1. Step 2
1.1. Creativity techniques
1.1.1. SCAMPER
1.1.1.1. S substitute
1.1.1.2. C combine
1.1.1.3. A adapt
1.1.1.4. M modify / magnify
1.1.1.5. P put to another use
1.1.1.6. E eliminate something
1.1.1.7. R reverse / rearrange
2. Step 3
2.1. Corporate creativity
2.1.1. A company is creative when
2.1.1.1. Its employees do something new and potentially useful
2.1.1.2. They weren't asked for it
2.1.1.3. They weren't taught how to do it
2.1.2. It results in
2.1.2.1. Improvements (changes to what is already done)
2.1.2.2. Innovations (completely new activities for the company)
2.1.3. Key elements
2.1.3.1. Alignment
2.1.3.1.1. How much the employees' and the organization's goals are paired
2.1.3.1.2. Intangible
2.1.3.1.3. Difficult to obtain
2.1.3.1.4. Requires:
2.1.3.1.5. Counter-effects
2.1.3.2. Self-initiated activity
2.1.3.2.1. Desire to understand
2.1.3.2.2. Employees develop a deep sense of belonging
2.1.3.2.3. An effective system can / is
2.1.3.3. Unofficial activities
2.1.3.3.1. Sports, cultural or any other recreational activities are perfect for employees to inteact with each other and generate new, fresh ideas
2.1.3.4. Diverse Stimuli
2.1.3.4.1. Fresh perspective
2.1.3.4.2. Makes different perspectives available
2.1.3.4.3. Ways to promote it
2.1.3.5. Within company comunication
2.1.3.5.1. Depends on the organization's communication channels
2.1.3.5.2. Unanticipated changes between employees are essential
2.1.3.5.3. Ways to promote it
2.2. Serendipity
2.2.1. Inside a company
2.2.2. Individual
3. Step 1
3.1. Problems and opportunities
3.1.1. 1 Identify a problem
3.1.2. 2 Understand the problem
3.1.3. 3 Turn it into an opportunity
3.1.4. 4 Benefit yourself and other from it
3.2. Creative techniques
3.2.1. Concept fan
3.2.1.1. 1 Identify a problem
3.2.1.2. 2 Find directions to where you want to get
3.2.1.2.1. broad concepts
3.2.1.2.2. approaches
3.2.1.3. 3 Find concepts that narrow your search
3.2.1.3.1. general methods of doing something
3.2.1.4. 4 Find specific ideas (solutions)
3.2.1.4.1. concrete ways of putting a work to be done
3.2.1.4.2. it is possible to put them into practice
3.2.2. Job to be done
3.2.2.1. Change of paradigms
3.2.2.2. Find what needs to be done, not what you need (as an object) to complete a task
3.2.3. 6 Thinking hats
3.2.3.1. Blue Leader
3.2.3.2. Yellow Positive
3.2.3.3. Red Customer understanding
3.2.3.4. Green Creative
3.2.3.5. White Neutral
3.2.3.6. Black Negative
3.2.4. Changing paradigms
3.3. The brain
3.3.1. Right side
3.3.1.1. Artistic
3.3.1.2. Empathic
3.3.1.3. Synthesis rather than analysis
3.3.1.4. The big picture
3.3.1.5. Context rather than text
3.3.1.6. Can't be replaced by any kind of machine
3.3.2. Left side
3.3.2.1. Logical
3.3.2.2. Analytical
3.3.2.3. Sequential
3.3.2.4. Linear
3.3.2.5. No longer enough
3.3.2.5.1. Automation
3.3.2.5.2. Asia
3.3.2.5.3. Abundance
3.3.2.6. Can be replaced by software
3.4. Mental models
3.4.1. Culture
3.4.2. Training
3.4.3. Influence from others
3.4.4. Incentives
3.4.5. Education
3.4.6. Personal experience
3.4.7. They establish rules, limits
3.4.8. Solve problems respecting limits
3.4.9. Provoque changes
3.4.9.1. Pay attention to small changes
3.4.9.2. Avoid falling in love with your actual reality or thinking style
3.4.9.3. Focus on final customer
3.4.9.4. Understand ourselves
3.5. Unlocking creativity
3.5.1. Internal factors
3.5.1.1. Attitude
3.5.1.2. Imagination
3.5.1.3. Knowledge
3.5.2. External factors
3.5.2.1. Resources
3.5.2.2. Culture
3.5.2.3. Habitat
3.5.3. Ask the question differently, so you get different answers
3.5.3.1. 5 + 5 = 10
3.5.3.2. ? + ? = 10
3.5.4. Connect and combine ideas
3.5.5. 1 Frame and reframe problems
3.5.6. 2 Connect and combine ideas
3.5.7. 3 Challenge assumptions