World Library  
Flag as Inappropriate
Email this Article

Brainstorming

 

Brainstorming

Brainstorming is a group creativity technique by which efforts are made to find a conclusion for a specific problem by gathering a list of ideas spontaneously contributed by its members. The term was popularized by Alex Faickney Osborn in the 1953 book Applied Imagination.ideation sessions.

Contents

  • Origin 1
  • Osborn's method 2
    • Applications 2.1
    • Groups 2.2
  • Variations 3
    • Nominal group technique 3.1
    • Group passing technique 3.2
    • Team idea mapping method 3.3
    • Directed brainstorming 3.4
    • Guided brainstorming 3.5
    • Individual brainstorming 3.6
    • Question brainstorming 3.7
  • Computer supported 4
  • Incentives 5
  • Challenges to effective group brainstorming 6
  • See also 7
  • References 8
  • External links 9

Origin

Advertising executive

  • Brainstorming Approach (University of North Carolina)
  • Brainstorm Every Day (Website)

External links

  1. ^
  2. ^ a b c d Osborn, A.F. (1963) Applied imagination: Principles and procedures of creative problem solving (Third Revised Edition). New York, NY: Charles Scribner’s Sons.
  3. ^
  4. ^ Santanen, E., Briggs, R. O., & de Vreede, G-J. (2004). Causal Relationships in Creative Problem Solving: Comparing Facilitation Interventions for Ideation. Journal of Management Information Systems. 20(4), 167-198.
  5. ^ Furnham, A., & Yazdanpanahi, T. (1995). Personality differences and group versus individual brainstorming. Personality and Individual Differences, 19, 73-80.
  6. ^ a b c d
  7. ^ Ludy, Perry J. Profit Building: Cutting Costs Without Cutting People. San Francisco: Berret-Koehler, Inc, 2000. Print.
  8. ^ Questorming: An Outline of the Method, Jon Roland, 1985
  9. ^
  10. ^
  11. ^ a b c Michinov, N. (2012). Is Electronic Brainstorming the Best Way to Improve Creative Performance in Groups? An Overlooked Comparison of Two Idea-Generation Techniques. Journal of Applied Social Psychology, 42, E222 – E243.
  12. ^ Gallupe, R. B., Dennis, A. R., Cooper, W. H., Valacich, J. S., Bastianutti, L. M. and Nunamaker, J. F. (1992), "Electronic Brainstorming and Group Size," Academy of Management Journal, Vol. 35, No. 2, pp. 350-369.
  13. ^
  14. ^ a b
  15. ^
  16. ^
  17. ^
  18. ^
  19. ^

References

See also

Social matching: One phenomenon of group brainstorming is that participants will tend to alter their rate of productivity to match others in the group. This can lead to participants generating fewer ideas in a group setting than they would individually because they will decrease their own contributions if they perceive themselves to be more productive than the group average. On the other hand, the same phenomenon can also increase an individual's rate of production to meet the group average.[14][19]

Personality characteristics: Extraverts have been shown to outperform introverts in computer mediated groups. Extraverts also generated more unique and diverse ideas than introverts when additional methods were used to stimulate idea generation, such as completing a small related task before brainstorming, or being given a list of the classic rules of brainstorming.[18]

Free-riding: Individuals may feel that their ideas are less valuable when combined with the ideas of the group at large. Indeed, Diehl and Stroebe demonstrated that even when individuals worked alone, they produced fewer ideas if told that their output would be judged in a group with others than if told that their output would be judged individually. However, experimentation revealed free riding as only a marginal contributor to productivity loss, and type of session (i.e., real vs. nominal group) contributed much more.[6]

Evaluation apprehension: Evaluation apprehension was determined to occur only in instances of personal evaluation. If the assumption of collective assessment were in place, real-time judgment of ideas, ostensibly an induction of evaluation apprehension, failed to induce significant variance.[6]

Collaborative fixation: Exchanging ideas in a group may reduce the number of domains that a group explores for additional ideas. Members may also conform their ideas to those of other members, decreasing the novelty or variety of ideas, even though the overall number of ideas might not decrease.[17]

Blocking: Because only one participant may give an idea at any one time, other participants might forget the idea they were going to contribute or not share it because they see it as no longer important or relevant.[15] Further, if we view brainstorming as a cognitive process in which "a participant generates ideas (generation process) and stores them in short-term memory (memorization process) and then eventually extracts some of them from its short-term memory to express them (output process)", then blocking is an even more critical challenge because it may also inhibit a person's train of thought in generating their own ideas and remembering them.[16]

Several factors can contribute to a loss of effectiveness in group brainstorming.

A good deal of research refutes Osborn's claim that group brainstorming could generate more ideas than individuals working alone.[6] For example, in a review of 22 studies of group brainstorming, Michael Diehl and Wolfgang Stroebe found that, overwhelmingly, groups brainstorming together produce fewer ideas than individuals working separately.[14]

Challenges to effective group brainstorming

Some research indicates that incentives can augment creative processes. Participants were divided into three conditions. In Condition I, a flat fee was paid to all participants. In the Condition II, participants were awarded points for every unique idea of their own, and subjects were paid for the points that they earned. In Condition III, subjects were paid based on the impact that their idea had on the group; this was measured by counting the number of group ideas derived from the specific subject's ideas. Condition III outperformed Condition II, and Condition II outperformed Condition I at a statistically significant level for most measures. The results demonstrated that participants were willing to work far longer to achieve unique results in the expectation of compensation.[13]

Incentives

Some limitations of EBS include the fact that it can flood people with too many ideas at one time that they have to attend to, and people may also compare their performance to others by analyzing how many ideas each individual produces (social matching).

Some web-based brainstorming techniques allow contributors to post their comments anonymously through the use of avatars. This technique also allows users to log on over an extended time period, typically one or two weeks, to allow participants some "soak time" before posting their ideas and feedback. This technique has been used particularly in the field of new product development, but can be applied in any number of areas requiring collection and evaluation of ideas.

Computer supported brainstorming may overcome some of the challenges faced by traditional brainstorming methods. For example, ideas might be "pooled" automatically, so that individuals do not need to wait to take a turn, as in verbal brainstorming. Some software programs show all ideas as they are generated (via chat room or e-mail). The display of ideas may cognitively stimulate brainstormers, as their attention is kept on the flow of ideas being generated without the potential distraction of social cues such as facial expressions and verbal language.[11] Electronic brainstorming techniques have been shown to produce more ideas and help individuals focus their attention on the ideas of others better than a brainwriting technique (participants write individual written notes in silence and then subsequently communicate them with the group).[11] The production of more ideas has been linked to the fact that paying attention to others’ ideas leads to non-redundancy, as brainstormers try to avoid to replicate or repeat another participant’s comment or idea.

Proponents such as Gallupe et al. argue that electronic brainstorming eliminates many of the problems of standard brainstorming, including production blocking (i.e. group members must take turns to express their ideas) and evaluation apprehension (i.e. fear of being judged by others). This positive effect increases with larger groups.[11] A perceived advantage of this format is that all ideas can be archived electronically in their original form, and then retrieved later for further thought and discussion. Electronic brainstorming also enables much larger groups to brainstorm on a topic than would normally be productive in a traditional brainstorming session.[12]

Early efforts, such as GroupSystems at University of Arizona[9] or Software Aided Meeting Management (SAMM) system at the University of Minnesota,[10] took advantage of then-new computer networking technology, which was installed in rooms dedicated to computer supported meetings. When using these electronic meeting systems (EMS, as they came to be called), group members simultaneously and independently entered ideas into a computer terminal. The software collected (or "pools") the ideas into a list, which could be displayed on a central projection screen (anonymized if desired). Other elements of these EMSs could support additional activities such as categorization of ideas, elimination of duplicates, assessment and discussion of prioritized or controversial ideas. Later EMSs capitalized on advances in computer networking and internet protocols to support asynchronous brainstorming sessions over extended periods of time and in multiple locations

Although the brainstorming can take place online through commonly available technologies such as email or interactive web sites, there have also been many efforts to develop customized computer software that can either replace or enhance one or more manual elements of the brainstorming process.

Computer supported

"Questorming" is another term for this mode of inquiry.[8]

This process involves brainstorming the questions, rather than trying to come up with immediate answers and short term solutions. Theoretically, this technique should not inhibit participation as there is no need to provide solutions. The answers to the questions form the framework for constructing future action plans. Once the list of questions is set, it may be necessary to prioritize them to reach to the best solution in an orderly way.[7]

Question brainstorming

"Individual brainstorming" is the use of brainstorming in solitary. It typically includes such techniques as free writing, free speaking, word association, and drawing a mind map, which is a visual note taking technique in which people diagram their thoughts. Individual brainstorming is a useful method in creative writing and has been shown to be superior to traditional group brainstorming.[5][6]

Individual brainstorming

Following a guided brainstorming session participants emerge with ideas ranked for further brainstorming, research and questions remaining unanswered and a prioritized, assigned, actionable list that leaves everyone with a clear understanding of what needs to happen next and the ability to visualize the combined future focus and greater goals of the group.

Participants are asked to adopt different mindsets for pre-defined period of time while contributing their ideas to a central mind map drawn by a pre-appointed scribe. Having examined a multi-perspective point of view, participants seemingly see the simple solutions that collectively create greater growth. Action is assigned individually.

A guided brainstorming session is time set aside to brainstorm either individually or as a collective group about a particular subject under the constraints of perspective and time. This type of brainstorming removes all cause for conflict and constrains conversations while stimulating critical and creative thinking in an engaging, balanced environment.

Guided brainstorming

In the laboratory, directed brainstorming has been found to almost triple the productivity of groups over electronic brainstorming.[4]

In directed brainstorming, each participant is given one sheet of paper (or electronic form) and told the brainstorming question. They are asked to produce one response and stop, then all of the papers (or forms) are randomly swapped among the participants. The participants are asked to look at the idea they received and to create a new idea that improves on that idea based on the initial criteria. The forms are then swapped again and respondents are asked to improve upon the ideas, and the process is repeated for three or more rounds.

Directed brainstorming is a variation of electronic brainstorming (described below). It can be done manually or with computers. Directed brainstorming works when the solution space (that is, the set of criteria for evaluating a good idea) is known prior to the session. If known, those criteria can be used to constrain the Ideation process intentionally.

Directed brainstorming

The process begins with a well-defined topic. Each participant brainstorms individually, then all the ideas are merged onto one large idea map. During this consolidation phase, participants may discover a common understanding of the issues as they share the meanings behind their ideas. During this sharing, new ideas may arise by the association, and they are added to the map as well. Once all the ideas are captured, the group can prioritize and/or take action.[3]

This method of brainstorming works by the method of association. It may improve collaboration and increase the quantity of ideas, and is designed so that all attendees participate and no ideas are rejected.

Team idea mapping method

The group may also create an "idea book" and post a distribution list or routing slip to the front of the book. On the first page is a description of the problem. The first person to receive the book lists his or her ideas and then routes the book to the next person on the distribution list. The second person can log new ideas or add to the ideas of the previous person. This continues until the distribution list is exhausted. A follow-up "read out" meeting is then held to discuss the ideas logged in the book. This technique takes longer, but it allows individuals time to think deeply about the problem.

Each person in a circular group writes down one idea, and then passes the piece of paper to the next person, who adds some thoughts. This continues until everybody gets his or her original piece of paper back. By this time, it is likely that the group will have extensively elaborated on each idea.

Group passing technique

It is important that the facilitator be trained in this process before attempting to facilitate this technique. The group should be primed and encouraged to embrace the process. Like all team efforts, it may take a few practice sessions to train the team in the method before tackling the important ideas.

After distillation, the top ranked ideas may be sent back to the group or to subgroups for further brainstorming. For example, one group may work on the color required in a product. Another group may work on the size, and so forth. Each group will come back to the whole group for ranking the listed ideas. Sometimes ideas that were previously dropped may be brought forward again once the group has re-evaluated the ideas.

Participants are asked to write their ideas anonymously. Then the facilitator collects the ideas and the group votes on each idea. The vote can be as simple as a show of hands in favor of a given idea. This process is called distillation.

Nominal group technique

Variations

Osborn envisioned groups of around 12 participants, including both experts and novices. Participants are encouraged to provide wild and unexpected answers. Ideas receive no criticism or discussion. The group simply provides ideas that might lead to a solution and apply no analytical judgment as to the feasibility. The judgments are reserved for a later date.[2]

Groups

Further, the problem must require the generation of ideas rather than judgment; he uses examples such as generating possible names for a product as proper brainstorming material, whereas analytical judgments such as whether or not to marry do not have any need for brainstorming.[2]

Osborn notes that brainstorming should address a specific question; he held that sessions addressing multiple questions were inefficient.

Applications

  1. go for quantity: This rule is a means of enhancing divergent production, aiming to facilitate problem solving through the maxim quantity breeds quality. The assumption is that the greater the number of ideas generated, the bigger the chance of producing a radical and effective solution.
  2. Withhold criticism: In brainstorming, criticism of ideas generated should be put 'on hold'. Instead, participants should focus on extending or adding to ideas, reserving criticism for a later 'critical stage' of the process. By suspending judgment, participants will feel free to generate unusual ideas.
  3. Welcome wild ideas: To get a good and long list of ideas, wild ideas are encouraged to have. They can be generated by looking from new perspectives and suspending assumptions. These new ways of thinking might give you better solutions.
  4. Combine and improve ideas:As suggested by the slogan "1+1=3". It is believed to stimulate the building of ideas by a process of association.[2]
  • reduce social inhibitions among group members.
  • stimulate idea generation.
  • increase overall creativity of the group.

Following these two principles were his four general rules of brainstorming, established with intention to :

  1. Defer judgment,
  2. Reach for quantity.[2]

Osborn claimed that two principles contribute to "ideative efficacy," these being :

brainstorming activity conducting

Osborn's method

[1]

This article was sourced from Creative Commons Attribution-ShareAlike License; additional terms may apply. World Heritage Encyclopedia content is assembled from numerous content providers, Open Access Publishing, and in compliance with The Fair Access to Science and Technology Research Act (FASTR), Wikimedia Foundation, Inc., Public Library of Science, The Encyclopedia of Life, Open Book Publishers (OBP), PubMed, U.S. National Library of Medicine, National Center for Biotechnology Information, U.S. National Library of Medicine, National Institutes of Health (NIH), U.S. Department of Health & Human Services, and USA.gov, which sources content from all federal, state, local, tribal, and territorial government publication portals (.gov, .mil, .edu). Funding for USA.gov and content contributors is made possible from the U.S. Congress, E-Government Act of 2002.
 
Crowd sourced content that is contributed to World Heritage Encyclopedia is peer reviewed and edited by our editorial staff to ensure quality scholarly research articles.
 
By using this site, you agree to the Terms of Use and Privacy Policy. World Heritage Encyclopedia™ is a registered trademark of the World Public Library Association, a non-profit organization.
 


Copyright © World Library Foundation. All rights reserved. eBooks from Project Gutenberg are sponsored by the World Library Foundation,
a 501c(4) Member's Support Non-Profit Organization, and is NOT affiliated with any governmental agency or department.