Creativity Techniques

What Are Creativity Techniques?

issue
briefing
analysis
reformulation
problem
statement

inventorizing and combining

stating
one single concrete target

The techniques for thinking up solutions to problems

are made between the original issues in hand and a

are called creativity techniques or creativity

new idea through bisociation or force-fit. Completely

methods. Most of these methods are general -

new, unexpected combinations of viewpoints can

they are applicable to a wide variety of problems.

arise, which bring the solution of the problem one

Creativity techniques are very useful in the design

step closer. An example is the Synectics method (see

process, generating large amounts of ideas in a short

Synectics in this section).

time. There are many different creativity techniques,

often classified according to structures like the
following one (see Marc Tassoul, 2007):
1 Inventorying techniques

generation
idea
generation

inventorying
clustering
ordening
synthesis
selection
one or more ideas
concept development
acceptance finding
implementation planning

Techniques used to collect and recall all kinds of

information around an issue. This helps in making an
inventory of what we have in terms of ideas, or data, or
whatever. Examples are Mind Maps (see Mind Map in
this section).
2 Associative Techniques

preconceptions are identified and broken from

inside the familiar frame of reference (e.g. by asking
questions like: What if not? and What else?).
Provocative techniques make use of analogies,
metaphors and random stimuli. Ideas will seem
strange at first, but when force-fitted on the
confrontational and provocative techniques contain

With associative techniques, great numbers of ideas

the principle of (1) making the strange familiar and

and options are generated through association

(2) the familiar strange.

within a relatively short time. Association techniques

earlier. An example of an associative technique is
the brainstorming method (see The Brainstorming
Methodin this section)

concept

With provocative techniques, assumptions and

original issues they provoke new insights. Both

encourage spontaneous reactions to ideas expressed

concept
development

4 Provocative Techniques

5 Intuitive Techniques
With intuitive techniques you develop a vision, or
a new perspective on the original issue in hand.
Intuitive techniques are useful for letting go: to guide
the idea generation techniques by whatever comes

3 Confrontational Techniques

to mind. It is a technique that allows for spontaneous

With confrontational techniques, ideas are generated

and intuitive idea generation and reflecting upon

fig. 2.18 CPS model revisited of the Creative Problem Solving

by thinking outside ones familiar frame of reference.

the generated ideas. These techniques have a great

By identifying and breaking assumptions you are able

influence on enthusiasm, motivation and courage of

to open up a wider solution space. New connections

the team members.

Process (Tassoul and Buijs, 2005)

Delft Design Guide | Part 2 | Creating Product Ideas and Concepts | Creativity Techniques

2.2

Delft Design Guide | Part 2 | Creating Product Ideas and Concepts | Creativity Techniques

2.2

When Can You Use Creativity

Techniques?

6 Analytic-Systematic Techniques
Analytic-systematic methods are based on the
analysis and systematic description of a problem,

Creativity techniques are mostly used in a creative

the drawing up of an inventory of solutions, variants

workshop, or in a brainstorm setting typically taking

to subproblems, and the systematic varying

place at the beginning of the conceptual design

and combining of these solution variants. The

phase, starting the phase of creating product ideas

morphological method and function analysis are the

and concepts.

most typical examples (see Function Analysis and

How to Use Creativity Techniques?

Morphological Chart in this section).

Starting Point
Creative Problem Solving

Expected Outcome

In order to apply the various creativity techniques

Possible Procedure

effectively, a creative process needs to be followed.

Tips and Concerns

A very simple model of the creative process is

provided by Wallas (1926): (1) preparation, (2)

References and Further Reading

incubation, (3) illumination, and (4) verification. In

Tassoul, M. (2006) Creative Facilitation: a Delft Approach,

the preparation phase the problem is defined. During

Delft: VSSD.

the incubation phase, the issue is let go and attention

is focused on other (inspirational) aspects. In the
illumination phase an opening is (suddenly) found,

Roozenburg, N.F.M. and Eekels, J. (1995) Product Design:

Fundamentals and Methods, Utrecht: Lemma.

from which an approach is developed to deal with the

Roozenburg, N. and Eekels, J. (1998, 2nd ed.) Product

issue in hand. During the verification phase the idea is

Ontwerpen: Structuur en Methoden, Utrecht: Lemma.

tested and evaluated. Tassoul and Buijs (2005) have

modelled the creative problem-solving process in a
more elaborate model, called the CPS model revisited

Wallas, G. (1926, 1970) The art of thought, In: Vernon, P.E.

(ed.) Creativity, Harmondsworth: Penguin.

(see figure 2.18). This model consists of three phases:

(1) problem statement, (2) idea generation, and (3)
concept development.

diverge

fig. 2.19
Creative
Diamond Marc
Tassoul/Jan
Buijs (2005)

clustering
converge

Mind Map
Keywords

What Is a Mind Map?

Creative

A Mind Map is a graphical representation of ideas

Association

and aspects around a central theme, showing how

Inventorying

these aspects are related to each other. With a

Mind Map you can map all the relevant aspects
and ideas around a theme, bringing structure,
overview and clarity to a problem. A Mind Map helps
in systematically unpacking abstract thoughts and
notions. It is like a tree, with branches leading to the
thoughts and aspect of the theme. Graphically, one
can use the analogy of the tree by making branches

design project. Mind Maps also work well for outlining

3 Add branches to the lines as necessary.

that are important thicker than others.

presentations and reports. In fact, Mind Mapping can

4 Use additional visual techniques for example,

Mind Mapping is an excellent technique for developing

be used in a wide variety of situations.

your intuitive capacity. It is especially useful for

identifying all the issues and subissues related to a

different colours for major lines of thought, circles

around words or thoughts that appear more than

How to Use a Mind Map?

once, connecting lines between similar thoughts.

problem. Mind Maps can also be used for generating

Starting Point

solutions to a problem and mapping their advantages

The starting point of a Mind Map is a central theme,

and disadvantages. The latter is accomplished by

for example a problem or an idea.

5 Study the Mind Map to see what relationships exist

and what solutions are suggested.
6 Reshape or restructure the Mind Map if necessary.

making the main branches the solutions and the

subbranches from each of these the pros and the

Expected Outcome

cons. Analysing the Mind Map helps you find priorities

The outcome of a Mind Map is a structured overview

and courses of action.

of ideas and thoughts around a concept or a problem,

Internet. The disadvantages of using computer

represented graphically.

software are that there is some limitation in freedom

Tips and Concerns

When Can You Use a Mind Map?

A Mind Map can be used in different stages of the
design process, but is often used in the beginning of
idea generation. Setting up a Mind Map helps you to
structure thoughts and ideas about the problem, and

You can find software for Mind Mapping on the

of using hand drawings and colours, it is less

personal, and it might be less suitable when sharing it

Possible Procedure
1 Write the name or description of the theme in the
centre of a piece of paper and draw a circle around it.

with others (you and your computer alone).

Make digital pictures of your handmade Mind Maps.

2 Brainstorm each major facet of that theme, placing

connect these to each other. However, a Mind Map

your thoughts on lines drawn outward from the

can also be used in the problem analysis phase of a

central thought like roads leaving a city.

Delft Design Guide | Part 2 | Creating Product Ideas and Concepts | Mind Map

2.2

Delft Design Guide | Part 2 | Creating Product Ideas and Concepts | Mind Map

2.2

fig. 2.23 Example of Mind Map created with a Mind Map Software Tool.
(from student report)
fig. 2.22 Example of a Mind Map (Tassoul, 2006)

References and Further Reading

Tassoul, M. (2006) Creative Facilitation: a Delft Approach,
Delft: VSSD.
Buzan, T. (1996) The Mind Map Book: How to Use Radiant
Thinking to Maximize Your Brains Untapped Potential,
New York: Plume.

Keywords
Creative

The Brainstorming Method

Problem solving
Brainwriting
Braindrawing
Association

What Is the Brainstorming Method?

When people hear the word brainstorming they

2 Inventorying, evaluating and grouping ideas

The second step is about evaluating, reviewing

often think of people sitting together and thinking

and grouping ideas. Now an overview is created of

up ideas wildly and at random. This is partly true!

the solution space (e.g. all possible solutions) and

Brainstorming as a method prescribes a specific

whether more ideas are needed.

approach with rules and procedures for generating

3 Converging: choosing a solution

ideas. It is one of many methods used in creative

The third step is about choosing ideas and selecting

thinking to come up with lots of ideas to solve a

ideas for the next phase in the design process.

problem. Various methods or approaches to creativity

exist, such as: brainstorming, synectics, lateral
thinking/random stimulus and biomimetics.

The process underlying this method is built upon the

following assumptions:

Brainstorming was invented by Osborn as early as the

1 Criticism is postponed.

1930s. Apart from producing large numbers of ideas,

The participants in a brainstorming session should

brainstorming is based on another very important

try not to think of utility, importance, feasibility and

principle: the avoidance of premature criticism. Of

the like, and certainly not make any critical remarks

course ideas must be assessed critically, but an all

thereon. This rule should not only lead to many, but

too critical attitude often holds back the process of

also to unexpected associations. Also, it is important

generating ideas.

to avoid participants feeling attacked.

2 Freewheeling is welcomed.

We follow the brainstorm method of Osborn (1953)

The purpose is to have participants express any idea

and Parnes (1992). This method consists roughly of

they think of; the wilder the idea, the better, it is

the following steps:

said. In a brainstorming session an atmosphere must

1 Diverging from the problem

Beginning with a problem statement, this first stage

be created which gives the participants a feeling of

safety and security.

is about a creative dmarche: a creative path where

3 Combination and improvement of ideas are sought

lots of ideas are generated using different techniques.

You should endeavour to achieve better ideas by

Wild and unexpected ideas are welcomed.

adding to, and building upon, the ideas of others.

Delft Design Guide | Part 2 | Creating Product Ideas and Concepts | The Brainstorming Method

2.2

Delft Design Guide | Part 2 | Creating Product Ideas and Concepts | The Brainstorming Method

2.2

When Can You Use the Brainstorming

Method?

4 Quantity is wanted.
Try to think of as many associations as possible.
The objective of this rule is to attain a high rate of

A brainstorm is usually carried out in the beginning

association. The underlying idea is not only that

of the idea generation, with the goal of producing a

quantity breeds quality but also that through a rapid

large number of ideas with a group of participants.

succession of associations the participants have little

How to Use the Brainstorming Method?

chance of being critical.

Starting Point
Brainstorm Session

The starting point of a brainstorm session is a

Brainstorming (see figure 2.24) is done with a group

problem statement (one single concrete target).

consisting of 4-8 people. A facilitator leads the

fig. 2.25 Braindrawing session

Expected Outcome

brainstorm session, and asks the group provocative

questions. The groups responses (the ideas) are

Brainwriting Session

The outcome of a brainstorm session is a large

written down on a flip-chart. The stages that the

Brainwriting is done with a group consisting of 4-8

number of ideas.

group goes through in a brainstorm session are

people. A facilitator leads the Brainwriting session,

methods on their own, and different alternative

and asks the group provocative questions. Each

methods are possible within a brainstorm session

participant writes down his/ her idea on a piece of

(for example: how tos, who-what-where-when-why-

paper, and the papers are passed on to each other.

H2s, one single concrete target) and select a

how, forward and backward planning, and wishful

In this way, an idea is elaborated when it passes

group of 4-8 participants. Draw up a plan for the

thinking).

through numerous participants, or an idea could

brainstorm session, including a detailed time line,

serve as an inspiration for new ideas. Different

the steps written down, and the methods used in the

versions of this method are possible. A well-known

brainstorm session (example of a session plan).

Possible Procedure
1 Develop a statement of the problem (e.g. with

method is the 6-5-3 method.

Braindrawing Session
In a Braindrawing session (see figure 2.25) ideas
are not written down, but are drawn or sketched.
This distinguishes Braindrawing from brainstorming,
which only uses words. In a Braindrawing session
each participant draws his/her ideas on paper.
Also, it is possible to build on each others ideas by
passing through the drawings similar to a Brainwriting
session.
fig. 2.24 Brainstorm session (Tassoul, 2007)

fig. 2.26 A typical brainstorm session: facilitator and

participants

2 You could send a note containing the statement of

the problem, background information, examples of

References and Further Reading

Tips and Concerns

Brainstorming is suited for solving relatively simple

solutions and the four brainstorming rules, to the

problems with an open formulation. For more

participants some time before the session.

complex problems, it would be possible to brainstorm

3 Have a preparatory meeting together with the

about subproblems, but then the overall view might

Roozenburg, N.F.M. and Eekels, J. (1995) Product Design:

Fundamentals and Methods, Utrecht: Lemma.
Roozenburg, N. and Eekels, J. (1998, 2nd ed.) Product
Ontwerpen: Structuur en Methoden, Utrecht: Lemma.

participants, right before the actual brainstorm

be lost. Furthermore, brainstorming is not suited

session, whereby the method and rules are explained,

very well for problems whose solution requires highly

Tassoul, M. (2006) Creative Facilitation: a Delft Approach, Delft:

the problem, if necessary, is redefined, and a

specialised knowledge.

VSSD.

so-called warm-up is held. A warm-up is a short

stimulating brainstorming exercise unrelated to the
problem.

Higgins, J.M. (1994) 101 Problem Solving Techniques, New York:

New Management Publishing Company.

4 At the beginning of the actual brainstorm session,

write the statement of the problem on a blackboard
or flip chart clearly visible to everyone, as well as the
four rules.
5 The facilitator should ask provocative questions to the
group, and write down the responses on a flip chart.
6 Once a large number of ideas has been generated,
the group should make a selection of the most
promising and interesting ideas. Usually, some criteria
are used in the selection process, which should be
established with the group.

Delft Design Guide | Part 2 | Creating Product Ideas and Concepts | The Brainstorming Method

2.2

Storyboard
What is a Storyboard?

When Can You Use a Storyboard?

A storyboard (see figure 2.34) is a valuable aid to

However, the visualisation style of the storyboards

Storyboards can be used throughout the entire design

the designer, because it provides a visual description

influences the reactions, e.g. open and sketchy

process, from ideas about the interaction with a

of the use of a product that people from different

storyboards elicit comments, sleek and detailed

product to ideas and concepts and also for product

backgrounds can read and understand. A storyboard

presentations can be overwhelming. Storyboards

concept evaluations (see for example Product

not only helps the product designer to get a grip on

used for analytical purposes, to map situations,

Usibility Evaluation in

user groups, context, product use and timing, but

problems and feelings, typically have a factual style

section 2.4).

also to communicate about these aspects with all

of visualisation. Storyboards used to conceptualise

the people involved. With a storyboard the powerful

ideas have a rough visualisation style. Storyboards

aspects of visualisation are exploited. At a glance

used to evaluate design ideas are often open,

Starting Point

the whole setting can be shown: where and when

bringing together different points of view. They have

Used as a tool for developing ideas, a storyboard

the interaction happens, the actions that take place,

a sketchy, incomplete style of visualisation in order to

starts with a first idea about the interaction between

how the product is used, and how it behaves, and

invite reactions. Storyboards intended to transfer or

product and user.

the lifestyle, motivations and goals of the users.

present concepts often look polished.

How to Develop a Storyboard?

Storyboards allow you to literally point at elements,

which helps during the discussion.
fig. 2.34 Example of a Storyboard (from student report)

Delft Design Guide | Part 2 | Creating Product Ideas and Concepts | Storyboards

2.2

Delft Design Guide | Part 2 | Creating Product Ideas and Concepts | Storyboards

Expected Outcome
The outcome of a storyboard is a good conceptual

2.2

Tips and Concerns

Comics and movies are a great source of expressive

idea about the interaction, as well as visualisations

techniques. Some of these can be applied to product

or written descriptions of the interaction. Both

design scenarios and storyboards, whereas others are

visualisations and written descriptions can be used

less suitable. Think about camera position (close-up

for communication and evaluation purposes.

versus overview), sequence and the style in which

you visualise the storyboards.

Possible Procedure
1 Start from the following ingredients: ideas,
simulations, a user character.
2 Choose a story and a message: what do you want
the storyboard to express? Limit your story to a clear
message (e.g. 12 panels).
3 Create sketchy storylines. Dont build the story one
panel at a time. Design the time line before detailing.
Use variations in panel sizes, white space, frames,
captions, for emphasis and expression.
4 Create a complete storyboard. Use short captions to
complement (not repeat) the images. Dont make all
the panels the same: use emphasis.

References and Further Reading

Stappers, P.J. (2004) Storyboarding, In: Stappers, P.J., (August
2004) Context and Conceptualisation.
Jacko, J., et al. (2002) The Human-Computer Interaction
Handbook: Fundamentals, Evolving Technologies and
Emerging Applications, New York: Erlbaum and Associates.

Written Scenario
What is a Written Scenario?

presenting ideas and concepts, and are used in product

To write a scenario (or story), you need a basic

concept evaluations and product usability evaluations

understanding of the tasks to be performed by the

(see Product Usibility Evaluation in section 2.4).

user. You also need to have an understanding of

the users and the context of use. Scenarios can be

3 Determine a starting point of the scenario: a trigger

or an event.
4 Identify stakeholders and their interests.
5 Determine the number of scenarios that you will

How to Use a Written Scenario?

create, based on the number of actors and their

derived from data gathered during contextual enquiry

Starting Point

activities.

Used as a tool for developing ideas, a written

In simple language describe the interaction that

scenario starts with a first idea about the interaction

completing the actors goals. Be specific about tasks,

needs to take place. It is important to avoid

between product and user.

subtasks, context and the actors motivations to

goals.

references to technology. You should also have

6 Write the scenario. Work from starting point towards

complete the goals.

the scenario reviewed by users to ensure that it is

Expected Outcome

representative of the real world. Use scenarios during

The outcome of using a written scenario, is a good

design to ensure that all participants understand

conceptual idea about the interaction. Written

and agree to the design parameters, and to specify

descriptions can be used for communication and

techniques. Some of these can be applied to product

exactly what interactions the system must support.

evaluation purposes.

use scenarios.

Possible Procedure

References and Further Reading

When Can You Use a Written

Scenario?
A written scenario can be used throughout the design
process, for developing ideas about the interaction
with a product idea. Scenarios can also be used for

1 Determine the actors. The actor has an active role

Tips and Concerns

Comics and movies are a great source of expressive

Jacko, J., et al. (2002) The Human-Computer Interaction

in the scenario. In case of several actors, more

Handbook: Fundamentals, Evolving Technologies and

scenarios should be set up.

Emerging Applications, New York: Erlbaum and Associates.

2 Determine the goals the actor has to complete.

How to

Written Scenario

determine
interaction

determine actors

determine goals
of actors

determine
starting point

identify
stakeholders and
their interests

determine the
number of
scenarios

write the
scenarios

Delft Design Guide | Part 2 | Creating Product Ideas and Concepts | Written Scenarios

2.2

Keywords
Idea generation

Design Drawing

Concept generation,
Sketch,
When you enter a design studio you will find out that

Communicating

Presentation

drawing by hand is an integral part of the decision-

Next to verbal explanation, a designer also

Detail

making process, used in the early stages of design,

uses drawing to interact and communicate with

in brainstorm sessions, in the phase of researching

several groups of people, with different levels of

and exploring concepts, and in presentation. Drawing

understanding of professional jargon:

Drawing

has proved to be a versatile and powerful tool for

exploring and for communicating. (see: Sketching,
Eissen 2007).
Exploring

Fellow-designers or team members

Model makers
Marketing managers
Clients and contractors
Public offices.

Explorative drawing enables the designer to

analyse visually and to generate and evaluate ideas

Effective Drawings

throughout the entire product design cycle, and

The significance of a drawing depends on the context

especially in the synthesis phase (see section 1.3 -

in which it is made. A drawing serves its purpose

The Basic Design cycle).

when it is efficient. Therefore a certain phase in

That also includes:

the design process may require a certain type of

Analysing and exploring the perimeters of the

problem denition

drawing. Time is an issue and in many cases, a quick,

suggestive sketch is preferable to a more time-

Using drawings as a starting point for new ideas, by

consuming rendering.

means of association

Exploring shapes and their meaning, function and

aesthetics

Analysing and structuring principle solutions and

visualising structural and formal concepts (see section
1.5 - The Fish Trap Model).
Hand drawing is also benecial to the development
of the designers visual perception, his or her
imaginative capacities and perceptiveness of form in
general.
fig. 2.36

Delft Design Guide | Part 2 | Creating Product Ideas and Concepts | Design Drawing

2.2

Design Guide | Part 2 | Creating Product Ideas and Concepts | Design Drawing

2.2

For generating and evaluating ideas, hand drawing is

(figure 2.39) Side-view sketching can be a quick and

more versatile than CAD rendering and prototyping.

easier way of making variations in shape, colour,

A rendering can look very definite and unchangeable,

details, etc. (figure 2.40).

which is not appropriate, for example, when a

studio is still conferring with its client about design

Mixed Media

directions and possibilities.

With a PC and tablet the designer can easily adjust

A (brainstorm) sketch can also easily be upgraded

colour and shading in the (scanned) drawing and add

into a more presentable drawing, on paper or digitally

textures or the brand name.

by using a tablet and e.g. Adobe Photoshop or Corel

Computer sketching also has some advantages.

Painter.

It can speed up the drawing and enhance the

designers eye-hand coordination and muscular

Early Phase

fig. 2.38

movement. A relatively new explorative medium in

generating ideas is called Intuitive Sketching (van

In the early phase of the design process, drawing

tends to be simple: basic shapes or configurations,

Preliminary

den Herik and Eissen, 2005). This method uses a

(grey) shading and casting shadows (figure 2.37).

Concept

simple doodle as a starting point (figure 2.41), as a

This kind of drawing incorporates the basic skills

Sketching

means to break free from conditioning, to express

and rules of perspective, construction of 3D shapes,

When several ideas

feeling without hindrance, and to expand your visual

shading and constructing cast shadows (figure 2.38).

are combined to

language.

Colour is not always used and very often this kind of

develop preliminary

drawing will suffice for idea sketching or structural

concepts, the

concepts (g. 2.38, and see section 1.6 - The Fish

designer has a

Trap Model).

general idea about

the materials being
used, the shape, its
fig. 2.39

function and how

it is manufactured.
Colour and
expression of the
materials (e.g.
matt or reflective
plastic) become
more important and
drawings become
more elaborate.

fig. 2.37

fig. 2.40

fig. 2.41

References and Further Reading

Eissen, J.J., van Kuijk, E. and de Wolf, P. (1984) Produkt
Presentatietechnieken, Delft: DUP.
Eissen, J.J. and Steur, R. (2007) Sketching: Drawing
Techniques for Product Designers, BIS Publishers.
van den Herik, Y. and Eissen J.J. (2005) Intuitive sketching: a
new and explorative medium in generating ideas, CAID&CD
Delft 2005: applications of digital techniques in industrial
design engineering. pp. 708-713. Beijing: International
Academic Publishers
[Link] (retrieved May 2009).
see also [Link]

fig. 2.42a

fig. 2.42b

By combining or integrating several drawings with

other types of images (figure 2.42a and b), layers of
information can be presented in a coherent way and a
suitable context can be provided: the meaning of the
product, user environment, etc.
Material Concept Sketching or
Preliminary Design
When concepts become denitive, when you want to
explore or explain how different manufactured parts
are assembled, or when you are communicating with
an engineer, choosing an exploded view is effective
(figure 2.43). Side-view drawings for exact
dimensions, detail drawings, ghost view or
shaded cross-sections can also be very useful in
communication. Drawings of user interaction can
fig. 2.43

serve to get feedback from users, prior to the testing

fig. 2.44

of prototypes (figure 2.44).

Design Guide | Part 2 | Creating Product Ideas and Concepts | Design Drawing

2.2

C-Box
What Is a C-Box?
We use a C-Box to generate an overview from a
Keywords

multitude of early ideas. The C-Box is a 2 x 2 Matrix.

Clustering

Two axes are determined that represent criteria

Evaluation

according to which the ideas are evaluated. In a

Intuitive

C-Box usually the criteria innovativeness (for the

Brainstorm

users) and feasibility are used. A C-Box has four

Idea selection

quadrants based on these axes. You are able to judge

quickly whether ideas are immediately feasible or not,
and whether they are highly innovative or not.

fig. 2.59 Example of C-Box (from student report)

A C-box is commonly used in a brainstorm workshop

in order to judge the numerous ideas that are

Expected Outcome

generated in such a workshop. This method also

The outcome of a C-Box is an overview of the early

works effectively when you are eager to drop highly

ideas, clustered in four groups based on criteria set to

innovative ideas. This method could also be seen as

the axes of the C-Box. Effectively, you have created a

a first cluster activity of early ideas. However, the

first rough distinction between ideas in four groups.

clusters are predetermined by the axes you choose.

It is possible to vary the meaning of the axes, for
future
technology

example attractiveness and functionality.

Possible Procedure
1 Create two axes (innovativeness and feasibility) on a
large paper and construct the 2 x 2 C-Box with those

When Can You Use a C-Box?

A C-Box is commonly used in early idea generation,
present
technology

in case of a surplus of early ideas (for example 40+

ideas) generated in a brainstorm session.

two axes, for example using Scotch tape on a wall

surface.
functionality: one end is the familiar, the other end
represents highly innovative.
feasibility: one end is not feasible, the other end

present use

futuristic use

fig. 2.58 C-Box extended (from PO3 course 2008-2009)

How to Use a C-Box?

Starting Point

represents immediately feasible.

2 Make sure all ideas are written down, or drawn on a

The starting points of a C-Box is a multitude of early

small piece of paper, for example on a post-it or an

ideas (40-60 ideas).

A5/A4-size paper.

Delft Design Guide | Part 2 | Decision and Selection | C-Box

2.3

Delft Design Guide | Part 2 | Decision and Selection | C-Box

How to

40-60 early ideas

familiar innovative

make
2 x 2 matrix

but...

familiar innovative

yes...

not
feasible feasible

idea idea
idea
idea
idea
idea
idea
idea
idea
idea
idea
idea

not
feasible feasible

C-box

2.3

if...

discuss and
review
ideas

place the ideas

in one of the
four quadrants

idea

idea

idea

idea

select promising
ideas and drop
bad ones

3 With a group, review and discuss the ideas, and place

the ideas in one of the four quadrants.
4 Make sure that ideas in one quadrant are situated
closely to the criteria they meet best.
Once all ideas are placed in the C-Box, a first
overview is created, and following steps can be
made. These steps consist of working out the most
promising ideas and dropping the bad ideas (not
innovative and not feasible).
References and Further Reading
Tassoul, M. (2006) Creative Facilitation: a Delft Approach,
Delft: VSSD.

Itemised Response and PMI

What Is Itemised Response?

What Is PMI?

The Itemised Response Method is used to judge

The PMI Method (Plus, Minus, Interesting) is used to

Keywords

ideas quickly and intuitively. For each idea, the

evaluate early design ideas in a quick and systematic

Idea selection

positive and negative features are listed. These

way. PMI is essentially a tool that helps to bring

positive and negative features can serve to elaborate

structure to a set of early ideas. Per idea the pluses,

Synectics
Intuitive
Brainstorm

on the positive aspects (make the ideas positive

minuses and interesting aspects are listed:

aspects stronger). Also, the negative aspects can be

1 Plus (+) positive aspects,

evaluated and improved.

2 Minus (-) negative aspects, and

This method is used to evaluate and work out a

3 Interesting (I) interesting aspects and features.

moderately large selection of ideas. Once all pluses

PMI can be used in combination with itemised

and minuses are listed, a decision can be made as

response.

to which ideas will be used further throughout the

design project. The Itemised Response Method
originated from the Synectics Method, a systematic

When Can You Use Itemised Response

and PMI?

approach to creative thinking that uses metaphors

The Itemised Response Method can be used to select

and analogies (see Synectics in section 2.2).

ideas for concept developments. The method works

best when a manageable number of ideas need to be
screened. The PMI method is essentially a technique
used in a brainstorm setting. Because of its quick and

How to

Itemised Response
and PMI

ideaidea idea
ideaidea idea
ideaidea idea
ideaidea idea
ideaidea ideaidea idea
ideaidea idea
ideaidea idea
ideaidea idea
ideaidea idea

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ideas
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features
features
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improve
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each
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make
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Delft Design Guide | Part 2 | Decision and Selection | Itemised Response and PMI

2.3

Delft Design Guide | Part 2 | Decision and Selection | Itemised Response and PMI

2.3

ing
intuitive nature, the PMI method is best applied in

3 Decide upon your course of action: do you develop

the beginning of the design process, during early idea

the good ideas into concepts (how many concepts?

generation.

Maybe combine certain good ideas?), or do you

continue with the early idea generation (seek more

How to Use Itemised Response and

PMI?

ideas? Combine interesting ideas with the good ideas?

Explore within the group of interesting ideas?).

Starting Point
A limited number of ideas, resulting from the stage of
idea generation (not more than 10).

Tips and Concerns

Working with Pluses and Minuses invites people to

take decisions, but you dont want that too quickly.

Expected Outcome

C-Box, Itemised Response, PMI and vALUe are all

Evaluation of ideas and a decision as to which ideas

meant to get acquainted with all the ideas before

could go into concept development.

throwing any away (see sub-sections on each topic in

Better understanding of the solution space, i.e. more

this section).

insight into valuable directions for solution finding.

Better understanding of interesting and promising

References and Further Reading

ideas, but also of bad ideas.

Gordon, W.J.J. (1961) Synectics, New York: Harper and Row.

Possible Procedure
1 For each idea, list the positive features and the

De Bono, E. (1970) Lateral Thinking, Creativity Step by Step,

New York: Harper and Row Publishers.

negative features in the form of a list with pluses and

Tassoul, M. (2006) Creative Facilitation: a Delft Approach,

minuses. Per idea, answer the following questions:

Delft: VSSD.

a. What is good about the idea (Plus)?

b. Which aspects would you need to improve (Minus)?
c. What makes the idea interesting (Interesting)?
2 You now have per idea:
a. Plus: these are the good aspects of the idea,
worth developing further (into concepts) or taking
advantage of.
b. Minus: these are bad aspects of the idea, not
worth developing further.
c. Interesting: these are interesting aspects of the
idea, but they need more development in order to
become good ideas.

vALUe
What Is vALUe?

How to Use vALUe?

The vALUe Method (Advantage, Limitation, Unique

Starting Point

Keywords

Elements) is used to evaluate a large set of early

A large number of early ideas or principal solutions

Evaluation

design ideas in a quick and systematic way. The

(20 to 50 or more).

Intuitive
Brainstorm
Idea selection

vALUe method is an inventorying method: it allows

a (team of) designer(s) to review and validate the

Expected outcome

Provide discription
A common description of early ideas.
of the problem

ideas. By explicitly writing down the ideas in terms

of advantages, limitations and unique elements,

Better understanding of the solution space, i.e. more

the ideas have a common vocabulary which makes

insight into valuable directions for solution finding.

further selection easier. After applying this method,

Better understanding of interesting and promising

the decision maker has to decide what to do next:

ideas, but also of bad ideas.

look for more ideas, or make a decision as to which

ideas will be developed into concepts.

Possible Procedure
1 Generate a large set of early ideas or principal

When Can You Use vALUe?

solutions. For idea generation techniques that can be

The vALUe method is essentially a technique used in

a brainstorm setting. Because it allows ideas to be

2 Per idea, answer the following questions:

described in common terms, the vALUe method is

a. What are the advantages of the idea (A)?

best applied in the beginning of the design process,

b. What are the limitations of the idea (L)?

during early idea

c. What are the unique elements of the idea (U)?

generation. The

How to

vALUe

used, see Creativity Techniques in section 2.2.

idea

idea
idea
idea
idea
idea
idea idea
idea
idea

20-50 or more
ideas or principal
solutions

vALUe Method

References and Further Reading

idea

works best just

Isaksen, S. et al. (1994) Creative Approaches to Problem

advantage ?

after selecting from

Solving, Dubuque: Kendall and Hunt.

disadvantage ?

among a large

unique element ?

answer following
questions per
idea

number of ideas
(20 to 50 or more

Tassoul, M. (2006) Creative Facilitation: a Delft Approach,

Delft: VSSD.

back to 7 +/- 2).

Delft Design Guide | Part 2 | Decision and Selection | vALUe

2.3

Harris Profile
What Is a Harris Profile?
Keywords
Intuitive
Concept selection

How to Use a Harris Profile?

A New Product Profile (or Harris Profile, see figure

Starting Point

2.60) is a graphic representation of the strengths and

Alternatives for a product (in some stage of

weaknesses of design concepts. Originally, a New

development).

Product Profile is applied as a useful tool to evaluate

Criteria that are applicable to the alternatives on the

and select development projects (ideas for new

specific level of development.

business activities). This method can also be used

to evaluate and decide in later phases of product

Expected Outcome

development. Per design alternative a Harris Profile is

One chosen/selected alternative from a group of

created. A number of criteria are used to evaluate the

alternatives.

design alternatives. A four-scale scoring is used for

Overview of the advantages and disadvantages of the

all criteria. The decision-maker himself/herself should

selected alternative.

interpret the meaning of the scale positions (i.e.

More understanding of the problem and criteria.

-2 = bad, -1 = moderate, etc.). Thanks to its visual

representation, decision-makers can quickly view the
overall score of each design alternative on all the

fig. 2.60 Example of a Harris Profile

concept 1

concept 2

concept 3

-2 -1 +1 +2 -2 -1 +1 +2 -2 -1 +1 +2
controlable on velocity and direction
safe
gain enough speed
basis construction simple
well accesible parts
well replacable parts
distinct
stable
compact
springs
price

criteria, and compare these easily.

Possible Procedure
1 Criteria should be selected according to which
the design alternatives should be compared (be
sure to cover all important aspects of the product

When Can You Use a

Harris Profile?
Whenever a number of alternatives
of product concepts need to

development project with the selected criteria).

2 List the criteria and create a four-point scale matrix
next to it (see figure 2.60). The scale is coded -2, -1,
+1, and +2.

be compared and consensus/

3 Create a Harris Profile for the design alternatives

an intuitive decision needs to be

you want to compare. Draw the profile by marking

reached/made, the Harris Profile

the scores in the four-point scale matrix for all the

can be used. Typically it is used

after a diverging stage of the
process.

criteria.
4 When the Harris Profiles of the design alternatives
are completed, the profiles can be compared and a
judgment can be made as to which alternative has
the best overall score.

Delft Design Guide | Part 2 | Decision and Selection | Harris Profile

2.3

Delft Design Guide | Part 2 | Decision and Selection | Harris Profile

2.3

Tips and Concerns

If possible cluster the criteria.
The four-point scale should be interpreted differently
for each criterion: the criteria cannot be compared
equally, and therefore all criteria have different
meanings on the scale. Make sure that you
standardise the meaning of the four-point scale for all
the design alternatives.
When attributing the -2 or +2 values to a criterion,
be sure to colour all the blocks in the Harris Profile.
Only then do you create a quick visual overview of
the overall score of a design alternative.
Give -2 and -1 another column than +1 and +2 in
order to create a visual overview.
References and Further Reading
Harris, J.S. (1961) New Product Profile Chart, Chemical and
Engineering News, Vol. 39, No. 16, pp.110-118.
Roozenburg, N.F.M. and Eekels, J. (1995) Product Design:
Fundamentals and Methods, Utrecht: Lemma.
Roozenburg, N. and Eekels, J. (1998, 2nd ed.) Product
Ontwerpen: Structuur en Methoden, Utrecht: Lemma.

How to

Harris Profile

-- - + ++

idea

idea
idea
idea
idea

idea

-- - + ++

-- - + ++

idea
idea
idea
idea

to help make design

choices
make a list of criteria

list criterias

make a Harris
Profile, four-point
scale matrix

compare and
judge profiles to
choose