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This paper investigates the gate screening of ideas in engineering design, by examination of the validity of employee voting schemes and biases associated with such voting. After conducting an employee-driven innovation project at a major producer of disposable medical equipment, 99 ideas had to be screened for further development. Inspired by the concept of ‘wisdom of the crowd’, all ideas were individually rated by a broad selection of employees, and the ratings were used to investigate two biases in employee voting: visual complexity and endowment effect/ownership of ideas. The visual complexity bias was found to be a predictor for selection, but experienced employees were less affected by the bias. The ownership bias was potent in that every employee proved to be more likely to select his or her own ideas over other ideas, but this effect disappeared when aggregating across the crowd of employees. Furthermore, this study compared the employee selection with the preference of a small team of executives, showing that the employee voting significantly correlates with the preferences of the executives: overall, in the top 12 selected ideas and in the choice of idea categories. This match increases when including only the ratings of the most experienced employees.

This paper investigates the role of constraints in limiting and enhancing creativity in engineering design. Based on a review of literature relating constraints to creativity, the paper presents a longitudinal participatory study from Coloplast A/S, a major international producer of disposable medical equipment. At Coloplast, constraints played a fundamental role and the observations show the important, dual role of constraints in terms of being a limitation and a prerequisite for creativity. Too few or too many constraints had a negative impact on creativity, whereas the formulation, rationale and ownership of formal constraints played a crucial role in defining their influence on creativity – along with the tacit constraints held by the designers. The designers were found to be highly constraint focused, and four main creative strategies for constraint manipulation were observed: blackboxing, removal, introducing and revising. Constraints introduced late in a project contributed to the generation of new...