Book Description
THINKERTOYS will teach you how to generate new ideas for businesses, markets, sales techniques, and products and product extensions. Packed with fun and practical tools and exercises, it outlines 30 practical linear and intuitive techniques that can be used by individuals or groups to tackle and solve business problems in fresh, creative ways.
An updated edition of the best-selling business creativity book, with more than 30 brainstorming techniques and hundreds of creative-thinking tips and tricks. Revision includes new techniques, examples, and sections on group brainstorming and endgames.
Customer Reviews:
Valuable Tool for Brainstorming.......2007-08-10
Thinkertoys has proven to be an excellent resource guide and valuable addition to my library on creativity. Not only does it provide a variety of different brainstorming techniques, but it lays them out with an easy writing style. I have used this book in an applied creativity workshop taught to graduate management students and have found it to be very helpful.
Not the final approach to creativity, but useful, espesially for building confidence.......2007-08-01
My method of creativity: Take something you're not satisfied with. Start thinking what in it is unnecessary, what could be removed. Compare it to other such things and incorporate their features if necessary. Start combining the parts to all kinds of wholes that match your inner models of their ideal function. Keep on evolving, adding branches, developing, destroying. Ultimately you have arrived at something completely different.
In my opinion the only worthwhile creative practices are:
1. Being aware that you can be a creative person and that you have creative modes of thought that can always be accessed. Basically doing things that are weird and creative helps. Like I've been developing new writing systems for English and Finnish. There's no practical use for them really (even though they're already a lot better than the Latin alphabet). Just for the sake of being creative. You don't have to be artistic. That mostly means learning self expression and technique. The trick is to see that anything at all is really helpful in moving you towards new things. You just have to keep moving in all possible ways, use all areas of thought, and ultimately you'll arrive at something. Creativity is your friend.
2. Practicing knowing what your customers/target group are looking for. You have to be there earlier than they even know what they actually want. What this means in practice is just things like watching TV and being on the net and reading and following the trends. Be like they would be in 5 years. Have a sense of design that's better than their taste.
3. Practice things that have nothing to do with creative problem solving like dancing or whatever. Whatever you're motivated to do at the moment. Be familiar with all cultures, not only what's mainstream or popular at the moment. It all affects the way you think and generally you should be able to do and like and be confident of just about everything possible.
What this book does is make you aware that it's possible to ask questions from yourself and to work towards solutions from perspectives that seemingly have nothing to do with it. After a few pages you'll get the formula. Basically doing something like watching cartoons to solve your problems works just as well as any single thinkertoy. The key is that whatever you're using for inspiration, it cannot be too complicated. It has to be something that can be reduced to simple concepts. And the area that is in need of creativity also has to be reduced to simple concepts. So it's useful not to look at the whole thing at once, but identify some key areas and issues and work on them.
There's a practically infinite number of thinkertoys you can use. You can come up with them yourself too whenever you want to. Maybe this book will make you aware of the fact. If you already are, there's no use to refer to it really. You're already carrying a lot better and easier to customize thinkertoys inside you.
After working with creative problems for a while you'll develop a routine. It helps to keep you sane and flowing all the time. There will never be a dead end where you'll have no way of moving forward. Just abandon, restate, do something dramatic like macroevolution. But keep your ideas manageable at all times. You don't have to really memorize any creative thinking techniques. There are about a 1000 questions this book tells you to ask yourself when you need to be creative. And it's far from complete. Opening a random page when you encounter a dead end hardly gives you the best new approach. It's like dancing about architecture.
So I'd like to stress that the function of this book is to rather make you aware of your creative intuition than to provide techniques of surpassing it. There are no such techniques and you can't memorize them. This book is not the environment you'd like to be at when faced with a creative task. It's mainly useful for clearing blocks in your mind about the limits of what can be used creatively. If you know how it's done already, this book will be rather repetitive.
If you have trouble about seeing randomizing as a useful technique, read about dada. If you can't use things like sound in association to problem solving, become really interested about music. If you aren't comfortable with all areas of human experience, you can't really use them in problem solving either. Being aware that they can be used isn't enough. You have to have the intuition too.
That said, this book is really important to me too. But I just like to offer the other side. That creativity is like walking. There are no ways to reduce it to a successful formula that always works. But still, it's so essential that you really should read about it, a lot. I think if you're buying just one book from Michalko, Cracking Creativity might be better. Not entirely sure though. Just make sure you'll read and do a lot of other creative stuff as well, it really does pay off after some time.
Very good collection of "thought toys".......2007-07-30
Thinkertoys is a wonderful collection of tools for creative thinking. I am an engineer and purchased the book to help me stimulate new ideas. The techniques in the book open up places in the brain where one would not typically look for these ideas. I found the tools inside quite useful to stroke the imagination and, many times, look at old problems in new and different ways
Works!.......2007-07-21
When a book goes into its second edition of its print run, you can be sure it have a solid message to convey.
Kishore Dharmarajan
Author of Eightstorm: 8-Step Brainstorming for Innovative Managers
Idea generator, brain teaser good resource for creative thinking in any field you are in........2007-07-21
Having read the Lateral Thinking book first few days back, I started looking for something similar, a resource that could help me in my field and even in general. If you read the reviews of Lateral Thinking, you would find comments of Michal Michalko where he recommends the book as a must read. That is where I came across his book and started exploring it over the internet.
I found this book as an excellent resource for creative thinking. The best part is the write up and the exercises use the "Power/Law of Simplicity" in a way that you would be surprised at many instances. His examples of rabbit and duck and about the staircase on page 52. They make you smile and the smile is actually a realization about the possibilities the life has in store for everyone.
This has helped me in changing my perception about many things. At least now I have more than one way to think about any situation. I firmly believe his theory of "Challenge Your Assumptions."
You might be aware of the concept of "Mind Mapping" by two British authors Tony and Bary Buzan. The mind mapping has helped me always, not just in planning my work but even my personal life. It's like you have all the things that is going on in your mind about a particular subject on just one paper. Once you have it in front of you, earlier I simply used to feel relaxed and follow my assumptions. However, now I simply explore the possibilities.
To be very brief about the book, your business, work, daily life, everything that you do, you would find yourself trying out as many possibilities as you can and you would choose from the best one.
Average customer rating:
- Simplistic description - poorly written
- THE textbook for basic TRIZ education
- Interesting
- A brilliant model of problem solving
|
Simplified TRIZ: New Problem-Solving Applications for Engineers & Manufacturing Professionals
Kalevi Rantanen , and
Ellen Domb
Manufacturer: CRC
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Similar Items:
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And Suddenly the Inventor Appeared: TRIZ, the Theory of Inventive Problem Solving
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40 Principles Extended Edition: TRIZ Keys to Innovation
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Innovation on Demand: New Product Development Using TRIZ
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Innovation Algorithm:TRIZ, systematic innovation and technical creativity
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40 Principles: TRIZ Keys to Technical Innovation (Triztools, V. 1)
ASIN: 1574443232 |
Book Description
As customers and shareholders demand better products faster, more pressure is felt by technical professionals to develop it now and develop it right the first time. Considered the breakthrough design and inventive problem-solving approach of the past 100 years, TRIZ is a unique, algorithmic approach to problem solving that allows engineers, planners and managers to formulate the best possible solutions for technical systems problems and predict future product needs based on technology evolution and competitive advantages. Developed in Russia, the popularity of TRIZ is now spreading to Europe, the United States, and Japan, but until now no comprehensive, comprehensible treatment of the topic has been available in English. Simplified TRIZ: New Problem Solving Applications for Engineers and Manufacturing Professionals not only demystifies TRIZ, but it also shows how it can be used in new ways to enhance Six Sigma, Constraints Management, Supply Chain Management, QFD, and Taguchi methods to gain innovative and technological competitive advantages. This practical how-to guide teaches you how to solve problems creatively, and more importantly, shows you how to find and foresee the evolution of problems in the future. It provides many exercises, worksheets, and tables to further illustrate the concepts of this multinational method. Implement the same problem-solving tool that many Fortune 500 companies are already using with Simplified TRIZ.
Customer Reviews:
Simplistic description - poorly written.......2006-10-05
The method itself is extremely interesting, unfortunately the authors repeat the same examples over and over again. Very annoying. The style borders on boring. I would recommend definitely reading the book from Savransky as a much better example of TRIZ
THE textbook for basic TRIZ education.......2005-10-27
Simplified TRIZ provides the theoretical foundation for the beginner to learn the practical application of the TRIZ methodology. Domb and Rantanen present a cohesive and structured breakdown of the basic components of TRIZ: the Ideal Final Result and Ideality, Contradiction Theory, Resources, and the Patterns of Evolution. The book's importance is such that I use it as a supporting text for my basic TRIZ curriculum. The students find it easy to understand as well as demonstrative enough to teach application.
Dr. Domb's credibility (international TRIZ evangelist and editor of the TRIZ Journal, www.triz-journal.com) in the quality and innovation communities is such that this book MUST be studied if you are serious about TRIZ.
Interesting.......2005-08-02
I found the book very interesting, even if I was not able to apply it to real problems we face yet.
A brilliant model of problem solving.......2003-07-05
Using a perfect model, this books first introduces characteristics of GOOD solutions, then step by step, it describes triz problem solving tools (and strategy development tools as well) all integrated into each other.
As stated in the title, it's a simplified book so you can't find some advanced tools like su-field modeling in it.
Amazon.com
What do the Honda Supercub, Intel's 8088 processor, and hydraulic excavators have in common? They are all examples of disruptive technologies that helped to redefine the competitive landscape of their respective markets. These products did not come about as the result of successful companies carrying out sound business practices in established markets. In The Innovator's Dilemma, author Clayton M. Christensen shows how these and other products cut into the low end of the marketplace and eventually evolved to displace high-end competitors and their reigning technologies.
At the heart of The Innovator's Dilemma is how a successful company with established products keeps from being pushed aside by newer, cheaper products that will, over time, get better and become a serious threat. Christensen writes that even the best-managed companies, in spite of their attention to customers and continual investment in new technology, are susceptible to failure no matter what the industry, be it hard drives or consumer retailing. Succinct and clearly written, The Innovator's Dilemma is an important book that belongs on every manager's bookshelf. Highly recommended. --Harry C. Edwards
Book Description
The Innovator's Dilemma demonstrates why outstanding companies that had their competitive antennae up, listened astutely to customers, and invested aggressively in new technologies still lost their market dominance. Drawing on patterns of innovation in a variety of industries, the author argues that good business practices can, nevertheless, weaken a great firm. He shows how truly important, breakthrough innovations are often initially rejected by customers that cannot currently use them, leading firms to allow their most important innovations to languish. Many companies now face the innovator's dilemma. Keeping close to customers is critical for current success. But long-term growth and profits depend upon a very different managerial formula. This book will help managers see the changes that may be coming their way and will show them how to respond for success. The Management of Innovation and Change Series.
Download Description
Revised, updated, and with a new chapter, this book continues to take the radical position that great companies can fail precisely because they do everything right. It demonstrates why outstanding companies lose their market leadership when confronted with disruptive technology--and it explains how to avoid a similar fate. Drawing on insights from a number of industries--such as the computer and disk drive industries, discount retailing, minimills, pharmaceuticals, and the automobile industry--Christensen shows why good management often turns out to be all wrong--and what to do about it.
Customer Reviews:
No Dilemma Here.......2007-08-18
It is the typical manager's nightmare. A startup with a powerful idea wipes out all the dominance your large ogranisation had. It can happen overnite and without warning.
How do you stop this nightmare from happening? Well, the answer could lie in The Innovator's Dilemma.
Kishore Dharmarajan
Author of Eightstorm: 8-Step Brainstorming for Innovative Managers
A disruptive view on innovation.......2007-08-09
Professor Clayton Christensen introduced the term "disruptive innovation" as a management buzzword, the whole book spins around this concept and offers very perturbing views on why being a star performer is a major threat to pass the next opportunity.
First, a definition: disruptive innovations are those that offer "less" in the critical performance parameters of current customers. As a consequence disruptive innovators have to look for different customers than the ones that established companies already have.
To make the point a deep analysis of the hard disk drive industry is made. More than 100 innovations are analysed and only 5 are claimed as being disruptive: the progressive reduction of size from 14", to 8", to 5 1/4", etc. All follow the same pattern: the innovation had lower performance on capacity which was the critical parameter for existing customers and innovators had to find new customers, eg for the 8" drive the mini-computer manufacturers instead of mainframe manufacturers. In fact innovations were so disruptive that almost none of the established companies was able to be successful in the new market. Although current players where by and large able to bring forward the other 100 sustaining inovations without major troubles.
The second part of the book recommends how to make disruptive innovations work, with supporting evidence from examples. This are:
-Create a new organization to deal with the innovation
-Match organization and opportunity size
-Allow the organization to fail rapidly and inexpensively and move on
-Leverage some of the existing resources but not the values and processes of the main organization
-Spend time looking for the right customers rather than the right technology.
The surprising learning is that what impedes that good companies cannot profit from disruptive innovations are that they are good at what they do in their main business not that htey are bad. The hot topic is still when a disruptive innovation is comming how can we spot and capitalise on it, and put ourselves in the dilemma of chosing the best option.
A well laid out, thought provoking and seminal work on innovation.
Repetitive.......2007-06-23
It was a hassle getting through this book, but overall it was worth it. A lot of good lessons learned, but he says the same things over and over again. Read the first and last chapters and you'll be fine.
Business calssic.......2007-06-17
The Innovator's Dilemma by Clayton M. Christensen is a must read book for any person interested in keeping their business moving forward or for any person starting a business. Christensen clearly exposes the traps that cause successful companies to stop innovating and succumb to innovative new firms. The material is presented as a series of fascinating case studies with commentary.
just great book.......2007-05-12
Just great book for those considering start their own business.
Would be helpful for bean counters in large corporations too.
Book Description
Written and field-tested by practicing consultants, The Consultant’s Tool Kit will save consultants both time and money-as it makes their work with clients much more effective. Each tool or activity is designed to solve a common consulting problem. Reproducible worksheets, exercises, and questionnaires are easily downloaded from the web and customized by consultants to fit the exact needs of each client—and help them effectively implement the solutions.
This collection of field-tested tools, customizable questionnaires, and techniques for working with clients provides crucial problem-solving help in areas such as:
• Managing and leading change
• Organizational initiatives
• Assessing team and organizational functioning
• Improving relationships between departments and business units
• Creative problem-solving techniques
Mel Silberman, Ph.D., (Princeton, NJ) is a best-selling author and editor. A professor of adult and organization development at Temple University, he is the author of Active Training.
Download Description
Written and field-tested by practicing consultants, The Consultant's Tool Kit will save consultants both time and money-as it makes their work with clients much more effective. Each tool or activity is designed to solve a common consulting problem. Reproducible worksheets, exercises, and questionnaires are easily downloaded from the web and customized by consultants to fit the exact needs of each client¿and help them effectively implement the solutions.
Customer Reviews:
A Solution Seeking A Problem?.......2007-09-08
A good book with some solid approaches to consulting that many have found to be useful.
The only downside, if you can call it that, is that quite a number of the solutions may not work well in a good number of real-world consulting assignments.
Overall not a bad read and worth further investigation if you're looking for something to lead you step-by-step through solving certain client problems.
Worth the Price.......2007-02-19
Part of my consulting practice is to create and facilitate group learning for various situations. I enjoy leafing through this book to both remind myself of tools, techniques and concepts I have explored in the past, and also to expand my options to incorporate new material into the mix. It is a bit like hanging out with a bunch of other consultants for a day to share ideas.
Valuable Book.......2006-07-17
This is a wonderful book that combines the expertise of a wide range of experts in the consulting field. Due to the different styles of the authors, the reader is bound to find several that really address their concerns.
The book is a useful toolkit as it has templates that one can easily adapt to meet their needs. Most of the common consulting problems are addressed. Among the readily useable tools are the various exercises, questionnaires and reproducible worksheets and techniques for working with clients, among others, which make this a very user friendly book that makes life easier for a consultant, particularly those like me that are relatively new to the profession.
This is a well written book that is easy to follow and understand and that should be a valuable tool to both the seasoned professional and the novice. It is certainly a very valuable reference book that can be used as a checklist when delivering services.
Awesome for Actionable Purchase.......2006-02-19
This book led me to synergist my P2P bottom-line best practices, to synergize both inside and outside the box, to leverage a value-added, results-driven mindset for their B2B core competencies in which their historical trends have led me to conclude that by doubling or even tripling their efforts of efficiency on the office front, it will yield a new entity of massive synergistic proportions.
A Good Thought Jogger.......2005-03-30
Silberman has brought together 45 different tools to help the consultant carry out a variety of projects. The book is probably due for a new edition, but many of the tools are as relevant now as they were when the book was published.
Because the book's scope is broad, it's best used as a way to frame your thinking on how to solve a problem, or to suggest a summary approach to a client issue. It's a good reference to be sure you're not leaving things out that you should think about, rather than a comprehensive guide to engagement problem-solving.
This is an ambitious book with lots of great ideas.
Michael McLaughlin, coauthor with Jay Conrad Levinson of Guerrilla Marketing for Consultants.
Book Description
Creativity, new ideas, innovation -- in any age they are keys to success, but in today's whirlwind economy they are essential for survival itself. Yet, as Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture. Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly -- and creative.
Stanford professor Robert Sutton is an authority on innovation and a popular speaker. In Weird Ideas That Work he draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable," "reward success and failure, but punish inaction," and "decide to do something that will probably fail, and then convince yourself and everyone else that success is certain" strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity.
Weird Ideas That Work is filled with examples of each of Sutton's 11 1/2 practices, drawn from hi- and low-tech industries, manufacturing and services, information and products. More than just a set of bizarre suggestions, it represents a breakthrough in management thinking: Sutton shows that the practices we need to sustain performance are in constant tension with those that foster new ideas. The trick is to choose the right balance between conventional and "weird" -- and now, thanks to Robert Sutton's work, we have the tools we need to do so.
Download Description
Creativity, new ideas, innovation -- in any age they are keys to success, but in today's whirlwind economy they are essential for survival itself. Yet, as Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture. Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly -- and creative. Stanford professor Robert Sutton is an authority on innovation and a popular speaker. In Weird Ideas That Work he draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable," "reward success and failure, but punish inaction," and "decide to do something that will probably fail, and then convince yourself and everyone else that success is certain" strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity. Weird Ideas That Work is filled with examples of each of Sutton's 11 1/2 practices, drawn from hi- and low-tech industries, manufacturing and services, information and products.
Customer Reviews:
Weird and Wonderful.......2007-07-20
"Weird Ideas That Work" works! This is one of the most compelling books I've read in a long time. Sutton manages not only to come up with ideas that seem weird at first glance, but to actually prove them useful and logical at the same time.
The author instructs readers on how to build a creative company by using his 11½ weird ideas, which range from hiring people who make you uncomfortable to deciding to do something that will probably fail. The list looks hilarious until you read the sense that he makes. Of course, Sutton points out that there are different kinds of companies - some aim for innovation and some for efficiency. (He makes it clear that the weird ideas are not for those who require precision -- like airline pilots, for example!)
This book explains how to shatter old habits by giving advice on enhancing variation, seeing old things in new ways ("vu-ja-de"), and breaking away from stifling routines. Sutton also points out that one should not go hog wild - there is a balance between productivity and creativity which everyone must find for themselves.
"Weird Ideas" offers great wisdom mixed with humor and pure entertainment. If you're a rebel, a brat, or just plain anyone who wants to try completely new management techniques, then you'll love this book. So whip the tablecloth right out from under that crippled, jaded system you've got going and try at least a few of these wild weird ideas.
Agitate, Isolate & Be Ridiculous... Oh, and AGITATE.......2006-12-01
I was a big fan of Sutton's Knowing-Doing gap that offered a real solution to a real problem. This book had an unreal feel to it for me though.
He offers 12 practices for fostering innovation. The first four of these have to do with Human Resources. Hire slow learners. Hire people that make you feel uncomfortable. Hire people you probably don't need. Now forgive me if I am wrong, but as imperfect as Human Resources is anyway, don't we already do some of that? Also recommended is to interview job applicants to get new ideas. What about the people?
The next two have to do with office manners. Encourage people to ignore and defy superiors. Isn't ignore a little strong? Find some happy people and get them to fight. No comment.
The next is to reward success and failure, but punish inaction. OK, we already fire non-producers, but is it really so that success and failure deserve the same billing?
The next two are on the edge of silliness. Decide to do something that will probably fail and be 100% certain of its success. Think of some ridiculous or impractical things to do.
The next is avoid, distract and bore customers and critics.
Then, don't try to learn anything from people who say they have solved the problems you face.
Finally, forget the past success of the company.
This book says some pretty wild things that will get you thinking. Although these counterintuitive ideas are offered as 'proven', you won't find the proof in this book. By the normal lottery of hiring, you will certainly get a mix of the above. There are many better books on the philosophy and practical application of innovation available.
Sorry to disappoint some with this review, but don't let this stop you from reading Sutton's Knowing-Doing Gap which I found excellent and have also reviewed it here on Amazon.
3 Stars
Routine right and wrong.......2006-10-24
All activities need both effective routine and regular innovation. Consider the difference. There are times when it makes sense to do the same thing right, over and over again, without slipping. But there are also times, and types of activities, where doing something in a very new and different way is essential. The real-life examples in this book support these 11½ methods for finding new ways of doing things, and producing new kinds of products and services. Worthwhile reading for anyone who wants to inject a little spice into the routine of software development and delivery.
Productive New Concepts.......2005-11-23
This is a wonderful but dangerous book. The 11 and 1/2 weird ideas it contains are terrific, exciting and slippery. Use them right and you could transform your company into a hotbed of innovation. Use them wrong and you could also transform your company into a disorganized mess. Author Robert I. Sutton clearly explains that some situations do not require innovation - that they are, in fact, terrible settings for new things. Companies focus on the routine for an extremely logical reason: it makes money now. Identifying situations that can make money with routine work versus circumstances that require change is a tough distinction, particularly since innovation requires many failures, disrupts your culture and forces you to take a rough look into the future. We thus recommend this book to a select group: those who know their fields and organizations extremely well. If you can see clearly through both the current jargon that promotes innovation and your organization's often unspoken prejudices, you will find this book exciting and extremely productive.
Not so weird ideas for innovation labeled weirdly.......2005-11-16
This book is a useful and fun read. It offers some solid ideas for innovation but the ideas are labeled in order to draw attention. For instance, the first idea is, "Hire "slow learners"", however the intention behind this is just hire stubborn people who are unaffected by others opinions and norms. These people will go against the standards and breed creativity. Another idea is "Find some happy people and make them fight" with the basic idea behind this technique being get optimistic people, who are naturally more creative. Put them in a room together and let them bounce ideas together until a new and improved idea is created.
Another thing to be prepared for with this book is that the ideas all go against commonly accepted business practices. That is because the ideas are admittedly not for present success but calculated and proven risks for future innovation. So anyone interested in changing their business and preparing to get an edge on competitors in the future will benefit from this book.
Book Description
According to Ken Blanchard and Jesse Stoner, vision does not have to be magical or intangible, bestowed only by great leaders. Everyone is capable of creating a vision and bringing it to reality. Full Steam Ahead! shows how. This practical and inspiring guide uses an entertaining story about two people who are each struggling with the need for vision. Readers journey with them as they discover the three elements of a compelling vision and the guidelines to create a shared vision that unleashes energy and potential. An appealing, easy-to-read book, Full Steam Ahead! clarifies the differences between an enduring vision and a time-bound goal; shows how to create a sustaining vision that will provide focus, energy, and direction over time; and presents a foolproof plan for engaging people in organizations to become involved in shaping a vision that resonates with their own hopes and dreams.
Customer Reviews:
The best Blanchard book I've read.......2007-04-20
Very good and practical. This time the story is actually interesting, rather than a lame backdrop. The lady who reads the audio book does an outstanding job. All in all very good.
This book will help when you think about goals for the new year!.......2006-12-06
The transformational power of a compelling vision in one's life or business is compared in this book to the impact of the steam engine on modern industrialization. Like the first steam locomotives or steamships, "full steam ahead" means "being fully powered, knowing where you're going, and moving ahead full force."
Ken Blanchard and Jesse Stoner use this analogy throughout the book to emphasize the power of a strong vision, or purpose, and the commitment to stay on course and achieve that vision despite obstacles. Written in the storytelling style reminiscent of Blanchard's best-selling book The One Minute Manager, this book has a style different from most others in the general business category. It reads more like a novel, in which the two main characters apply the principles of creating a vision for their lives and their business. The concept of developing a compelling vision is taught through the revelations of a company owner trying to put the spark back into his company's vision and an employee trying to establish a personal family vision to improve her relationship with her children.
The book focuses on three key elements of an effective vision: purpose, values, and a picture of the future. It refers to the Apollo Moon Project to illustrate the distinction between a goal and a vision: "a vision is enduring." It advises readers to "focus on the end result, not the process for getting there." It also offers a checklist to use to test whether a vision is compelling.
The book was inspired by years of experience with organizations, which uncovered the fact than "less than 10 percent of organizations . . . had a clear purpose, a set of operating values, or a picture of the future." Blanchard is a renowned speaker. author of more than thirty bestselling business books, and owner of The Ken Blanchard Companies. Stoner, also a respected speaker, consultant, and author, is president of Seapoint Center, established to provide training in personal and professional leadership and vision creation.
While it seems that as much of the book is spent developing the characters as discussing the elements of vision, the story is successful in holding the reader's attention and clearly getting the point across. Like the dream of Martin Luther King that still lives on, "the mark of a true visionary leader is that the vision continues beyond the lifetime of the person who articulated it."
Highly Recommended! For both your work and for your personal life........2006-08-09
I read Full Steam Ahead! for the second time this week. I had originally purchased the book last winter because my boss wanted us to create a shared vision. Everyone in our department read the book and then we followed the process described by the authors. It has been an amazing experience for all of us. I saw my boss shift from someone who had good intentions but tended to be over-controlling and mistrustful to someone who was willing to let all us to take charge and make decisions. Because we all shared the same vision and values, we all began to trust each other more also. The atmosphere at work is, well... all I can say is I look forward to going to work each day. We have fun and are more productive than ever. The quality of our work has increased immeasurably and we get great feedback from our customers.
Which leads me to why I read the book again. The first time I read it, I read it to get the instructions and learn the concepts for how to create a vision at work. Having lived the results, I decided to read it again to see how I could improve my own life. I remembered there was advice in the book for how to apply it at a personal level, but hadn't paid a lot of attention to it at the time. After finishing the book, I realized that I have been doing a lot of these things. So that was confirming. And it helped me get a sense of what else I need to be doing. Here are a few of the ideas from the book that I think are very helpful-- but you really should read the book because there are so many more helpful ideas than I could write about here. And, it's a fun, easy book to read!
1. Purpose: As human beings, a deep sense of purpose gives our lives more meaning. Some people find their purpose through religion. Others through social service. Others through arts and other forms of self-expression. We are each unique individuals and no one can tell us what our purpose is. We need to discover it ourselves. Putting it into words and writing it down, helps us to get clear and to stay focused on our purpose. It may take time to get clear about your purpose. Write something down, read it over time, revise it as things become more clear.
2. Values: We are hold deeply beliefs about what is right and wrong. When we are clear about our values and consciously use them to guide us, we make decisions that we feel good about living with. It is important to identify the top 3 to 5 values.
3. Picture of the future: It's not enough to just be clear about our purpose and values. It is powerful to close your eyes and imagine what it looks like when you are fulfilling your purpose and living your values. Sports trainers understand the power of mental imagery to enhance performance. Creating pictures of what it actually looks like forces us into a proactive mindset that enables us to move forward more easily.
4. Goals are only milestones. They are short-term. Don't confuse them with your vision. You may need to change goals as your circumstances change. Your vision is something that will guide you over time. It may change, but mostly to become more clear.
5. Take action. As you take a step, the next one will become clear. As you become clear about your values, live by them. As you become clear about your purpose, find ways to fulfill it. You can plan forever. Living is about acting. Mistakes are inevitable. The only problem with mistakes is when you don't learn from them. If you learn from them, then set your sights again on your vision and set your path again.
Fabulous!.......2005-05-19
Full Steam Ahead! is the best book I've read this year. My husband and I own our own business. After both reading the book, we sat down together and created a vision for our business. It was exciting and helped us get really focused. We were then able to discuss it with our employees. Their ideas made our vision even richer. And, to our delight, created an amazing amount of energy. We are all working so much better together now. I can't say more. You need to read the book yourself and then you'll understand.
However, I would like to add that we also created a vision for our family with our two children (ages 11 and 15). Once again, it was an amazing experience. The kind of discussion we had was so different from anything than we had done before. It really helped us all understand and appreciate each others' viewpoints better and to also understand how much we share the same values. (Big relief!)
So, even if you are not in business, I highly recommend this book! It can be used in so many ways.
Powerful, practical, useful!.......2005-01-30
Full steam ahead is a phenomenal book. It was critical to my understanding of vision. Prior to reading to this book, my understanding of vision was fuzzy at best, limited to what I know in scripture. Of vision, scripture states (Habakkuk 2:2) that we should write the vision and make it plain upon tables that he that reads it might run with it. The Hebrew word for vision, `chazown', indicates that the vision is a mental picture. Beyond that, I had never been clear on the elements of a vision, neither did I have a clear idea of how to craft a vision statement.
Now I understand that vision is all about knowing who you are (clear purpose), where you are going (picture of the future), and what will guide your journey (values). Your values guide you when you hit opposition or obstacles. I have been able to use these concepts and others presented in the book to craft a vision that is energizing and provides focus and direction. I have been able to explain it so that others want to support me. And, I have been amazed at the results.
Thank you, Ken Blanchard and Jesse Stoner for writing this book. You have offered a valuable service in helping people learn how to go Full Steam Ahead!
Book Description
Highly practical and accessible, this indispensable book provides clear-cut strategies for improving K-12 writing instruction. The contributors are leading authorities who demonstrate proven ways to teach different aspects of writing, with chapters on planning, revision, sentence construction, handwriting, spelling, and motivation. The use of the Internet in instruction is addressed, and exemplary approaches to teaching English-language learners and students with special needs are discussed. The book also offers best-practice guidelines for designing an effective writing program. Focusing on everyday applications of current scientific research, the book features many illustrative case examples and vignettes.
Average customer rating:
- Good book
- Lecturer and Engineer
- Fantastic Book: Not For Cry Babies
- Well organized, and entertaining intro to problem solving
- Surprisingly poor book considering the topic: Thinking!
|
Strategies for Creative Problem-Solving
H. Scott Fogler , and
Steven E. LeBlanc
Manufacturer: Prentice Hall PTR
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Binding: Paperback
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ASIN: 0131793187 |
Book Description
Designed to help problem solvers improve their street smarts, this hands-on guide examines the components of problem solving, and presents a series of graduated exercises — drawn from a variety of industrial applications — to familiarize, reinforce, challenge, and stretch readers creatively in the problem solving process. Leads readers step-by-step through a complete problem-solving process — from encountering an ill-defined problem to identifying the real problem, effectively exploring constraints, planning a robust approach, carrying it through to a viable solution, and then evaluating what has been accomplished.
MARKETS: For students, new professionals, and practitioners.
Customer Reviews:
Good book.......2006-06-12
I used either this book or a similar one for my freshman engineering class. The reading and technical difficulty was appropriate for me in that class. Having worked at TRW, a little at GM, and now at Intel, I believe the concepts taught in this book are quite useful, and are practiced often by engineers at "engineering" companies. The problem is this book is usually read by students in their 1st year, then for the following 2 - 3 years of undergraduate schooling, students essentially sit in lecture classes learning concepts of science and technology. Come senior year, students are then expected to implement the lessons from this book as part of doing their capstone project, as if they even remember this book.
Written by two engineering professors as a book for beginning engineering students, the problem solving concepts contained in this book are appropriate for anyone working in any field; not just engineering. The problem is it does not introduce students to the reality of life as a working engineer and does not help students choose which field of engineering they like to join. The question begs then as to what is the reality of life as an engineer... Excluding engineering professors, here is what I picture as the realities of being an engineer:
1) Technology constantly changes. Part of being an engineer is always deciding which changes to adopt and which to ignore. For example, at my biweekly group meeting in Intel, our manager shows us new automation software that we as a group must decide whether or not we want to adopt. We don't write these software, but we have to decide whether or not we want to use them.
2) Our skills are not needed. Doctors will always be needed, because people always get sick or hurt. Teachers will always be needed, because people always need to be taught stuff. But as engineers, many of the services and expertise we offer society can be done without. If the price of gasoline keeps going up, a lot of engineers who specialize on combustion engines are going to find themselves obsolete. Likewise, the rank of analog engineers working at Motorola have dwindled over the past decade. Therefore, part of being an engineer is having to constantly learn new skills.
3) We are very replaceable. For example, a family physician obtains and sustains his business by spending quality time with each and every of her patients. Very few people, once they find a family physician they like, will switch to another one. The same concept applies to dentists, car mechanics, hairdressers, tailors, vets, babysitters, home repairmen, insurance agents, etc...
But engineers by and large work on producing a physical item; i.e. a computer, a car, a knee implant, a radio, etc... Outside of bridges, airplanes, power plants, etc... the final purchaser of our product will never come into contact with any of the engineers who helped designed or produced it. Therefore, price becomes more important in the purchasing of engineered products. The products engineers make must therefore improve with time. Continuous improvement is the key phrase here.
4) Related to the previous item, the personal relationships engineers work with are quite different than those of other occupations. Specificaly, if I am a vet, and one of my customers does not like my work, she won't come back again. Simple as that. In extreme cases I might get sued. Likewise if I am a teacher, and students and parents constantly complain about my teaching, I might get moved to another school, or assigned to teach different classes, before I get fired.
But as an engineer, a) our skills are so specialized and b) the products we produce can be so easily quantified in metrics, we in general are subjected to more (not necessarily harder) standards and guidelines. As an engineer, my customer is not Joe on the street, but is another engineer farther down the "assembly line" who has certain specifications he has for the product/service he expects, but who does not have the ability to fire me or find a different supplier. Therefore, engineering companies have produced a whole system of procedures, data collection systems, automation software, tracking software, and work practices oriented around quantifying and qualifying the work of engineers. The goal of course is to maximize the efficiency and effectiveness of every thought, word and motion by evey employee. This is something that many individuals find hard to respect or appreciate when they first join Intel. In essence, working as an engineer means working not in a fishbowl, but in an aquarium tank; multiple eyes can and will look over you while you navigate the waters with other fishes present.
5) Automated devices and machinery. Engineers by and large are constantly working with automated tools of various sorts, sizes and dangers. Many of these tools are worth more to the employer than the engineer; so discipline and the ability and willingness to follow specific operating procedures is an absolute must for practicing engineers. At Intel, engineers get fired for operating a tool without having the proper certification, permission and documentation.
These then are the facts of life for engineers, and none of these are covered in Fogler's book.
Lecturer and Engineer.......2004-07-27
I would highly recommend any engineering student to read this book. It is worthy to buy and keep it on your library. This will be one of many most useful books you have ever considered in your engineering career.
Fantastic Book: Not For Cry Babies.......2003-07-30
This is mainly a to stress that problems can be solved with an open minded approach such as the authors recommend. Unlike the cry baby whose essentially useless review shows that he has not and never will solve any real world problems. Probably a disgruntled ex student who got a D-.
Well organized, and entertaining intro to problem solving.......1999-08-30
This is a systematic and well organized introduction. I used it with managers and students not just engineers. What was important was not just to follow an algorithmic approach but to imbue a way of thinking. It simply is not true that everyone has formed the discipline to use their mind following these or similar heuristics. We may stumble on them naturally, I agree. But for many people this is a useful revelation. In addition to the book, they have produced software to engage you in learning the problem strategies. Compared to many other books on the subject, this book has enough real world examples and strategies that it is not just pop psychology or wishful thinking or one more brainstrom with web-like diagrams.
Surprisingly poor book considering the topic: Thinking!.......1999-08-19
I read about half of this book before setting it down in disgust. The book is targeted to working engineers that are confronted with unique challenges on regular occasion. As such, I would have expected the authors to know a bit more about real word problem solving.
The authors basically postulate that any person, of any ability can solve any problem if they employ a problem solving heuristic. While a nice idea, and certainly politically correct, this is simply not the case. A good (adequate) engineer looks at a failed design or unique problem and without sitting down in a group brainstorming session or plotting his creative solution process on paper, she mentally decides what is important and then asks the necessary questions, performs the necessary calcs, researches the appropriate topics, etc.. I've never seen a talented engineer plot his problem solving approach on paper when confronted with a problem. Those engineers that actually employed a heuristic never solved the problems presented to them and ultimately lost their jobs. Either you know your material or you don't. You're either creative or your not. You have a strong work ethic paying sufficient attention to detail, or you don't. Period. Exercises (like those that the authors suggest) to increase your capacity for creativity are foolish, unnecessary and ineffective. (If you don't believe me, check out the book. You'll get a good laugh.)
The authors are clearly young academics that have no real information to offer the public in this book. While I believe that they meant well, I truly believe that neither of them has actually ever solved a real problem and they are therefor not qualified to sell a book on this topic. The accurate information that they do present is obvious to the most average of high school students. Consequently, this material can hardly be used in an argument to redeem this book's worth.
One good thing about the book: The authors include quite a few real-world examples and case histories that are both entertaining and insightful. The authors should have published a collection of these stories and omitted their useless dribble. (About 60% of the examples are useful. The remaining examples are over-simplified with significant details omitted. The authors regularly neglect important factors including: economic factors, regulatory body concerns, availability of resources, and others when they cast blame on the problem solver. This further indicates that the authors read a lot, but don't actually have any breadth of experience to draw upon) (If, indeed, the authors do have real problem solving experience; then I wonder how effective they were in industry. The way they tackled the problem of writing a book, I wouldn't hire either of them to sharpen my pencils.)
One last point to counter their foolishness: As dangerous as it is to make assumptions when a problem statement is sufficiently vague; it is the in-effective (and unemployed) engineer that doesn't draw upon his experiences to form a reasonable set of assumptions. The engineer that does otherwise takes three months to fold a drawing. I'd really like to see the author(s) work in the field; I need a good laugh.
Book Description
Looking for a unique invention, an untapped market for an existing product, or a new solution? Stretch your imagination with Thinkpak, a creative-thinking tool designed by Michael Michalko, author of the groundbreaking book Thinkertoys. This deck of illustrated idea-stimulating cards distills one of Michalko's proven methods, allowing you to view challenges in a new light. Shuffle, mix, and match the cards to spark fresh insights, then use the critical evaluation techniques to test, shape, and refine your ideas into realistic creations. Filled with thought-provoking questions and examples of the techniques put to use, Thinkpak provides endless creative fuel to fire up the imagination.
Customer Reviews:
Take this along on your next business trip!.......2007-06-19
Michael Michalko's "Thinkpak" cards are a handy little adjunct to his book, Thinkertoys. While the book provides you with in-depth instructions and sample anecdotes, however, the cards act as a quick, portable, self-contained brain-stimulator.
The deck includes an introductory card, a card of instructions, an explanatory booklet, 45 "idea stimulator" cards, and 9 evaluation technique cards. The introductory card and the booklet delve into something originally explored in "Thinkertoys"-a method represented by the mnemonic SCAMPER. The idea stimulator cards are similarly divided into these nine types of questions-with the backs of the cards color-coded by category-so that you can pick a card at random, pick a card from each category, or pick a card from a specific category.
The book includes a couple of games for group brainstorming, as well as examples of the SCAMPER ideals in general use and the specific prompts from the cards in use.
I believe the deck is best used after reading the book. The prompts on the cards are quick, simple keys to help you brainstorm, and I think these will work best once you've gotten a bit of a handle on how to brainstorm in general. Also, there are many in-depth exercises in the book that of course wouldn't fit onto cards.
The cards, however, have some wonderful applications apart from the book. They're portable and self-contained, making them easy to take along in your luggage, briefcase or purse. They're easy to distribute among the members of a class or team. They lend themselves well to randomness, which can help to spark ideas when you truly have no idea where to start. They're also fun to play with, which can help to loosen people up and get them into a more playful and creative mood.
The book was better.......2007-01-10
I purchased both the Think Pak cards and the book Thinkertoys. The cards are a good adjunct to the book if the group is familiar with the various techniques the author espouses. As a stand alone, the cards are only as good as the person who is faciltating the group. The cards do offer good ideas for taking brainstoriming to the next level or opening up your mind to new ways of viewing an old situation.
A delight.......2006-11-04
Fresh from reading 'Thinkertoys' and 'Cracking Creativity,' and without any foreknowledge of what lay in store, I purchased Thinkpac. I am thrilled. Based on the author's SCAMPER technique in Thinkertoys, Thinkpac is presented as a creative approach to brainstorming. The result is a valuable tool that is a delight to manipulate and amazingly effective. Thanks to Mr. Michalko's contributions to creativity, I have experienced a remarkable odyssey.
Review by Lee Say Keng "Knowledge Adventurer".......2006-10-19
Reviewer: Lee Say Keng "KNOWLEDGE ADVENTURER/TECHNOLOGY EXPLORER" (Singapore) - See all my reviews
Thinkpak is just an extension of one of the creativity tools (SCAMPER) outlined in 'Thinkertoys'. It's just a pack of cards, but they are very powerful idea triggers.
The first time I encountered 'Thinkertoys' it was actually the first edition released during the early 90's, when it was also about the time I began to explore the various options with regard to my mid-life transition. In fact, I had initially spotted an interesting review in the Entrepreneur magazine.
I managed to trace the publisher & had immediately ordered the first 100 copies for my debut bookstore. It became the best seller in my store for many years. Then came 'Cracking Creativity' a few years later as well as the accompanying brainstorming card deck, Thinkpak, to 'Thinkertoys'.
What impressed me most is not so much the creativity tools outlined in both books. In fact, the most productive learning experiences I got out of both books are a few very important things, which I would like to share with readers.
Let's take a look at Thinkertoys. In the Introduction, the author started off with a visual puzzle: 'Can you identify the figure below?'
Only by shifting your focus, you can then see the hidden word within the figure.
In the author's own words, "...by changing your perspectives, you can expand your possibilities..."
Let's move to 'Cracking Creativity'. In the Introduction, the author introduced a simple arithmetic equation: What is half of thirteen?
The subsequent passages as outlined in Part I: Seeing What No One else in Seeing, & Strategy I: Knowing How to See, by the author revealed the secrets to getting many possible answers (or perspectives) to the above equation.
No creativity tool outlined in the above two books (or elsewhere in the world, for that matter) can help you to become more creative until you fully understand - & appreciate - what the author is trying to drive home in his two books.
In a nut shell, it basically boils down to one important thing: Use - & enhance - your power of vision! or power of observation!
The author may not be the first person to postulate this crucial aspect of creativity.
I would consider Leonardo da Vinci to be the first person to have understood & practised it religiously. He said, among a few other things, LEARN TO SEE THE WORLD. In fact, he put a lot of emphasis on using your senses, especially your sense of sight.
Edward de Bono had also broached this valuable concept in his groundbreaking series of lateral thinking books, starting with 'Mechanism of Mind' in the 70's.
I have always believed that you can't do things differently until you can see things differently.
Learning to see the world anew & from different perspectives is imperative if one wants to be more creative.
According to de Bono, creativity starts at the perceptual stage of thinking. He terms it, First Order Thinking. He added very beautifully: "This is where our perceptions & concepts are formed, & this is where they have to be changed. Most of the mistakes in thinking are inadequacies of perception rather than mistakes of logic."
The creativity tools, whether they are from the author's books or elsewhere, will then automaticlaly fall into place & make more sense when you have first exercised your power of vision or observation.
Using any tool is a piece of cake, but changing one's perception - & maintaining fluidity of perception as well as having multiple perceptions - takes concerted efforts.
It is also important to take note that when things (or tactics) don't seem to work out as planned, always remember to check out your observations of the world first. Simply ask:
- what do you CHOOSE to see?
- where do you DIRECT your attention?
The second most productive learning experience I got from the above two books is realising that all thoughts are simply feats of association &/or juxtapositions - & the crux of creativity (in fact, also learning) are making associations &/or juxtapositions. [Tom Peters, in his wonderful book, Liberation Management, drives home with this insightful nugget: "The essence of creation - in all endeavours - is chance connections between ideas and facts that are previously segregated. Entrepreneurship is the direct by-product of chance, of convoluted connections among ideas, needs and people." According to Leonardo da vinci, everything is connected to everything else. My question: CAN YOU SEE IT?] The creativity tools outlined by the author are specifically designed for this purpose.
The third most productive learning experience for me is understanding the differential between productive & reproductive thinking. To paraphrase the author: "...in productive thinking, one generates as many alternative approaches as one can, considering the least as well as the most likely approaches...in contrast, reproductive thinking fosters rigidity of thought..." More relevant aspects about the significance of & more specific strategies to develop productive thinking are excellently covered by the author in 'Cracking Creativity'.
To end this review, & in the light of what I have written, I would consider the author's two books as the dynamic duo...to be among the best in the genre! It will be really worth your while to get & carry the Thinkpak in your pocket at all times.
Great.......2006-10-19
ThinkPak is 56 individual cards used to create new and innovative ideas. Not only can the cards be used individually but also with groups, co-workers, teammates, family, children, etc. First let me demystify ThinkPak, ThinkPak is basically the technique of SCAMPER, but with some great additions. If you have not read the books Thinkertoys, or Cracking Creativity, SCAMPER is merely a way to create new ideas.
SCAMPER
S = Substitute?
C = Create?
A = Add?
M = Modify
P = Put to other uses?
E = Eliminate?
R = Rearrange or Reverse?
You merely get an idea or a problem and expand on them using the individual SCAMPER cards. In addition, you then can evaluate your ideas with the "evaluation" cards. Sound simple? Yes it is, but all too powerful!
Let me also start by properly labeling how the cards are separated, and put together into 4 different uses. From the ThinkPak booklet,
Card No. 1 is an easy -reference list of the nine principle strategies.
Card No. 2 outlines the basic techniques for using ThinkPak.
Cards No. 3 through 47 are idea stimulators, i.e. SCAMPER
Cards No. 48 through 56 are techniques that help you evaluate your ideas. i.e. "evaluation" cards
What makes the cards very nice is they are sort of "bullet-items" for SCAMPER, so the cards can do the walking. One side of the cards is some creative diagram visually labeling the card sets (just visual, nothing to use). The backside of the cards is where the information is. All of cards are numbered and the cards are filled with questions and examples, useful to understanding and using SCAMPER.
ThinkPak also comes with a small 61-page booklet with instructions on how to use the cards. The booklet is also great, I have read both of Michael's books and the little ThinkPak booklet gave me some new examples on how to use SCAMPER. Also in the booklet Michael gives some great examples on how people used ThinkPak in real life creative situations. There is a lot more in the booklet as well, including an area on how to use ThinkPak in-groups.
Lotus Blossam is also mentioned in the ThinkPak booklet. Another one of my favorite techniques for creating new ideas. Lotus Blossam is merely a special diagram you draw on a piece of paper that you expand your ideas with. You merely start with a central idea and you expand it outward from a central starting point. The diagram is expanded and is shaped somewhat like a flower (although with squares), hence the name Lotus Blossom. For an in-depth explanation of the Lotus Blossom, check out Cracking Creativity. One of my all-time favorite books, and a great addition to ThinkPak.
Two minor, but noteworthy quivers that I do have concerning the ThinkPak card deck.
No. 1 problem is the size of the individual cards. The cards measure at about 3" x 4 3/4" in size. This makes the cards rather bulky and not extremely pocketable. I would like to have seen the cards been a little smaller in size, something akin to regular playing cards. There is a lot of text on the cards and this is the possible reason for the size? The cards are a little large, but they are handleable. However, they are great size for business groups, or group brainstorming. They can be easily scattered on a table and then selected by your group, or thrown into a box and shaken vigorously. I usually separate my card deck into two piles and then select individual cards. The evaluation cards (48-56) I use mainly after creating new ideas, so they are usually always separated from the main deck.
No. 2 problem is the cards are essentially thin paper. I was curious if the cards would be laminated or not, sadly they are not. I enjoy my cards so much I merely fixed this problem by laminating my cards. Your local Kinko's will laminate the cards. Kinko's offers two different types of lamination (light or heavy) for all sorts of cards, layouts, pictures, etc. Rather inexpensive to laminate but well worth the time and effort. Now my cards are practically waterproof, pocketproof, and childproof :-)
These are only minor complaints for ThinkPak! I love my card deck and I find them very helpful. I also have always liked SCAMPER, and find it very idea-friendly. With SCAMPER, evaluation cards, Lotus Blossam and other ways to create ideas, be prepared to have a notepad ready because ideas will come so fast you may not be able to write them down fast enough! Yeehaww!
Product Description
The 2005 Revised and Expanded Edition (2nd Edition). A Handbook for Teachers, Parents, Students, and Other Interested People. Published by Mathematical Olympiads for Elementary & Middle Schools, Inc.
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- YOU: The Owner's Manual: An Insider's Guide to the Body that Will Make You Healthier and Younger
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- An Introduction to Human Services: Policy and Practice (6th Edition)
Books Index
Books Home
Recommended Books
- Scavenger
- International Economics
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Cracking Creativity: The Secrets of Creative Genius
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Six Thinking Hats
Creativity Games for Trainers: A Handbook of Group Activities for Jumpstarting Workplace Creativity (McGraw-Hill Training Series)
Lateral Thinking: Creativity Step by Step (Perennial Library)
