Creative Problem Solving is I.I.I.S.I

Volume 1 ▪ Number 1 email Edition QUEZON CITY, PHILIPPINES ▪ http://www.likhaan.com 3rd Quarter 2008

Metropolitan Manila has observably become a “macropolis” which literally means enlarged city (from Gr. makros, long, enlarge + polis, city). Macropolis, a term coined in 1998 by Likhaan, was conceptualized as a human

settlement development strategy for national and regional urban development focus on metropolitan areas and big cities.

| 3rd Quarter 2008 C·R·E·A·T·I·V·I·T·Y Journal

Three ways of looking at

CC r t v y r ee aa t ii v ii tt y –

CONCEPTS AND DEFINITIONAL FRAMEWORKS Definitional Frameworks

The most perplexing question, which has been the center of controversial debate, is “What exactly is creativity?” There are many concepts, definitions and explanations about the term ‘creativity.’ Here are several definitional frameworks:

“Creativity is the process by which original patterns are formed and expressed.” – Don Fabun, You and Creativity.

“Creativity is the encounter of the intensively conscious human being with his world.” – Rollo May, The Nature of Creativity.

“Creativity is the occurrence of a composition which is both new and valuable.” – Henry A. Murray, Vicissitudes in Creativity.

“Creativity is the disposition to make and to recognize valuable innovations.” – H.D. Lasswell, The Social Setting of Creativity.

“Creativity is the production of meaning by synthesis.” – Myron S. Allen, Psycho-Dynamic Synthesis.

“Creativity is a new synthesis of previously unconnected matrices of thought.” – Arthur Koestler, The Act of Creation. “Creativity is the ability to see (or be aware) and to respond.” – Eric Fromm, The Creative Attitude. “The ability to relate and to connect, sometimes in odd and yet in striking fashion, lies at the very heart of any creative

use of the mind, no matter in what field or discipline.” – George J. Seidel, The Crisis in Creativity. “The creative process is the emergence in action of a novel relational product, growing out of the uniqueness of the

individual." – Carl B. Rogers, Toward a Theory of Creativity. “The Creative process is any thinking process which solves a problem in an original and useful way." – H. Herbert

Fox, A Critique on Creativity in Science. “The product and the process are both important. Without the process there would be no product. Without the product

or evidence of action or achievement there might not be more than fantasy...Creativity is to be regarded as both process and product.” – Eugene A. Brunelle, Creativity, Intelligence and Semantics.

“The reciprocal relationship between culture and creativity is such that a creative product is not really an invention unless it is socially accepted. The creative product has to operate within the culture; it has to work. If it does not work, it is a failure as an invention.” – Morton I. Teicher, Culture and Creativity.

“Creativity is the ability to make or otherwise bring into existence something new, whether a new solution to a problem, a new method or device, or a new artistic object or form.” – Encyclopedia Britannica.

These definitions may be similar but not necessarily identical. Nevertheless, there is one general agreement; the term is not a thing, but a concept. Creativity is a concept which carries meaning and can be better comprehended by way of a set of facts and theories associated with it.

A closer view of the above definitions and concepts will reveal three ways of looking at creativity as well as the principal aspects in the study of creativity.

Three ways of looking at creativity

First, let us consider the three ways of looking at creativity: As a mental activity, as a human ability, and as applied to the product of mental activity and ability (Whitfield, 1975).

C·R·E·A·T·I·V·I·T·Y Journal 3rd Quarter 2008 |

1. Creativity as a mental activity

Creativity may be considered as a purely mental activity, an action of the mind that produces a new idea or insight. The new idea comes to the individual as a ‘flash’ which is achieved by freeing himself from his own biases, prejudices and mental systems. Koestler (1964) observes that a person to be creative must disrupt the rigid patterns of his mental organization to achieve new synthesis. The synthesis is achieved through the combination of two or more ideas or things to form a new one.

Taking a wider view of the individual, his mental capacities may be enumerated as follows: memory, thought, sensation, intellect, perception, emotion, learning, imagination, awareness, consciousness, communication and many others.

These mental capabilities may be classified into the following generalization:

a. Ability to concentrate b. Accuracy in observation c. Retentiveness of memo-

ry d. Logical reasoning e. Sensitivity of associa-

tion f. Creative imagination However, if we will take a

closer look, this classification could further be simplified as:

a. Absorptive – the capacity to observe and apply attention.

b. Retentive – the capacity to memorize and to recall.

c. Intellective – the capacity to analyze, or process information to understand and to judge. d. Creative – the capacity to visualize, to foresee, and to generate ideas. Furthermore, if we will be allowed to oversimplify man’s mental capacities, this will be:

a. Intelligence b. Creativeness These two relate, interpenetrate and at the same time differ with or oppose each other’s. However, the relationships

and differences are not yet exactly known. Perhaps, they work together; they are two faces of the same coin. Therefore we can synthesize the concept of “intelligence” and “creativity” to become – ‘creative intelligence’ or ‘intellective creativeness’ or better still, the single term we now call ‘creativity.’

In order to develop one’s creative faculty or creative intelligence, the individual must be able to increase his mental capacities in terms of adequate intelligence and improved creativeness.

2. Creativity as ability

Creativity as ability can be described in terms of the power to perform mental act. As we have put forward earlier, intelligent behavior and creativeness fit together under this concept.

The term ‘intelligence’ is ordinarily surnamed: clever, sensible, careful, methodical, innovative, prudent, acute, logical, witty, observant, critical, experimental, quick-witted, cunning, wise, judicious, skillful, etc.

Guildford (1952, 1959, 1963) suggests many aspects of the human intellect which contribute to an individual’s creativity, such as:

a. Sensitivity to problems – readily see defects in existing systems.


b. Fluency of thinking – fertility of ideas in producing solutions to problems. c. Flexibility of thinking – ability to take a fresh approach to problems. d. Originally – thinking of novel ideas. e. Redefinition – looking at familiar objects in a new way. f. Elaboration – ability to build upon a simple idea or a few facts.

These mental abilities described by Guildford together with the complex mental capacities discussed earlier, plus the seven intellectual factors defined by L.L. Thurstone & T.G. Thurstone (1941) [also quoted in Whitfield (1975)], such as: a. Verbal comprehension – ability to define and understand words, make analogies, reason verbally; b. Word fluency – ability to think rapidly in words, c. Number – ability to do numerical problems with speed and accuracy; d. Space – ability to visualize relationships, to manipulate and move parts; e. Memory – ability to memorize and recall; f. Perception – ability to group visual details and compare objects quickly and correctly; g. Reasoning – ability to find rules, principles, or concepts for understanding or solving problems;

These are the totality of mental faculties an individual has to develop to a certain degree, though not equally, in order to be creative in a complete sense.

3. Creativity as product of mental activity / ability

Creativity as applied to the product of mental activity/ability views the phenomenon in terms of the ideas or things which are the valuable results of the creative process. Thus, creative products are evaluated in relation to the quality of unexpectedness, novelty, appropriateness, completeness, simplicity, neatness, elegance, etc.

Products of human creativity may be considered as new combinations of old ideas or things or simply the association of seemingly unrelated ideas. Koestler calls this as ‘bisociation’.

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The use of creativity in problem-solving has always been practiced. But, we need not review all these procedures. It can be said that problem-solving procedures follow an identical and interchangeable way.

Creative Problem-Solving

is II

An analysis and subsequent synthesis of the different process/procedures provide us with a generalized problem-solving process as follows:

Problem statement or orientation Problem investigation or analysis Problem identification or formulation Ideation or generation of alternative solutions, Selection of the optimal or best solution, and Implementation of the selected solution

Some or all of these phases may be contained in a single phase. The problem statement may or may not necessarily be part of problem-solving process but it is undeniably a starting point prior to the processing of the problem. For our purpose, we consider investigation-identification-ideation-selection-implementation as the five main variables in creative problem-solving (CPS for short). In this case, orientation becomes the initial stage of investigation. Hence, the anagram for the CPS process is IIISI, pronounced like the word easy [eézee].

Orientation: Focusing on the Target. Of course, we have so many problems. Thus, before getting into the problem-solving proper, we must understand thoroughly the nature of our problems―each problem―and determine our objectives. Thus, orientation is the starting point towards CPS processing. If we are properly oriented with our problematic situations, the easier it will be to solve our problems.

Awareness of the mess. Orientation is getting aware of the mess—the problem! It means the initial analysis of what seems to be a problematic situation. In dealing with any problem, the first thing we usually do is state the problem―“problem as given.” In fact, the orientation step is a statement of the problem as given and the corresponding analysis or description of the problem situation.

When we are ‘orienting’ on the problem, our problem statement should be made as clear and definite as possible. We should not merely state or write down the problem―the statement should be as specific as possible because the more we narrow down the problem to a certain area, the nearer we will get to its solutions. John Dewey said, “A problem well stated is half solved.”

Specific yet broad. Sometimes a problem statement is specific but still broad. This suggests that the problem covers a single area of concern but its totality is quite big. Most often, a big problem is a cluster of interrelated problems. Through proper orientation and situation analysis, such big problem can be narrowed down into manageable sub-problems.

Along the maze. The process of orientation is like proceeding along a maze, once you get the wrong branches, you will reach the wrong target. Indeed, we can only find the right starting point in problem-solving if we are properly oriented with the problem situation. Correct starting point is a vital factor because it provides us a rich source of solution possibilities―and this can be done through problem orientation.

Problem orientation is searching for problems present in the situation. Nevertheless, problems can be found in some situations, which are not problematic at all―these problems are what is referred to as “the problem of no problem”. Getting aware of this kind of problems needs a great deal of orientation covering observation, speculation, and sometimes experimentation and testing.

A big problem is a cluster of interrelated problems. Through proper creative situation analysis, such big problem can be narrowed down into manageable sub-problems.

IIIISSII ! by Rafael NELSON M. ABOGANDA


Orientation provides us an insight into the problem. It should actually consume a short period defending on our

orientation-goals. Thereafter, we proceed with the CPS process using the five variables.

The Five CPS Variables

The five CPS variables are: 1) Investigation, 2) Identification, 3) Ideation, 4) Selection, and 5) Implementation―abbreviated as I I I S I. These steps are artificially separated to facilitate our discussion and presentation of the CPS process.

1. Investigation. Orientation phase may actually form part of the investigation that is one reason why orientation is a basic starting point towards a CPS process. At this stage, our aim is to clearly understand the complex situation and identity possible problem or problems.

The result of orientation is a problem statement or a problem as given—a problem description covering the whole problem area. From there we conduct an initial analysis of the problem to find out what facts do we need to identify the real problem.

Fact-finding is very important. Edison said, “When I want to discover something, we begin by reading up everything that has been done along that line in the past―that’s what all these books in the library are for. I see what has been accomplished at great labor and expense in the past.” Today, what we can do is surf the Internet.

Preparation and analysis. Investigation consists primarily of a combination of problem preparation and analysis. Problem preparation involves the already known facts about the problem, while problem analysis involves the study of these known facts. From the known facts we start thinking of some suggestions about the different elements of the real problems or some ‘goals’. This will direct us to discovering new facts that might have bearing on the problem―and then the old and new facts are analyzed. Possibly the need for more new facts will be met again, and again.

This continuing pattern indicates that fact-finding could be a never-ending job. How exhaustive, then, shall we dig for facts? To what extent should data gathering be?

First of all, in problem-solving we need facts. Without facts, background materials, information or data to understand why the problem exists, we will not be able to study creatively the problem and find possible solutions.

There is however, a limit to the amount of data needed for problem-solving. Gathering information should be within the area of the problem situation―this means that we should collect materials that will extend our understanding of the problem. Facts that are seemingly irrelevant to the problem should be carefully analyzed.

Many believe the probability of finding solution to the problem can be increased if more materials are collected―such information can only contribute to idea―or solution-finding if it is relevant to the problem being studied.

Only relevant materials can help us understand the reasons why the problem exists and to find out the factors that brought about the problem. This limitation is set because excessive amount of fact might draw us to

coming up with irrelevant ideas. Further, it might complicate the problem itself instead of being understood.

Fact-finding is very important. “When I want to discover

something, we begin by reading up everything that has been done

along that line in the past―that’s what all these books in the library

are for. I see what has been accomplished at great labor and

expense in the past.” – Edison

Relevant Facts. However, any available relevant facts should be used as basis even when they are inadequate because all small but relevant facts have bearing on the problem. Disregarding them may lead us to wrong solutions.

So what we need in analysis are the relevant facts. When all these facts have been gathered, we are ready to arrange and rearrange, pattern and re-pattern the various information into an orderly system. We must study, analyze and organize those data into usable form. This could be done by making an analytic summary of facts collected and their interpretations. In doing so, we must recognize the one-to-one correspondence and relationships, interrelatedness, interconnections and interpenetrations of facts to facts, thoughts to facts, and thought to thoughts. Investigation can provide not only clues to what the real problem is, but also possible solutions. The next stage of investigation is measurement and classification (analytical selection), Obviously, this investigation stage overlaps with the next CPS interpenetrating the bearing of the data to the problem. Obviously, this investigation stage overlaps with the next CPS phase―identification.

2. Identification. After all the data and information attendant to the problem have been examined and interpreted, we have to identify the real problem, or sub-problems, if we find an obvious cluster of problems.

This phase of the CPS process is the final part of problem analysis. Necessarily, orientation, investigation, and identifi-


cation interact during the initial phases of problem-solving. Aspects of problem-identification are always present in investigation, while analytic investigation is present in identification phase.

Problem statements. Problem-identification, if we are to restrict its meaning, connotes the final problem statements. Anatol Rapoport explained: “The first step in solving problem is to state it. The statement usually involves a description of an existing state and a desirable state of affairs where the factors involved in the discrepancy are explicitly pointed out. The success with which any problem is solved depends to a great extent on the clarity with which it is stated.”

Some groups refer to problem statements as “goals as understood” (GAU) which is an interpretation or understanding of the totality of the problem. The GAUs help break complex problems into manageable parts. Thus, a GAU can itself be a sub-problem of a bigger problem.

In identifying the “real problem”, we have to thoroughly understand the meaning of the facts surrounding the problem so we can avoid being stuck on our initial interpretations or identifications.

Identification is the precise specification of problems. To do this, we must get around the problem for possibilities that there may be other faces of the problem still unexamined. Problem-identification works with “hard facts” as evidence, there’s no other way to identify the problems but through the results of creative problem analysis and interpretations.

II

Clear definition. The main purpose of problem-identification is to clearly define the real problem in its broadest sense or the splitting of the problem into specific sub-problems. The identified problem thus set up the boundaries within which the problem has to be tackled. Defining the periphery or the general area and sub-areas within which the problem is located calls for analytical thinking and reasoning―“problem mindedness” is the key to problem-identification.

Identification is interpreting the totality of the problem and splitting this into manageable parts. In short, identification is simply “seeing the problem” clearly and identifying its borders.

3. Ideation. Ideation calls for the full play of creative thinking and imagination without concurrent intrusion of critical, logical or emotional thinking. This is the phase for what is called “intellectual playfulness.”

Most problems permit several solutions so that “if the search for ideas to solve a problem ends before a number of alternatives are found, some superior solutions may be overlooked,” Prof. Maier said.

Deliberate ideation. Many creative experts believe that the production of ideas can be “deliberately stimulated”. In fact, Synectics, Inc. “had a system for producing these stimuli,” Prince reported. The new technique is called “Operational Creativity”, Prince continued, “which made use of certain psychological states that he believed were vital to creativity: detachment, deferment, and speculation, among others.”

Indeed, in creative ideation, the ‘ideator’ must deal with such thinking and attitudes as negativity, conservatism, rigidity, confusion, frustration, competitiveness, lack of confidence, reliance on others, aggressiveness and the like. In ideation process, wild ideas are allowed to come out without fear of being criticized in order to stimulate ideational production; such wild ideas, creative people say, have its own contribution to make the total creative activity in motion. However, more abundance in the flow of ideas is not a sufficient proof of creativity. The ideas must have that quality of relevant usefulness, practicability and operability.

Our creative ability can be stimulated further if we are willing to break away from the bonds of past experience and learning. Creative ideation requires that we search for unusual ideas, methods and approaches to problems. It also demands that we entertain new, unknown and untried ideas and techniques.

There are techniques for coming up with creative ideas such as morphological analysis, relevance system, attribute listing, forced relationships, brainstorming, synectics, lateral thinking and many others. With the use of these techniques, we believe everybody can come up with many ideas to solve different problems.

Nevertheless, when we are stuck in the process of ideation, we have to take a little break to let our mind simmer down. These aspects to the creative process called incubation and illumination need little or no conscious efforts at all. When we let the conscious mind to lie low, this will result in sudden flashes of bright ideas.

Ideation is a creative excursion through some dreamy, analogical, metaphorical, sometimes direct and realistic experiences leading to the production of as many ideas one can muster.

4. Selection. Many creative ideas and approaches to solve the problem will certainly come out in the ideation phase. Several of these ideas are possible solutions, but only a few of them can be considered as “good solutions,” a few will

IIIISSII The Five CPS Variables

Investigation Identification

Ideation Selection

Implementation


certainly be classified as impractical and others as noteworthy solutions or that solution-idea having the best potentials to solve the problem. Finding out which one of them is really “the best” is the task we have to tackle in the selection phase.

This is the evaluation-verification stage wherein we put pieces of ideas together and develop those ideas into workable solutions. After the ideas are properly developed into possible solutions, our task now is to pick the solution-ideas with the best potentials and out of the “selected ideas”, we will select the most creative solution. This is done by evaluative and constructive analysis or simply judgment.

Practical level. In the preliminary stage of selection, the first thing to do is to run over the creative ideas presented as solutions, combine what we can integrated, then screen the ideas to trim down the list further to a practical level―this means we are to discard the obviously impractical ideas. Then we again isolate from the list the ideas that have no sufficient merits. But, do bear in mind that most problems are relatively complicated so that solutions can not easily be classified according to simple merits.

Initial evaluation of ideas involves the testing and the comparison of such solution-ideas in the light of what is known, their probability for succeeding and other practical considerations.

After the impractical ideas were discarded and other ideas that have no sufficient merits are isolated, we are ready for the screening stage.

‘Probables’ and ‘possibles’. The remaining ideas, after the initial selection, may be loosely categorized as ‘probables’ and ‘possibles’. Probables are ideas that are not obviously practical, while possibles are relatively practical ideas. What we have to do then is to determine which ideas, from the list of the ‘probables,’ can be reconsidered and reclassified as ‘possibles’. Ideas that will be left out are reserve for possible integration with other ideas and future use as the selection stage progresses.

In screening the ‘probables,’ emotions should not enter into the process, or even during the initial selection and the other selection stages that follows.

Usually however, emotional feelings enter the screening stages. When this happens you will notice that each individual may favor an idea for many reasons―it could be disguised as “this solution-ideas fits the facts of the problem” or the idea most probably is his brainchild, still another person may favor an idea because of personal preference. On the opposite, an individual may dislike solution-ideas for reasons of personal indifference, previous bad experience and similar negative inferences.

After the ‘probability screening’ is finished, what will remain are solution-ideas we classify as the ‘possible’ solutions. Screening pitfalls. One pitfall in screening ideas at this stage is the wrong concept of over-generalizing previous

experience. We ordinarily look at previous successful solution as basis for solving other problems. And we generally avoid ideas which fail to solve previous problems. This principle may be valuable if used under the conditions for which it applies, Prof. Maier explained. He went on to continue, “...but knowledge that is generalized without proper distinction lead to errors. Past experience can be valuable if the right thing is learned, it can be detrimental if the wrong thing is

learned or if the right thing is applied to the wrong problem.” Another common mistake in idea-screening is disregarding small amount of facts that are already known and verified. We usually say ideas based on ‘little known facts’ have negligible value or merit and it has very little effect in the totality of the problem. The right thing to do is to consider these ideas

derived from little known facts. Solution-ideas based upon such kind of facts, however small, is a better idea than others having no factual basis. Indeed, it is much wiser to use all usable facts. But we must also take cognizance of some solution-ideas which may not necessarily have factual basis but potentially practical and may be founded on some hidden or undiscovered facts.

The ‘valuables’. When the ‘possibility screening’ has been completed, what remains from ‘possibles’ are the solution-ideas which have the best potentials to solve the problem―a maximum number of five (5) potentially best solutions will most probably be selected as alternative solutions―from these we are to select the best solution-idea or the so-called “most creative solution”. Let us call those ideas as the ‘valuables’ or those solution-ideas possessing practical and useful qualities.

The ‘valuables’ become the final topic for selection and decision making. This means that final evaluation is concerned with an appraisal or reappraisal of selected potential solutions in terms of set criteria.

Selection criteria. The criteria for selecting which one of the ‘valuables’ is the best solution includes, among others: a) practical considerations, b) cost of implementation, c) quality, and d) acceptability.

Before a reappraisal is made, the potential solutions must first be studied on three viewpoints: 1) whether these solution-ideas can be combined or integrated as one; 2) if this is not possible, the problem-solver should examine the extent of support given by known facts or interpretations of these facts to the solution-ideas; and 3) if two solutions are

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contradictory and there is no way to synthesize or make them compatible, the problem-solver should analyze and then choose which one among the alternatives is a better idea with reference to criteria.

Thus, we can trim down the ‘valuables’ to three or even less, making it easier to apply the criteria and select the best solution among the remaining ‘valuables’.

Practical considerations. Practicability deals with the ability to execute each potential solution. This include the freedom in implementing each solution―meaning we should expect behavioral and physical obstacles in implementing a particular solution which will make the implementation of that solution less effective. Practicability also covers adaptability, operability and usefulness of the solution-ideas. Availability of materials and facilities, manpower and skills, etc. also form part of the practicability standard.

Cost analysis. Cost analysis involves the total cost of implementing the solution, particularly a complex problem—initial capital requirements, sources of financing, projected cash flow study, unit cost estimates and other cost factors attendant to the solution-implementation. Cost is the limiting factor to practicability.

Quality and acceptability. The quality of the solution-idea and its possible acceptance are two opposing but unifying criteria. No matter how high the quality of a potential solution, its implementation may be hampered by its acceptability as a solution to the problem by those who will execute the implementation plan.

Quality and acceptability

The quality of the solution-idea and its possible acceptance are two opposing but unifying criteria.

It is very possible that the ‘valuables’ are all quality ideas. Thus, its acceptability is a factorial component in the selection. The interconnection between the quality and acceptance dimensions determine its effectiveness.

Ordinarily, in finding the best solution, the quality (Q) dimension is the deciding point of selection. However, when the person or persons who must execute the solution is considered, the persons’ (or the group’s) opinions and feelings will introduce another dimension called acceptance (A) to the selection process so that it is very important to evaluate the ideas in these two interacting dimensions.

Q-A dimension. A solution-idea can have both high quality (HQ) and high acceptance or acceptability (HA). Or it can have high quality but low acceptability (LA). Still it is possible that an idea can satisfy high acceptability (HA) but has low quality (LQ). Those are the three possible combinations of solution-ideas: 1) HQ/HA, 2) HQ/LA, and 3) LQ/HA. There is actually a fourth variation, low quality (LQ) and low acceptance (LA). Obviously, the best solution is that idea which satisfy HQ and HA. If among the ‘valuables,’ there is no such solution-idea, we have to reinvestigate the problem to find a new combination of ideas that will satisfy the HQ requirements.

However, it may be possible that HQ and HA can not be satisfied because of contradictions between the ideas quality and its corresponding acceptance potentials. Thus, the best solution in point of practical compatibility and effectiveness is either that idea which satisfy HQ/LA or HA/LQ―the selection among these two alternatives will then be determined by the conditions of the problem and other limiting factors like the behavior and attitudes of prospective implementers or the financial limitations. Definitely, a solution-idea marked LQ/LA is not a good solution.

Potential problems. Another important criterion in selecting the best solution-idea is the ‘potential problem’ that may be encountered during the implementation of the selected idea. This single factor actually form a general part of the four-pronged criteria. Occurrence of future problems might be on the practicability angle, also on the cost, quality and acceptance sides. These potentials or future problems will have tremendous weight in the final selection of the solution―such implementation problems should be identified including its corresponding solution approaches. This then bring us to the problem of implementation.

5. Implementation. Upon reaching a decision as to the best solution, the next step is to plan for action, implement the plan and put ideas to work. Then and only then, the solution-idea becomes a SOLUTION.

Finding acceptance of the selected solution-idea is the first step of implementation. This stage entails presentation of the idea in a ‘workable’ format. Such activity calls for creative imagination.

The first task is convincing yourself and somebody else―a core group or a committee of an organization―to accept the idea. Sell the solution-idea in a creative way!

Now, if the idea has been accepted, we are ready for implementation proper. Some solutions can be implemented in a relatively short time, others might take a long period of time. Simple problems (usually, but not all, decision-problems) have simple solutions or possibly it needs short-range implementation. Big problems typically entail long-range planning. In these cases, implementation would mean a combination of planning, scheduling, programming, organizing and directing, accounting and controlling or some of these tasks.


CREATIVE ANALYSIS

Accelerating urbanization

DISORGANIZED CITIES IN AN EXPANDING NATIONAL CAPITAL REGION

Solution: Urban redevelopment focus on industrialization and spreading out of light railway transport systems

THE National Capital Region (NCR), better known as Metropolitan Manila or Metro-Manila for short, has a long history of unorganized growth from scattered human settlements at the time of the arrival of the Spaniards in late 1500s to an evidently disjointed metropolis of today with rapidly growing population—now more than 12 million people—the 15th largest city in the world. Its continuously “enlarging” land area aggravates this situation.

Metro-Manila – The National Capital Region

LARGEST CITIES OF THE WORLD City Country Pop (2007 est.) Tokyo Japan 34.10 million Mexico City Mexico 22.65 Seoul South Korea 22.25 New York USA 21.85 Sao Paulo Brazil 20.20 Mumbai India 19.70 Delhi India 19.50 Los Angeles USA 17.95 Shanghai China 17.90 Jakarta Indonesia 17.15 Osaka Japan 16.80 Kolkata India 15.55 Cairo Egypt 15.45 Manila Philippines 14.85 Karachi Pakistan 14.10

During the last two decades, Metro-Manila has economically influenced and geographically encroached on many cities and municipalities of neighboring provinces of Bulacan, Rizal, Laguna, Batangas and Cavite. Metropolitan Manila has observably become a “macropolis,” which literally means enlarged city (from Gr. makros, long, enlarge + polis, city) as differentiated from “megalopolis” (Gr. mega, great + polis, city) defined as vast, continuously urban area, covering any number of cities. J. Gottman, who introduced the term “megalopolis,” defined it as an urban area containing over 35 million people. [In this article, we prefer to use “macropolis” because highly urbanized cities are generally large; we decline the term “megalopolis” simply because no city in the world has reached its specified population and not all cities are great.] Tokyo in Japan, the largest city in the world, has a population of 26.4 million

(2003 est.) with a radius of around 100 km. from city center.

The City of Manila, like most urban centers throughout the world, was first settled at the mouth of Pasig River in Manila Bay. In late 1950s and early 1960s, it has grown as a metropolitan center along the bay with several adjoining cities and municipalities—Pasay, Kalookan, Makati, San Juan, Mandaluyong and Quezon.

But Manila’s rapid and uncontrolled growth in the last 35 years has deeply penetrated its neighboring urban centers in the north, east and south, such as: Navotas-Malabon, Las Piñas and Parañaque; Valenzuela (Polo), Meycauayan and San Jose del Monte in Bulacan Province; Marikina, Pasig, Muntinlupa, Taguig, Pateros, Antipolo, Cainta, Taytay, Angono and Binangonan in Rizal Province; Carmona, Bacoor and Imus in Cavite Province; and San Pedro, Santa Rosa and Biñan in Laguna Province.

Sooner than we think, Metro-Manila will reach as far as Malolos City, Calumpit and Baliwag in Bulacan; Rodriguez (Montalban), Cardona, Morong and Tanay in Rizal; Cabuyao, Calamba City, and Los Baños in Laguna; Santo Tomas, Tanauan and Lipa City in Batangas; and Dasmariñas, Kawit, Silang, Tagaytay and Trece Martires cities in Cavite. This has a radius of 50-60 km, just half of Tokyo’s perimeter radius.


Taken together these cities and municipalities were built along the rivers, around Laguna Lake, and the flood plains

and mountain ranges bordering the provinces of Cavite, Laguna, Rizal and Bulacan. This makes Macropolitan Manila as the only urban area in the world located in a bay (Manila Bay), a lake (Laguna Lake, or two lakes including Taal Lake), along the rivers (Pasig and Marikina rivers), the flood plains (of central Metro Manila, the coastal plains of Cavite, western Bulacan, southern Rizal and along Laguna Lake), and mountain ranges (Sierra Madre mountains) combined. Indeed, a unique spatial environment—the only one in the world, as described by a consultant from the Japan International Cooperation Agency (JICA).

At this point in time, Metro-Manila is composed of disorganized cities and municipalities. Each city and municipality to its own. Social scientists succinctly describe the attitudes of politicians and government officials in these words: “Akin

‘to. Territoryo ko ‘to. Bahala ako sa problem ko. Territoryo n’yo sa inyo. Problem n’yo, lutasin n’yo. H’wag n’yo kaming pakialaman.” [This is my territory. We’ll take care of our problems. Solve the problems in your jurisdiction. Don’t meddle with us.] And so, Metro-manila has become a disconnected metropolis ―even with an umbrella agency,

the Metro-Manila Development Authority (MMDA).

Current problems remain

unresolved, emerging

difficulties ignored

Undeniably, in the next 20 years, if these attitudes continue and things are not done efficiently and effectively, Macro-Manila would be faced with gigantic urbanization problems: massive unemployment, malnutrition and hunger, rising prices, declining quality of basic education, poor justice system or inequality under the law, restrictive access to health care, deficient power and fuel supply, inadequate communications, deplorable road and transport systems (including storm drainage, street lighting, paved footpaths, roads for emergency access), inequitable income distribution, poor waste treatment/disposal, increasing pollution, ineffective san-itation, insufficient flood prevention measures, limited housing and other basic social services, etcetera, etcetera. All these are happening today. If we do not start solving these problems now, we would end up with a chaotic ‘macropolitan’ capital tomorrow, may in the next ten years.

Coordination, integration of urban development

The Local Government Code of 1991 (LGC) [signed into law in October 1991 and became effective on January 1, 1992] requires all regional development councils (RDCs) and local government units (LGUs) to formulate development master plans or comprehensive development plans, land use and physical framework plans, etc. It is unfortunate, however, that the RDCs, LGUs and national government agencies (NGAs) in the National Capital Region and its neighboring regions, provinces, cities and municipalities have not fully coordinated and integrated their development plans, programs and projects into a real master plan for a unified “Greater Manila Area,” the old name of Metro-Manila. Of course, the enlargement of Metro-Manila has never been considered in local development planning. A Macropolitan Manila never comes to mind, apparently ignored, if not avoided.

If there is some kind of cooperation, this is miniscule compared to the problems and tasks at hand. So, what are we doing today to integrate the development of Macropolitan Manila? MMDA, with its legal mandate, could not even consolidate urban planning and come together to solve inter-city problems of Metro-Manila alone. How much more Macro-Manila?

So what do we expect to happen in the coming two decades, a chaotic cluster of highly urbanized cities and municipalities in the national capital region?

Integrated redevelopment of urban settlements. This will, no doubt, come about if we do not carry out an integrative city-municipal planning and urban redevelopment as soon as possible. Therefore, to avoid chaotic urbanization, it is imperative that a development study and holistic settlement renewal or redevelopment planning be un-


er support ins

as the C ALA

dertaken for Metro-Manila and its surrounding areas, particularly the provinces, cities and municipalities around the metropolitan re-gion. This will improve de-velopment planning and in-stitution-building capacity of RDCs, LGUs and NGAs, with particular attention paid to local governance. Then, the redevelopment of urban set-tlements in the enlarged national capital region would be in-place, initially in the development plans and pro-grams. The implementation can be undertaken later by LGUs, RDCs and NGAs.

JICA and othtitutions have provided

technical assistance to RDCs, LGUs and NGAs in the formulation of the Central Luzon Regional Master Plan (Region 3). World Bank, ADB and other major donors have provided assistance in the preparation of develop-ment plans and studies such Project (Cavite and Laguna

provinces), the RIZLAQUE Project (Rizal, Laguna and Quezon provinces), the MARILAQUE Project (Manila, Rizal, Laguna and Quezon provinces), the Southern Tagalog Regional Development Plan, and similar programs and projects. Unfortunately, there was very little effort to integrate all these studies up to now. These plans should form part of the integration activities.

Exponential growth of urban areas in Greater Metropolitan Manila from 1958 to 2008.

ALABARZON Project (Cavite, Laguna, Batangas, Rizal and Quezon provinces), C

The urgent tasks today are: collect, review and analyze existing development plans and programs; review studies on urbanization and uncontrolled growth of Metro-Manila and its surrounding areas; reexamine the major metropolitan problems and difficulties; and mobilize collective planning and development teams and prepare an integrated master plan covering the whole Macro-Manila Area with the end in view of assisting LGUs in effective and coordinative local governance.

The long-term objectives are: to establish a “confederated” planning and development coordination center for Macro-Manila; to prepare an integrated tri-regional (NCR, Region 3 & Region 4) urban redevelopment plan; and to develop and implement an urban reconstruction and modernization program for creating a “resident-friendly” macropolis by instituting a local governance cooperation system.

In the end, we hope that this study will result in: a) The collection, review and analysis of development plans and programs formulated by RDCs, LGUs and NGAs; b) Gathering and review of the most important studies on urbanization and uncontrolled growth of Metro Manila and its surrounding areas; c) Reexamination of major metropolitan problems and difficulties, and proposed alternatives for solving these through coactive local governance; d) Mobilization of a collective planning and development team to undertake simplified urban development mapping, and prepare an integrated master plan covering the whole Macropolitan Manila (Metro Manila and its surrounding areas, cities and municipalities); and e) Preliminary studies on the setting-up of a “confederated” planning and development coordination center and the institutionalization of a Local Governance Cooperation System for Manila Macropolis. Perhaps an expanded, more authoritative and powerful “Greater Manila Development Authority” is necessary.

C·R·E·A·T·I·V·I·T·Y Journal C·R·E·A·T·I·V·I·T·Y Journal 3rd Quarter 2008 | 3rd Quarter 2008 | Page 13

Special attention should also be given to the least developed Eastern Metropolis with Quezon City as its entryway to

Macro-Manila (see map).

Integrating scheme: Industrialization and LRT Systems. The poverty in metropolitan areas is patent! Urban redevelopment should be an-chored on industrialization—the only way out of the economic crises we are experiencing today. Since, the national capital region is the best place to revive industrialization strategy for the country, we suggest that “industrialization” should be the central focus for the redevelopment of Macro-Manila.

However, new industries should be set-up outside the present Metro-Manila area to be identified in the Macro-Manila Master Plan. These new industrial plants should also be required to establish housing facilities for their employees and workers to decon-gest Metro-Manila.

Light railway transport systems should also be set-up to alleviate traf-fic congestion in the business and commercial dis-tricts of Metro-Manila and other highly urbanized cities. These LRT systems should ex-tend at least up to San Fernando or Angeles City, in-cluding Clark Air Base, Pampanga in the north (already proposed); Tanay, Rizal in the east; San Pablo City in Laguna, Lipa City in Batangas, and Tagaytay City in Cavite in the south. Consequently, a central station for the LRT systems may be located at the present MRT terminal in SM-north Edsa or in the so-called “Metro Centro” both in Quezon City, if this is still possible. Of course, the macropolitan road network (already on the drawing boards) should also be firmed up according to the new Macro-Manila Master Plan. – R.N.M. ABOGANDA

The rapid growth of urban areas of Metropolitan Manila is moving north, east and west.

HHeerrbbaall

SSooaapp


CREATIVITY & INVENTION

Healthy living with LAMPE BERGER

This 111-year old invention brings

‘forest air’ into your room.

It has sold more than 300 million diffusion lamps

in over 50 countries.

‘Lampe Berger’ diffusion lamps produced in Paris, France since 1897

ONLY few products continue to sell in the international market for more than a hundred years. One of these very rare products is “Lampe Berger” (pronounced as lam ber-zjay) diffusion lamp, an ingeniously wonderful air management and immunity-boosting device. It was invented by Dr. Maurice Berger and produced in Paris, France since 1897. The diffusion lamp apparatus using blended essential oils was patented in June 1898 and received the “National New Invention Award” given by the French government in 1901.

The product. This product is a unique blend of nature, science and technology. It is an amazing four-in-one air management and immunity-boosting system apparatus. It utilizes an ancient knowledge of the natural fragrance and healing effect of the plant’s essential oils and releasing it to the air to produce an anion enriched environment.

A chemist of the Concerned Citizens Against Pollution (COCAP) explained that anion is a negative ion found mostly in moist forests. Lampe Berger’s catalytic burner produces anions by converting the essential oil with isopropyl alcohol. Studies show that anion has curative effect on the human body.

Lampe Berger diffusion lamps perform the following actions simultaneously:

Improves the quality of air by eliminating bacteria, dust mites, bad odors, toxins, smoke, nicotine, etc. It repels insects too. Replenishes oxygen level by diffusing single negatively charged oxygen ions (anions) in the air. Creates an anion enriched environment by making the anion level close to that of a forest or waterfalls. Optimizes the therapeutic effects of essential oils by the patented burner that maintains a constant 60-degree Celsius temperature that optimizes the emission of phytoncidere in the essential oil. Increases our body’s immune system by providing a high level of oxygen to the lungs which increases the level of oxygen in the blood which when distributed to the whole body strengthen the immune system.

Invention of the Lampe Burger Device

In 1897, Maurice Berger felt that the environment in a French hospital was not conducive to health. He decided to conduct a research on various schemes and devices that would improve air quality in hospital rooms. He gathered various types of herbs and plants, then extracted and carefully blended their essential oils.

Utilizing two previous inventions, 1) “the principle of transforming alcohols into aldehydes on contact with platinum, discovered jointly in about 1850 by two chemists, one a Frenchman named Charles Gérhardt and the other one a German, Justin Von Liebig;” and 2) “the commercial application of this invention (a “catalytic combustion device

called the Müller Diffuser”) by the pharmacist Müller at the beginning of the 1890s,” Berger improved the burner system (which he called “Ozocent”) and made it less expensive using a derivative of platinum, asbestos and carbon instead of


pure platinum. At that time the lamps used methyl alcohol which gave off formaldehydes on combustion; however, the smell given off was unpleasant.

Jean-Jacques Faillot, a former industrialist and paper manufacturer, bought the company from Berger in 1927. He turned existing methods upside down. Converted the business into a limited liability company and gave it the name “Société des Produits BERGER.” Then, he abandoned the use of methyl alcohol in favor of ethyl alcohol, which gives off a scent of apple rather than formaldehydes, in the composition of Ozoalcohol.

Produits BERGER further improved the catalytic burner that would heat essential oil at 60-degree Celsius, which releases into the air “ozoalcohol isoprophyl” that eventually cleans the air and disinfect the whole room. Thus, the concept of aroma therapeutic healthcare was fully developed. In 1930-40’s, Lampe Burger entered the living rooms the world over. Lampe Berger was certified for safe usage under ISO 11014 in 1994 as “non-toxic, no side effects and non-addictive” product.

Today, the Paris-based company reports, “There are over 150 models of Lampe Burger divided into two collections, Tendances and Signatures, to suit different lifestyles and interiors. Each of these collections is improved twice a year by great contemporary designers.” The lamps are made from four different types of materials: satin glass, pottery, ceramic/porcelain, and exquisite crystals.

Lampe Berger combines the six (6) major functions of an air management apparatus: replenishes oxygen, generates ozone, produces anion, purifies the air, freshens the air, and eliminates dust mites.

The diffusion lamp provides eight (8) major benefits to its users: air quality management (natural air purifier and freshener), environmental hygiene management (insect repellant and odor eliminator), sleep quality management, mood management (botanical essence for hormonal management), stress management (botanical essence relieves stress), ambiance management (aroma therapy), upper respiratory tract management (physiological regulator and bacterial

effect), and immune system management (improves body constitution and metabolism).

Lampe Berger components. Lampe Berger has two main components: The catalytic burner and the essential oils.

Catalytic Burner. The heart of the lamp is the special catalytic burner that heats at a constant temperature for effective oil vaporization.

Its outer ring is made of platinum alloy (metal used for catalysts) that can retain heat up to 500º Celsius, while the inner ring is made of porous ceramic (porcelain-mixture), capable of retaining heat at 60º Celsius.

Capillary movement within the burner volatizes the essential oil with isopropyl alcohol without burning, effectively ionizing the surrounding areas.

Essential Oils. Essential oils are so complex and magical that no one really knows what they are. Romantics and enthusiasts say that they are the life force of a plant. Researchers say they are a mixture of organic compounds such as ketones, terpenes, esters, alcohols, aldehydes, and hundreds of other molecules, many of these are too small or complex to classify under a microscope.

What they do, rather than what they are, is easier to understand. The fact that essential oils have healing properties is beyond doubt. The more researchers study plants and their properties, the more benefit they discover from every organic compound in nature.


Essential oils selected by Lampe Berger have

experienced nearly a century of transformation and perfection to reach the present optimum quality. The following are some of the essential oils and their therapeutic effects:

Eucalyptus – Improves asthma and respiratory tract infection; alleviates bronchitis and flu.

Citronelle – Smoothes the respiratory system; alleviates insomnia and headache.

Rose D’Iris – Aids blood circulation. Lavande – Eases agitation; lowers blood pressure;

induces better sleep; reduces snoring. Pyrethre – Helps digestive system, rheumatism,

arthritis, blood pressure and strongly repels insects. Oceanic – Invigorates; improves memory. Feulle de Menthe – Invigorates and refreshes;

relieves headache, mental fatigue and PMS.

Lampe Berger offers a long list of essential oils falling into five main families: fruit, woodland, tonic, floral and oriental. Synergy of two or more essential oils, mixed together in the Lampe Berger diffusion lamp, produce the right mix for specific therapeutic application. On top of this, ozone produced by the diffusion lamp, is a powerful sterilant (oxidizing agent) which destroys bacteria and viruses, even pungent odor.

Some of the models of Lampe Burger in the Tendances collections that suit different lifestyles and interiors.

The Lampe Berger business has a century of tradition. It has survived the international market and the advancement of science and technology. In the Philippines and Southeast Asia, Lampe Berger is distributed exclusively by a multi-level network of distributors. You may find them in your neighborhood.

OXYGEN: A Breath of Life Our health begins with the air we inhale

The most important nutrient our body needs is oxygen. It is a vital ingredient to health. Therefore, maintaining proper oxygen level in the body is a must. It is the fuel required for proper operation of all body systems.

Oxygen is our primary source of energy―it supplies 90% of the energy we need while food and water only supplies the other 10%.

Oxygen acts as a detoxifying agent. It helps destroy microbes and viruses while providing our body the ability to rebuild itself, thereby strengthening the body’s immune system. The body’s ability to absorb essential nutrients such as vitamins, minerals, amino acids and proteins, among others, are enhanced by oxygen.

Oxygen also calms the mind and puts it in a relaxed state of consciousness – the state in which the mind is most efficient to operate.

Jim Lynn reported, “Dr. Stephen Levine, a renowned molecular biologist and geneticist, has concluded from his own research that lack of oxygen at the cellular level is not only the foundational cause of not just cancer… but all chronic degenerative disease.” On the other hand, Dr. Norman McVea supported this finding saying, “Insufficient oxygen can result in anything from mild fatigue to life-threatening disease… The best way to optimize health is to be sure that we oxygenate every cell of our body.”

PPOOLLLLUUTTIIOONN:: TThhee SSaadd TTrruutthh

DUE to pollution in the modern environment brought about by toxic gases from chemical industries, fumes from vehicle exhaust and many more, the oxygen level in the air we breath had significantly been reduced through the years. Records say that we have only about 12-16% oxygen in the air we breathe – dangerously close to the 7% level necessary to sustain life.

Lack of oxygen in the body is a primary cause of headaches, fatigue stress, poor digestion, respiratory problems and many more related illnesses.

We commend the government for all its efforts to eliminate or at least reduce the pollution problem. The passing of the Clean Air Act, the continuous forums on pollution control and monitoring signifies their seriousness on the matter. Nonetheless, what can we do for our own self to breath better is equally vital. The bottom line is, it is our own health that is at stake.

The worsening pollution in our places of work and residence is a fact. We cannot just afford to move out of our homes and go to the mountains and forests. What the satisfied users recommend is the use of Lampe Berger diffuser.

Creative Problem Solving is I.I.I.S.I

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