Progressive Revelation

Introduction

Sometimes the first solution that comes to mind, as innovative as it might be, is not the best way to go. Sometimes the quick-fix or snappy answer won't work because big breakthroughs most often reveal themselves progressively.

A group brainstorming technique, it involves seeing problems or challenges from their larger macro levels, and then working down through a series of planned progressions to their micro levels. Then apply what you learned to provoke breakthroughs in your thinking.

The situation is initially presented to a creative feed-back team in a very theoretical, non-specific form - and then more factual details are progressively made known, in a step-by-step way. The graduated approach avoids premature closure - even if the problem is deemed "easy to solve" - and it helps maintain the excitement and novelty of the group so they don't fall prey to quick-fixes.

Method

The technique assumes that the participants do not already know what the problem is:

Explain what is going to happen &endash; i.e. that you are going to present a problem in a very abstract and theoretical way, because that often makes it easier to think openly about it.
The scope of the problem is presented in a very large, generalised form and then downsized to an actual fit of the real issues.
To generate ideas, participants may use an idea generation method..
Repeat steps 2-3 when the idea flow slows down, you can go back to step 2 to provide additional information, repeating this cycle and providing increasingly more information-facts every time, until you have finally presented the whole problem.
Finally once the full scope of the problem is been revealed, the group uses the previously generated ideas as triggers to jump-start finding actual solutions to the original problem.

Example: A problem about the need for more parking spaces might be presented as follows:

Extremely abstract and generalised: 'Brainstorm ways to allow larger numbers to transport themselves to a location.

Slightly less generalised: "'Brainstorm ways of maximizing space to permit frequent and easy access and egress to that location.

Approaching the real problem: 'What if the location has insufficient space to park many vehicles?'

The actual problem: 'The problem is how to improve the vehicle parking potential of MegaMart Inc. by XX amount of spaces'.

Note:

The procedure needs to be explained clearly to the participants as they could feel like their ideas are being manipulated. They should know that the creative process requires a wholistic effort. The idea is to bring ideas from outside of the problem into it.

Try to avoid biasing idea generation and select the most appropriate points at which to reveal more factual information. In the example above once the car-parking problem had been introduced as a storage problem, it is less likely to be seen as a travel problem, as a way of displaying personal wealth or as a security problem, etc. - The exercise focuses on the lack of space.

[Source: http://www.consult-iidc.com/english/training/progressive.htm]

CLASS	B
PHASE	Idea generation
DESCRIPTION	Introduction Sometimes the first solution that comes to mind, as innovative as it might be, is not the best way to go. Sometimes the quick-fix or snappy answer won't work because big breakthroughs most often reveal themselves progressively. A group brainstorming technique, it involves seeing problems or challenges from their larger macro levels, and then working down through a series of planned progressions to their micro levels. Then apply what you learned to provoke breakthroughs in your thinking. The situation is initially presented to a creative feed-back team in a very theoretical, non-specific form - and then more factual details are progressively made known, in a step-by-step way. The graduated approach avoids premature closure - even if the problem is deemed "easy to solve" - and it helps maintain the excitement and novelty of the group so they don't fall prey to quick-fixes. Method The technique assumes that the participants do not already know what the problem is: Explain what is going to happen &endash; i.e. that you are going to present a problem in a very abstract and theoretical way, because that often makes it easier to think openly about it. The scope of the problem is presented in a very large, generalised form and then downsized to an actual fit of the real issues. To generate ideas, participants may use an idea generation method.. Repeat steps 2-3 when the idea flow slows down, you can go back to step 2 to provide additional information, repeating this cycle and providing increasingly more information-facts every time, until you have finally presented the whole problem. Finally once the full scope of the problem is been revealed, the group uses the previously generated ideas as triggers to jump-start finding actual solutions to the original problem. Example: A problem about the need for more parking spaces might be presented as follows: Extremely abstract and generalised: 'Brainstorm ways to allow larger numbers to transport themselves to a location. Slightly less generalised: "'Brainstorm ways of maximizing space to permit frequent and easy access and egress to that location. Approaching the real problem: 'What if the location has insufficient space to park many vehicles?' The actual problem: 'The problem is how to improve the vehicle parking potential of MegaMart Inc. by XX amount of spaces'. Note: The procedure needs to be explained clearly to the participants as they could feel like their ideas are being manipulated. They should know that the creative process requires a wholistic effort. The idea is to bring ideas from outside of the problem into it. Try to avoid biasing idea generation and select the most appropriate points at which to reveal more factual information. In the example above once the car-parking problem had been introduced as a storage problem, it is less likely to be seen as a travel problem, as a way of displaying personal wealth or as a security problem, etc. - The exercise focuses on the lack of space. [Source: http://www.consult-iidc.com/english/training/progressive.htm]
REFERENCES	W. Gordon of the Arthur D. Little consulting company

PROGRESSIVE REVELATION

Introduction

Method

Note: