 "Creativity is the ability to produce work that is original (that others have not thought

of before) and that is appropriate (sensible or useful in some way)." (Laura Berk)
 "Creativity is allowing yourself to make mistakes. Art is knowing which ones to
keep." (Scott Adams)
 "Curiosity about life in all of its aspects, I think, is still the secret of great creative
people." (Leo Burnett)
 "Creativity requires the courage to let go of certainties." (Erich Fromm)

What is Creativity?

Creativity is the ability to produce or develop original work, theories, techniques, or

thoughts. A creative individual typically displays originality, imagination, and
expressiveness.
Creative thinking refers to the mental processes leading to a new invention or solution to a
problem. Products of creative thinking include new machines, social ideas, scientific
theories, artistic works, and more.

Defining creativity is not as easy as it may seem. As you read above, creativity can mean
different things to different people. It could be a talent, such as singing or dancing, or it could
be a different way of thinking or being in the world. Creativity is a trait that exists
in everyone. Regardless of individuals’ experiences with creativity, it is a disposition we can
nurture and cultivate. Therefore, it is important to begin thinking about “how” an individual
is creative rather than “if” an individual is creative (Cropley, 2015).

According to school technology consultant Doug Johnson (2015), creativity can be

demonstrated in a number of different ways:

 As writers, presenters, and storytellers

 As numeric problem-solvers
 As graphic artists through drawing, painting, sculpting, photography, and designing
 As athletes and dancers kinesthetically
 As musicians creating new works, performing, and conducting
 As humorists in all media
 As team-builders and collaborators
 As problem-solvers
 As inventors and systems innovators
 As leaders who organize, motivate, and inspire Although psychologists have offered
several definitions of creativity (Plucker, Beghetto, & Dow, 2004; Runco & Jaeger,
2012), probably the best definition is the one recently adapted from the three criteria
that the U.S. Patent Office uses to decide whether an invention can receive patent
protection (Simonton, 2012).


 The first criterion is originality. The idea must have a low probability. Indeed, it often
should be unique. Albert Einstein’s special theory of relativity certainly satisfied this
criterion. No other scientist came up with the idea.
 The second criterion is usefulness. The idea should be valuable or work. For example,
a solution must, in fact, solve the problem. An original recipe that produces a dish that
tastes too terrible to eat cannot be creative. In the case of Einstein’s theory, his
relativity principle provided explanations for what otherwise would be inexplicable
empirical results.

  Figure 2. Even with the three criteria for creativity (originality, usefulness, and
surprise), determining whether art is “creative” can prove difficult. Especially with
all the examples of artists whose work wasn’t deemed creative until after their
deaths. [Image: Linus Bohman]
 The third and last criterion is surprise. The idea should be surprising, or at least
nonobvious (to use the term used by the Patent Office). For instance, a solution that is
a straightforward derivation from acquired expertise cannot be considered surprising
even if it were original. Einstein’s relativity theory was not a step-by-step deduction
from classical physics but rather the theory was built upon a new foundation that
challenged the very basis of traditional physics. When applying these three criteria, it
is critical to recognize that originality, usefulness, and surprise are all quantitative
rather than qualitative attributes of an idea. Specifically, we really have to speak of
degree to which an idea satisfies each of the three criteria. In addition, the three
attributes should have a zero point, that is, it should be possible to speak of an idea
lacking any originality, usefulness, or surprise whatsoever. Finally, we have to
assume that if an idea scores zero on any one criterion then it must have zero
creativity as well. For example, someone who reinvents the wheel is definitely
producing a useful idea, but the idea has zero originality and hence no creativity
whatsoever. Similarly, someone who invented a parachute made entirely out of steel
reinforced concrete would get lots of credit for originality—and surprise!—but none
for usefulness.

What is concept development?

Concept development is the part of the product development process where you will generate,
evaluate, and refine your abstract ideas, turning them into a well-defined, practical, and
actionable product design ready for prototype development. Extra steps taken during this
phase will save time and money later on because moving forward is difficult and costly
without a clear and well-developed concept.
What is concept development?
Concept development means defining and refining a specific idea or set of ideas to bring
clarity, coherence, and structure. During concept development, you will take an abstract idea
and turn that thought into a well-formed design using critical thinking skills, research, and
analysis. By defining and clarifying your ideas, as well as exploring their pros and cons, you
can come up with a feasible product concept that meets your users’ needs.

What is the difference between a concept and an idea?

An idea is a general thought that does not have a clear definition or structure. It is a
preliminary stage in the thought process that requires refinement to become a concept. On the
other hand, a concept is more concrete and specific. They are well-defined and include a
clear definition of what the idea is and what it entails. In short, an idea is a general thought,
while a concept is developed and actionable. To convert your idea into a concept, you will
need to follow the concept development process, which we outline later in this article.

Tips for developing concepts

Since we have developed hundreds of product concepts over the years, we have picked up a
few tips and tricks along the way. Here are our most helpful tips for developing concepts:

 Clearly understand the problem before you begin, as it will help you focus your
thoughts and help keep your ideas relevant and aligned with your goals.

 Encourage creative thinking and employ various brainstorming techniques to generate

diverse ideas and concepts.

 Consider different perspectives, including everyone who will use or handle the
product. Accounting for various groups’ needs and interests helps you generate well-
rounded ideas.

 Gather information on consumers, market trends, and competitors, and use this
information when brainstorming concepts.

 Always keep the customer in mind when conceptualizing by considering their needs,
preferences, and requests.

 Collaborate with others and seek feedback on your concepts from your target
demographic.

 Refine and test your ideas and make necessary changes and adjustments based on the
results.
These tips for developing concepts can help you generate innovative ideas and turn those
ideas into practical and successful products. But, of course, the specific techniques and
approaches you use will depend on the context and the goals of your concept development
effort.

What is the concept development process?

At Synectic, we follow a six-step concept development process as it provides a structured
approach that has historically worked well for our customers.
1. Define the problem
The first step in the concept development process is to define the problem your product will
solve. The answer to that question will be your design’s governing theme and start
your product development specification (PDS). The PDS is a written document that provides
a framework for brainstorming viable concepts as it lists what you would like it to do and
how you would like the user to interface with it. Additionally, the PDS will be referred to
extensively throughout the product development process as you check whether your product
meets the outlined requirements and solves the defined problem.
2. Generate concepts

Concept generation is a process where multiple people are brought together in a free and
open meeting to propose ideas. Typically, the project leader sets the meeting, describes the
goal of the concept generation, and defines the context. For example, a concept generation
meeting could generate a few ideas in deeper detail versus creating a higher number of very
different ideas. Generally, you want to generate numerous ideas at this stage, as you will
eliminate most concepts during the assessment stage.

Actual concept generation is fluid. There are many techniques for generating concepts, and
the best option often depends on the specific context, the goals of the development effort, the
resources available, and the participants’ preferences. It is essential to use various techniques
to generate a diverse range of ideas and to evaluate each concept thoroughly to determine its
feasibility and viability. Here are some commonly used concept generation techniques:

Brainstorming – Brainstorming is a concept generation technique in which group members

participate in a spontaneous discussion and contribute a wide range of ideas. The key to good
brainstorming is to think of the problem broadly and include people with various
backgrounds and experiences. For example, a drug delivery device injects drugs through the
skin. In a Synectic brainstorming meeting, we will intentionally leave the object broader and
state the goal is to: move liquid from a reservoir through a membrane (the skin). We then ask
participants for ways to solve the problem. Asking questions like this leads to many more
ideas than just a hypodermic needle.

Mind mapping – Mind mapping is a visual representation of ideas and concepts, often as a
diagram or flowchart. It is a brainstorming technique for organizing ideas, in which you place
a central concept in the center of a page and add related concepts around it. The resulting
diagram shows the relationships between concepts and can help identify new opportunities or
connections. Mind mapping can help to identify relationships between ideas and to develop a
comprehensive understanding of a concept.

Reverse brainstorming – Reverse brainstorming is a concept generation technique in which

participants generate ideas for solving the opposite of the problem they are trying to solve.
Flipping and reframing the dilemma as a solution can help identify potential obstacles or
challenges and generate new ideas for addressing them. For example, instead of concepts for
decreasing a component to fit into a receptacle, participants might think up ideas for
increasing the receptacle’s size instead.

Research – Research is another method for generating concepts. While researching, we ask
ourselves how others have solved this or similar challenges. The typical places to investigate
are patents, competitors, and the world around us. For example, if we need to develop a
rotary drive coupling sealed to liquids in a handheld medical device, you could research
magnetic couplings used in oil well drilling technology. You may discover a coupling design
that solves the same problem, albeit on a much larger scale. The insight of a magnetic
coupling, even at such a large scale, leads us to a solution not previously considered.

Benchmarking – Benchmarking is a process where you compare a competitive product to

your idea. You want to determine which features of that competitive product are well done
and which ones could use improvement. Successful benchmarking may mean obtaining the
competitive device and deconstructing it to learn how it works. We often employ
benchmarking as a concept generation strategy for products in a heavy IP market, such as
robotic surgical devices. Knowing what is already available gives the team a framework of
what ideas to avoid.
Once wrapping up your brainstorming session, look back at the problem outlined in the
beginning and consider if the concepts solve that problem. Perhaps more or different concepts
are needed? Did too many ideas get knocked out? Do intellectual property issues look too
daunting? Are they too derivative and require a different approach? Also consider, at this
point, if this is the best interpretation of the user’s needs. Only move on to the next step in the
concept development process after considering all these variables.

3. Depict the concepts

The easiest way to draw out your concepts is through rough sketching, also referred to as a
napkin sketch. These sketches can happen during your concept generation meeting. The next
step takes those rough sketches and turns them into refined drawings using several industrial
design techniques. Refined drawings are 2D sketches depicting how the product, or parts of
the product, could look. It also points out major functional features such as the order of
operations. Often these 2D sketches are used to communicate with stakeholders and raise
funds.

Once you have your 2D sketches, you need to convert these to digital models. Using
computer-aided design (CAD) software such as SolidWorks, Pro/Engineer, or AutoCAD, you
can digitally draw your concept and create 3D models. However, CAD software requires
considerable training and experience to master. Having an experienced CAD engineer work
on designing your 3D models is invaluable, as tiny tweaks to the design features can save you
significant time and money in later development phases. You also cannot skip CAD design
and move straight into prototype development. CAD renderings and the information held
within them are required by manufacturers to prototype and manufacture your product.

4. Refine the concepts

After collecting a wide range of ideas during brainstorming, the next step is to refine them.
While you could proceed with developing every idea you come up with, the cost and time
required would be astronomical. Refinement helps determine the best choice, minimizing
risk and ensuring that you invest resources in the most promising ideas.

One of the best ways to refine concepts is by confirming the ideas are feasible and will
function as imagined in the physical world through proof of concept (POC). Proof of concept
demonstrates that a particular idea can be implemented and is feasible. It is a way to broadly
test new technology as it validates the viability of a new concept before investing significant
resources into full-scale development.

The most efficient and cost-effective way to test proof of concept is with breadboard
prototypes. Breadboard prototypes are rough prototypes that test a single function or physical
property, such as whether a part can fit into a small space or whether a new hinge design will
function at a rudimentary level.

5. Assess the concepts

At this point, you should have generated and refined several viable concepts. In this step, you
will assess them for ranking in the final step. As a team, agree on the ranking criteria and the
importance or weight of each ranking category. These categories might include design
complexity, manufacturing cost, safety, etc. Whatever you decide, they should align with the
product requirements in the PDS.

For example, the PDS may state that the product must be easy to hold in one hand. Therefore
“easy to hold” is a design feature that is highly valuable and outweighs other lower-priority
features. The PDS may also state that it should be easy to clean. Since this feature is not a
must-have, it would be weighted lower than being easy to hold.

To help you determine what to include and the weight of each criterion, here are some
questions to ask:

 Does the concept fit the technical and user specifications outlined in the PDS

 Do the characteristics meet the user’s needs?

 Is the product intuitive and easy to use? Is it ergonomic?

 How complex is the product? Will it be challenging to manufacture and assemble?

 What is the potential for harm to the user? Is one concept riskier than another?

 How expensive will the product be to manufacture? Are multiple manufacturing

processes involved?

 How available are the required materials? Does it use readily available technologies?
  How likely is the concept to infringe on current IP?

 Is the design durable and robust?

 How many parts are required? Are they standard or all custom?

6. Select the winning concepts

It is imperative to approach the concept selection process systematically and knowledgeably.

One must account for the organization’s specific goals and needs as well as the perspectives
of different stakeholders. The goal is to choose a feasible and viable concept with the utmost
potential for success in the market.

Choosing a winning concept requires a systematic and well-informed review of each idea.
This review includes sketches, analysis, breadboards, models, preliminary testing, and other
information gained throughout the concept development process.

At Synectic, we assess ideas using a force ranking concept matrix. The concept matrix gives
a clear picture of how each concept fulfills the criteria outlined in the PDS, creating a direct
and unbiased comparison. After agreeing on the ranking criteria and weight in the previous
step, the concepts are assigned a numerical rating on a 1-5 scale based on how well it meets
the requirement. Much of this ranking depends on an experienced team discussing why a
concept should score better or worse in a category. After the team rates each idea and tallies
the scores, the one with the highest overall number is usually the best choice.

Plot development is the pattern of events in a story. It usually consists of the following
elements:
 Exposition: The background of the story, including the characters, setting, and how
the story begins

 Rising action: The events leading up to the climax

 Climax: The part of the story that changes everything

 Falling action: The events that occur as a result of the climax

  Resolution: How everything comes together at the end of the story

What is Plot Structure? Definition and Diagram

Written by the Reedsy Editorial Team
Edited by Dario Villirilli

Plot structure is the order in which the events of a story unfold. In western storytelling
traditions, it’s usually built out of five stages: exposition, rising action, climax, falling action,
and resolution.

From Westworld and Jane Eyre to your grandma’s favorite childhood anecdote, most stories
seem to follow this architecture. It dates back to Aristotle’s Three-Act structure, which
divides a story into a beginning, middle, and end, and it was further elaborated on by German
novelist Gustav Freytag, among others, who proposed a “technique for drama” — a five-
stage plot structure that is now better known as Freytag’s pyramid.
In this post, we’ll look at the basic elements of plot structure in more detail. We’ll use
Tolkien’s Fellowship of the Ring as an example with each stage. Though it may seem strange
to demonstrate a five-step process with the first part of a trilogy, each book in The Lord of
the Rings series has a complete plot with a distinct start and finish.
Plot Structure in Five Steps:
 1. Exposition
 2. Rising Action
 3. Climax
 4. Falling Action
 5. Resolution

https://blog.reedsy.com/guide/plot/structure/