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Types of dependencies

From: Business Innovation Fundamentals

Video: Types of dependencies

When using the attribute dependency technique, you'll reach a point in the function-follows-form process where it's time to make adaptations to your concept. That's where you try to improve the concept and put more definition around it. One way to make adaptations with attribute dependency is to change the type of dependency, and there are three ways to do it: passive, active and automatic. Think of these as what has to happen within the product or service for the dependency to take place.

Types of dependencies

When using the attribute dependency technique, you'll reach a point in the function-follows-form process where it's time to make adaptations to your concept. That's where you try to improve the concept and put more definition around it. One way to make adaptations with attribute dependency is to change the type of dependency, and there are three ways to do it: passive, active and automatic. Think of these as what has to happen within the product or service for the dependency to take place.

Let's look at each type. Passive dependencies, just as the name implies, are passive. Nothing has to happen for the dependency to take place. There doesn't need to be an intervening element to cause the dependency. Look around you and you'll see many products and services are examples of passive dependency. Here's a simple example, of mixing bowls that come in different sizes. You may ask yourself: Is this really an example of the attribute dependency pattern? It certainly is. As one thing changes, another thing changes.

In this case, as the needs of the user change, the size of the bowl changes. It's a passive dependency though because the bowls simply exist in various sizes and shapes. In fact, any product that comes in different sizes such as clothing, hardware items, even homes, are examples of passive attribute dependency. Some dependencies require an active, intervening element to cause them to occur.

A very simple example is happy hour, when the price of drinks in a bar is reduced. For this to happen somebody has to do something. That active element, of course, is the bartender. At the appointed happy hour, let's say 5:00, the bartender simply lowers the price of drinks, presumably for an hour. Then again at 6:00 the bartender raises those prices back to their normal level. Because of the active intervention we call this an active dependency.

Finally, we have automatic dependencies. These are unique because they happen, as the name implies, automatically. The product or service is designed so that as one thing changes, the product automatically changes by itself without some intervening, third-party element to make that change. Transition sunglasses are one of the best examples of an automatic dependency. As the brightness of the light changes, the lens automatically darkens in response to that change.

Products that have this type of dependency seem almost smart. They know when it's appropriate to change in response to some other variable, either internal or external. The consumer doesn't have to do anything because the product does it all by itself. How do you know which type of dependency to use? It depends on a lot of factors, such as: How much convenience you want to deliver to the customer. Is it technically feasible to create a particular dependency.

For example, your engineers might be able to make a mixing bowl that automatically expands as you put more things in it, but that also adds a lot of cost and complexity. It's probably a lot easier for the customer just to grab the right sized bowl to make a cake. It also depends on how much control you may need in a situation. Do you want the customer or another person making the change? Look back at the happy hour example. You could create a cash register that automatically adjusts the price of drinks based on the time of day, the bartender wouldn't have to think about it.

You would have complete control over the prices throughout the day. Passive, active and automatic. That's three ways to give your customers very cool products with the attribute dependency technique.

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Business Innovation Fundamentals

58 video lessons · 2485 viewers

Drew Boyd
Author

 
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  1. 1m 41s
    1. Welcome
      1m 22s
    2. Using the exercise files
      19s
  2. 21m 37s
    1. What is innovation? Introducing Systematic Inventive Thinking
      3m 21s
    2. The principle of function follows form
      4m 8s
    3. The closed-world principle
      4m 16s
    4. Characteristics of innovative products and services
      3m 51s
    5. Challenging the myth of thinking outside the box
      3m 11s
    6. Challenging the myth of serendipity
      2m 50s
  3. 11m 55s
    1. Functional fixedeness
      2m 26s
    2. The subtraction technique
      2m 59s
    3. Subtraction in action
      4m 8s
    4. Addressing common challenges
      2m 22s
  4. 10m 35s
    1. Structural fixedness
      2m 32s
    2. The division technique
      2m 43s
    3. Division in action
      3m 3s
    4. Addressing common challenges
      2m 17s
  5. 16m 25s
    1. The multiplication technique
      4m 24s
    2. Multiplication in action
      4m 39s
    3. Zooming in and zooming out
      4m 51s
    4. Addressing common challenges
      2m 31s
  6. 15m 45s
    1. The task-unification technique
      4m 19s
    2. Task unification in action
      4m 14s
    3. Using task unification for business issues
      4m 27s
    4. Addressing common challenges
      2m 45s
  7. 17m 49s
    1. The attribute dependency technique
      3m 32s
    2. Creating an attribute dependency matrix
      3m 37s
    3. Types of dependencies
      4m 12s
    4. Attribute dependency in action
      4m 31s
    5. Addressing common challenges
      1m 57s
  8. 27m 7s
    1. Running ideation workshops
      4m 13s
    2. Which technique to use
      3m 26s
    3. Creating new services and processes
      3m 17s
    4. Creating digital innovations
      5m 12s
    5. Involving customers
      5m 49s
    6. Evaluating ideas
      5m 10s
  9. 14m 48s
    1. Mastering innovative thinking
      3m 42s
    2. Building a pilot program
      3m 56s
    3. Addressing organizational challenges with innovation
      4m 3s
    4. Next steps
      3m 7s
  10. 52m 41s
    1. About Drew
      2m 9s
    2. What is innovation?
      51s
    3. What got Drew started in innovation?
      2m 15s
    4. On innovation as a skill
      1m 53s
    5. On innovation as part of your business
      1m 58s
    6. On resistance to innovation
      3m 31s
    7. On innovation's tainted image
      2m 34s
    8. Where do you apply innovation strategies?
      2m 31s
    9. Who should lead an innovation effort?
      3m 6s
    10. On favorite innovation experiences
      3m 51s
    11. On innovation vs. strategy
      3m 36s
    12. On working with innovation consultants
      3m 20s
    13. On trends in innovation
      3m 26s
    14. On innovation as competition
      2m 32s
    15. On innovative companies
      2m 43s
    16. On generating vs. executing ideas
      3m 2s
    17. Can you overdo innovation?
      2m 1s
    18. How do you start innovating?
      3m 44s
    19. On the most innovative products
      3m 38s

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