Trigger Response and Synectics in Production Creativity
Trigger response is technique developed by George Muller, director of design at Ford Motor Company.A group or groups of 8 to 12 people are established. Each group defines the problem it’s working on. All groups may work on the same problem or on separate problems, sometimes with a large group of people. The entire group can decide on the problem to solve, then break into teams of 8 to 12 people. Once the problem is defined and the desired solution clearly stated, each group draws two lines down a piece of paper. This gives three columns. Each group lists in the first column all the solutions to the problem group members can think of. Each group gets 8 to 10 minutes to write down solutions. A feeling of pressure needs to be created to encourage quick solutions.
Someone is picked at random from one of the groups to read the list. All other groups strike out duplications and at the same time write down in column two any new ideas triggered. The process is repeated once again to fill column three.
After each group has completed the process, the lists are collected and discussed with all participants to see if any other thoughts occur. The final lists are then given to an interdisciplinary group of executives to discuss and evaluate. This is basically a form of “forced relationship” brain-storming and can be executed in various ways to stimulate creativity.
Synectics
In 1961 William J. J. Gorden wrote Synectics, The Development of Creative Capability, published by Harper & Row Publishers, Inc.’ Synectics, from the Greek, means the joining of different and apparently irrelevant elements. Synectics theory applies to the integration of diverse individuals into a problem-stating problem- solving group. It is difficult for a company to employ synectics as a creative technique without a trained leader. The synectics approach is based on four key concepts:
1. Listen: Unstructured meetings are often long on talking and very short on “active listening.” Synectics encourages listening through a skilled moderator writing on a flip chart, reinforcing to make sure no ideas are lost, and controlling the discussion so all members can express their views fully.
2. Spectrum Policy: This is the concept that most ideas may be bad but can be moved along a spectrum by identifying and building on good points until an acceptable solution is reached.
3. Common Understanding: The process uses role playing between the leader, the group, and someone designated as the “client” with the problem or need. This forces a common understanding and attention on a central issue.
4. Group Leader: As mentioned previously, a skilled group leader is critical to facilitate the process and avoid the usual jockeying for leadership that subconsciously or consciously occurs in group dynamics.
A typical synectics session runs for two or three days and the basic flow is repeated many times. The group is usually composed of personnel from inside the organization, but outsiders, including consumers, can be useful group members. One of the major benefits of a good synectics session is its ability to integrate marketing, R&D, engineering, and manufacturing points of view.
