Yielding the Lightning Bolt of Creativity

Activating and Using Problem Solving Resources.......................................................................................... ..........1

Incubation Process............................................................................................................................. .......................2
“Preparation” or Input Mode............................................................................................................................. ..........2
Incubation, or “Processing” Mode. .......................................................................................................... ..................3
Illumination, or “Output” Mode....................................................................................................... ............................3
Verification............................................................................................................................................ .....................3
What changes in the Problem Solving Process?................................................................................ .......................4
Focusing and Intensifying Input Mode Preparation.............................................................................................. .....4
How can a Problem be specified?............................................................................................................................. 4
Why is it a problem?......................................................................................................................... .........................4
Problem Specification Form............................................................................................................................. ..........5
Cause and Effect: How can Distinctions and Changes be analyzed?................................................ ...................6
Isolating the Cause.................................................................................................................................................... .7
The Weakness of using Incubation as a Problem-Solving Method..................................................................... ...7
Bibliography..................................................................................................................................................... .............8

Activating and Using Problem Solving Resources

In Reflections Mathematical Creation [4] Henri Poincaré examined creative insight and the role it played
in mathematical problem solving. His observations predicted later results from Graham Wallas and
treated in Higher Creativity.

Higher Creativity from Willis Harman, Ph.D. and Howard Rheingold present a model for idea processing
where the consciousness and its counterpart the unconscious team up. Common knowledge likes to
ignore the co-operation of the unconscious and it’s key role in producing innovation. But they theorize
that the rational alone lacks functionality to activate and foster creative thought. Their case studies
and research into creative breakthroughs shows that the yin-yang of the two sides of the mind work in
accord to collect and process data from the senses culminating in breakthrough innovation.
Presentation of creators independent of activity, area and era shows that the dual teamwork can be
promoted through improvement in the teamwork within the mind.

“In their autobiographies and memoranda, many artists and creative geniuses single out one or more
insights as being somehow different from their “normal working day” moments of inspiration.” 1
Knowledge of these moments is “not so much suppressed as repressed. The evidence itself is not
hidden.” 2 [4]

“By looking closely at what people have said about these moments, some guiding principle can be
discerned by which it is possible to integrate more scientific findings relating to consciousness and
creativity and derive an overall pattern toward which anyone can apply to achieve or increase the
incidence of their personal breakthroughs.” 3

British writer Graham Wallas in his 1926 book The Art of Thought presents one of the earliest
paradigms for the model of creative processes. 4 Proposing that the creative process contains four
components: preparation, incubation, illumination and verification, this foresaw computer architecture
later. John Curtis Gowan describes the flow of the process in his examination of creative insight.

By incubation, he meant any technique of relaxation of the conscious cognition (left-

hemisphere function), such as but not confined to, dreams, daydreams, fantasy, hypnosis,
meditation, diversion, play etc., which allow subliminal processes (right-hemisphere functions)
to operate. He was preparation (academic discipline) as the necessary, and incubation
(relaxation) as the sufficient condition for creative insights to emerge. 5

1 Higher Creativity Liberating the Unconscious for Breakthrough Insights. Willis Harman, Ph.D and
Howard Rheingold. Jeremy P. Tarcher, Inc. Los Angelas CA, U.S.A. ISBN 0-87477-293-1, ISBN 0-87477-
335-0. Ínstitute of Noetic Sciences. pg. 20.
2 Ibid. pg. 19
3 Higher Creativity pg. 21
4 Higher Creativity pg. 21
5 Higher Creativity pg. 21
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These four components combined in a process that explained the moments of insight described by
creative artists and geniuses. It explains why a period of intensive activity precedes an insight that
does not appear to be connected but hangs disconnected in space. Case studies show that some of the
participants that regularly had creative breakthroughs took the pains to examine the reason for their
creative successes. They were convinced that this process could be developed and improved by
conscious effort. These efforts assisted in defining the creative process leading to their breakthroughs.

Incubation Process
Lightning bolts and the resulting illumination develops from two massive potentials that build up in the
earth’s atmosphere. They result from unequal distributions of energy. Only through the difference in
energy can lightning discharge. Incubation is the name given to the process and results from the
intensive effort necessary to define the problem and examine possible solutions and their
consequences. Through this storage effort a massive disparity between the possible solutions and the
void (vacuum) created by the lack of the needed solution entails.

“Preparation” or Input Mode

Preparation, or the “Input” Mode. Your unconscious has an idea processor an “All you have to do is
assign it a problem, instruct it, and it will immediately go to work on a problem for you.”. 6 Conscious
strength is the ability to describe the problem, and define it. Collection of detail about the problem and
consequences create an individual structure for the problem. Like painting a picture the rational draws
the landscape or city streets where the details are the surrounding environment. Assembled in a
rational context, the details relate to each other in a logical manner. Holes in the picture fill by
connections of logic that strive to fill up the holes. Much arduous effort is required to minimize the
holes and explain the relationships of all details to another. The rational view is in opposition or is a
pole of the irrational or subconscious view. Built from sensual data such as sight, smell and hearing the
rational view is as seen. Drawing from another source, the irrational assembles a network based on
feeling and connections not “seen” by the rational. Subconscious hues or tones are invisible to the
rational and connect in ways that seem to be illogical. But these illogical connections function in a
rational environment in ways unseen or unexpected to rational logic. They could be considered a
logical complement to the rational logic.

The subconscious processor most effectively links the unconscious logic with the rationally prepared
data. However for a multitude of reasons we try to prevent that and the processing normally ends up in
the conscious idea processor. The linking takes time and requires an incubation period for the
“Processing” Mode. After the data and instructions have been fed into it, the unconscious mode is used
to process the information. Processing is done by re connecting the data or problem details with the
logical connections dictated by the irrational.

Without the necessary data from the rational structure, the subconscious processes functions like a
person putting a puzzle together without all the pieces. It will work to produce a good piece of work to
please, but the results don’t fit. The preparations for subconscious processing are detail work.

Clearly, a detailed description improves the precision that the problem is stated. It provides more
details and the necessary extrapolation between the details or data points is decreased. The resulting
solution will be more suitable for the problem and of greater originality in regards to the stated
problem. Completely, missing details create holes where the processor will extrapolate from
experience. This experience may or may not apply to the stated problem. Where the available
experience lacks a logical connection, the solution will be weak. Completeness of the problem
statement increases suitability of the solution.

Intention is a statement of the will to solve the problem. It includes the clearness and completeness of
the statement. Subconsciously the intensity of the work done is influenced by the completeness. If it is
complete, then the subconscious understands that it is intended to tread the path to a solution, it is not
play. Intension is also an expression of the force applied. The greater the force, the more serious the
irrational will apply itself to the problem and make more creative irrational connections. It will apply
itself to develop or process a solution breaking through typical rational logic or connections. Assigning
a higher priority to the problem gives it processing priority before other problems lined up to be solved.
All problems in the subconscious compete for processing time.

The subconscious processor synthesizes images, language and the technical language of math as well
as the sciences. In an analogy, the rational processor uses a three dimensional expression provided by
the senses of seeing, hearing and smelling. Feeling is given a low grade of confidence. Subconscious

6 Higher Creativity pg. 24

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expression synthesizes a fourth dimension through the use of a totality of expression. In this dimension
the imagery does not confine to nerve inputs, but is collected and stored with inputs from feelings as
well as other sensory inputs not available to the rational. Irrational logic increases the validity of feeling
inputs. Looking into the subconscious is like viewing the expansion of a black space doted with small
points of crystal starlight in which a crystalline structure slowly rotates like a large illuminated space
station.

Because feelings provide a further dimension of input, “By intensively examining a problem,
visualizing, and creating scenarios of possible solutions, learning even the most tangential facts about
it, and deeply intending and desiring to solve it, the overall knowledge available to the memory,
unconscious as well as conscious brought into play.” 7

Agreeing with the results of Synectics [1], living and feeling the problem as well as the solution and its
quality is an important part of the process. Inputting the problem for processing consists of the
preparation of the available data; prepared for the rational as well as the irrational. Care should be
taken not to omit details. Characters in the mind act in a play that concerns itself with feeling the
problem, the solution and the quality of the solution. That is how the individual feels when the
(unknown) solution crystallizes.

Incubation, or “Processing” Mode.

Wallas notes and science confirms that insights more often than not appear after periods of relaxation.
Case studies of inspirational breakthroughs confirm that insights occur after intervals of separation
from the problem. Preceded by periods of intense preparation and viewing the problem from all sides, it
is a pre-requisite that the subconscious processor be given a period to connect the available data
points using it’s individual logic and language. As if translating the problem into it’s own sense, a
transformation takes place similar to the transposing of a problem from classical physics to quantum
mechanics that in comparison is paradoxical. Any of the methods listed previously suits the
subconscious processing. This is an individual function and experience dictates what functions
productively. Relaxing the intensity of input streaming into the conscious reduces and gives more
priority to the problem in the subconscious. It also removes the versatility and scope of streaming data.
It is obvious and well known that the multi-media world provides an overdose of data overloading
thinking channels. By reducing the data, processing power becomes available for the higher priorities.
With more processing power, the insights improve in originality and the performance of fulfilling the
targeted solution.

Illumination, or “Output” Mode

The Incubation Mode can be thought of letting the problem and the sensed solution sink slowly in a
dark cistern, filled with clear, cold water. Understanding that now it is a question of patience,
observance of the water surface shows occasional bubbles rising slowly to the top. Bursting without
disturbing the water’s surface, it appears that nothing is progressing. But an unusual satisfaction and
patience is felt observing the water surface and the occasional apparently random bubbles. It can be
felt that the bubbles associate with the apparent inactivity-taking place deep within the cistern. Then
the inactivity is disturbed by images arising out of the placid water replacing the bubbles. If the
required relaxation has been maintained, then the images can be collected as they rise from the water.
Immediately afterward, they assemble to a vivid picture of the proposed solution, painted in the hues
of the irrational logic. It is the individual himself who determines the success of the image. It may not
be immediately clear what the (correct) imagery interpretation is. But continuing the relaxed approach,
the conscious maintains the connection to the subconscious and understanding of the image and
potential develops. However because of the irrational prejudice against the subconscious and distrust,
the body builds a defense against the images, thereby prohibiting an individual interpretation of the
meaning. This distrust can be felt rising as a wave in the body driving the softly structured images out
of the mind. Observation shows that the processing done in the unconscious typically outputs it in a
flash. Thus the energy processor chooses “lightening” or a flash to output the solution. This is done in a
stage of heightened awareness that also overcomes the body’s defenses.

Verification
Not all that the subconscious produces survives the rigors of conscious “life”. Much is like the fragile
fantasy or fairy tale similar to the “Lord of the Rings”. How does one sift through all the fantasy bubbles
to determine what is actual creativity or innovation and will really fulfill the defined requirements? “The
verification mode is the stage when phantasms are distinguished from inspirations, and legions of
delusions are sifted to reveal the insights buried between them.” 8 Hard work is again called for to
verify and determine the usefulness and suitability of the irrational logic now clothed in realistic terms.

7 Higher Creativity pg. 25

8 Higher Creativity pg. 27
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First the interpretation has to be verified. Very probably several different versions of the irrational logic
is possible, so solutions must be built using the logic and tested to see if the solution is realistic. If the
transformation from irrational to realistic terms has been successful then the test verifies it. After the
interpretation proves to be viable, then tests determine if the proposed solution produces the defined
results. Much work and ingenuity is again required to find methods to implement the designated
solution and determine what conditions satisfy the demands.

After the determination of a suitable solution, the generality of the solution is tested. Lightning bolts
only hit one spot. If the solution is like a lightning bolt in that it is only suitable for individual use; either
it can be further generalized, or incubation used to produce a more general solution.

What changes in the Problem Solving Process?

Awareness has been opened and includes two poles, and the problem solving process uses the
symmetry of the two poles to complement each other. Inspiring a solution involves building a detailed
input including the rational structure containing details. Added to it is a fabric of feelings that picture
an optimum solution and how it feels when the solution condenses. Reliance increases to relying on the
logical connections of the rational to produce a suitable solution, but sending these connections to the
irrational to be re-established in a logic depending not only on rational logic but adds another
dimension offering new linking possibilities. This logic uses an expression of images, language and the
technical language. Language is understood to contain the words defined as specific terms, and the
concepts described by the terms.

Reliance on a subconscious processing establishes a channel to this processing. Time changes from a
linear progression of connecting rational details to an incubation that is controlled by the irrational. Like
a pregnancy, experience helps in estimating when the connections will be completed, but it is a period
of waiting ended by a flash of inspiration painted in the brilliant colors of deep space against an
impenetrable black background. Through the use of the symmetry of rational and irrational, the
chances substantially increase of a creative or innovative solution. The defined process makes it
possible to improve the productiveness and efficiency of making innovative connections.

Focusing and Intensifying Input Mode Preparation

Our rational enjoys a will to power, with the aim to dominate. It is not so that it is not deserved. To
maintain the domination, the rational works competently and qualified to subjugate the subconscious
processes. It has proven itself time and again. But this is an asymmetry that excludes powers to
complement and expand into an area where the rational cannot spin connections. Strengths of the
rational can be exploited by co-operating in the logical connections that it makes best.

How can a Problem be specified?

What is the subconscious to work on, and what should the solution effect? This is the task to pass to
the irrational to process in it’s manner, and find new causal links described in it’s own logic. Defining a
problem by the conscious recognizes and describes the result of an unknown cause. Solving the
problem seeks the cause and developing a means to change the cause so that the solution benefits.
Defining the problem in terms of the conscious establishes the causal effects and relates them to the
problem. This linkage establishes the cause and effect, which includes only the causes, and excludes
factors not involved in the problem. A symmetry is established between the causal effects and facts or
effects that do not result in the problem.

Why is it a problem?
Occurring as the result of a deviation, the effect occurs when expectations or logical conclusions do not
occur. Observation or experience results in a contrary state. Normally this state is detrimental and
deviates from the required or expected state. This deviation is the motivating factor to resolve the
problem. It is recognized that the state must be changed and a means to change the state is desired.

Problem Recognition and Components:

- Separate the symmetrical parts including and excluding the problem. The problem symmetry
includes:
o What the problem is
o What the problem is not
- Set priority dependent on urgency, seriousness, growth trend
- Define distinctions about the symmetry that serve to help separate and distinguish the problem

The preparation results in a precise definition of the problem, setting the boundaries around what the
problem “is”, and “is not”. In addition, the changes and growth due to the problem are made visible. A
process to define the problem is according to Kepner and Tregore in the book The Rational Manager;
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 “is the most valuable single tool a manger can have for solving any kind of problem. It defines
what is relevant, it exposes the clues to the cause, and provides a testing standard for every
possible cause.”9

These authors defined a process to define the problem that is simple and systematic becoming even
mechanical. But mechanizing a process requires a discipline in application, and in doing the research to
collect the information to describe the problem. Success depends at this stage not on the innovative
quality of finding the cause, but in the preciseness and completeness of the problem definition. As
often is the case, the needed discipline is tedious but a necessary part of the preparation.

To assist in collection and description, a form is helpful to initiate a visualization of the problem and
where it deviates from the expected state or recognized need. Visualization of the changes makes
them more evident.

Specification of what the problem is according to the authors of The Rational Manager. 10
Investigation normally proceeds step-by-step and the resulting stepped information is recorded. This
information differs from what the problem is not and what it does not affect. What the problem is
depends on the following factors.
1. What is the deviation, and what is the thing or object that is observed deviating?
2. Where is the deviation on the thing or object, and where are objects with the deviation
observed?
3. When does the deviation appear on the thing or object, and when are objects with the deviation
observed?
4. How big or what is the extent of the deviations, and how many objects with deviations are
observed?

Similarly the symmetry or relationship of what the problem “is not” follow from the investigation, one
might say fall out. But it is important to record them to precisely define the problem boundaries.
Affected objects separate from things that are not affected. The separation illuminates the effect of the
problem and where the deviation does not occur. The problem specification encloses the deviation and
quantizes it. Distinctions about the problem and what makes them distinctive are noted to emphasize
the separation between what “is” being affected and what “is not”. In a problem, the cause relates to a
change from an expected state. The solution effects a change in the deviation to the expected.

Problem Specification Form

Visualization can be further assisted through the use of a form that contains the elements discussed
above. The answers to the questions in the form guide in a step-by-step path to isolate what “is” the
problem from what it “is not”. The procedure requires patience and thoroughness. Working in a team
and using the form as a discussion basis brings valuable insights and widens the observations
concerning the problem.

Problem Specification Form

Project:

Motion or Flow. What has changed or what has moved?

What is characteristic about this change? How does it deviate from the expected? How did the
change develop?

Problem is Problem is not Distinctive or Characteristic

What?
Deviation

9 The Rational Manager. Charles H. Kepner. Benjamin B. Tregoe. McGraw-Hill Book Company. 1965.
Library of Congress Card Number 65-21586. Pg. 75.

10 Ibid. The Rational Manager pg. 76

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Object

Where?

On object observed

When?

On object observed

How?

Extent?

How much

How many

Why?

Who?

Note: the questions What (Quid)?, How? (Quomodo), When (Quando)?, Why (Cur)? How much? Where
(Ubi)? Who (Quis)? Originate from De Inventione from Cicero.

Cause and Effect: How can Distinctions and Changes be analyzed?

Rationally establishing the cause requires the search for the change that results in exactly the same
effects observed in the distinctions.

The search for the cause of a problem narrows down to the search for that change which could
produce the precise effects observed through some area of distinction.11

Assumption: there is only one change, simple or complex, that can produce the exact effect observed.
The Rational Manager, pg. 89.

Analysis to find distinctions is tedious and arduous work, involving detail analysis. Perhaps because the
mind is accustomed to finding similarities and comparing similar states. Searching for distinctions
involves analyzing differences and how they differ from the expected state. It is an obstacle to adjust
the mind to change to find or see the differences.

When looking for distinctions we must do just the reverse, searching out what separates
things, what makes them unlike? Pg. 89.

The question is asked: what makes the “is” state different from the “is not” state?
1. Observation involves seeing a complete state or symmetry of two poles. The values of these
poles melt into one another, making a distinction difficult. It takes work to start defining the
values, and after the quantization, the boundaries between the poles become (more) obvious. A
boundary occurs between what participates in creating the problem and what has no effect, but
11 The Rational Manager. Pg. 89.
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 is observed as a result of the problem. First one has to be able to recognize that day and night
are different, and how they are different.
2. After the boundary is set, the cause is isolated from the effect and confirmed through what is
distinctive.
3. Another conscious exercise is needed to resolve between the observed state, what the problem
“is” and “is not”, and visualize how it could be. That is how can the symmetry of “is”, and “is
not” change to solve the problem and what this state would look like.
4. Then the next visualization step is to visualize how the cause could be changed to effect the
solution state. This can be compared to seeing a shadow and being able to visualize the object
throwing the shadow.
5. Steps 1.- 4. summarize the work of the subconscious in the “Incubation” Mode. Isolation of the
problem and linkage with a solution occurs subconsciously and presents in a blinding flash of
intuition.

The concept of distinctions underlies the whole procedure of problem analysis. The manager
has to find the one simple or complex change responsible for the problem, and the clues to
this change lie in one place: in the characteristics that distinguish what the problem “is” from
what the problem “is not”. 12

The clues to the change involve the distinctions between „is“ and “is not”. Factors in the “is” cause the
problem, while the “is not” do not participate in creating the problem. While not being causal, they
cannot be ignored because they relate to the “is” factors and provide information as to what could
cause the problem. If the factors are confused, or not distinguished, then the cause will be false. A
deviation from the expected is exposed when the “is” factors are distinct from the “is not” factors.
Then the deviation is unique and relates to the change causing the problem. Change is defined as
something new or different. When changes occur, the balance of forces disrupts and interrupts the
flow. Production no longer achieves the defined level.

What is distinctive is observed and will change when the cause is isolated, and changed. Only by
changing the “is“ factors will the problem be solved. Arrangement of the information into “is” and “is
not” equates to the polarity or distinctions between cause and effect. Rationally establishing the cause
requires the search for the change that results in exactly the same effects observed in the distinctions.

Isolating the Cause

Change occurs through the application of force. It is assumed that through the implementation of the
system change equilibrium establishes so that the planned production results continue unaffected. A
problem occurs when a force changes the planned results negatively. Balance or equilibrium is similar
to an inertia that means that a system will continue to function as planned and expected. Only a
counter-force will change the production results creating a problem. The search for the force causing
the change will be assisted through the visualization of the form. Possible factors creating forces are
found within the “is” factors while the “is not” factors exclude the possibility of creating forces that
cause a deviation from the expected state of production.

Statement of Cause.
This analysis produces the one critical change that causes the problem. In the analysis that can contain
multiple possible causes, the causes should be formulated in a form of testable, positive statements of
cause and effect.

The Weakness of using Incubation as a Problem-Solving Method

Review
A process identified in the 1850’s defined the process of creativity as 4 phases including:
- Preparation
- Incubation
- Illumination
- Verification

Since this times the memoirs of leading scientists, artists and even businessmen have confirmed using
the method and commented on the success. Further explored and researched in the 50’s, this work
detailed the process and verified it. Significant organizations used the Incubation Method and further
developed the method including:
- Synetics [1]
- Ínstitute of Noetic Sciences. [2]

12 The Rational Manager. Pg. 90.

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Projects in industry, education and research verified the results.

What are the weaknesses of using Incubation as a problem solving method?

1) It is currently one of the leading theories of creativity research. It does not let itself be rationally
documented, explained or argumented. The logical chain is not available for critical analysis and
questioning. It relies on “hidden” intuitive methods and the reliability of it depends on verification.
Business, technology, education and politics do not have confidence in “ir”-rational methods.

2) The Scientific Method depends on the deterministic causality of Descartes. A hypothesis states the
theory and a proof presents the causal steps leading to the observed state. The Rational Manager
replicates this process by defining the single problem precisely. The solution shows how to solve the
problem. Incubation removes the solution from observation. It offers no causal proof, but requires belief
until verification. It relies on feeling.

3) The method does not produce the information for Risk Analysis. It states the solution but offers not
alternatives. It bases on an identification of the actual problem and a reliable solution for this problem.
Risk Analysis assumes compensating systems that clutch if the results change from the expected.

4) It is not (rationally) controllable, either through deadlines, or by a conscious process such as

planning or development. It is not reliable for deadlines. The illumination and verification phase takes
time and can’t be scheduled. However extensive experience shows that mystically the solutions arrive;
usually at the last possible moment in time to meet pressing deadlines. Incubation users have nerves
of steel.

5) It is difficult to use in team and to use to manage or guide team activities. It’s difficult to co-ordinate
team activities based on insights that bubble up out of the clear water of a deep, dark, quiet cistern. It
takes a project management with established self-confidence to pose the open questions and let the
solution develop as the details work out.

6) Financing bases it’s controlling on measurable targets. The blinding flashes of Incubation Insights do
not ramp up and are an all or nothing deal.

Bibliography
[1] Synectics The Development of Creative Capacity. William J. J. Gordon. Collier Books, New York.
Collier-Macmillan Ltd., London. First Collier Books Edition 1968. Library of Congress Catalog Card
Number: 61-10237. Hardcover Harper and Row Publishers, Inc.

[2] Higher Creativity Liberating the Unconscious for Breakthrough Insights. Willis Harman, Ph.D and
Howard Rheingold. Jeremy P. Tarcher, Inc. Los Angelas CA, U.S.A. ISBN 0-87477-293-1, ISBN 0-87477-
335-0. Ínstitute of Noetic Sciences.

[3] The Rational Manager. Charles H. Kepner. Benjamin B. Tregoe. McGraw-Hill Book Company. 1965.
Library of Congress Card Number 65-21586.

[4] Reflections Mathematical Creation. Henri Poincaré.

http://www.ias.ac.in/resonance/Feb2000/pdf/Feb2000Reflections.pdf.

[5] Politics and the English Language. George Orwell. 1946.

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