Welcome to part two of my Better Brainstorming blog which looks in more detail at Osborn’s Classical approach to idea generation. Even the classical method can reap amazing rewards if applied effectively.
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In part one of the Better Brainstorming blog I talked about preparing the physical environment in which brainstorming is to take place. If we get this right, then even the classical brainstorming techniques can be very powerful.
Later in this part of the series I’ll be suggesting some alternative approaches to brainstorming, building on Osborn’s original ideas. For now though I’m going to stick to the basics and help you get more out of your classical brainstorming sessions.
First, follow my advice and arrange the meeting for a group of around 6 to 8 people, less or minus two. Nominate someone as the facilitator or take on the role yourself.
It is the facilitator’s responsibility to ensure everyone is aware of the rules of brainstorming (of which more later) and that these rules are adhered to. The facilitator can take part in the generation of ideas unless the group is large, in which case facilitating the session will be more or less a full time job.
Ideally you’ll have a scribe. The scribe’s role is key as he or she will need to write down everything that’s said, verbatim. This means writing down exactly what was said when a particular idea is put forward or shouted out. Don’t try to interpret what was said at this stage, that’s for the evaluation and analysis phases. If the scribe doesn’t understand (or didn’t hear properly) what was said, they should ask the idea generator for clarification – but don’t spend too long doing this or the creative flow will be interrupted. Instead, if the idea generator can’t quickly and succinctly clarify what their idea is, move on and come back to it.
This emphasises an important part of the idea generation process. It’s key that the creative flow isn’t interrupted by having to wait for ideas to be written down or, worse still, interruptions from buzzing Blackberry’s or mobile phones. If the process is delayed or interrupted even slightly, an idea that was evolving in someone’s head might be forgotten and never aired in the light of day. And what if that idea that was lost due to interruption was the killer idea that solved your business’ problem?
So the scribe must write everything down, verbatim without interrupting or delaying the session. Not easy, especially if the creative flow is at its peak and ideas are flying out at machine gun pace. In this case, the facilitator can help by becoming a second scribe, with each of the two scribes now taking it in turns to capture ideas in writing on their respective flip charts.
Getting back to the facilitator, another key role of theirs is to ensure that the group are fully aware and understand the problem that they’re trying to solve. I’ll come onto how we can better define (and refine) the problem statement in a later post in this series, but for now we can ensure the session is more focussed by writing the initial topic or problem statement on a flipchart, whiteboard or other system where everyone can see it throughout the brainstorming session.
The better defined and more clearly stated the problem, the better the session tends to be.
Check that everyone understands the problem statement before you start generating ideas. Businesses waste large amounts of time by expending creative energies on the wrong problems. Be sure that you know what problem you’re trying to solve and that it’s the right one before you start. For example – you might think the problem that needs solving is a lack of sales for your new super product X. But in reality, there’s nothing wrong with the product, the real problem is that your brand doesn’t have the right kudos in Product X’s market space. Be sure you know what the problem is before you solve it. Again, more on how to do this another time.
Next in the classical brainstorming session the facilitator needs to review the ground rules with the participants. These rules build on Osborn’s originals and are:
- Avoid criticising any of the ideas put forward and suspend all judgement until the evaluation stages. Remember that all ideas are as valid as each other and if anyone is criticised they may be put off from contributing further ideas.
- Quantity not quality is the aim of the game. The more ideas that are generated the more likely the solution to your problem is found. Research proves that the best ideas are generally generated between the 70th and 90th ideas to be contributed. So don’t stop the session too soon and encourage everyone to contribute any idea that comes into their heads. Encourage participants to put forward anything that comes into their heads. Quite often the most whacky off-the-wall ideas are the best, or at least are triggers for creative thought, which lead to the best ideas.
- Building on this rule, ensure the session is free-wheeling. Don't censor any ideas, and keep the meeting flow going. The more rapidly ideas are generated; the less likely individuals are going to filter them and only put forward the best, well thought out ideas – and neglect to mention the more whacky and creative ideas swimming around their right brain.
- Listen to other ideas, and try to piggy back on them to other ideas.
- Avoid any discussion of ideas or questions, as these stop the flow of ideas.
A good facilitator will enforce these rules in a humorous, light-hearted way throughout the session and this will ensure that the maximum volume of ideas are generated.
Talking of which, what’s the best way to actually generate ideas?
This can be achieved in either an unstructured way (where anyone can shout out an idea at any time, as they think of it) or by following a more structured approach (such as going round the table, allowing people to pass if they have no new ideas).
My recommended approach is to start with the structured approach, getting each person in turn to provide an initial idea. This way everyone becomes involved from the start and you’re less likely to get individuals shrinking into the background and no taking part. Only go around the table once or twice before opening up to a free-flow of ideas.
In the next episode I’ll provide you with some techniques that improve the classical approach by ensuring everyone is constantly involved and that keep the session dynamic and the creative flow moving.
Finally, when you’re all out of ideas clarify and conclude the session. Thank the participants for a fantastic idea generation session and ask them for feedback on how they thought it went.
Spend some time reviewing the best ideas that the scribe wrote down, and identify any that are identical or can be combined. All of the other ideas should be kept for further analysis, don’t try to rationalise them now. Don’t forget to inform the group what will happen next and that you’re going to evaluate their wonderful contribution and select the best ideas to be considered for implementation.
This concludes Part Two of my Better Brainstorming series. Just by adhering to some of the guidelines given above you will notice an improvement in the way your idea generation meetings are run. This will be evident in the sheer volume of ideas generated and the increased likelihood that one of those ideas may help make your business more successful.
If you have found the series so far tantalising and inspiring, please visit my website at http://www.innovativo.co.uk/. Not everyone is cut out to be an effective facilitator, and quite often you need to be totally immersed in generating ideas and not leading the session or scribing. If this is the case, or you need general help and advice on how to enhance innovation in your organisation, please contact Innovativo via the website and we’ll gladly assist.
Next time – An introduction to techniques for improving idea generation and keeping the creativity flowing.
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