Classroom Rules:

1. Show respect to your teachers and classmates.

2. Raise your hand if you want to speak or answer.

3. Listen to others and participate in class activities.

4. Let’s all do our best.

12/4/2022 2
 Learning Objectives
At the end of the lesson, students are expected to do the following with at
least 75% accuracy:
 Analyze different problem-solving frameworks and compare their
effectiveness in fostering innovative thinking in educational contexts.
 Express openness to new ideas and approaches by reflecting on
how their personal thinking processes can evolve through creative
ideation techniques.
 Apply brainstorming and mind-mapping techniques through Creative
Ideation Challenge: Innovate an Educational Tool activity to generate
a series of creative solutions for a given educational challenge.

12/4/2022 3
 Activity: “What’s in the Box? A
Instructions: Creative Challenge!”
• The class will be divided into four groups.
• The pre-service teacher will place a box in front of the class, filled with random objects.
• Each group will select one representative to pick an object in the box.
• The task of each group is to come up with as many possible uses for those objects as
they can in two minute. The twist is that the uses should be unconventional or creative.
• The pre-service teacher will give each group a paper for them to list down at least ten
creative uses for the items in the box.
• Remember that the goal is to think “outside the box” and come up with imaginative
solutions.
• After the brainstorming session, the group will select one representative to share and
explain briefly why they thought it was creative or unique use of the object.

4
Questions:
1. What
process waswhen your thought
coming up
with creative
objects? uses for the
2. How did
influence working
your in a
ideas? group
Did
you
ideas?build on each other’s
3. Why
is do you
important think
in creativity
education,
work, and
decision-making? everyday
5
Creative
Thinking
and
Ideation
6
I. Creative Thinking and Ideation
What is Creative Thinking?
Creative thinking is all about developing
innovative solutions to problems. Creative thinkers
brainstorm not only a large number of ideas but
also a variety and range of them. In the workplace,
creative thinking is highly valuable because
employers look to hire innovative employees who
can help them solve the company’s problems.

7
 Characteristics of Creative Thinker
• Creative thinker imagines, generate, develop and critically
evaluate ideas.
• Creative thinker explores ideas, spaces and materials and
technology.
• Creative thinker keeps himself open for other’s advice,
ideas and opinion.
• Creative thinker generates and evaluates knowledge ideas
and possibilities.
• Creative thinker generates and evaluates knowledge ideas
and possibilities.

8
Creative Thinking Process

9
What is Creative Ideation
Creative ideation is the process of generating,
evaluating, and selecting new ideas. We use creative
techniques to unlock new perspectives and help us
achieve our goal of creatively solving a problem
statement or challenge.
Creative ideation usually takes place in a group or
workshop setting. The outcome we’re after is to produce
a collection of new ideas, ready for us to test with our
customers and develop before shipping to market.

10
Creative Ideation Process

11
II. Techniques for Creative Thinking
SCAMPER technique-the SCAMPER
method is a structured tool used to initiate the
creative process. It emphasizes altering familiar
concepts or materials to create something new.
SCAMPER encourages people to take an old idea
and substitute (S), combine (C ), adapt (A), modify
(M), put to another use (P), eliminate (E), and
reverse (R).

12
II. Techniques for Creative Thinking
1.Substitute: What can we substitute for something else?
2.Combine: How can we combine two or more parts?
3.Adapt: Which parts can we adapt or change?
4.Modify: What can we modify, exaggerate or emphasize?
5.Put to another use: How else could this be used?
6.Eliminate: What can we remove, reduce or simplify?
7.Rearrange/Reverse: What can we rearrange, reorder or
reverse?
13
II. Techniques for Creative Thinking
 Six Thinking Hat-the six thinking hats is a
method used to amplify creative conversations,
by making sure that a broad variety of viewpoints
and thinking styles are represented. Using six
roles (or "hats"), the framework — developed by
Dr. Edward de Bono — allows teams to more
easily structure abstract thinking for productive
results.
14
II. Techniques for Creative Thinking
The White Hat calls for information known or needed.
“The facts, just the facts.”

The Yellow Hat symbolizes brightness and optimism.

15
II. Techniques for Creative Thinking
Risks, difficulties, Problems – The risk management Hat,
probably the most powerful Hat; a problem however if
overused; spot difficulties where things might go wrong, why
something may not work, inherently an action hat with the
intent to point out issues of risk with intent to overcome them.

The Red Hat signifies feelings, hunches and intuition. When

16
II. Techniques for Creative Thinking
The Green Hat focuses on creativity; the possibilities,
alternatives, and new ideas. It’s an opportunity to express
new concepts and new perceptions.

The Blue Hat is used to manage the thinking process. It’s

17
III. Brainstorming and Mind Mapping
Definition of Brainstorming
Brainstorming is a method of generating ideas
and sharing knowledge to solve a particular
commercial or technical problem, in which
participants are encouraged to think without
interruption. Brainstorming is a group activity
where each participant shares their ideas as soon
as they come to mind.
18
Principles of Brainstorming:
1. Generate as many ideas as possible.
- The goal of brainstorming is quantity over quality at first. More ideas
mean a higher chance of finding a creative or effective solution.
2. Equal opportunity to participate.
⁻ Everyone in the group should feel encouraged to share their ideas,
regardless of their status or experience. This ensures diverse
perspectives and fosters collaboration.
3. Freewheeling is encouraged.
⁻ Wild and unconventional ideas are welcome. Creativity often leads
to breakthroughs, so participants should think freely without fear of
rejection.

19
 Principles of Brainstorming:
4. No criticism is allowed.
⁻ Judgment or negative feedback during brainstorming can discourage
participation and creativity. Instead, all ideas should be accepted openly
before evaluating them later.
5. Record all ideas.
⁻ Every idea should be documented to ensure that no valuable thoughts
are lost. This also allows for later analysis and combination of ideas.
6. Let the ideas incubate.
⁻ Don’t rush into analysis or other problem-solving techniques. Leave
the list on display so people can reflect on it and new ideas might be
generated or suggestions for combining items.

20
 Process of Brainstorming
1. Be clear about the problem.
⁻ Before brainstorming, define the problem or goal clearly so that
participants know what they are trying to solve or achieve.
2. Collect your tools.
⁻ The goal of brainstorming is to get the ideas out of your brain and
onto the page or screen as quickly as possible. If you choose to go the
pen-and-paper route, check out these resources on creating a mindmap
and brainwriting (for groups).
3. Focus on ideas.
⁻ Once you have your tools ready, begin jotting down ideas as quickly
as you can. Now isn’t the time to delve into which ideas are the strongest,
which can be realistically implemented or how you would make each idea
happen. Initially you just want to write as many ideas down as you can.

21
 Process of Brainstorming
4. Narrow down your list.
⁻ After you’ve made your list or mind map of ideas, aim to narrow
it down to your 2-3 best ideas. Ask yourself the following questions:
● Does this idea solve a real problem for our customers?
● How does this idea help us stand out from our competitors?
● Can we quickly test or try this idea before fully committing?
● How much risk is involved in this idea?
● What will success look like if this idea works?
5. Present your findings.
⁻ Share the selected ideas with the team or stakeholders. Discuss
how they can be implemented and develop an action plan.

22
23
Types of Brainstorming Techniques
1. Brainwriting
- Brainwriting is a technique used to stimulate
creativity among teams. Rather than team members
shouting over each other, the brainwriting technique
invites them to write down their ideas on sticky notes for
a few minutes. The sticky notes are then passed to
others, and more ideas are added to them.

24
25
Types of Brainstorming Techniques
2. Starbursting
⁻ Starbursting is a systematic brainstorming method that
focuses on asking questions rather than immediately seeking
answers to assess new ideas. The goal is to generate key
questions based on a simple but structured brainstorming
framework modeled in the shape of a star.
⁻ The star has six points, each point representing a different
question group:
● Who
● What
● When
● Where
● Why
● How

26
27
Types of Brainstorming Techniques
3. Round robin brainstorming
⁻ Round-robin brainstorming is a group-based brainstorming
technique. A Round-Robin session begins with a central topic, question,
or issue to be addressed. Arranged in a circle, participants begin by
considering the question.
⁻ In this process, all team members get together around a table, and
the facilitator explains the problem. One participant is selected to lead off
the process by writing an idea on the piece of paper in front of them and
pass it to the person on their right. Working clockwise around the circle,
each participant thinks and writes down a new idea until a full circle has
been completed. The session then concludes with a group discussion

28
29
Types of Brainstorming Techniques
4. Reverse brainstorming
⁻ Reverse brainstorming is a creative problem-
solving technique that involves thinking about a problem
in reverse order. Instead of starting with the question,
"How do we solve or improve this?" reverse
brainstorming asks, "How could we possibly cause the
problem or make it worse?"

30
31
 Definition of Mind Mapping
Mind mapping is a visual brainstorming and organizing
technique that starts with a central idea and branches out into
related themes and concepts. It's a powerful tool for exploring
ideas, planning projects, and summarizing information.
Mind maps provide a structured way to capture and
organize ideas and information. They help users to
understand concepts by breaking them down into their
component parts. The technique is used to develop new
ideas, or to break down and better understand existing
information.

32
Core Principle of Mind Mapping
1. Central Idea.
⁻ Every mind map begins with
a clear and concise central idea or
topic. This acts as the focal point
for the entire map.

33
Core Principle of Mind Mapping
2. Branches.
⁻ Main themes and
subtopics radiate out from
the central idea, forming
branches. These branches
connect related concepts
and create a hierarchical
structure.

34
Core Principle of Mind Mapping
3. Keywords and Images.
⁻ Use concise keywords and impactful
images to represent ideas. This makes the map
more memorable and easier to understand.

35
Core Principle of Mind Mapping
4. Color and Symbols.
- Employ colors and
symbols to categorize ideas,
highlight important points,
and make the map visually
appealing.

36
Core Principle of Mind Mapping
5. Connections.
⁻ Use lines and arrows to connect different
branches and show relationships between ideas. This
helps to visualize the overall structure and flow of
information.

37
Process of Gathering a Mind Map
1. Start with the Central Idea.
⁻ Write the main topic or idea in the center of a page or digital
canvas.
2. Add Main Branches.
⁻ From the central idea, draw thick branches outward for the major
subtopics or themes. Label each branch with a keyword or image.
3. Explore Subtopics.
⁻ From each main branch, create thinner branches to explore
subtopics and related ideas. Use keywords and images for these
as well.

38
Process of Gathering a Mind Map
4. Connect and organize.
⁻ Use lines and arrows to connect ideas and show
relationships. You can also add color-coding and
symbols to organize and categorize information.
5. Review and refine.
⁻ Once the initial map is complete, review it to ensure
clarity and identify any missing connections or ideas.
Refine the map as needed.

39
Types of Mind Mapping Techniques
2. Tree Diagrams
⁻ These maps have a
hierarchical structure like a
tree, branching downwards
from a single root node.
They're useful for organizing
information with clear levels
and categories.

40
Types of Mind Mapping Techniques
3. Concept Maps
⁻ These maps focus on
the relationships between
different concepts. They use
labeled lines to show how
ideas are connected, making
them useful for
understanding complex
topics.
41
Types of Mind Mapping Techniques
4. Flowcharts
- These maps illustrate a
process or sequence of
steps. They use symbols and
arrows to show the flow of
information or actions,
making them ideal for
planning projects or
explaining procedures.
42
IV. Design Thinking in Education
- Design thinking is a solution-based way of solving
problems that focuses primarily on the user. This type of
thinking strives to understand the user, challenge
previously-held assumptions and come up with
innovative ways to address challenges. This approach
can be used in both practical and creative problem-
solving and is a viable solution-based way to handle
issues in nearly any industry or business.

43
IV. Design Thinking in Education
- Design thinking is primarily based on an interest in
better understanding users and developing products,
services and solutions that best meet their needs. This
approach to problems is especially helpful when the
issue is ill-defined, unknown or has never been
addressed before because it helps to reframe the
problem in a human-centric way.

44
Core Principle
1. The human rule
This refers to the idea that design thinking is user-
centric, also referred to as "human-centric." This means
ideas and solutions should not only be developed with
the end-user in mind but that should be developed in a
collaborative team environment. Design is a social
activity. Humans do it with the intention that other
humans will benefit from it.

45
Core Principle
2. The ambiguity rule
This principle is a reminder that there will always be
some ambiguity or uncertainty in design thinking. This is
because it is intended to innovate and create, and those
processes involve experimentation and trying things that
might push you and your team to the limits of your
collective knowledge and abilities. This ambiguity is a
crucial part of developing new ideas that might not exist
yet.
46
Core Principle
3. All design is redesign
Just as there is always ambiguity, there is also
always some consistency. The fundamental needs of
humans have not changed, only the tools we have to
meet those needs. In this way, all design is redesign
because we are simply coming up with better ways to
address the same fundamental needs.

47
Core Principle
4. The tangibility rule
Ideas are exciting, but the end goal of design
thinking is to provide a real, tangible solution to a
problem. This is why one of the five stages we talk about
below is the prototype stage. Rather than coming up with
interesting, hypothetical solutions, design thinking is
focused on coming up with practical, testable solutions.

48
Design Thinking Process
 Empathize. Empathize, the first stage of the design
thinking process helps problem-solvers better understand
the wants, needs and objectives of the users they are
targeting. During this stage, a business or individuals
should immerse themselves in the environment they are
trying to understand and observe, engage and emphasize
with the people in that environment. The goal of the
emphasize stage is to set aside assumptions and obtain
real-life insights as to what a user wants and needs.

49
Design Thinking Process
 Define. The second stage in the design thinking
process is focused on defining the problem at hand.
Using the information that was gathered during the first
stage of this process, designers and other individuals will
determine the core problems that users are facing. The
best way to do this is to develop a problem statement
that is human-centered.

50
Design Thinking Process
For example, rather than saying that your company
wants to "increase the amount of Junior-sized clothing
bought by teenagers by 12%," a human-centered
problem statement would instead be "teenagers want
high-quality yet affordable fashion options that are up-to-
date with the latest trends."

51
Design Thinking Process
 Ideate. During the ideate phase of the design thinking
process, individuals will begin to create ideas for solving the
problems discovered during the first two stages. This phase
of the design thinking process is also the time in which
designers and others using this process can begin to come
up with solutions that are different from what has previously
been suggested or used. Teams may use ideation
techniques such as brainstorming to come up with as many
ideas as possible and then slowly narrow the list with the
most viable options.

52
Design Thinking Process
 Prototype. The prototype stage of the design
thinking process is when teams develop inexpensive and
often scaled-down prototypes that illustrate the solutions
that were determined in the previous phase. The
prototype may be a mock-up of the product in question
that has been built with the potential solutions suggested
during the ideation phase.

53
Design Thinking Process
For example: A prototype of a camera with easy-to-use
settings may be created to determine exactly how user-
friendly these new settings are. Solutions are
investigated and then either accepted or rejected based
on their real-life viability.

54
Design Thinking Process
 Test. The final stage of the design thinking process
is when designers or other individuals perform extensive
testing on the finished product. The finished product will
consist of the solutions that were identified and
investigated during the prototype phase. While this is the
last stage of the process, it is often not the end of the
project and typically involves identifying additional
problems that may need to be addressed.

55
Design Thinking Process
For example: The testing of the finished camera
mentioned in the previous phase may result in designers
realizing that users become confused with one of the
settings. As a result, the camera's settings may go back
through the prototype phase before being tested once
again and finalized.

56
V. Problem-Solving Frameworks
What is a problem-solving framework?
✓ The problem-solving framework is a set of tools and
techniques used to identify the cause of a problem and
find the right solutions.
✓ These frameworks use both rigorous data analysis
and heuristics (mental shortcuts that let you apply what
you already know in a new situation), which is useful
when detailed research isn’t practical.

57
VI. 7 Frameworks to find potential
solutions to complex problems
1. McKinsey’s Problem-Solving Framework
- McKinsey’s structured problem-solving approach is ideal for
SaaS product teams looking to tackle complex challenges and
drive growth.
The process consists of 7 steps:
a. Define the problem: Work with all stakeholders to clearly
outline the challenge to solve.
b. Break down the problem: Use tools like hypothesis trees and
the MECE principle (Mutually Exclusive, Collectively Exhaustive)
to deconstruct the problem into manageable chunks.

58
VI. 7 Frameworks to find potential
solutions to complex problems
c. Prioritize issues: Focus on high-impact, easy-to-implement solutions
by using a prioritization matrix like value vs. effort.
d. Develop hypotheses: Form hypotheses to guide data analysis and
ensure focus on the most likely solutions.
e. Analyze data: Use a data-driven approach to test hypotheses,
validate assumptions, and uncover insights.
f. Synthesize findings: Summarize insights using the pyramid principle
—start with the key recommendation supported by detailed analysis.
g. Communicate: Present clear, concise recommendations and
solutions to stakeholders; make sure they understand the reasoning
and data behind them to secure their buy-in.

59
60
VI. 7 Frameworks to find potential
solutions to complex problems
2. CIRCLES method for problem-solving
- The CIRCLES method was created by Lewis C. Lin, known
for his best-selling book Decode and Conquer. It’s a go-to
problem-solving framework for companies like Google
because it’s versatile and lets product managers solve all
kinds of problems.
CIRCLES stands for the 7 steps it takes to solve a problem:
• Comprehend the situation: Understand the context and
details of the problem you’re trying to solve.
• Identify the customer: Define your target audience.
61
VI. 7 Frameworks to find potential
solutions to complex problems
• Report the customer’s needs: Conduct user research to define
customer pain points and requirements. Record them as user
stories.
• Cut, through prioritization: Use a framework of choice to pinpoint
the most critical issues.
• List solutions: Brainstorm solutions that address the customer’s
needs.
• Evaluate tradeoffs: Weigh the pros and cons of possible solutions,
considering their impact, riskiness, and feasibility.
• Summarize recommendations: Choose the best solution and
clearly explain your decision.
62
63
VI. 7 Frameworks to find potential
solutions to complex problems
3. The Phoenix Checklist
- Developed by the CIA, the Phoenix Checklist is another
solid framework. It consists of sets of questions grouped into
different categories.
Here are some of the questions to ask at different stages of the
process:
• Clarify the need: Why is solving this problem necessary?
What benefits will come from addressing it?
• Gather information: What information do you have? Is it
sufficient? What are the unknowns?
64
VI. 7 Frameworks to find potential
solutions to complex problems
• Frame the problem: What are the limits of the problem? What
are the constants?
• Break down the problem: Can you distinguish the different
parts of the problem? What are the relationships between the
different parts of the problem? Can you describe the problem in a
chart?
• Leverage past solutions: Have you seen this problem before?
Can you use solutions to similar problems to solve this problem?
• Visualize solutions: What’s the best outcome you can
imagine? What’s the worst? The most probable?

65
66
VI. 7 Frameworks to find potential
solutions to complex problems
4. Lightning Decision Jam
- Lightning Decision Jam (LDJ) is another effective problem-
solving framework. It consists of 9 steps, each of them time-boxed,
so the team moves through the process quickly and efficiently.
Here’s the breakdown of the 9 steps:
• Start with the problems: Identify and write down the problems
that need addressing.
• Present problems: Each participant presents the problems
they’ve identified.
• Select problems to solve: Use a prioritization method to choose
the key problems to focus on.

67
 VI. 7 Frameworks to find potential
solutions to complex problems
• Reframe problems: Convert the selected challenge into an actionable
problem statement. For example, “How might we streamline the onboarding
process to reduce user drop-off and increase completion rates?”
• Produce solutions: Brainstorm and generate solutions for the reframed
problems.
• Vote on solutions: Use dot-voting or a similar method to prioritize the
solutions.
• Prioritize solutions: Finalize the top solutions based on voting.
• Decide what to execute: Choose which solutions to act on immediately.
• Turn solutions into actionable tasks: Break down the chosen solutions into
clear, actionable tasks with ownership and deadlines.

68
69
VI. 7 Frameworks to find potential
solutions to complex problems
5. DMAIC
- DMAIC is a problem-solving tool from the Six Sigma
methodology, one of the best quality-improvement frameworks
used across different industries. Not just the automotive sector
for which it was initially developed.
The name is an acronym for the 5 main stages of Six Sigma
projects:
• Definition stage: Identify the problem, collect the necessary
people and resources, and capture the Voice of the Customer.
To ensure the solution aligns with customer needs.
70
VI. 7 Frameworks to find potential
solutions to complex problems
• Measure phase: Map out the process and measure current
performance to establish a baseline for improvement.
• Analyze stage: Use data to identify the root causes of the
problem and highlight any waste or non-value-adding
activities.
• Improve stage: Generate, test, and optimize solutions.
And plan for implementation if the tests are successful.
• Control phase: Ensures that everyone follows the new
processes and assesses the outcomes to ensure long-term
improvement.
71
72
VI. 7 Frameworks to find potential
solutions to complex problems
6. Root Cause Analysis
- Root Cause Analysis (RCA) is a powerful problem-solving
technique that focuses on identifying the underlying cause of an
issue rather than just addressing the symptoms, which is essential
to prevent recurring problems and ensure long-term improvement.
RCA consists of 5 key stages:
1. Define the problem: Clearly articulate the issue, whether it’s a
product bug, customer complaint, or poor metric performance.
2. Collect data: Gather relevant information to understand the
scope and impact of the problem.

73
VI. 7 Frameworks to find potential
solutions to complex problems
3. Identify possible causal factors: Analyze the data to
find factors that may have led to the issue.
4. Identify the root cause: Keep digging deeper into
the causal factors—using techniques like 5 Whys—to
find the underlying issue that caused the problem.
5. Recommend and implement solutions: Develop
actionable recommendations to tackle the root cause,
put them into action, and monitor performance to
ensure the problem doesn’t come back.
74
75
VI. 7 Frameworks to find potential
solutions to complex problems
7. The Fishbone Diagram
- The Fishbone Diagram, aka the Ishikawa Diagram
or Cause-and-Effect Diagram, is a tool used to identify
the root causes of a problem—by visually organizing
potential contributing factors.
Why the name?
- The diagram looks like a fish skeleton, with the “head”
representing a particular problem and the “bones” —
categories of causes.
76
 VI. 7 Frameworks to find potential
solutions to complex problems
Common cause categories include:
• People: Human factors or workforce issues.
• Processes: Workflows or procedures that may cause problems.
• Materials: Input materials or resources that could affect outcomes.
• Equipment: Software or technology involved in the process.
• Environment: External factors like market trends, competitors, regulations, or
workspace conditions.
• Management: Leadership, policies, or decision-making practices.
✓ By using a Fishbone Diagram along with techniques like 5 Whys, you can
systematically brainstorm and drill down into the various factors contributing to
the problem and gradually identify the root cause.

77
78
 VI. 7 Frameworks to find potential
solutions to complex problems
How to choose the right problem-solving framework?
✓ To choose the right problem-solving framework, consider
the problem’s complexity, time constraints, and the level of
stakeholder involvement.
• Simple problems: Use quick tools like 5 Whys or the
Fishbone Diagram for fast root cause analysis.
• Complex problems: For multi-layered issues, opt for
structured methods like Root Cause Analysis (RCA) or
McKinsey’s 7-Step Framework to cover all angles.

79
 VI. 7 Frameworks to find potential
solutions to complex problems
• Time constraints: If time is limited, the Lightning Decision Jam
(LDJ) helps make rapid decisions. For more thorough exploration,
frameworks like The Phoenix Checklist offer a comprehensive
approach.
• Stakeholder involvement: If multiple departments or customers
are involved, frameworks like CIRCLES or McKinsey’s Framework
align cross-functional teams and customer insights.
• Recurring issues: Use RCA to prevent repeated problems.
• Creative challenges: For innovative solutions, The Phoenix
Checklist encourages diverse perspectives.
80
VII. Generalization/Conclusion
- The outlined topics highlight a comprehensive approach to
fostering creative thinking, problem-solving, and innovation. By
integrating techniques such as SCAMPER, Six Thinking Hats,
brainstorming, and mind mapping, individuals can enhance their
ideation process and generate novel solutions. Design thinking
further supports this by emphasizing empathy, iteration, and user-
centered problem-solving. Additionally, structured problem-solving
frameworks provide systematic methodologies to tackle complex
challenges effectively. Overall, these strategies empower
individuals to think creatively, analyze problems critically, and
develop innovative solutions in various educational and
professional contexts.

81
Activity: Creative Ideation Challenge:
Instruction:
Innovate an Educational Tool
1. The class will be divided into three groups.
2. The pre-service teacher will give each group a real-world classroom
challenges related to the educational environment.
3. For group 1, improving student engagement. For group 2, enhancing
collaborative learning. For group 3, addressing diverse learning needs.
4. Each group will engage in five minutes brainstorming session to
generate as many ideas as possible.
5. After brainstorming, each group will create a mind map to visually
organize their ideas. They should show how different ideas connect and
how they be implemented.
6. Each group will select best ideas and discuss how they can implement
in a real-world setting.

82
Sample format mind Map:
📌 Educational Tool Name
│
┌ ─ ─ ─ ─ ─ ─ ─ ─ ─ ─ ─┴ ─ ─ ──────┐
│ │
🎯 Challenge Addressed 💡 Brainstormed Ideas
│ │
├ ─ Why is it a problem? ├ ─ Idea 1
├ ─ Who is affected? ├ ─ Idea 2
├ ─ Where does it occur? ├ ─ Idea 3
│ │
│ │
🛠 Features & Components 🚀 User Benefits
│ │
├ ─ How does it work? ├ ─ Engages students
├ ─ What makes it unique? ├ ─ Solves specific needs
│ │
│ │
🏗 Materials/Tech Needed ⚠ Challenges & Solutions
│ │
├ ─ Digital or physical? ├ ─ Possible limitations
├ ─ Resources required ├ ─ Feasibility strategies

83
Criteria:
Creativity & Depth of Ideas (10%): How many creative,
innovative solutions were proposed? Were the ideas varied
and original?
Effective Use of Techniques (10%): How well did the
students apply brainstorming and mind mapping
techniques? Did the mind map clearly organize the ideas?
Collaboration & Openness (5%): Did the students
demonstrate active participation in brainstorming? Were they
open to new ideas and contributions from others?
Discussion (5%): Did the discussion demonstrate thoughtful
insight into how their thinking evolved and the challenges
faced?

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QUIZ
Direction: Write your name, section and date. Encircle
the letter of the correct answer for Part I and Write T if
the statement is True and F if the statement is false in
Part II. You will be given 30 seconds to finish each item
that will be flash in the screen.

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QUIZ
1. Which of the following best describes how mind mapping
supports creative thinking?
A) It provides a structured way to memorize facts.
B) It helps generate and visually organize interconnected
ideas.
C) It restricts divergent thinking by focusing on one core idea.
D) It is a linear note-taking method that emphasizes order
over creativity.

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QUIZ
2. A teacher wants to introduce a brainstorming session
where students feel free to share all ideas without
judgment. Which brainstorming rule is most critical in this
scenario?
A) Prioritize the most logical ideas first.
B) Evaluate each idea as soon as it is mentioned.
C) Defer judgment and encourage wild ideas.
D) Only allow ideas that are realistic and achievable.

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QUIZ
3. How does design thinking differ from traditional problem-
solving approaches?
A) It follows a rigid, step-by-step process with limited
flexibility.
B) It focuses only on solving business-related challenges.
C) It emphasizes empathy, iterative prototyping, and user-
centered solutions.
D) It eliminates the need for testing solutions before
implementation.
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QUIZ
4. A group of students brainstorms solutions to improve classroom
engagement but struggles to generate diverse ideas. Which
strategy would most likely enhance their brainstorming
effectiveness?
A) Limiting the discussion to only one perspective.
B) Encouraging more critical evaluation of ideas while
brainstorming.
C) Using analogies or random word associations to spark creativity.
D) Only allowing the most experienced students to contribute.

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QUIZ
5. Which problem-solving framework would be most
effective for addressing a complex, real-world issue that
requires ongoing adaptation and user feedback?
A) The Waterfall Model
B) The Five Whys Method
C) The Design Thinking Process
D) The Linear Decision-Making Model

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QUIZ
6. During a design thinking activity, a teacher asks students to
empathize with learners who struggle with math. What should
be their first step?
A) Researching different math teaching strategies.
B) Interviewing students about their challenges and
experiences.
C) Prototyping a new math learning tool immediately.
D) Creating a list of possible solutions based on their own
experiences.

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QUIZ
7. A student uses a mind map to explore solutions for
reducing classroom distractions. What would indicate that the
student is applying critical thinking effectively?
A) Listing only one possible solution per category.
B) Organizing ideas into clear, hierarchical connections and
evaluating their feasibility.
C) Repeating the same idea multiple times for emphasis.
D) Avoiding connections between different branches of the
mind map.

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QUIZ
8. If a team using the design thinking approach discovers that
their solution does not meet users' needs during testing, what
is the best next step?
A) Abandon the project and start over from scratch.
B) Modify and refine the prototype based on user feedback.
C) Continue with the original solution, assuming users will
eventually adjust.
D) Switch to a completely different problem without testing
further.

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QUIZ
9. In a brainstorming session, a team generates ideas to
improve online learning experiences. What approach would
best help them expand their creative possibilities?
A) Focusing only on ideas that have worked in the past.
B) Encouraging members to build upon each other’s ideas.
C) Choosing one idea quickly to save time.
D) Critiquing ideas as they are shared to ensure feasibility.

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QUIZ
10. Which of the following best represents an example of
lateral thinking in problem-solving?
A) Following a checklist to ensure all steps of a process are
completed in order.
B) Using a pre-defined formula to solve a standard math
problem.
C) Creating an unexpected connection between two unrelated
concepts to generate a novel idea.
D) Solving a problem by applying traditional industry practices.

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QUIZ
Part II. True or False
1.Mind mapping is only effective for organizing existing ideas, not for generating
new ones.
2.Constructive criticism and debate can enhance brainstorming by refining ideas
and encouraging deeper thinking, as long as the environment remains supportive.
3.Design Thinking in education follows a rigid, linear process where each
phase must be completed before moving to the next.
4.A well-structured problem-solving framework, such as SCAMPER or the Six
Thinking Hats, can be adapted to address challenges beyond education, such as
business innovation or social issues.
5. While generating many ideas is important, the quality, feasibility, and
implementation of ideas determine the effectiveness of a creative thinking session.

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 THANK YOU
FOR LISTENING
AND WE HOPE YOU
LEARN!

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