Seven innovative approaches for ideas development

Image courtesy of Nick Fewings on Unpsplash

The classic image of an idea is that of a lightbulb. The inference is that an idea is a moment of epiphany, triggered by a spark of insightful brilliance. At such a moment the proverbial light switches on, bringing clarity and realisation. I am sure many people have indeed had such moments, but for the most part that is not actually how ideas develop.

Perhaps a more appropriate image to use for the development of an idea, would be that of a potter with a lump of clay. Using the picture in their mind, a potter will slowly but surely create a visual and physical representation of that image. In doing so, they will cut the clay to size, mould and smooth off rough edges and test the symmetry of the object. If the completed work fails to match the vision of the potter, they will start again until they get it right. The clear inference here is that our ideas are the ‘finished product’ of our imagination, built on the raw material of inspiration, critical feedback, intense frustration and a passion to improve.

As this blog will set out, there are a multiplicity of different ways that ideas are generated, some of which you may be quite familiar with and others you may not.

1. Dandelion dispersal

The ‘dandelion dispersal’ effect best describes the act of ‘seeding responsibility’ for ideas generation to as many people as possible and as widely as you can. The intention is that by setting the expectation that all should be involved in the development of ideas, then ownership and accountability will be mainstreamed. This approach relies exclusively on others to do the deep-thinking, conceptual realisation and detailed design. There is little or no central co-ordination or involvement other than the initial ‘dispersal’ of accountability. The uniqueness of the approach is that it is hyper-local and therefore better tailored to the specific challenges at granular level.  It also benefits from a kind of ‘scatter-gun effect’ to the extent that even if there is a high failure rate, from multiple attempts, you only need to be successful once.

2. The binary model

The uniqueness of the ‘binary’ approach is that it is requires absolute certainty in its application. With this model and its reliance on hard science, it is either right or it is wrong; there is no in-between. Think of the complexity of task before the team of astrophysicists that led the US Apollo 11 mission to the Moon in 1969. The idea required such a level of precision and mastery, that unless it had been absolutely right, it would have been absolutely wrong. By necessity and due to the scale of risk involved, the ‘binary’ approach demands a high-level of expertise in the respective field.  To provide assurance and ensure the viability of the idea, this expertise will usually be of an advanced academic or highly technical nature. This is not an approach for the un-initiated or the casually curious.

3. Piggybacking

Ideas that are developed through a ‘piggyback’ are dependent or built upon the ideas of others. Think of apps for smart mobile phones as an example. People who rely on this approach, generally get their inspiration and stimulation from the company of other creators. Essentially, they use these collaborative networks as ‘hosts’ to identify potential points of intersection, gaps in the market and emerging supply chain economies to exploit. ‘Piggybackers’ surf the curve of innovation, not as industry disruptors, but as purveyors of convenience and customisation. Perhaps the greatest scope for growth in commercial opportunity are ideas that ‘piggyback’ and therefore amplify the functionality of other established ideas.  

4. Boomeranging

This is a very simple and quite commonly utilised approached to ideas development. As the name suggests, ‘boomeranging’ is the process of casting an idea, that may already be well formed, as far and wide as possible to see what feedback you receive. If it is a genuinely good idea then no matter how far afield you cast it, over any length of time, it will eventually yield useful feedback regarding its viability. With ‘boomeranging’, the skill is to make tweaks to the idea based on feedback received and then cast the idea back out at regular cycles. The value of this back and forth is that you are better able to utilise the energy generated from a ‘call and response’ approach (those who have attended live musical events will know what I mean). Sometimes the best test of a good idea isn’t how quickly you accept it, it’s how often you reject it.

5. The jigsaw

The ‘jigsaw’ model is best applied when you are much clearer about what your idea is but are less sure about the mechanics to facilitate its delivery. Therefore, the ‘jigsaw’ approach is predicated on the assumption that you should already have the strategic picture of an idea, but not the operational or tactical detail of how you make it functional. Depending on complexity, the ‘jigsaw’ technique can be lengthy, laboured and drawn out. This is because the pieces to make your idea viable, may take time to assemble and only emerge through tedious research and a process of elimination, where each option considered is accepted or rejected to find the best fit.

6. Scavenging

Your trash cans are treasure troves. They are knowledge management repositories, often filled with examples of ideas that did not make the cut but which, with a change of circumstance, could be exactly what you are looking for. Sometimes it is the cumulative fragments of discarded ideas that become the sum of parts for a new solution. As such, scavenging in the trash can be as much of an inspirational experience as an educational one. There is also a wider point here, which is that even if they do not meet the mark, you should never throw your ideas away. Your trash can be a cautionary tale in the need to never allow the perfect to be the enemy of the good as well as a sobering reminder that the worst idea for today, could turn out to be the best idea for tomorrow.

7. White boarding

Most people reading this blog will be familiar with the ‘white board’ technique. Essentially, the term ‘white board’ is a euphemism for what was more commonly known as a ‘brainstorm’. This is where thinkers, experts, naysayers and others with an interest, are brought together for the purpose of harvesting their suggestions or opinions. The value of assembling a diverse group of views is that it helps to produce ‘creative tension’ as well as a balanced argument. . ‘White boarding’, if managed well, can be a very effective tool for defining the parameters of an idea. Further ‘white board’ discussions can then be deployed to hone and fine-tune the idea, using a concentric circle approach.

So, how do we wrap this up? In simple terms, an idea is equal part creative art and sound science. As such, to produce a viable idea, a fertile imagination (ie: the ability to think out of the box) must dove-tail with the mechanics of a sensible approach (ie: the capacity to harness and hone). Grasping this reality is important because, the process of ideas generation should not be seen as something that is random and irregular. Rather, with careful cultivation and timely harvesting, ideas can be ‘farmed’ to meet the needs and demands of emerging markets and discerning customers. The corollary is that you need system and structure if you want develop rhythm and routine.