After reading this page, if you only remember one thing, make it this:
TRIZ is a fascinating collection of tools and methods to exploring what the real problem you’re trying to solve should be and then helping you find radical solutions. In a competitive environment, finding the most important problem is usually the best way to making the biggest impact.
Opening the Door To New Opportunities
If problems to be solved are like closed doors (the harder the problem the bigger and more locked the door) then a skilled innovator can open the door to discover opportunities on the other side.
For many, on discovering a closed door they may give it a gentle push but if it doesn’t open straight away they’ll move on to a different (perhaps already open) one. But if you are looking for big opportunities, if you are looking for a possible future innovations, it is exactly these closed doors that you need to find, because most people would have avoided them or given up too soon.
TRIZ is a methodological approach that loves finding these closed doors, it’s aim is to help you find the big challenges, the impossible contradictions that can’t be solved. Because behind these gnarly scary doors (may) lie huge untapped opportunities.
A well described problem is half the solution
John Dewey (Philosopher)
The Theory of Inventive Problem Solving [TRIZ]
теория решения изобретательских задач
TRIZ (sometimes written as TIPS as an anglicised version of the Russian) is a methodical approach to problem understanding and problem solving that was developed in the Soviet Union and continues to be a great source of creative insight today. Loosely based on the idea that everything evolves along similar lines and most problems have already be solved…
Genrich Altshuller (1926-1998) the founder of TRIZ believed there were 5 levels of invention in which all inventions could be categorised:
Level #1 - 32% - Routine design problems solved by methods well known within the specialty.
Level #2 - 45% - Minor improvements to an existing system using methods known within the industry.
Level #3 - 18% - Fundamental improvement to an existing system using methods known outside the industry.
Level #4 - 4% - A new generation of a system that entails a new principle for performing the system's primary functions.
Level #5 - 1% - A rare scientific discovery or pioneering invention of an essentially new system.
Levels 1 & 2 are the most straightforward but 99% of all inventions have their roots in things that already exist. Therefore all we need to do to solve 99% of our problems compare it to ways that problem has been solved before. If we can do that we’ll have a huge starting advantage because we won’t waste time trying to find this through trial and error.
It’s a shortcut to ideas that will give proven results.
It’s important to note than none of these techniques will ‘solve’ the problem for you. But they should be helpful in narrowing down where to look for a good solution and are a valuable source of inspiration from which you can be creative.
I’m not going to claim to be a expert, but four TRIZ tools I’ve found easier to understand than others and still provide very valuable insights are:
Methods of working out what the problem really is:
1. Nine Windows
2. Problem Explorer
Methods that provide inspiration for what the solution might be:
3. Contradiction Matrix and the 40 Inventive Principles (whom many practitioners believe can solve 77% of Invention Problems, Levels 1 & 2, alone)
4. Trends of Evolution (helpful for finding future technologies, perhaps more helpful for invention levels 3 & 4)
Nine Windows
A simple idea that helps you explore around a problem and very useful to check if the problem you’re solving is the root cause or just a symptom of a bigger issue and perhaps a more worthy project focus.
Draw a 3 by 3 grid of 9 squares and in the middle square (or window) place the problem, product or situation that you’re trying to investigate more deeply.
The column of three vertical windows to the left represents the past whilst the column to the right is the future. So if our area of interest is drinking a cup of coffee, perhaps we’re looking for new and better ways of achieving this aim… so we’d place that in the centre and then the past is what we needed to do to get to this situation. Perhaps walking to the coffee shop (but it could be a whole range of things and each might be worth noting down) whilst the future might be sitting at a table holding the fresh cup of hot coffee.
The two rows, above and below the centre, represent the super and sub systems of this situation. The super system might be the infrastructure needed to make all this happen, the coffee shop itself, the system that brought the coffee to this country, to this town, to this shop. Again in the past, present and future. The sub-system usually gets down to all the little details… the coffee beans themselves, the milk, the cup, the seat and table, the barista etc…
An excellent and simple to do in a group method for painting a detailed and wide ranging picture of the situation. But also everything around it, what lead to it and what happens after it.
This is perhaps one of the simplest introductions to the TRIZ tool kit but can be very insightful when looking for new opportunities to improve or circumvent whatever the situation is you’re investigating. Like a super-charged 5 Whys Method.
Problem Explorer
Similar to the Nine Windows every problem can be explored in more depth, why are you trying to solve this problem and what is stopping you from doing so?
Perhaps you’re looking at the wrong thing? Perhaps by addressing a broader problem this problem will disappear. Or perhaps by looking at the narrower issues a different solution will arise.
For example, if the original problem is that you need to drill a hole in a wall, the broader problem is that you want hang a picture. The narrower problem might be that you need a way of detecting pipes or cables hidden in the wall.
Both these revelations are opportunities for innovation.
The whole process can be repeated several times, going deeper or broader.
The 40 Inventive Principles & the Contradiction Matrix
This is the big one, a leading concept in the TRIZ approach.
The founder of TRIZ, Genrich Altshuller, began his journey of methodical inventive problem solving by noticing trends in the solutions that had been registered in patents. By researching through millions of patents, TRIZ researchers came to the conclusion that there were only 40 ways of solving any technical problem. They called these the Inventive Principles:
TRIZ 40 Inventive Principles:
Segmentation - Make an object or system easy to disassemble. Divide an object or system into independent parts. Increase the degree of fragmentation or segmentation.
Taking Out - Separate an interfering part or property from an object or system, or single out the only necessary part or property.
Local Quality - Change an object or system structure from uniform to non-uniform, change an external environment (or external influence) from uniform to non-uniform. Make each part of an object or system function in conditions most suitable for its operation. Make each part of an object or system fulfil a different and useful function.
Asymmetry - Change the shape of an object or system from symmetrical to asymmetrical. If an object or system is asymmetrical, change its degree of asymmetry.
Merging - Bring closer together (or merge) identical or similar objects, assemble identical or similar parts to perform parallel operations. Make operations contiguous or parallel; bring them together in time.
Universality - Make an object or system performs multiple functions; eliminate the need for other parts. Use standardizes features.
Nesting - Place one object inside another; place each object, in turn, inside the other. Make one part pass through a cavity in the other.
Anti-Weight - To compensate for the weight (downward tendency) of an object or system, merge it with other object or system that provides lift. To compensate for the weight (downward tendency) of an object or system, make it interact with the environment (e.g. use global lift forces).
Preliminary Anti-Action - If it will be necessary to do an action with both harmful and useful effects, this action should be replaced with anti-actions to control harmful effects. Create beforehand stresses in an object or system that will oppose known undesirable working stresses later on.
Preliminary Action - Perform, before it is needed, the required change of an object or system (either fully or partially). Prearrange objects such that they can come into action from the most convenient place and without losing time for their delivery
Beforehand Cushioning - Prepare emergency means beforehand to compensate for the relatively low reliability of an object or system.
Equipotentiality - In a potential field, limit position changes (e.g. change operating conditions to eliminate need to raise or lower objects in a gravity field).
The Other way Round - Invert the action(s) used to solve the problem (e.g. instead of cooling an object, heat it). Make movable parts (or the external environment) fixed, and fixed parts movable). Turn the object (or process) ‘upside down’.
Spheriodality / Curvature - Surfaces to spherical ones; parts shaped as a cube (parallelepiped) to ball-shaped structures. Instead of using rectilinear parts, surfaces, or forms, use curvilinear ones; change flat. Use rollers, balls, spirals, domes. Change from linear to rotary motion, use centrifugal forces.
Dynamics - Allow (or design) the characteristics of an object, external environment, or process to change to be optimal or to find an optimal operating condition. Divide an object or system into parts capable of movement relative to each other. If an object or system is rigid or inflexible, make it movable or adaptive.
Partial or Excessive Action - If 100 percent of an objective is hard to achieve using a given solution method then, by using ‘slightly less’ or ‘slightly more’ of the same method, the problem may be considerably easier to solve.
Another Dimension - Use a multi-story arrangement of objects instead of a single-story arrangement. Move an object or system in two- or three-dimensional space. Tilt or re-orient the object or system, lay it on its side. Use ‘another side’ of a given area.
Mechanical Vibrations - Cause an object or system to oscillate or vibrate. Increase its frequency (even up to the ultrasonic). Use an object or system resonant frequency. Use piezoelectric vibrators instead of mechanical ones. Use combined ultrasonic and electromagnetic field oscillations. (Use external elements to create oscillation/vibration).
Periodic Actions - Instead of continuous action, use periodic or pulsating actions. If an action is already periodic, change the periodic magnitude or frequency. Use pauses between impulses to perform a different action.
Continuity of Useful Action - Carry on work continuously; make all parts of an object or system work at full load, all the time. Eliminate all idle or intermittent actions or work
Skipping - Conduct a process, or certain stages (e.g. destructive, harmful or hazardous operations) at high speed.
Blessing in Disguise - Eliminate the primary harmful action by adding it to another harmful action to resolve the problem. Use harmful factors (particularly, harmful effects of the environment or surroundings) to achieve a positive effect. Amplify a harmful factor to such a degree that it is no longer harmful.
Feedback - Introduce feedback (referring back, cross-checking) to improve a process or action.
Intermediary - Use an intermediary carrier article or intermediary process. Merge one object temporarily with another (which can be easily removed).
Self -Service - Make an object or system serve itself by performing auxiliary helpful functions. Use waste (or lost) resources, energy, or substances.
Copying - Instead of an unavailable, expensive, or fragile object or system, use simpler inexpensive copies. Replace an object or system with optical copies. If optical copies are used, change to IR or UV. (Use an appropriate, out-of-the-ordinary illumination and viewing situation).
Cheap Short Lived Objects - Replace an expensive object with a multiple of inexpensive objects, compromising certain qualities such as service life.
Mechanics Substitution - Replace a mechanical means with a sensory (optical, acoustic, taste or smell) means. Use electric, magnetic and electromagnetic fields to interact with the object or system. Change from static to movable fields, from unstructured fields to those having structure.
Pneumatics and Hydraulics - Use gas and liquid parts of an object or system instead of solid parts (e.g. inflatable, filled with liquids, air cushion, hydrostatic, hydro-reactive)
Flexible and Thin Shells - Use flexible shells and thin films instead of three-dimensional structures. Isolate the object or system from the external environment using flexible shells and thin films.
Porosity - Make an object or system porous or add porous elements (inserts, coatings, etc). If an object or system is already porous, use the pores to introduce a useful substance or function.
Colour Changes - Change the colour of an object or its external environment. Change the transparency of an object or its external environment.
Homogeneity - Make objects interact with a given object of the same material (or material with identical properties).
Discarding and Recovering - Make portions of an object or system that have fulfilled their functions go away or modify them directly during operation. Conversely, restore consumable parts of an object or system directly in operation.
Parameter Change - Change an object’s physical state (e.g. to a gas, liquid, or solid). Change the concentration or consistency. Change the degree of flexibility. Change the temperature.
Phase Transition - Use phenomena occurring during phase transitions.
Thermal Expansion - Use thermal expansion (or contraction) of materials. If thermal expansion is being used, use multiple materials with different coefficients of thermal expansion.
Strong Oxidants - Replace common air with oxygen-enriched air (enriched atmosphere). Replace enriched air with pure oxygen (highly enriched atmosphere). Expose air or oxygen to ionizing radiation. Use ionized oxygen. Replace ozonized (or ionized) oxygen with ozone (atmosphere enriched by ‘unstable’ elements).
Inert Atmosphere - Replace a normal environment with an inert one. Add neutral parts, or inert additives to an object or system.
Composite Structures - Change from uniform to composite (multiple) structures.
Using the Inventive Principles - The Contradiction Matrix:
The complicated looking table here is called the Contradiction Matrix. TRIZ practitioners believe that every technical problem is simply just a contradiction waiting to be solved. For example, I want my car brakes to work better but without getting hotter, I want this bridge to be longer but without getting heavier or perhaps I want to be able to go faster without increasing the stresses on the vehicle…
Whatever the problem, in abstract terms it can be described as a contradiction or a series of contradictions.
* Just as a note, the chart shown here is a more recent creation and actually has 50 parameters to choose from rather than the traditional 39. This was produced in 2003 by Darrell Mann and Simon Dewulf after many years of TRIZ practise and research to make it easier to use. But the 40 inventive principles have stayed the same.
[Typically] contradictions are framed as merely things to watch-out for, rather than, as TRIZ will tell us, things to run towards because therein lies gold-dust
Darrell Mann, Systematic Innovation
It is often claimed that all technical problems (invention levels 1 & 2) can be solved with the contradiction matrix, simply convert your specific problem into a TRIZ Generic Problem, solve it with the matrix and then you have a great starting point from which to convert your TRIZ Generic Solution into a specific solution to your problem.
The Contradiction Parameters:
Convert the problem you have into a series parameters and thus contradictive pairs, I want something to get better or stay the same whilst something else not getting worse. Each half of the equation being represented by one of the following 39 statements.
Once you have a pair, look it up in the table and you’ll be given some numbers (typically 1-5 options) which match to the 40 inventive principles above.
These are the ways this contraction has been solved in the past, based on the study of millions of patents. So whilst it is not the answer, it is a shortcut to finding the answer. Don’t waste your time looking anywhere else for a way to solve this contradiction because it’s never been solved like that in the past. At least that’s the theory anyway.
Click here for an online interactive matrix… just enter what you want to improve and what you want to preserve and it’ll give you the relevant inventive principles.
Why is this so powerful?
Let’s imagine that the right idea to a problem is like a lost set of keys. It’s somewhere in the house but it could take us hours or even days to find them. Coming up with ideas is similar, we all only have a certain amount of time and a certain amount of brain power or thinking energy to devote to any issue. So if someone told us the keys were definitely in the kitchen, or even definitely in this drawer in the kitchen, we’d have a much higher chance of finding them within time, budget and resources.
This is the power of TRIZ, it narrows down the scope of where to look. Yes you still have to do the looking, and inspiration can come from a wide variety of sources, but now you can focus your brain power to best effect.
Weight of moving object
Weight of stationary object
Length of moving object
Length of stationary object
Area of moving object
Area of stationary object
Volume of moving object
Volume of stationary object
Speed
Force
Stress or pressure
Shape
Stability of the object’s composition
Strength
Duration of action by a moving object
Duration of action by a stationary object
Temperature
Illumination intensity
Use of energy by moving object
Use of energy by stationary object
Power
Loss of Energy
Loss of substance
Loss of Information
Loss of Time
Quantity of substance/the matter
Reliability
Measurement accuracy
Manufacturing precision
External harm affects the object
Object-generated harmful factors
Ease of manufacture
Ease of operation
Ease of repair
Adaptability or versatility
Device complexity
Difficulty of detecting and measuring
Extent of automation
Productivity
Can the TRIZ Contradiction Matrix for a Business Problem?
[A link to the contradiction matrix for business can be found here]
Yes it can, although rooted in engineering and technology development, Darrell Mann (an industry fellow at Bath University and all round TRIZ superstar) has written this article on the subject and how to adapt the contradiction matrix for a business scenario. It now has an established following in this regard.
Darrell also has a monthly newsletter of fascinating insights and TRIZ theory. I highly recommend reading them if this subject has interested you in any way.
As an aside, TRIZ in western circles is also known as Systematic Innovation, with classical TRIZ being seen by many Russian Scholars as a purely Russian discipline now. In some respects this has freed the discipline up for new thought and academic development.
So we’ll see what comes next!
Trends of Evolution
(Dynamization)
Over decades of study and research, TRIZ creators discovered 36 evolutionary trends in technology development that even if not universal are still revealing of interesting future possibilities.
One such trend is the above evolution of a solid physical member, through increasing degrees of flexibility to ultimately ending up with a system they works via energy flows or non-physical fields.
An often cited example is the development of car steering systems. The first cars used a solid steering column that connected the steering wheel directly to the wheels (via the connecting rack and tie rods). Over time the steering column incorporated various joints
and bends, and the bends became more flexible to improve driver safety and vehicle performance. The introduction of power steering moved the evolution into that of a liquid form, with much of the work being done by hydraulic fluids until we reach the situation today where the steering wheels in many cars is now completely detached from the mechanics of the car, instead using electronics to replicate the steering intention with motors at the wheels, a so called ‘drive-by-wire’ system.
So the development opportunity here, if you know what the trends of evolution are, can you skip ahead? Escape your competition and move to a later evolutionary state before anyone else?
Some Other Trends of Evolution Include:
Smart Materials: Passive -> One Way Adaptive -> Two Way Adaptive -> Fully Adaptive
Space Segmentation: Monolithic -> Hollow -> Multiple Hollows -> Capillary / Porous -> Porous with Active Elements
Surface Segmentation: Smooth -> Surface with 2D Ribs -> 3D Rough Surface -> Rough with Active Elements
Object Segmentation: Monolithic -> Segmented -> Particulate -> Fluid -> Foams / Aerosols -> Gas -> Plasma -> Field -> Vacuum
Webs & Fibres: Homogenous Sheet -> 2D Mesh -> 3D Fibre -> 3D with Active Elements
Increasing Asymmetry: Fully Symmetrical -> Asymmetric in 1D -> Matched Asymmetry in 2D -> Matched Asymmetry in 3D
Boundary Breakdown: Many Boundaries -> Few Boundaries -> No Boundaries
Geometric Linear Evolution: Point -> 1D -> 2D -> 3D
Geometric Volume Evolution: Planar -> 2D Structure -> Axi-Symmetric Structure -> Fully 3D Structure
Nesting (Down): Non-Hierarchical Structure -> Two-Level Hierarchy -> Three-Level Hierarchy -> Recursive Structure
Dynamization: Immobile System -> Jointed System -> Fully Flexible System -> Fluid / Pneumatic System -> Field Based System (shown above)
Action Co-ordination: Non Co-ordinated Action -> Partially Co-ordinated Action -> Fully Co-ordinated Action -> Different Actions During Intervals
Rhythm Co-ordination: Continuous Action -> Periodic Action -> Use of Resonance -> Travelling Wave
Increasing Transparency: Opaque Construction -> Partially Transparent -> Transparent -> Active Transparent Elements
Human Involvement: Human -> Human + Tool -> Human + Powered Tool -> Human + Semiautomated Tool -> Human + Automated Tool -> Automated Tool
Quite a lot of TRIZ research seems rather impenetrable to a passing audience. You need to really immerse yourselves in it for it to start making much sense, but this gentle intro should hopefully get you started with a basic principle. If you want to know more about the different trends and ‘laws of evolution’, you might find this old webpage interesting if not a little intense to follow. Alternatively, simply Google TRIZ Trends of Evolution for more articles and explanations.