Matti M. Hämäläinen

Bio: Matti M. Hämäläinen is an academic researcher from Aalto University. The author has contributed to research in topics: Product design & Brainstorming. The author has an hindex of 2, co-authored 2 publications receiving 40 citations.

Time constraints in design idea generation

Abstract: It is generally believed that time pressure can hamper creative work. For design researchers, this belief is only one of the many time related claims that are short of scientific basis. During previous years, design research has witnessed the birth of design idea generation research. This has lead to a range of systematic, psychologically-motivated studies that have identified principles behind a successful, efficient idea generation process. With this regard, it is surprising the effects of time constraints have not been thoroughly investigated so far. In this review we seek to clarify the temporal dimension. We introduce three categories for time related effects: duration of a task, time decomposition of a task, and time pressure. For each category we review studies regarding its effect on idea generation. The main discoveries are that time decomposition can increase ideation productivity, and while time pressure usually increases productivity, creativity can be compromised by both scarcity and abundance of time. We conclude by arguing that the controlled application of these time constraints can increase productivity and creativity within design idea generation.

Quantitative evaluation of the effectiveness of idea generation in the wild

Abstract: New ideas are the primary building blocks in attempts to produce novel interactive technology. Numerous idea generation methods such as Brainstorming have been introduced to support this process, but there is mixed evidence regarding their effectiveness. In this paper we describe an experimental, quantitative methodology from the domain of product design research for evaluating different idea generation methods. We present prominent results from relevant literature and new data from a study of idea generation in the wild. The study focused on the effects of the physical environment, or in other words, the physical context, on designers' capacity to produce ideas. 25 students working in small groups took part in an experiment with two design tasks. Moving from an office environment to the actual surroundings of the intended use, we discovered that the change in resulting ideas was surprisingly small. Of the measured dimensions, the real-world context influenced only the feasibility of ideas, leaving quantity, novelty, utility and level of detail unaffected. This finding questions the value of diving into the context as a design idea generation practice.

Creativity from Constraints in Engineering Design: Lessons Learned at Coloplast

Abstract: This paper investigates the role of constraints in limiting and enhancing creativity in engineering design. Based on a review of literature relating constraints to creativity, the paper presents a longitudinal participatory study from Coloplast A/S, a major international producer of disposable medical equipment. At Coloplast, constraints played a fundamental role and the observations show the important, dual role of constraints in terms of being a limitation and a prerequisite for creativity. Too few or too many constraints had a negative impact on creativity, whereas the formulation, rationale and ownership of formal constraints played a crucial role in defining their influence on creativity – along with the tacit constraints held by the designers. The designers were found to be highly constraint focused, and four main creative strategies for constraint manipulation were observed: blackboxing, removal, introducing and revising. Constraints introduced late in a project contributed to the generation of new...

Constraint-Shattering Practices and Creative Action in Organizations

Abstract: This study contributes insights on how actors cope with constraints in ill-structured problem-solving situations, and what implications this coping has for creative action. To date, most research on constraint handling has treated constraints, regardless of their nature, origin, or role, as external factors that enable or hinder creativity. In contrast, we consider constraints to be inextricably intertwined with all creative action. We focus our study on one specific practice for constraint handling: namely, shattering. Empirical data were collected for 12 projects in two engineering consulting firms, and four shattering practices were identified: protesting, proposing, betraying, and sabotaging. We discuss their enactment in various parts of the problem space and their implications for the management of creative action in organizations.