: introduction to a range of tools and techniques for both idea generation 1. go to that page (Creativity) and converting those 2. click the edit tab ideas into reality (Innovation). Like 3. put this in the page: most tools these techniques all have [[Category:Creativity Techniques]] their good and bad points. I like to think of these creativity and The page will then be listed here! innovation techniques as tools in a toolbox in much the same way as my toolbox at home for DIY. It has a saw, spanner, hammer, knife and all sorts of other things in it, they are all very useful, but you have to pick the right tool (creativity / Innovation technique) for each job. This site will try and provide a little guidance along with each tool to let you know whether it's best used for cutting paper or putting in nails. For the future, the aim is to also have sub-categories which will identify Techniques for; Problem Definition - including problem analysis, redifinition, and all aspects associated with defining the problem clearly. Idea Generation - The divergent process of coming up with ideas. Idea Selection - The convergent process of reducing all the many ideas into realistic solutions Idea Implementation - Turning the refined ideas in reality. Processes - Schemes and techniques which look at the overall process from start to finish (or at least 3 of the above 4 areas).. Special thanks to the Open University for their kind permission to use material from their publication B822.

Subcategories This category has the following 5 subcategories, out of 5 total.

I Idea Generation Idea Implementation Idea Selection

P Problem Definition Processes

Pages in category "Creativity Techniques" The following 192 pages are in this category, out of 192 total.

7

F cont. 7 Step Model

A

P cont.

Fishbone Diagram

Progressive Hurdles

Five Ws and H

Progressive Revelation

Flow charts

Provocation

AIDA Focus Groups

Q

ARIZ Focusing Adaptive Reasoning

Q-Sort Force-Field Analysis Quality Circles

Advantages, Limitations and Force-Fit Game

Unique Qualities Algorithm of Inventive Problem Solving

R

Free Association Fresh eye

Random Stimuli

G

Rawlinson Brainstorming

Alternative Scenarios

Receptivity to Ideas

Analogies

Gallery method

Anonymous Voting

Gap Analysis

Assumption Busting

Goal Orientation

Assumption Surfacing

Greetings Cards

Attribute Listing

Reciprocal Model Reframing Values Relational Words Relaxation

H

Reversals

B

RoleStorming

Help-Hinder Backwards Forwards

Heuristic Ideation

Planning

Technique

Bodystorming

Hexagon Modelling

Boundary Examination

Highlighting

Boundary Relaxation

Brainwriting Browsing Brutethink Bug Listing

SCAMMPERR SCAMPER SDI

I

SODA

BrainSketching Brainstorming

S

Idea Advocate

SWOT Analysis

Idea Box

Sculptures

Ideal Final Result

Search Conference

Imagery Manipulation

Sequential-Attributes

Imagery for Answering

Matrix

BulletProofing

Questions

Similarities and

Bunches of Bananas

Imaginary Brainstorming

Differences

Implementation

Simple Rating Methods

Checklists

Simplex

Improved Nominal Group

Six Thinking Hats

Technique

Slice and Dice

Interpretive structural

Snowball Technique

modeling

Soft Systems Method

Ishikawa Diagram

Stakeholder Analysis

C CATWOE Card Story Boards Cartoon Story Board Causal Mapping Charrette Cherry Split

K

Sticking Dots

Chunking Circle Time

KJ-Method

Circle of Opportunity

Keeping a Dream Diary

Clarification

Kepner and Tregoe

Classic Brainstorming

method

Cognitive Acceleration

Stimulus Analysis Story Writing Strategic Assumption Testing Strategic Choice

L

Approach

Collective Notebook

Laddering

Strategic Management

Comparison tables

Lateral Thinking

Process

Component Detailing

Listing

Successive Element

Concept Fan

Listing Pros and Cons

Integration

Consensus Mapping

M

SuperGroup

Constrained BrainWriting

SuperHeroes Metaplan Information

Contradiction Analysis Controlling Imagery

Systematic Inventive Mind Mapping

Crawford Slip Writing

Morphological Analysis

Creative Problem Solving -

Criteria for idea-finding

Critical Path Diagrams

D

Thinking

T

Morphological Forced

CPS

potential

Synectics

Market

Connections

TILMAG

Multiple Redefinition

TRIZ

N

Talking Pictures Technology Monitoring NAF

DO IT

NLP

Decision seminar

Negative Brainstorming

Delphi

Nominal Group

Dialectical Approaches Dimensional Analysis

Technique Nominal-Interacting

Think Tank Thinkx Thril Transactional Planning Trigger Method

Disney Creativity Strategy

Technique

Trigger Sessions

Do Nothing

Notebook

Tug of War

Drawing

O

U

E Observer and Merged

Unified Structured

Escape Thinking

Viewpoints

Inventive Thinking

Essay Writing

Osborn's Checklist

Using Crazy Ideas

Estimate-Discuss-Estimate

Other Peoples

Using Experts

Exaggeration

Definitions

Excursions

Other Peoples

F

V Value Brainstorming

Viewpoints

Value Engineering

P

Visual Brainstorming

F-R-E-E-Writing Factors in selling ideas

PDCA

False Faces

PIPS

Visualising a Goal

W

PMI Paired Comparison Panel Consensus Paraphrasing Key Words Personal Balance Sheet Pictures as Idea Triggers Pin Cards Plusses Potentials and Concerns Potential Problem Analysis Preliminary Questions Problem Centred Leadership Problem Inventory Analysis - PIA Problem Reversal Productive Thinking Model

Who Are You Why Why Why Wishing Working with Dreams and Images