Synectics

Synectics, described in this entry, belongs to a broad set of techniques that help users produce new ideas and new idea combinations as part of creative thinking or problem solving. It is an approach for generating ideas through use of unusual connections uncovered in metaphor and [Page 860]analogy. One explanation of the term synectics is that it comes from the Greek syn, which means to bring together, and ectos, or external things. Consequently, the idea of synectics is to join different and often diverse items in ways that explore or solve a problem. To use a synectics approach to a problem, the individuals involved identify a problem owner and use direct, personal, fantastic, or symbolic analogies to develop insights into creative solutions. These are then applied to the problem at hand, and solution paths are identified. The problem owner makes the evaluative judgments about the usefulness of the solutions along the way.

The synectics method was created by William Gordon and his colleagues beginning with their work on a psychology of problem solving in the 1940s. In 1961, he published Synectics, in which he described its central concept as trusting things that are alien and alienating things that are trusted. These iconoclastic juxtapositions open the individuals involved to ideas that might not have emerged otherwise and help them avoid premature closure or settling for the first or more obvious answers or approaches.

Synectics used as a complete process is useful as an approach to creative thinking or problem solving. The component parts from the overall synectics approach are individually applicable in many creative-thinking or problem-solving situations. Synectics resembles brainstorming and other techniques that generate fluent, flexible, original, and elaborative ideas. Synectics, though sharing commonalities with the other brainstorming techniques, brings to the creative problem-solving session its own unique approaches to the generation and combination of ideas. Brainstorming or other generative techniques may bog down after the obvious ideas are expressed. Synectics is a way to move beyond the obvious or to jump-start the creative process and allow fresh or unusual ideas to emerge and be tested.

Sometimes the synectics process is described as making the strange familiar or making the familiar strange. The synectics process begins with a group analysis, definition, and description of the issues involved. This part of the process is described as making the strange familiar. It is an analytical phase where participants try to better understand the problem and its nuisances. Those participating might recall how each has experienced the issues, the background, what has been tried, and the possible scope of action. The group then sums up their discussion by expressing the problem in one or more definitions or wishes.

When generating a lot of ideas through brain-storming, attribute listing, idea checklists, and so forth, in a classroom or with a team, each person who has put forth an idea feels some ownership of the final solution. This lack of a single evaluator of the goodness of any solutions may cause trouble at those points in the creative process when a judgment or evaluation is required. In synectics, this problem is avoided by identifying one problem owner before the session begins. The other class or team members are there to help the owner solve his or her problem. Several individuals can take ownership at different times in the synectics process. Typically, the members do not know as much about the issue or problem as the owner does; although this lack of knowledge might appear problematic, it is useful in synectics. The relative lack of knowledge or experience in the problem area encourages the suggestions of wild or crazy ideas that people might otherwise unconsciously avoid because the ideas may appear silly or distracting. On closer examination, however, these wild ideas might not be so ridiculous or they might suggest to others new ideas that prove more effective.

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