COCD Box: explanation of the method

Article by: Lars Weijers

Last update: June 2, 2026

You’ve just finished a brainstorming session and ideas are flying everywhere. Post-its are stuck all over the place, everyone is enthusiastic, but then comes the hardest part: choosing. Which ideas are truly good? And how do you prevent the safest option from winning instead of the most innovative one?

Without a clear method, confusion quickly sets in. Ideas are evaluated based on opinion rather than structure. Original proposals are deemed too complicated and fade into the background. And that’s exactly where things often go wrong.

To solve this problem, the COCD Box method was developed. It’s a smart and accessible way to organize and evaluate ideas. By looking at both creativity and feasibility, this method helps teams make better and more balanced choices.

But what exactly is the COCD Box? What is the significance of this method, what is its origin, and how does it work in practice? In this article, we’ll take you step by step through a clear explanation of the COCD Box.

What is the COCD Box?

The COCD Box—where COCD stands for Center for the Development of Creative Thinking—is a method used to organize and select ideas following a creative session. The strength of this method lies precisely in its simplicity: ideas are evaluated not only on feasibility but also on originality.

The goal of the COCD Box is to create balance. In many decision-making processes, the emphasis is on what can be implemented immediately. As a result, innovative ideas often take a back seat. This is precisely where this method brings about change.

The assessment revolves around two central questions:

How feasible is the idea?
How original is the idea?

What sets the COCD Box apart from, say, voting rounds is that it isn’t about popularity. In many teams, the safest or most familiar ideas win out. The COCD Box prevents this by bringing structure to the selection process.

According to the School of Creative Thinking, the COCD Box is an effective method for linking creativity and decision-making. It ensures that teams don’t just opt for certainty, but also leave room for innovation.

The origins of the COCD Box

The COCD Box has its origins in the world of creative thinking and innovation. The method was developed by Mark Raison, an expert in creative processes and guiding teams in generating and selecting ideas.

The motivation for developing this method was clear. Many organizations were good at coming up with ideas but struggled to evaluate them in a structured way. Innovative ideas were often rejected too quickly, simply because they weren’t immediately feasible.

The COCD Box offers a solution to this. By evaluating ideas not only on feasibility but also on originality, it creates room for innovation within the decision-making process.

Since its introduction, the method has been widely used in brainstorming sessions, innovation projects, and organizations seeking to make informed choices. As a result, the COCD Box has become a widely used method within creative and strategic processes.

Difference from other selection methods

The COCD Box is often used after a brainstorming session. By that point, many ideas have usually already been gathered. Some ideas immediately feel logical and feasible. Other ideas are more original but also harder to evaluate. It is precisely in this phase that the COCD Box is most valuable.

In a standard vote, participants often choose the idea they find strongest or most appealing. That works quickly, but there is also a risk involved. People often gravitate toward ideas they recognize. Those ideas are easier to explain and feel safer. As a result, innovative ideas can disappear from consideration early on.

The COCD Box works differently. The method doesn’t just look at preference or popularity. Ideas are evaluated based on two questions: how original is the idea, and how feasible is it? As a result, an idea doesn’t have to be immediately discarded if it isn’t yet ready for implementation.

For example, an original idea might end up in the yellow box. This means the idea still requires additional research or development. Yet it could become highly valuable later on. The method thus helps prevent such ideas from being dismissed too quickly.

In this way, the COCD Box also differs from a method such as the Impact Effort Matrix. That matrix primarily looks at the ratio between effort and effect. That is useful when you want to choose actions that yield quick results. The COCD Box is better suited for creative sessions, because originality is given a separate place in the assessment.

The difference is also clear when compared to a standard priority list. A priority list typically ranks ideas by importance. The COCD Box does not do this directly. The method first identifies the type of idea you are dealing with.

A blue idea is practical and can be implemented quickly. A red idea is both original and feasible. A yellow idea requires more research or development. This leads to a richer discussion about the value of ideas, rather than just a quick choice between good and not-so-good.

How does the COCD Box work?

The basis of the COCD Box consists of a visual matrix with four quadrants. In this matrix, ideas are placed based on two dimensions: originality and feasibility.

Step 1: Brainstorming

The process begins with gathering ideas. During this phase, the rule is: no judgment. The goal is to generate as many ideas as possible, without immediately selecting them.

Step 2: Introducing the COCD Box

Draw a four-part matrix and explain the criteria. Make sure everyone understands what is meant by “feasible” and “original”. This prevents discussion later on.

Step 3: Place ideas in the COCD Box

Each idea is placed in one of the four boxes:

Figure 1 – COCD Box method (Raison, 1997.)

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Blue box (feasible and logical)

Ideas that are immediately actionable and carry little risk. They deliver quick results and are often popular. The pitfall is that teams focus too much on these, causing innovation to lag behind.

Red box (original and feasible)

This is the most valuable category. It contains ideas that are both innovative and feasible. These ideas drive real progress. The challenge lies in recognizing and daring to choose these options.

Yellow box (original, not yet feasible)

Here you’ll find the most creative ideas. They aren’t immediately feasible, but could have a major impact in the long run. The pitfall is that these ideas are dismissed too quickly.

White box (not original and not feasible)

Ideas that add little value. This box helps clarify what doesn’t work and keeps the focus sharp.

Step 4: Discuss the results

The visual layout provides an immediate overview. Teams can see at a glance where the opportunities lie. This makes it easier to set priorities and make decisions.

COCD Box template: get started yourself

The COCD Box is not only a conceptual framework but also a practical method you can easily apply yourself. By using a template, you make the process visual and structured, enabling teams to arrive at better choices more quickly.

A COCD Box template consists of a simple four-part matrix. On the horizontal axis, you place the degree of feasibility, and on the vertical axis, the degree of originality. You then divide the area into four sections where you can position your ideas.

To work with a COCD Box yourself, follow these steps:

Draw a four-part matrix on a whiteboard, flip chart, or digital document
Jointly define what “feasible” and “original” mean within your context
Gather ideas from a brainstorming session
Place each idea in the appropriate box based on discussion and consensus
Use the layout as a basis for prioritization and next steps

The advantage of working with a template is that it makes the process transparent for everyone. Teams can literally see where ideas stand and why. This not only improves the quality of the choices but also increases support within the group.

The pros and cons of the COCD Box

The COCD Box method is often praised for its simplicity and effectiveness. One of its greatest advantages is the clarity it provides. By visually organizing ideas, it immediately becomes clear where opportunities lie.

In addition, the method combines creativity and feasibility. In many organizations, the emphasis is on feasibility. The COCD Box breaks this pattern by also making room for innovative ideas. This creates a better balance between the short and long term.

Another advantage is the collaborative process. Because teams place and discuss ideas together, there is greater support and engagement with the final decisions.

At the same time, the method also has its drawbacks:

The assessment remains partly subjective
Teams may jump to conclusions too quickly
Creative ideas are sometimes still given too little space

That is precisely why it is important to apply the method consciously and carefully.

COCD Box example in practice

A concrete example helps to truly understand the COCD Box.

Suppose: a marketing team wants to develop new ideas to reach more customers. During a brainstorming session, the following ideas emerge, among others:

A weekly newsletter
An interactive app
A viral social media campaign
A new loyalty program

These ideas are then placed in the COCD Box:

The newsletter goes in the blue box: feasible and logical
The social media campaign goes in the red box: creative and feasible
The app goes in the yellow box: innovative, but not yet feasible
The loyalty program goes in the white box: not very distinctive

This classification provides an immediate overview. The team decides to launch the social media campaign, use the newsletter as a supporting measure, and keep the app as an idea for the future.

This example shows how the COCD Box helps not only to organize ideas but also to make targeted decisions.

When should you use the COCD Box?

The COCD Box is particularly effective in situations where many ideas converge and decisions must be made. Think of brainstorming sessions, innovation processes, or strategic projects.

The method is particularly suitable when:

there are many different ideas
there is a need for structure
teams need to make decisions together
innovation and feasibility are both important

The COCD Box is less suitable when there is already a clear direction or when ideas have not yet been sufficiently developed.

By using the method at the right time, you get the most out of creative sessions.

Common mistakes with the COCD Box

Although the COCD Box provides structure, things still often go wrong in practice. A common mistake is that ideas are evaluated too quickly. As a result, creative ideas don’t get the chance to be developed further.

Other pitfalls include:

Unclear criteria for feasibility and originality
Too much focus on the blue box
Dominant team members who influence the process
Underestimating ideas in the yellow box

It is precisely the yellow box that often contains the ideas with the most potential. By taking these seriously, you increase the likelihood of true innovation.

Recommended books and publications about the COCD Box

The COCD Box helps to clearly evaluate ideas after a brainstorming session. The method focuses primarily on two questions: how original is the idea, and how feasible is it to implement? This creates more structure within a large number of ideas. The books and publications listed below provide additional insight into idea evaluation, creative thinking, brainstorming, innovation, convergent thinking, and selecting promising solutions.

Amabile, T. M. (1988). A model of creativity and innovation in organizations. Research in Organizational Behavior, 10, 123-167. → Amabile demonstrates that creativity in organizations depends not only on individual ideas, but also on motivation, environment, and support. This aligns well with the COCD Box, because an idea only gains value when it is seriously considered, further developed, and fits within the context in which it is to be implemented.
Basadur, M., Graen, G. B., & Green, S. G. (1982). Training in creative problem solving: Effects on ideation and problem finding and solving in an industrial research organization. Organizational Behavior and Human Performance, 30(1), 41-70. → This article demonstrates how training in creative problem solving can influence idea generation and problem-solving approaches. This is relevant to the COCD Box because effective idea selection begins with a robust pool of ideas. Without sufficient variety, there is little to choose from.
de Bono, E. (1992). Serious creativity: Using the power of lateral thinking to create new ideas. London, England: HarperCollins. → de Bono helps to organize creative thinking more consciously. His work aligns well with the COCD Box, because innovative ideas often seem strange, exciting, or unfeasible at first. That is precisely why it is important not to filter out originality too quickly, but to first examine ideas carefully.
Diehl, M., & Stroebe, W. (1987). Productivity loss in brainstorming groups: Toward the solution of a riddle. Journal of Personality and Social Psychology, 53(3), 497-509. → This article explains why brainstorming groups sometimes generate fewer ideas than expected. Participants wait for each other, conform, or keep ideas to themselves. This is important for the COCD Box, because the quality of the selection depends heavily on the quality and diversity of the ideas collected beforehand.
Guilford, J. P. (1950). Creativity. American Psychologist, 5(9), 444-454. → Guilford is a key author in the field of creativity research. His work demonstrated that creative thinking can be seriously investiga . This is relevant to the COCD Box because the method helps to view creativity not merely as isolated inspiration, but as something that can be systematically assessed and further developed.
Isaksen, S. G., & Treffinger, D. J. (2004). Celebrating 50 years of reflective practice: Versions of creative problem solving. The Journal of Creative Behavior, 38(2), 75-101. → This article provides background on Creative Problem Solving. The source is useful because the COCD Box is primarily used in the phase where many ideas have been gathered and a renewed focus is needed. Divergence and convergence go hand in hand: first think broadly, then make conscious choices.
Kelley, T., & Littman, J. (2001). The Art of Innovation: Lessons in Creativity from IDEO, America’s Leading Design Firm. New York, NY: Currency Doubleday. → This book demonstrates how innovation can be organized within teams. The connection to the COCD Box lies primarily in working with many ideas, prototyping, and taking unexpected solutions seriously. Ideas must not only be conceived but also tested, selected, and developed further.
Osborn, A. F. (1953). Applied imagination: Principles and procedures of creative problem-solving. New York, NY: Charles Scribner’s Sons. → Osborn is a key founder of brainstorming and creative problem-solving. His work is relevant to the COCD Box, as the method often follows a brainstorming session. First, ideas are freely gathered; then, the COCD Box helps organize them based on feasibility and originality.
Paulus, P. B., & Yang, H. C. (2000). Idea generation in groups: A basis for creativity in organizations. Organizational Behavior and Human Decision Processes, 82(1), 76-87. → This article demonstrates how groups can develop ideas more effectively. This aligns well with the COCD Box, as idea selection often occurs in a group setting. When participants view, discuss, and combine each other’s ideas, promising ideas can become stronger.
Rietzschel, E. F., Nijstad, B. A., & Stroebe, W. (2006). Productivity is not enough: A comparison of interactive and nominal brainstorming groups on idea generation and selection. Journal of Experimental Social Psychology, 42(2), 244-251. → This publication strongly supports the idea selection component. The authors demonstrate that having many ideas is not enough. Groups must also be able to select effectively. This aligns directly with the COCD Box, as the method helps not only to select safe ideas but also to give original ideas a fair chance.
Runco, M. A. (2014). Creativity: Theories and themes: Research, development, and practice (2nd ed.). San Diego, CA: Academic Press. → Runco provides a broad scientific foundation for creativity. The book helps place the COCD Box within a broader field of creativity. Originality, practicality, and context always play a role in this. These are precisely the elements that recur when evaluating ideas.
School of Creative Thinking. (n.d.). COCD Box. School of Creative Thinking. → This source ties directly into the method itself. The COCD Box is described as a selection method to reduce a large number of ideas to a manageable number. The method helps to bring structure to ideas and to seriously consider original, innovative ideas in further development.

How to cite this article:
Weijers, L. (2026). COCD Box (Raison). Retrieved [insert date] from Toolshero.com: https://www.toolshero.com/creativity/cocd-box-method/

Original publication date: June 2, 2026 | Last update: June 2, 2026

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Article by:

Lars Weijers

Lars Weijers is an experienced copywriter with an extensive marketing communications background. His specialisms lie in creative and active writing, combined with good search engine findability. Lars also works as an event and account manager with a commercial focus.