This free newsletter is designed to aid the student and the instructor of unified structured inventive thinking as it is taught in the USIT textbook. Topics in the newsletter are selected at random and are not organized, but may continue through several issues. Discussions, suggestions, and Q&A are invited.
The main part of the newsletter is a mini-lecture. These may pose, and/or demonstrate, problems that challenge one’s creative imagination. They may also present very simple inventions to be addressed in order to direct the reader’s attention to the goals of USIT; namely, to aid the discovery of new perspectives of a problem from which solution concepts may be found.
The mini-lectures are translated into Spanish, Japanese, and Korean. Readers may be found in more than 40 countries.
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Example: An excerpt from NewsLetter_40.
1. Conclusion of “How to Invent a Better Drinking Vessel” Many heuristics have been published over the years for use in inventing. Of course, the most popular, and most used, is brainstorming. For speed, brainstorming is hard to beat. It gets things done quickly. But it is more like flushing the mind of the obvious. Too often this is where problem solving ends for many technologists. Yet this is where one should now turn to structured-problem solving; it’s the ideal place to begin USIT.
One heuristic of USIT has been demonstrated in the foregoing mini-lectures on inventing a new drinking vessel. I refer to this type of problem as invention based on a prototype. It is a common situation that industrial problem solvers often face when their company decides that it is time to reinvent a product. As demonstrated, the key to this heuristic is to tie attributes into new functions without immediate concern for objects – a fresh perspective.
Heuristics are the heart of problem solving methodologies. Heuristics used by engineers and scientists in solving design-type problems are the non-algorithmic, empirical tricks, tools, and techniques learned academically and from experience. They do not solve problems. Instead they give pause to look at problems in different ways for new insights.