Brainstorming: Increasing Creativity

Although a standard agenda can keep a group focused and can encourage members to think critically, it doesn’t tell us how to generate new and creative ideas. One of the major blocks to idea generation is the tendency to reject potentially good ideas by evaluating them prematurely. Brainstorming is a technique for overcoming this problem. In brainstorming, members are encouraged to generate as many ideas as they can, as quickly as possible. They are instructed to say whatever pops into their heads, no matter how ridiculous it may sound. The idea is to collect a large pool of ideas and then go back and criticize them. Only after all ideas have been suggested is evaluation allowed.

To begin brainstorming, a group selects one member to record, usually on large sheets of paper or on a flip chart, all ideas exactly as they are expressed. A single problem is presented and defined. Members are instructed to propose ideas as quickly as possible. They are encouraged to free-associate and to “hitch­hike” on others’ suggestions. Once ideas have been recorded, members go back and try to clarify each idea, following up on ideas that seem feasible.

David Johnson and Frank Johnson discuss several ways to encourage idea generation, methods that can be used by themselves or in conjunction with brainstorming. One is called the part-changing method. Here members think of new products or ideas by identifying old parts that might be altered. A group of furniture designers, for example, might decide to think of ways to change each part of a chair. They would then generate as many different colors, shapes, sizes, textures, styles, and so on, as possible without worrying whether or not the ideas were feasible.

In the checkerboard method, the group draws up a matrix. One set of be­haviors or characteristics is written in columns across the top of the matrix, and another set is written in rows along the left-hand side. Members then examine the spaces where rows and columns intersect to see whether they can generate any creative combinations. For example, a group with the task of inventing a new sport might list equipment or materials across the top of a matrix and ac­tions or playing surfaces along the side. Although many of the resulting combi­nations might seem ridiculous, some just might work.

Finally, in the find-something-similar method, group members are en­couraged to think of analogies. A group that wants to solve a parking problem might think of how bees, squirrels, shoe stores, dry cleaners, and so on, store things. All of these methods encourage members to break away from standard ways of thinking and to become more open-minded and daring.

Nominal Group Technique

The standard agenda, brainstorming, and the Johnsons’ methods for generating ideas are only some of the many techniques that have been devised to increase group problem-solving efficiency. An interesting variation combines parts of both procedures but cuts actual interaction to a minimum. This is nominal group technique. In this technique, individuals generate solution ideas on their own and then meet to clarify these ideas. After all ideas have been listed and explained, members individually rank their five favorite ideas. The rankings are then averaged, and the idea with the highest average is chosen. By asking members to work individually, the method avoids the problem of more aggressive members overpowering quieter members. By refusing to allow members to evaluate one other’s ideas, the method eliminates potential conflict. This method is also less lengthy than full-blown discussion.

More recently, Brilhart and Galanes have modified this technique to involve more discussion. In their model, the group leader begins by identifying and defining the problem. Each member, working alone, generates as many solutions as possible without discussion. Once members are finished, ideas are presented in round-robin fashion, and each is posted so that everyone can see it. Members may ask for clarification, but no evaluation is allowed. Each member then individually indicates his or her top five choices, and the aggregate rankings are computed and displayed. At this point, members begin to discuss the merits of the top ideas. The discussion continues consensus is reached or until a vote is called.

Many additional methods exist to guide group problem solving, each with its own advantages and disadvantages.

Дата добавления: 2015-11-16