In today’s world creative thinking is an essential tool to stand out of the crowd. This presentation highlights the tips and methods suggested by Giovanni Corazza in his inspiring speech at TED.
What is integrated marketing communications program ?Sameer Mathur
Ìý
Integrated marketing communications (IMC) is a planning process that coordinates all brand contacts a customer receives to ensure they are relevant and consistent. IMC involves coordinating multiple personal and non-personal communication channels, such as online and offline activities, to maximize impact, reach, and message delivery. Implementing an IMC strategy can produce stronger and more consistent brand messaging that helps build brand equity and increases sales impact.
What is the communications mix, and how should it be set ?Sameer Mathur
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The document discusses eight major modes of integrated communications that companies must allocate their communications budget over: 1) advertising, 2) sales promotion, 3) public relations and publicity, 4) events and experiences, 5) direct and interactive marketing, 6) word-of-mouth marketing, 7) personal selling. Each mode is described in one or two sentences highlighting their key attributes such as pervasiveness, ability to be attention getting, customized interaction, and influential yet timely nature. The document was created by Dishi Arora during an internship with Prof. Sameer Mathur to discuss designing and managing an integrated communications strategy.
What is the role of marketing Communications ?Sameer Mathur
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Marketing communications represent a company's voice and brand and allow them to establish links with consumers. As technology has changed how consumers receive communications and brands convey their messages, companies must integrate their marketing activities to deliver consistent messaging across experiences. Effective marketing communications require assessing what impressions will influence consumers at each purchase stage to implement the right programs and increase brand equity and sales.
A brand is forever- Havard Business CaseSameer Mathur
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The prsentation is based on Havard Business Case " A brand is forever" which highlights examples of brand decline, investigates leading causes of brand decline, identify signs that are precursors to impending decline, suggests guidelines to revitalize dead or declining brands.
The document discusses different models for understanding the integrated marketing communication process, including the macro model of communication process, micro model of communication process, and micro model of consumer responses. It also examines the hierarchy of effects model and its three sequences - learn-feel-do, learn-do-feel, and feel-do-learn - for understanding how marketing communications can influence consumer responses at different stages.
Marketing Internship under Prof. Sameer MathurSameer Mathur
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This document contains summaries of marketing management lessons and case studies from an internship. It includes:
1) Lessons on storytelling, using cornerstones, and developing wants rather than needs in customers.
2) Summaries of textbook chapters on marketing planning, analyzing markets and competition, positioning, and communications.
3) A marketing plan for a minor league baseball team targeting families with $6 tickets and community events.
4) A case study on a brewing company exploring expanding its legacy brand to the light beer market.
5) A case on the purchase of legendary piano maker Steinway & Sons and challenges maintaining its brand reputation.
Creative Thinking by Getting Out of the Box by Giovanni CorazzaSameer Mathur
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The document discusses how to generate innovative ideas and think outside the box. It explains that the "box" refers to the boundaries of our current knowledge and experiences. It encourages seeking divergent information beyond convergent thinking, collaborating across disciplines, believing in oneself, and maintaining an open and supportive environment to stimulate out of the box thinking. Challenging preconceptions and allowing new ideas to emerge helps us think beyond the boundaries of what is known.
Creative thinking - How to get out of the box?Sameer Mathur
Ìý
This document discusses thinking outside the box and creativity. It argues that thinking outside the box is both easy but difficult, and it is necessary for humans to maintain their dignity. It provides guidance on why think outside the box (to prove yourself different), which box to think outside of (the boundaries of what is known), how to do it (through absurd or innovative ideas), where to go (value long-term thinking about new ideas), what to do there (assess new ideas), and when is the best time (when the environment allows for divergent information and new ideas). The document uses the example of a TEDx talk being held during halftime of a football match to illustrate thinking creatively outside normal constraints.
it corresponds to Creative thinking - how to get out of the box and generate ideas: Giovanni Corazza at TEDxRoma
.
presented by-- NANDINI GUPTA
AKGEC, GHAZIABAD
The document discusses how to think outside the box. It notes that we often feel frustrated by innovative tasks because we are stuck inside a "box" of our existing knowledge and ways of thinking. To get outside this box, we must practice divergent thinking by seeking out different types of information beyond what we already know. Going outside the box is a necessity, not a luxury, because it allows for new ideas, which have value even if they do not lead to immediate solutions. The document provides tips on how to stimulate divergent thinking, such as considering alternatives rather than single answers, in order to get outside our mental boundaries.
The document discusses creativity and thinking outside the box. It argues that creativity is a necessity, not a luxury, and that thinking outside the box gives humans dignity. The "box" refers to boundaries within the mind of what is and could be. The box is made up of genetic heritage, environmental conditions, and direct and indirect experiences. To get outside the box requires divergent information beyond common knowledge. Once outside the box, long thinking is needed to determine where to go next and evaluate ideas without immediately doubting them or trying to go back in the box. Creativity helps when environments prevent challenging conventional thinking.
The document discusses creativity and thinking outside the box. It argues that creativity is not just for a few, but a necessity for all. Thinking outside the box means going beyond the boundaries in our minds of what is possible, to consider what could be. The key to getting outside the box is adding divergent information - what we know combined with what we have never thought of before. Once outside the box, it is important to resist going back in and instead do long thinking to determine where new ideas can go. The value of any new idea should be assessed by whether it fits the initial focus or could solve someone else's problem. The best time to think outside the box is when the environment does not allow conventional thinking.
The document discusses the importance of creative thinking and getting outside of the box to generate new ideas. It notes that people often feel comfortable staying inside their box where everything is familiar. However, creative thinking is necessary, not a luxury, to come up with innovative solutions. The document provides tips for developing divergent thinking, such as being open-minded and resisting the urge for fast/convergent thinking. It encourages taking risks and thinking differently and long about problems to cross boundaries in our minds.
The document discusses creative thinking and generating ideas by thinking outside the box. It explains that thinking convergently relies on existing information and patterns, while divergent thinking goes beyond what is known to cross boundaries in the mind. To think creatively outside the box, one must allow divergent thinking and combine divergent and convergent approaches. Common barriers to thinking outside the box include feeling ideas must have been done before, and resisting new ideas that challenge the status quo. The key is resisting the urge to go back inside the box and valuing long-term thinking over fast responses.
The document discusses how to think outside the box. It recommends asking why we should think outside the box, which box we are referring to, and how, where, and when to go outside the box. Thinking outside the box is not a luxury but a necessity to distinguish ourselves. We need to expose ourselves to divergent information to cross the boundary in our minds between what we know and don't know. Once outside the box, there is no preset direction - we must resist the temptation to return to safety and instead value long thinking, being open-minded, and considering alternatives rather than a single right answer.
This document discusses how to think creatively and generate new ideas by thinking "outside the box." It explains that our normal way of thinking is constrained by boundaries in our minds formed by our experiences and education. To develop creative ideas, it is necessary to combine convergent information we already know with divergent information from new, unknown sources. This involves suspending judgment in an unknown mental space and resisting the urge to return to safe, established ideas. Generating creative thoughts is a process of open-minded association and combination of ideas that occurs rapidly, within a few seconds. The document provides an example of reimagining a TED talk in unconventional ways, like holding it in a stadium, to illustrate thinking outside normal constraints.
This document summarizes an interactive session on creativity and thinking outside the box. The session discusses why thinking outside the box is necessary, how to get outside common boundaries of thought, where new ideas can take us, and how to evaluate novel ideas. The session uses the example of generating new ideas for TEDx conferences to illustrate moving from conventional information to more divergent thinking that could lead to unconventional event plans like holding a conference in a stadium. The overall message is that thinking creatively helps expand our knowledge and allows for more innovative solutions.
The document discusses techniques for thinking creatively and outside the box. It recommends first considering dominant ideas and requirements, then allowing divergent thinking by considering something irrational or absurd. This helps cross the boundary into unexplored areas. When thinking differently, lose your senses and enjoy the process. Creative thinking is a long process, like enjoying a whole song rather than just one note. People should not think they cannot invent and should allow ideas to flow freely using metaphors and combining different disciplines. Quick thinking outside the box can be more insightful than a lifetime of regular thinking.
This presentation discusses thinking outside the box and encourages creative thinking beyond established boundaries and norms. It notes that while people often say thinking outside the box is easy, it can actually be difficult. However, thinking creatively is necessary, not a luxury, to avoid having all information and ideas converge onto the same conclusions. The key is expanding one's boundaries of knowledge and allowing divergent information and long-term thinking, even if ideas seem absurd at first, in order to land on beautiful new solutions. Mistakes must be allowed and divergent thinking encouraged for true creative thought to occur.
This document discusses creativity and thinking outside the box. It recommends asking why, which, how, where, and what questions to stimulate divergent thinking. Divergent information that is absurd, wrong, or irrelevant can help take thoughts far outside normal boundaries. An environment that does not punish mistakes and allows divergent information is important for generating new ideas. Collecting information and applying divergent thinking to it can help experiment with new possibilities.
The document discusses creative thinking and how to generate new ideas by thinking outside the box. It argues that staying inside traditional boundaries does not lead to different ideas, while creativity involves risk. It defines out of the box thinking as taking difficult approaches that lead far, not things that are simply wrong. The document recommends techniques like association of ideas, divergent thinking, and applying ideas to unexplored areas. It also suggests drawing from direct experiences and indirect experiences rather than resisting new perspectives. The overall message is that human dignity lies in creative, critical thinking beyond what is currently known.
This document discusses thinking outside the box and creativity. It argues that thinking outside the box is necessary for human dignity and progress, but that it is risky since established ways of thinking provide a sense of safety and structure. It provides some techniques for thinking outside the box, such as allowing divergent information, mixing disciplines, using metaphors, and valuing long-term thinking over a single correct answer. The overall message is that creativity requires stepping outside established boundaries of thought but can lead to new insights and discoveries.
The document discusses creativity in advertising and when it is most effective. It defines creativity as the ability to find unusual and nonobvious solutions to a problem. The use of creativity differs by product category, with more functional products preferring less creative approaches. Simply making ads more creative does not always lead to more sales. The best models for determining ad effectiveness account for interdependencies between variables rather than assuming independence. The case method is also discussed as an alternative to lectures for teaching that requires students to actively engage with materials.
ºÝºÝߣs on making the most of a polarizing brand, based on a Harvard Business Review Article By Xueming Luo, Michael Wiles, and Sascha Raithel, by Dhananjay Goel.
Creative Thinking by Getting Out of the Box by Giovanni CorazzaSameer Mathur
Ìý
The document discusses how to generate innovative ideas and think outside the box. It explains that the "box" refers to the boundaries of our current knowledge and experiences. It encourages seeking divergent information beyond convergent thinking, collaborating across disciplines, believing in oneself, and maintaining an open and supportive environment to stimulate out of the box thinking. Challenging preconceptions and allowing new ideas to emerge helps us think beyond the boundaries of what is known.
Creative thinking - How to get out of the box?Sameer Mathur
Ìý
This document discusses thinking outside the box and creativity. It argues that thinking outside the box is both easy but difficult, and it is necessary for humans to maintain their dignity. It provides guidance on why think outside the box (to prove yourself different), which box to think outside of (the boundaries of what is known), how to do it (through absurd or innovative ideas), where to go (value long-term thinking about new ideas), what to do there (assess new ideas), and when is the best time (when the environment allows for divergent information and new ideas). The document uses the example of a TEDx talk being held during halftime of a football match to illustrate thinking creatively outside normal constraints.
it corresponds to Creative thinking - how to get out of the box and generate ideas: Giovanni Corazza at TEDxRoma
.
presented by-- NANDINI GUPTA
AKGEC, GHAZIABAD
The document discusses how to think outside the box. It notes that we often feel frustrated by innovative tasks because we are stuck inside a "box" of our existing knowledge and ways of thinking. To get outside this box, we must practice divergent thinking by seeking out different types of information beyond what we already know. Going outside the box is a necessity, not a luxury, because it allows for new ideas, which have value even if they do not lead to immediate solutions. The document provides tips on how to stimulate divergent thinking, such as considering alternatives rather than single answers, in order to get outside our mental boundaries.
The document discusses creativity and thinking outside the box. It argues that creativity is a necessity, not a luxury, and that thinking outside the box gives humans dignity. The "box" refers to boundaries within the mind of what is and could be. The box is made up of genetic heritage, environmental conditions, and direct and indirect experiences. To get outside the box requires divergent information beyond common knowledge. Once outside the box, long thinking is needed to determine where to go next and evaluate ideas without immediately doubting them or trying to go back in the box. Creativity helps when environments prevent challenging conventional thinking.
The document discusses creativity and thinking outside the box. It argues that creativity is not just for a few, but a necessity for all. Thinking outside the box means going beyond the boundaries in our minds of what is possible, to consider what could be. The key to getting outside the box is adding divergent information - what we know combined with what we have never thought of before. Once outside the box, it is important to resist going back in and instead do long thinking to determine where new ideas can go. The value of any new idea should be assessed by whether it fits the initial focus or could solve someone else's problem. The best time to think outside the box is when the environment does not allow conventional thinking.
The document discusses the importance of creative thinking and getting outside of the box to generate new ideas. It notes that people often feel comfortable staying inside their box where everything is familiar. However, creative thinking is necessary, not a luxury, to come up with innovative solutions. The document provides tips for developing divergent thinking, such as being open-minded and resisting the urge for fast/convergent thinking. It encourages taking risks and thinking differently and long about problems to cross boundaries in our minds.
The document discusses creative thinking and generating ideas by thinking outside the box. It explains that thinking convergently relies on existing information and patterns, while divergent thinking goes beyond what is known to cross boundaries in the mind. To think creatively outside the box, one must allow divergent thinking and combine divergent and convergent approaches. Common barriers to thinking outside the box include feeling ideas must have been done before, and resisting new ideas that challenge the status quo. The key is resisting the urge to go back inside the box and valuing long-term thinking over fast responses.
The document discusses how to think outside the box. It recommends asking why we should think outside the box, which box we are referring to, and how, where, and when to go outside the box. Thinking outside the box is not a luxury but a necessity to distinguish ourselves. We need to expose ourselves to divergent information to cross the boundary in our minds between what we know and don't know. Once outside the box, there is no preset direction - we must resist the temptation to return to safety and instead value long thinking, being open-minded, and considering alternatives rather than a single right answer.
This document discusses how to think creatively and generate new ideas by thinking "outside the box." It explains that our normal way of thinking is constrained by boundaries in our minds formed by our experiences and education. To develop creative ideas, it is necessary to combine convergent information we already know with divergent information from new, unknown sources. This involves suspending judgment in an unknown mental space and resisting the urge to return to safe, established ideas. Generating creative thoughts is a process of open-minded association and combination of ideas that occurs rapidly, within a few seconds. The document provides an example of reimagining a TED talk in unconventional ways, like holding it in a stadium, to illustrate thinking outside normal constraints.
This document summarizes an interactive session on creativity and thinking outside the box. The session discusses why thinking outside the box is necessary, how to get outside common boundaries of thought, where new ideas can take us, and how to evaluate novel ideas. The session uses the example of generating new ideas for TEDx conferences to illustrate moving from conventional information to more divergent thinking that could lead to unconventional event plans like holding a conference in a stadium. The overall message is that thinking creatively helps expand our knowledge and allows for more innovative solutions.
The document discusses techniques for thinking creatively and outside the box. It recommends first considering dominant ideas and requirements, then allowing divergent thinking by considering something irrational or absurd. This helps cross the boundary into unexplored areas. When thinking differently, lose your senses and enjoy the process. Creative thinking is a long process, like enjoying a whole song rather than just one note. People should not think they cannot invent and should allow ideas to flow freely using metaphors and combining different disciplines. Quick thinking outside the box can be more insightful than a lifetime of regular thinking.
This presentation discusses thinking outside the box and encourages creative thinking beyond established boundaries and norms. It notes that while people often say thinking outside the box is easy, it can actually be difficult. However, thinking creatively is necessary, not a luxury, to avoid having all information and ideas converge onto the same conclusions. The key is expanding one's boundaries of knowledge and allowing divergent information and long-term thinking, even if ideas seem absurd at first, in order to land on beautiful new solutions. Mistakes must be allowed and divergent thinking encouraged for true creative thought to occur.
This document discusses creativity and thinking outside the box. It recommends asking why, which, how, where, and what questions to stimulate divergent thinking. Divergent information that is absurd, wrong, or irrelevant can help take thoughts far outside normal boundaries. An environment that does not punish mistakes and allows divergent information is important for generating new ideas. Collecting information and applying divergent thinking to it can help experiment with new possibilities.
The document discusses creative thinking and how to generate new ideas by thinking outside the box. It argues that staying inside traditional boundaries does not lead to different ideas, while creativity involves risk. It defines out of the box thinking as taking difficult approaches that lead far, not things that are simply wrong. The document recommends techniques like association of ideas, divergent thinking, and applying ideas to unexplored areas. It also suggests drawing from direct experiences and indirect experiences rather than resisting new perspectives. The overall message is that human dignity lies in creative, critical thinking beyond what is currently known.
This document discusses thinking outside the box and creativity. It argues that thinking outside the box is necessary for human dignity and progress, but that it is risky since established ways of thinking provide a sense of safety and structure. It provides some techniques for thinking outside the box, such as allowing divergent information, mixing disciplines, using metaphors, and valuing long-term thinking over a single correct answer. The overall message is that creativity requires stepping outside established boundaries of thought but can lead to new insights and discoveries.
The document discusses creativity in advertising and when it is most effective. It defines creativity as the ability to find unusual and nonobvious solutions to a problem. The use of creativity differs by product category, with more functional products preferring less creative approaches. Simply making ads more creative does not always lead to more sales. The best models for determining ad effectiveness account for interdependencies between variables rather than assuming independence. The case method is also discussed as an alternative to lectures for teaching that requires students to actively engage with materials.
ºÝºÝߣs on making the most of a polarizing brand, based on a Harvard Business Review Article By Xueming Luo, Michael Wiles, and Sascha Raithel, by Dhananjay Goel.
1) The document discusses various creative advertising techniques like using memes, interactive games, collaborating with customers, and injecting humor.
2) It provides examples of successful ad campaigns that utilized these techniques, such as an Oreo campaign that engaged customers in designing cookies and a Kia Motors ad showing hamsters chilling in a car.
3) The document advocates for using native advertising by embedding products in movies, TV shows, and games to gain greater attention from consumers.
Hbr article - creative that cracks codeSameer Mathur
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These are based upon an HBR Article: creative that cracks code
made by Nandini Gupta as a marketing internship done under the guidance of Prof. Sameer Mathur
Preserve the luxury or extend the Brand Sameer Mathur
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HLL faced a dilemma about whether to extend its popular brands into new categories to drive growth. On one hand, brand extensions could increase profits by leveraging existing brand equity. However, extensions also carried risks like confusing consumers or damaging the core brand if not done properly. HLL's chairman believed extensions should strengthen, not change, the core brand. While some extensions like Clinic All Clear shampoo were successful, others like Ponds toothpaste failed. Facing intensifying competition, HLL decided to strengthen its presence in the talcum powder category by extending several brands into it in 2003.
Preserve the luxury or extend the Brand Sameer Mathur
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1) The case study discusses a family owned wine estate in Bordeaux, France called Chateau de Vallois that is facing a dilemma around a proposal from the owner's granddaughter, Clare, to produce an affordable luxury wine that could be sold directly to consumers.
2) The CEO and estate manager oppose the idea due to concerns about damaging the brand reputation, increased operating expenses, and losing distributor relationships. Clare believes the new wine could attract younger customers and expand the brand.
3) The case examines the positives and negatives of brand extensions, providing examples from companies like Nestle, BPCL, Hindustan Lever Limited, and Coca-Cola. It discusses both successful and unsuccessful extensions undertaken by these brands
These slides were created by Maulshri Pathak from UIT RGPV as part of an internship done under the guidance of Prof. Sameer Mathur (www.IIMInternship.com
Mednet.com faces declining traffic and revenue as competitors provide similar health information. One major competitor, Cholesterol.com, focuses on specific conditions and gathers personal user data, attracting major advertisers. Mednet considers adapting this model but surveys find users opposed to providing personal data. Instead, Mednet decides to gradually expand into alternative medicine content, starting cautiously, to grow its audience and advertising revenue without compromising its scientific standards or legal compliance. This solution balances increasing traffic and sales with maintaining user trust.
The document discusses the history and business of The Goodyear Tire & Rubber Company, a global tire manufacturer founded in 1898 in Akron, Ohio. It details Goodyear's dominance in the early tire industry and describes its product portfolio including tires for cars, trucks, aircraft and heavy machinery. The text also examines Goodyear's Aquatred tire development in the 1990s, consumer brand preferences between Goodyear and Michelin at that time, and managers' concerns around launching the new Aquatred product.
A brand is forever ! A framework for revitalizing declining and dead brands.Sameer Mathur
Ìý
This presentation is based on the case study of harvard business review on the case "A brand is forever ! A framework for revitalizing declining and dead brands."
Unilever launched its "Path to Growth" initiative in 2000 to decentralize its 1,600 brands into 400 global masterbrands. Dove was selected as a masterbrand. It had previously relied on claims of functional superiority but could no longer do so across categories. Its new role was to provide a point of view. Research found that advertising portrayed unattainable standards of beauty. Dove launched its "Campaign for Real Beauty" in 2004 featuring everyday women to promote a broader definition of beauty. It risked criticism but generated significant awareness and debate, establishing an emotional connection with women. The campaign was hugely successful and helped Dove become the number one cleansing brand, with the fund also raising self-esteem of girls
Brand managers are facing challenges in the new era of consumer disaggregation. Retailers are gaining more power through their consumer data collected from loyalty programs. Kraft Foods launched a personalized magazine called "Food & Family" to build direct relationships with consumers. However, brand management systems are still focused on brands rather than consumers. The case discusses that brands can still be valuable by developing differentiated value propositions under umbrella branding and combining with targeted consumer communication through disaggregation. Brand managers need to shift their focus from brands to developing relationships directly with profitable consumer segments.
Gino sa distribution channel managementSameer Mathur
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The document discusses a case study involving Gino SA, a burner manufacturer, and its distributor Jinghua and potential OEM customer Feima. Gino's China marketing manager Zhou must decide whether to develop Feima as an OEM customer directly or continue selling through Jinghua, risking losing Feima's business. While gaining Feima as an OEM would increase sales, it could damage Gino's relationship with Jinghua, its largest distributor accounting for 40% of revenue. The recommendation is for Gino to accept Feima as a customer through Jinghua to strengthen bonds with distributors while keeping Feima's business through discounts.
How do institutional buyers and government agencies do their buyingSameer Mathur
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Institutional buyers and government agencies form decision-making units or committees to identify needs and wants. They then ask suppliers to submit bids for contracts and often award the contract to the lowest bidder. Large government projects may also float global tenders to receive bids from international suppliers.
How do business buyers make their decisionSameer Mathur
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The buying process begins with a company recognizing a need that can be met through acquiring a good or service. The buyer then determines general characteristics and requirements and solicits proposals from suppliers. The buying center specifies desired supplier attributes, selects the best supplier, and negotiates the final order details. The buyer periodically reviews supplier performance and may continue, modify, or end the relationship based on reviews.
How can companies build strong relationships with business customerSameer Mathur
Ìý
The document discusses how companies can build strong relationships with business customers. It identifies four forces that influence relationships between business partners: availability of alternatives, importance of supply, complexity of supply, and supply market dynamism. It also categorizes buyer-supplier relationships into eight categories ranging from basic buying and selling to mutually adaptive relationships, with higher levels of cooperation, trust, and adaptation indicating stronger relationships.
11. We all are nodes in the same network ,
possessing the same information.
Then what is it that makes us
DIFFERENT ?
12. Our dignity depends on what we generate out of
this shared common information.
Thus going out of the box becomes a NECESSITY
for our dignity as a DIFFERENT individual.
So Creatively Think, OUT of the BOX.
16. Divergent ideas add spice and
takes us far from the relevant
information.
Convergent ideas are the actual
information pieces, things that we are
aware about
Two kinds of IDEAS
are known :
17. We need divergent information to cross
the boundary of what we know and what we
have still not thought about.
18. But after crossing the boundary, we find
ourselves suspended in a place with no preset
direction.
Just like the middle game of chess.
19. We need to Resist
the Temptation to
immediately go
back, away from the
UNFAMILIAR
space
encountered.