Creativity Def

Molwickpedia From Google Toolbar

MOLWICKPEDIA Free online science books Philosophy of evolution, history and life Biology of the brain and psychology of cognitive functions

GLOBAL COGNITIVE THEORY INTELLIGENCE, INTUITION AND CREATIVITY

Web

Molwickpedia Wikipedia Index

writer, teacher, or performer – runs up against a mental block from time to time. Getting unstuck can be a o keep your creative juices flowing. SpicyNodes, an intuitive, innovative Web-based tool, can be your ts of information and multimedia, you can let your thoughts, plots, or ideas take flight and follow their ever be without a vehicle for self-expression and inspiration.

asy, intuitive, interactive – and free. You can be up and running in no time at all.

e allowing you to connect the dots as your ideas and thoughts evolve.

unleash and unblock your creativity.

1. Theory intelligenc 2. Definition intelligenc o Relati defini o Cond defini o Multip intelli 





3. Elegant in and knowledge manageme process o Autom functi 

o

Reliab functi 

o

Less brain 

o

Ultraf functi 

o

Comp mix

3.e) Definition of creativity To begin with, I believe that creativity is another of the qualities that is essential to the life of living beings. Keeping to the topic of human ability, it seems clear that all people are creative to a greater or lesser extent, just like with intelligence and beauty. When the concept of creativity is used in reference to language, it is as an adjective that refers to a person who is particularly talented in comparison to the average of the rest of the population. A slightly creative person is definitely more creative than a very creative cat! For me, a good definition of creativity is a subset of intelligence, meaning a group of basic relational or elemental functions with a high association of reliability; that is a particular subset of conditional intelligence. Strictly speaking, this last requirement is essential for intelligence; if the brain's functions responsible for creating logical relations often make mistakes, this would not be intelligence, but rather something else that I call intuition, but, if mistakes were almost always made, this would be called a lack of intelligence. This subset is formed by those functions that make the creation, design, invention, imagination, etc. of new concepts or ideas easier. The demand of high reliability for creativity appears paradoxical because it does not seem that the same justification of "gravity of possible error" that we used for intelligence, can be applied in this instance. Not only is an error not considered something serious in creative processes, but mistakes are also considered normal. Nonetheless, given that creativity requires various successive operations to be carried out in order to exist, if errors are made by elemental functions, it is not very likely that the final result will be good; we may find new creations due to chance but not creativity. However, we should not lose sight of the fact that an absolute conceptual definition of creativity is not easy, as we have also

previously cited, language is precisely characterized by the contrary of this. The possibility that one of the important causes behind creation is due to a defective function in sensorial perception is widely accepted in regards to certain important artistic creations. On the other hand, if we think about the specific subset of the functions of creativity, we will realize that they deal with particularly complex functions of intelligence; that is, if we were talking about more packets of elemental functions in which all should operate with a high degree of reliability. Therefore, it is not so much that the complex function (creativity) does not generate errors, but rather that the elemental functions or parts (intelligence) do not generate them. So, a more concrete definition of creativity would be formed by complex functions or packets of basic functions of intelligence that support the capacities of: • • •

• •

•

•

Carrying out extrapolations and estimations of the result, given the existing relations. Understanding the limits of the parameters involved in the relations. Detect the change in relation caused by a change in the parameters, otherwise said, qualitative implications for quantitative changes. Simultaneous management of various dimensions. Perform changes in scale or model variables, changing new parameters, and returning to the initial scale or model variable in the appropriate point of the corresponding changes of the original parameters. That is, the concepts related to the different types of applications defined in the relatively modern math of groups. Functions related to advanced statistical thought such as distinction between an average value and a normal value, a different value and a rare value, and distinction between a particular case and general values. Any others that respond to the stated concept.

Plausibly, to be creative in a specific subject, it is not necessary to have all the previous functions. Nonetheless, aside from some of the previous common functions, the following should also be present: both elemental capacities of intelligence associated to this subject and the specific capacities that do not form a part of intelligence, whether dealing with music, football, economics, etc. Consequently, I think that intelligent people tend to be more creative, and this tendency is more apparent the more intelligent someone is.

This tendency also exists the other way around (the less intelligent, the less creative), but, in my opinion, it is not as strong because of the particular intelligence associated and the specific capacities. A person can be very intelligent and have a subset of creativity functions that are not very operative! A person can be very creative and not very intelligent if other important elemental functions fail! From another point of view, we can see how colloquial language practically depicts these meanings perfectly. A genius is a person who is very intelligent and creative. Ok, but if we are referring to an intellectual genius, we understand that he/she is (or was) very creative, but if we are talking about a genius known for his/her creativity we understand that he/she probably is (or was) fairly intelligent, but we cannot be as sure as in the first case. In the next point we will speak about the genetic structure of intelligence. Creativity, in regards to its hereditary nature, is a special example because it has two sides to it; one side, being or forming a part of intelligence, and the other dealing with the specific subject of creativity, such as, music for example. Continuing with this example, we could say that while the VGI method is not applied to the genetic transmission of musical or specific ability and that the capacities associated to the genetic information received from both progenitors (union) will be expressed; in the transmission of musical creativity the rules of the stated method will be applied for the relational functions being part or a subset of intelligence, only showing the capacities derived from genetic information that is present simultaneously in the two sources of information received from the progenitors (intersection).

Mª José T. Molina Stories for children Globalization of science Free online science books with new theories © 1992 - 2008, All rights are reserved

Global Cognitive Theory Other books The brain and computers. Evolutionary psychology GTCEL-New evolutionary theory Intelligence, intuition and creativity Memory, language and other brain abilities Will, decisionThe Global Scientific Method making process and artificial intelligence The EDI Study

best practice process for innovation identified by a Europe-wide EFQM Benchmarking Study in 1999 is:

1. 2. 3. 4. 5. 6.

Idea generation. Idea collection. Selection. Development. Implementation. Follow-up and review.

(contd)

hy Are So Many People Raving About Gerald "Solutionman" Haman' s World First novation Software For The iPod & iPhone? Use This Tool For Solving Problems ter, Be More Creative and Innovative While Saving Time & Money?"

ormerly Frustrated Thinkers And Almost Burned Out Problem Solvers Ar w Thinking Faster While Experiencing Over 500% More Creativity And pid Problem Solving... Now YOU Can Too:”

Solution Seeker, you ever had a problem? Needed a solution? Is someone or something stifling your innovative or creative process?

lack of ability to think on a “higher level” holding you back?

ou:

d yourself “stuck” in critical moments in need new and exciting ideas? ed yourself, "How did they come up with that?" or “Why didn’t I think of that”? rry your conversations are dull when compared to your witty friends? l like other people are thinking faster and better? nder if you are the “weakest link” in the corporate ladder? silent in ideation sessions, only to be disappointed by their outcomes?

u are not alone!

no longer need to feel that you are at a mental disadvantage. The PodBrainer can help. You use your iPod every day to music, organize and or to get “tasks” done. Imagine using the very same iPod as a robust innovation and creativ with the ability to help you think smarter and faster, solve problems, impress clients, implement processes, sell produ mprove your income all at once.

may be thinking, "It can’t be that easy, How can one tool accomplish all that?”

answer is simple. PodBrainer accomplishes all this by harnessing the power of the most valuable item you own: YOUR N!! Now you can become a master innovator and creative problem solver when you use my latest invention,

Introducing PodBrainer Accelerated Innovation and Creativity iPod eTool Innovation Software for your iPod

The quickest, easiest, and most profitable way to generate breakthrough ideas in a f

ame is Gerald “Solutionman” Haman, and I have created thinking tools used by over 100,000 people around the wor

ompany SolutionPeople has helped over 150 of the FORTUNE 500 companies generate over 2 MILLION ideas valu ver 3 BILLION dollars. I am confident that the PodBrainer will help you generate more ideas than you have ev ined and find the BEST answers to any goal, challenge or problem.

s a rare opportunity for you to own a tool sold exclusively to trainers, corporate clients & business partners, and

R sold in stores.

For the first time ever you can

PodBrainer for your iPod Video or iPod Nano through this secure site

nnovators around the world already using PodBrainer to:

Invent New Products Develop Services Sell Ideas Draft Business Plans Improve Quality Enhance Performance Plan Meetings and Events Manage Projects Produce Marketing and Advertising Concepts Exercise the Brain Achieve Goals Overcome Challenges Solve Problems Think Faster Write movies, music, & manuscripts

• • • • • •

Increase Innovation Cultivate Leadership Facilitate Teams Team Problem Solving Coach People Author Books Plan Careers Improve Memory Educate Students and Children Investigate Needs Create Ideas Evaluate Solutions Activate Plans Celebrate Results Replicate Success

•

AND MANY MORE!

• • • • • • • • •

Become one of today’s innovative compa apital One, Motorola, and American Express by using PodBrainer’s Accelerated Innovation process.

PodBrainer for your iPod to start your own innovation revolution NOW!

W EASY IS IT?

o easy to use. . . PodBrainer will increase your ability to pitch more effectively, sell more efficiently, and ideate lessly. It will help you gain the edge your competitors are lacking.

rainer’s 4-Step Accelerated Innovation process teaches you to (1)Investigate, reate, (3) Evaluate, and (4) Activate your way to a higher level of thought performance.

’s what you do: Identify an overall goal, challenge, or problem. Prepare to record your ideas on ExcelBrianer and WordBrainer or paper. Start with Step 1. Investigate . Customize flashing option to meet your style: Random, or Logical. Scan cards and brainstorm ideas relating to your goal, challenge, or problem. Skip cards that do not prompt ideas. Prioritize top ideas at the end of brainstorming. Go to step Step 2. Evaluate and repeat.

PodBrainer’s color-coded cards and innovation language of questions, quotes, what words, how words, and images to start your imagination.

W, Let’s try it out . . .

chosen sample words and questions from the 200 “cards” in PodBrainer to demonstrate.

st, think of a goal, challenge or problem...

rd your responses as you work through the steps below.

Step 1. Investigate Needs Ask Yourself: What is needed, wanted or wished? Consider: Motivations, Facts, Perceptions. . . What If You Could: Define/Redefine, Discover. . . Think About : “It isn’t that they can’t see the solution; it is that they can’t see the problem.”- G. K Chesterton

Now that you have identified Needs, you are ready to Create

Step 2. Create Ideas Ask Yourself: What is impossible to do today, but if it could be done, would change the situation? Consider: Options, Possibilities, Emotions. . . What If You Could: Synthesize, Recycle. . . Think About: “Creation comes before distribution – or there will be nothing to distribute.”- Ayn Rand

As you Evaluate your ideas,

ider your responses to Step 1

Step 3. Evaluate Solutions

Ask Yourself : What are the potential evaluation criteria? Consider: Strengths, Weaknesses, Opportunities, Threats. What If You Could : Rank, Rate, Prioritize. . . Think About: “Objections are expressions of interest.”- Zig Ziglar

You should now have action

tions. Finalize your best plan(s) in Step 4

Step 4. Activate Plans Ask Yourself: What are potential obstacles or challenges, and how must they be overcome? Consider: Communities, Relationships, Budgets. . . . What If You Could : Implement, Realize, Inspire. . . Think About : “An ounce of actions is worth a ton of theory." - Friedrich Engels

See how eas

at was?

-Step process will help you create qualified action plans that will catapult your ideas to the next level-PROFITS.

stomize PodBrainer's settings to meet your thinking needs.

an pause “flashing” at any time,or view the 4 Steps in logical or random mode, but that’s not all . . . The options a ess.

are some of my “Solutionman Suggestions” for using this high tech, high powered, innovation eTool:

Brainstorm alone or in groups using LCD monitors to maximize ideation with the PodBrainer iPod eTool anywhere. Use PodBrainer to project during large group sessions, in team meetings, or at home for personal use. Use a blank document to take notes while using PodBrainer for idea generation. Use PodBrainer compatible ExcelBrainer and WordBrainer templates for maximum recording ROI on your PC or Ma Develop plans further with SolutionPeople’s worksheets to emphasize your goals and highlight your best solutions. Display PodBrainer on your TV, Plasma, LCD monitor to aid in facilitations. Enjoy PodBrainer’s iMusic soundtrack (sold separately) and “entrain your brain” while working on other projects. Experiment with PodBrainer’s random and logical mode to see which works best for you.

k of staring at BLANK flip charts? PodBrainer will help you fill them up quickly.

archers at Northwestern University and Wayne State University found that using the PodBrainer too eased creativity levels by 500% over traditional brainstorming with flip charts.

markably Effective (and Amazingly Simple) Way to Predict Significant ROI ”

—generally known as “Return On Investment”— has evolved. The new ROI is “Return On Innovation”—can be defined otal value of ideas generated in a meeting, idea session, or facilitation, compared to the total investment required to uce it.

(Please click play twice to play)

SolutionPeople offer (Return On Ideas) guarantee. u use the PodBrainer and are unable to generate ideas worth more than your $99 investment, return PodBrainer for d.

with volume discounts. e call SolutionPeople for additional volume discounts for meetings or conferences- we are always happy to help at 31 BULB.

PodBrainer to achieve the maximum ROI by investing only $199 $97 (for a limited time) in a tool that will bring urable ROI and value to your organization, relationships, and life.

me is money.

ical factor in the innovation process is time. A study by the American Productivity and Quality Center found that the to creative thinking is the lack of time. PodBrainer saves users critical hours each week over traditional brainstormin ods:

ow YOU Too Can Generate Ideas Worth Thousands or Millions of Dollars Us PodBrainer Tool”

vators at Capital One used the PodBrainer’s techniques to generate ideas valued at over

273 million dollars.

esults were so spectacular, that the American Society for Training & Development awarded Capital One and ionPeople with a Learning Excellence Citation.

rainer has been used by Motorola, General Mills, Valvoline & Kraft to develop new product ideas.

t Guaranteed Results. y your PodBrainer eTool for only $199 $97!

s Valuable Tool Holds Nothing Back!

OOKING FOR FREE STUFF?

hase PodBrainer and receive: FREE WordBrainer & ExcelBrainer Templates for your PC, a $198 VALUE! FREE Video Tutorial FREE QuickStart Guide

RODUCTORY SALE: Own PodBrainer For Your iPod Now for Only $199... ONLY $97!

investment is only US $97 and I am confident you will generate ideas worth much more. You may wonder, is the rainer really worth almost $97? A survey of 1,000 tool users revealed that 90% of them generated ideas val ver $1,000 during their first use of the PodBrainer. One team from Valvoline used the PodBrainer content in an on session which yielded solutions valued at over $100 million dollars.

here to get your FREE GIFT! Order now and receive a WordBrainer & ExcelBrainer template

($198 VALUE) for OUTRAGEOUS ROI, from OUTSTANDING Innovation Tools,

lly,

ld “Solutionman” Haman, Creator The “Brainer” Tool collection

If you're not happy with my PodBrainer for any reason, we will buy it back. Period. the end of your 30 days use, you have not improved your innovation or creativity performance, come up with ideas t eel will bring you measurable ROI, I'll give you your money back!

yourself a serious chance to catapult your profits with PodBrainer iPod eTool

CLICK HERE To Order PodBrainer

Online Now For $199.00 ... Only $97.00 for a limited time!

Value Your Privacy! ill NEVER share your email with anyone for any reason.

E BRAIN BEHIND PODBRAINER

87 Gerald Haman began researching thinking tools while in graduate school at the University of Minnesota. In 1989, sed one of the world’s first tools specifically designed to foster innovation. That tool, called the Pocket Innovator, gai im and was recommended by FORTUNE magazine. PodBrainer eTool is a culmination of Haman’s 15 years of experien ing innovation tools that have been used by over 100,000 people around the globe. The PodBrainer is the evolution an’s creativity and innovation tools which include the KnowBrainer, FlashBrainer, Pocket Innovator, Pocket Persuader, et Problem Solver and customized tools such as Kraft’s Diamond Miner tool.

erly an award-winning manager with Procter & Gamble and Arthur Andersen, Gerald “Solutionman” Haman has oped processes and models for innovation that are being utilized around the world and by over 150 Fortune 500 anies. Haman is founder of SolutionPeople®, developer of the Thinkubator®, and serves as an adjunct professor of ation at Northwestern University. He has been profiled in 50 major news publications including FAST Company, The Times, Newsweek Japan and Investors Business Daily.

an gained international acclaim for establishing a world brainstorming record by facilitating 8,000 people in a athon® at the Singapore Stadium to generate 454,000 ideas in less than 60 minutes.

Gerald Haman's techniques, his SolutionPeople staff and the Thinkubator, make thinking and problem solving fun and charming again, as it was in our youth... It's addictive!" - Jerry Meyerhoff, Distinguished Engineer, Motorola

ollowing Companies Who Have Benefited From SolutionPeople's Products & Services:

Join The Innovators F

© 2007 Copyright SolutionPeopleTools -SolutionPeople - Thinkubator, Chicago All rights reserved

| Search

thiagi.com

Freebies

Training Games

DOUBLE BRAINSTORMING

DOUBLE BRAINSTORMING If you have a group of 30 participants, it is a good idea to divide them into teams to ensure increased participation. Instead of organizing static teams, you can also keep rearranging them to prevent premature groupthink. Let's assume that you are facilitating this group of 30 participants to brainstorm ideas for increasing sales in your organization. Here is technique for profiting from convergent and divergent thinking: Give each participant an index card with a letter-number combination. Then ask the participants to find the others with the same letter and form themselves into five teams of six members: A1, A2, A3, A4, A5, A6 B1, B2, B3, B4, B5, B6 C1, C2, C3, C4, C5, C6 D1, D2, D3, D4, D5, D6 E1, E2, E3, E4, E5, E6 Assign a different role to each team (example: marketers, customers, designers, producers, and engineers) and ask its members to brainstorm ideas in the perspective of that role. After a suitable pause, stop the activity and ask the participants to find the others with the same number and form themselves into six teams of five members:

A1, B1, C1, D1, E1 A2, B2, C2, D2, E2 A3, B3, C3, D3, E3 A4, B4, C4, D4, E4 A5, B5, C5, D5, E5 A6, B6, C6, D6, E6 Point out that each team is now a diverse team with its members representing five different roles. Ask the teams to continue brainstorming, with its members maintaining their individual role perspective. Encourage the participants to "cheat" by recycling ideas from the earlier session. Ask each team to prepare a list of five recommendations. Combine these recommendations, remove duplicates, and ask each participant to individually select the top five from the common list. Use these selections to identify the top five recommendations.

• • • • •

Skip Navigation HOME ABOUT US RESOURCES STAFF FORMS

Lead ~ Serve ~ Learn

Mason's Resource For: • • • •

Service-Learning Alternative Breaks Volunteer Opportunites Leadership Minor

R U L E S F O R B R A I N S TO R M I N G 1. No criticism, evaluation, judgment, or defense of ideas during the brainstorming session. 2. No limit on "wild" ideas, no matter how outrageous or impractical they seem. Every idea is to be expressed. 3. Quantity is more desirable than quality. 4. "Piggybacking"- building on ideas - is encouraged. 5. Everyone must be encouraged to participate. 6. Record all ideas - i.e.: on a piece of flipchart paper. 7. Choose " top 5 ideas" - combine similar ideas when appropriate. 8. Individually rank ideas. 9. Decide, as a group, which idea will be enacted first.

CQ Home

Search

Indexes

E-books

Daily Ezines

Bemorecreative

Creativity and the Learning Process As I studied the creative process I realized, in retrospect, that I probably opted for five components because of my work in teaching and with health education. These processes are often described as consisting of five parts. The Sure-Fire Five Step Learning Process consists of: Step One: look Step Two: see what you look at Step Three: understand what you see Step Four: learn from what you understand Step Five: act on what you learn Health education is also a learning (or often a relearning process) is which one attempts to replace un-healthy habits with healthy habits. My personal version of the health education process, PICCA, consists of five steps: P = Perception and understanding of the problem I = Information transferral relevant to the problem C= Comprehension of the information C= Conviction to propose solutions and actions A= Application of the solution and actions

Another approach to learning and habit formation is described in the book, The 7 Habits of Highly Effective People by Stephen Covey. The author defines habit as the intersection of three components: 1) knowledge (the what to, why to) 2) skills (the how to) 3) desire (the want to) Just as the all the components of health education must work together to result in the establishment of good health habits, the components of knowledge, skills and desire intersect to produce effective work habits. These examples led me to the conclusion that there is a close parallel between the learning and creative processes. This relationship is shown in the following table:

LEARNING PROCESS LOOK SEE UNDERSTAND LEARN ACT

HEALTH EDUCATION PERCEPTION INFORMATION COMPREHENSION CONVICTION & SOLUTIONS APPLICATION

Lateral Thinking (DeBono) Overview:

COVEY'S "7 HABITS"

FRANK'S CREATIVE PROCESS

KNOWLEDGE (what to & why to)

FORAGE

SKILLS (how to)

REFLECT ADOPT

DESIRE (want to)

NURTURE KNUCKLE DOWN

Edward de Bono has written extensively about the process of lateral thinking -- the generation of novel solutions to problems. The point of lateral thinking is that many problems require a different perspective to solve successfully. De Bono identifies four critical factors associated with lateral thinking: (1) recognize dominant ideas that polarize perception of a problem, (2) searching for different ways of looking at things, (3) relaxation of rigid control of thinking, and (4) use of chance to encourage other ideas. This last factor has to do with the fact that lateral thinking involves low-probability ideas which are unlikely to occur in the normal course of events. Although De Bono does not acknowledge any theoretical antecedents for lateral thinking, it seems closely related to the Gestalt theory of Wertheimer . His work is also highly relevant to the concept of creativity . Visit the De Bono web site for up-to-date information on his work. Scope/Application: Lateral thinking applies to human problem-solving. DeBono (1971a) discusses the application of lateral thinking to management development and DeBono (1971b) provides an interesting study of lateral thinking in children. Some of his recent work has focused on schools (e.g., DeBono, 1991). Example: The following anecdote is provided by DeBono (1967). A merchant who owes money to a money lender agrees to settle the debt based upon the choice of two stones (one black, one white) from a money bag. If his daughter chooses the white stone, the debt is canceled; if she picks the black stone, the moneylender gets the merchant's daughter. However, the moneylender "fixes" the outcome by putting two black stones in the bag. The daughter sees this and when she picks a stone out of the bag, immediately drops it onto the path full of other stones. She then points out that the stone she picked must have been the opposite color of the one remaining in the bag. Unwilling to be unveiled as dishonest, the moneylender must agree and cancel the debt. The daughter has solved an intractable problem through the use of lateral thinking. Principles: 1. To get a different perspective on a problem, try breaking the elements up and recombining them in a different way (perhaps randomly).

The Mind Map as a Creative Thinking Mechanism

The Mind Map is perfectly suited to innovative thinking as it consumes all the skills commonly found with creativity, especially imagination, association of ideas and flexibility. Psychological research has identified several fundamental elements in creative thinking including: the use of colors, shapes, dimensions, unusual elements, the adjustment of conceptual positions and response to an emotionally appealing objects. Mind Mapping principles are a peripheral manifest of all of these defined categories: it is a peripheral manifest of the complete thinking process. The nearly identical nature of creative thinking and mnemonic (memory) principles confirms the Mind Map as the essential and natural tool for these forms of thoughts.

Applying the creative thinking Mind Mapping technique correctly can facilitate individual Mind Mappers to create at least twice as many innovative ideas as a traditional large brainstorming group in the same period of time. Tony Buzan (the founder of Mind Mapping) states there are five stages in the creative thinking process: 1) The Quick-Fire Mind Map Burst Begin by drawing a stimulating central image that represents the general topic of interest. Your image should be placed in the centre of a large blank page, and from it should radiate every idea that comes into your mind on that subject. For about twenty minutes you should let the ideas flow as fast as

possible. Having to work at speed unchains your brain from habitual thinking patterns, and encourages new ideas. Many of these new ideas may at first seem absurd, however do not disregard these ideas as they often hold the keys to new perspectives and breaking old habits. 2) First Reconstruction and Revision Have a short break, allowing your brain to rest and begin to integrate the ideas generated so far. Then make a new Mind Map, in which you identify the major branches, categorizing, building up hierarchies and finding new associations between your preliminary ideas. It may become noticeable that similar or identical concepts are present in several different places of your Mind Map. These should not be dismissed as unnecessary repetitions as they are fundamentally ‘different’ in that they are attached to different branches. These peripheral repetitions reflect the underlying importance of ideas which are buried deep with your store of knowledge but which actually influence every aspect of your thinking. Following your brain’s flow, the Mind Map explores your current thought in this new centre to replace the old. In due course this new centre will itself be placed by a new and even more advanced concept. The Mind Map therefore aids and reflects intellectual exploration and growth. 3) Incubation Sudden creative realizations often come when the brain is relaxed such as sleeping, day dreaming and running. This is because such states of mind allow the radiant thinking process to spread to the farthest reaches of the brain, increasing the probability of mental breakthroughs. 4) Second Reconstruction and Revision After incubation your brain will have a fresh perception on your first and second Mind Maps, so it will be useful to do another quick fire Mind Map burst. During this reconstruction stage you will need to consider all the information gathered and integrated in stages 1, 2 and 3 in order to make a comprehensive final Mind Map. 5) The Final Stage You now need to search for the solution, decision, or realization which was your original creative goal. This often involves linking elements in your Mind Map, leading to major new insights and breakthroughs. With the introduction of computer based Mind Mapping in the last couple of years, Mind Mapping has become even easier. Mind Mapping software such as Tony Buzan’s iMindMap utilizes the true principles of Mind Mapping and duplicate the non-linear thinking process of the brain, creating an explosion in creativity, innovation and knowledge sharing. Computer based Mind Mapping can be just as effective as traditional Mind Mapping as a creative thinking tool, if not more!

Summary of creative thinking Mind Map benefits:

•

They automatically utilize all the creative thinking skills.

•

They generate ever-increasing mental energy as the Mind Mapper moves towards his/her goal.

•

They allow the Mind Mapper to view a great many elements all at once, thus increasing the probability of creative association and integration.

•

They enable people’s brains to track out ideas which normally lie in obscurity on the edge of their thinking.

•

They increase the probability of gaining new ideas.

•

They encourage playfulness, humor and innovation thus increasing the probability of the Mind Mapper straying far from the norm and producing a truly creative idea.

•

Give Mind Mapping software such as Tony Buzan’s iMindMap a go and see how it helps to further enhance your creativity.

RESOURCES

Terms & Conditions| Privacy| License Agreement| Affiliate Programme

•