OK, good.
Now we come to bury a little bit of a special case here.
This is not pointed to a situation where something went wrong.
So this is kind of a success story.
I'm going to talk about.
And so this is my interpretation of this success story.
I should be very clear about that.
So it's not a crisis.
I'm going to take as an example here.
It's not his words in any way.
However, here is a quote from Eric Resew.
If you don't know your Greece or Greece is a very good author and entrepreneur as well, writing the
Lean Startup Book, which is a great book.
And I use it myself heavily when when I'm working, for example, as a graphic or an entrepreneur in
in some Trappe dotcom.
So I really like his thoughts here, so I stuck on this sentence in his book, which I think captures
the essence of creative leaps and what creative thinking is about.
So he says like that, I struggle to explain the practices to new employees, and that's the practices
he started using.
But he was actually struggling how to explain them.
I struggled to explain the practices to new employees, investors and the founders of other companies.
We lacked a common language for describing them and concrete principles for understanding them.
I found that by applying ideas from lean manufacturing to my own entrepreneurial challenges with a few
tweaks and changes, I had the beginnings of a framework for making sense of them on the practices.
So if you've been with me now, the sessions, I think you can spot already here that this is all about
what we have talked about.
So what he has here is that he have some practices, systems like phenomenal things that he's doing.
But he's he's not actually a conceptualisation and a common language for it.
Yet he might have concepts for him internally, but he had hard actually finding a common language for
them and even to to understand the practices properly.
And understanding is about conceptualizations.
Right.
But he found then that ideas and ideas is the same thing as concepts of concepts used in lean manufacturing.
When he was studying that, he saw a lot of pattern recognition between those different domains and
started to do what I call creative leaps between the two dimensions.
And then in that we gained knowledge about his concepts.
So if I try to explain how one would like to analyze, let's say that we have a person here.
And I'm not saying that this was the kind of very shallow conceptualisation there, arrogant.
But let's say that we say that I'm an entrepreneur in a start up.
Question mark, question mark.
Question mark.
So that's kind of the starting position with a lack of a common language as Lisa and conceptualizations.
And then we do a study of another domain.
And in doing that, we gain new knowledge and let's say the SEC, for this example, that we actually
did this study using conceptual mapping.
So let's say that we study lean.
And this is a very simple I'm not saying that this is the almighty conceptual model of lean manufacturing.
This is just something I made up very quickly.
But so let's say that the expenditure resources have a goal.
And if that goal is not having a value, then it's waste.
Right, because it should lead to a value for a customer.
And then we use a number of different tools, like a value stream mapping, five kanban, et cetera.
And all those tools are used to eliminate the waste.
Very, very simple.
That's one of the kind of the some of the key features of leave, OK, so then we have this starting
position.
So we have this personal of thinking about where to worship and start ups are.
And then we are learning this new domain, like from Lynn, and then we're starting to actually connect
the dots.
So here is what I call a creative.
Leaps are made between those two kind of from the beginning, very separate domains.
We start to see patterns and we start to recognize patterns and we see that things that are going on
in that are mean the place very well to the may not have up here and then actually start forming this
new conceptualisation for the epitome.
So then Eric kind of wrote this description down that a start startup is a human institution designed
to create a new product or service under conditions of extreme uncertainty.
Yeah, so he was starting to form a new conceptual model, a new conceptual domain for the lean startup
approach, saying that a startup is a human institution and that you design startups.
Go down to Panurge designing the startup and the startup is a product creation activity where you create
products or services under extreme uncertainty, which is a condition where the condition could be a
certain condition.
If you're in the more of a normal business situation.
We're saying that the lean startup approach includes a set of tools which are designed to eliminate
waste in this product creation activity, and some of the tools are minimal, viable product and build
measure, learn feedback loops.
So here we actually what we do here is that we actually create new status function by using declarations.
And then we hope that the crowd there are reading the books and are on our seminars about it and actually
using it, applying it to our business, start accepting those status functions, and then they will
start in some way to assist.
So I will say more like not treating this creative process in the same way.
So why are you starting from this domain?
We're trying to develop you have a notion, you have a gut feeling that someone's needed something needs
to be done in this domain.
And then you start taking in knowledge from other types of domains and eventually you start seeing patterns
and recognize how they actually could fit together and how we can learn from domains.
And that will help you actually do creative leaps in the original domain that you started.
Not doing that in creative thinking process is what I think.
Waste.
Very good.
That was also a concrete example of how we can also apply conceptual mapping when as a catalyst for
creative thinking.