Upcoming book 2 of Innovation Methods Mapping, now in progress, will be focused on 10 example changemaking methods geared for complex contexts beyond the assumptions of product, service, experience.


In addition, we continue to gather historical innovation method examples, some of which we post here in the LAB section of this site. 

Universal Traveler Journey,1972

Today we are adding the Universal Traveler process from the original 1972 book by authors Don Koberg and Jim Bagnall. This process design evolved forward in subsequent editions of the book and we will be looking at that evolution in upcoming posts.

​Overview Analysis

  • This is a seven-step process that is a relatively early example of combining awareness of Creative Problem Solving, Design, Cybernetics and Systems Thinking as communities as well as methods.

  • Begins with Accept and ends with an early version of Measure stated as Evaluate.

  • Rare early example that mentions “gathering feelings” which reflects design orientation.

  • Ideate (diverge) and Select (converge) depicted as two separate steps unlike CPS.

  • Unlike many design methods, it assumes no product, service or experience challenge or outcome. 

  • There are no behavior signals in this version of this process.


OODA Loop,1976

Today we are adding the OODA Loop 1974 by John Boyd, sometimes referred to as the Boyd Decision Cycle. Created in the context of the US military, this process continues to spark interest, conversation and application particularly in the military community. 

​Overview Analysis

  • Created for the context of military applications, this is a 4 step process focused by the author on the decision-making aspects of what goes on inside the process.

  • In this process, all actions within (synthesizing, analyzing, etc,) are subordinate to and serve to feed/inform/shape decision-making.

  • Purpose of the process described as “to improve our capacity for independent action.” and “needed to cope” with a continuously changing environment.

  • Reflects recognition of need for ongoing incoming loops of information and insights.

  • Accompanying literature references Osborn 1963 and de Bono 1971 but no recognition of divergence here. (See Preference Projection Theory.) The hypothesis described as the decided course of action. 


Frame Creation Process, 2015

Today we are adding the Frame Creation Process from the 2015 book, Frame Innovation, Create New Thinking by Design by author Kees Dorst. What we found most interesting about this process was the super aggressive attempts at differenciating via scorching criticism of what the author depicts as "old methods of problem-solving”, "dysfunctional problem-solving" and "conventional problem-solving" the architectural description of which map to no process that we know of. 

​Overview Analysis

This is a nine step design process intended for problem situations described as open, complex, dynamic and networked. It's accompanying text, conveys a startling barrage of scorching and ill-informed criticisms of an approach described as “conventional, rational, creative, problem solving” depicting it as “always starting with Definition of the problem“, “curiously static”, “Frozen in Time,” ”solution fixated“ and lone wolfs creating “one-off solutions” outside of cocreation. None of those odd depictions map to known historical or current versions of Creative Problem Solving (CPS) methods. Highly critical, this design process exhibits no awareness of 60+ years of CPS evolution including open framing constellation creation and inclusion enabling that already exist in CPS methodology and have for decades.