Reviewing the Brainstorming Process
Over the years, brainstorming has become a popular way to attack and solve problems. One problem it hasn't been able to solve is that most people really don't understand the process. At least they don't appear to understand what Alex Osborn, the father of brainstorming, envisioned when he proposed it back in the 1920s.
| Most people really don't understand the process. At least they don't understand what Alex Osborn, the father of brainstorming, envisioned when he proposed it. |
Today's approach often is to gather a bunch of people into a room, toss out a problem and then go at it, criticizing and compromising until either the loudest or most senior person prevails -- or no one does. That's why Osborn proposed a kinder, gentler system with these rules:
1 No one is permitted to criticize an idea. 2 The wilder the idea, the better. 3 A large quantity of ideas is the goal. The quality of any one idea is not of immediate concern. 4 Whenever possible, each brainstormer should advance on the idea of another brainstormer, building on it or combining it with his or her own ideas.
By following these rules, Osborn believed that more connections could be made, and more connections increased the chance of hitting upon a solution. But, Osborn also stressed that brainstorming isn't a "call everyone together at the last minute" thing. This means a lot of preparation needs to be done if brainstorming is to be successful.
First, be sure the problem is spelled out precisely. If the problem is too broad, the ideas that come out will not be specific enough to produce a solution.
Second, determine who will participate in the session. Ideally, the group should be balanced. It should include people who have first-hand knowledge of the most intimate details of the problem, and generalists with a broader understanding of what's involved.
Third, make sure brainstormers come properly prepared. Along with the carefully phrased challenge, supply participants with background material relevant to the topic. In a cover memo, instruct brainstormers to open their minds and free-up their imaginations as they review the material. Even before the meeting, they should jot down whatever comes to mind. These notes should be handed in before the brainstorming session begins.
| Once the brainstormers meet, the leader's questions set the direction and keep things rolling. According to Osborn, the leader's jobs are to make sure that nobody dominates the group and to stimulate additional solutions. |
Once the brainstormers meet, the leader's questions set the direction and keep things rolling. For example, the leader might say, "We want sales to grow 20 percent a year for the next three years. All of you have reviewed materials relating to sales history. What product development areas would you focus on?"
As ideas are put forth and the leader encourages further brainstorming, a full-time recorder writes down each idea on a flip chart for all to see. When a page gets filled up, it should be peeled off and taped to the wall for reference. Recording is continued on the next clean sheet. According to Osborn, the leader's jobs are to make sure that nobody dominates the group and to stimulate additional solutions. The recorder's main concern is capturing the free-flowing ideas quickly and accurately. The leader and recorder do not offer ideas.
When the pace of ideas finally slows, the brainstorming session should end. There is no evaluation of ideas at this time. The information on flip chart sheets should be compiled so it will be available for a later meeting. At that gathering, people (preferably not those from the brainstorming session), sort through the ideas -- discussing, criticizing and searching for the best possible solution to the problem. MF