Lecture
TYPES OF BRAINSTORMING
There are many variations of classical brainstorming built on its basic principles. They include additional methods, procedures, games, tools, equipment and technologies that are used to organize and stimulate the participants. The leader should consider and compare the various brainstorming methods, choose the best one and apply it to the specific situation.
Factors that determine the specifics of the situation:
1. The main characteristics of the problem: complexity, level of uncertainty and novelty, vagueness of definition, heterogeneity, dynamics.
2. Characteristics of the group: size, heterogeneity, level of development and qualification, status and age of the group members.
3. The brainstorming setting: characteristics of the room, availability of the necessary equipment, special forms, cards, sticky notes, pens, sheets of paper on flip charts, or software.
MAIN BRAINSTORMING TECHNIQUES
I. STRUCTURAL AND PROCEDURAL DIFFERENCES
1. REVERSE (NEGATIVE) BRAINSTORMING
Theoretical basis: the negative features of a situation can be useful and can be viewed in a positive light.
1.1. Reverse brainstorming is a combination of brainstorming and the reversal technique.
Reverse brainstorming is especially effective when it is hard to define the solution to a problem directly. The reversal method consists of obtaining answers to the exact opposite of the question originally asked and using the results obtained to solve the main problem.
Main stages:
1. The participants begin by clarifying and defining the main problem or task.
2. The leader defines a problem opposite to the one originally posed. He sets the reverse task by asking: "How can we fail to solve the problem?", "How can we achieve the opposite effect?", or "How can we make the company go bankrupt?", "How can we make our workplace unfit for work?".
3. The leader asks the participants to generate ideas for solving the reverse task. He suggests that the participants reject nothing at this stage and let the ideas flow freely.
4. The participants transform all the ideas obtained into a solution of the original task. These new unusual ideas are used as a springboard for more realistic and useful solutions to their original, real problem.
5. The participants evaluate these solutions and choose the most effective and practical one.
1.2. Negative brainstorming
a) Negative brainstorming is ordinary brainstorming that uses negatively oriented questions, such as: "What are the possible drawbacks of this project?"
This method is regarded as an analysis of potential problems, as a "failure analysis" technique, and as a way of identifying the shortcomings of a situation or of actually existing objects, products or services. The emphasis shifts to searching for flaws, shortcomings, and drawbacks.
The goal of reverse brainstorming is to compile the most complete list of contradictions, defects, shortcomings, gaps and limitations of actually existing objects or ideas.
b) This method can be used as a final evaluation of the complete list of ideas generated in the course of ordinary brainstorming.
Main stages:
1. The team reviews the final list of ideas produced by the brainstorming that have passed a preliminary evaluation.
2. All the ideas are in turn questioned or criticized for possible drawbacks, problems and weaknesses, or possible serious consequences if they were implemented.
3. After all the ideas have been analyzed and evaluated, the team chooses the best idea, the one that can be put into practice most easily and effectively.
2. COMBINED BRAINSTORMING
2.1. Double brainstorming. After a classical brainstorming session, the participants take a break of 2-3 days and then repeat it. During the break the participants' subconscious is activated and generates new, unexpected and fundamental ideas.
2.2. Reverse and classical (direct) brainstorming. After reverse brainstorming, the participants take a break of 2-3 days and then hold a classical brainstorming session. (And vice versa).
2.3. Negative - classical (direct) - negative brainstorming.
1. First, reverse brainstorming is used to identify all the shortcomings, weaknesses and contradictions of existing objects, and to rank them.
2. Then classical brainstorming is held with the aim of eliminating the most serious shortcomings.
3. Negative brainstorming is then conducted, aimed at criticizing the ideas generated at the second stage.
2.4. Shuttle brainstorming.
1. Two groups of participants are formed, having different abilities: generating ideas and criticizing them.
2. These groups of participants work in different rooms.
3. The idea-generating group holds a brainstorming session: the leader defines the problem, urges each member of the group to generate new ideas, writes them down and sends the list of ideas to the group of critics.
4. The critics select the most interesting and promising ideas, use them to expand and refine the task, and after a break pass them back to the idea-generating group.
5. The session is repeated cyclically until an acceptable result is reached. A group of six people can put forward up to 150 ideas in 30 minutes during shuttle brainstorming.
3. "QUESTION GENERATION" BRAINSTORMING.
This brainstorming technique consists of generating questions related to the problem and suspending attempts to offer immediate answers and short-term solutions.
After many questions have been generated and listed, they can be ranked in order to reach the best solution. The process of evaluating ideas is critical.
Main stages:
1. The facilitator presents the topic of the brainstorming.
2. The group asks many questions on this topic. This is done in a free manner, without thinking about possible answers. All the questions are written down.
4. The participants review and rank all the questions asked.
5. The group holds a brainstorming session, generating answers to the questions in order to reach the best solution.
Advantages.
This method stimulates creativity and encourages participation by all members of the group, since there is no need to look for answers to the questions.
The answers to the questions serve as a basis for building future action plans.
The questions that arise during this kind of brainstorming often lead to solutions that differ markedly from the ordinary.
4. "STOP-AND-GO" BRAINSTORMING.
The brainstorming is divided into stages. Ideas are generated for three to five minutes, and then the group keeps silent for three to five minutes. This allows the participants to collect their thoughts and concentrate on the ideas put forward up to that point. After that, ideas are generated again for another three to five minutes.
a) Pauses in the brainstorming process (Michael C. Slocum). The flow of idea creation includes several stages: First stage: many simple ideas. First pause. Ideas are built upon and combined. Second pause. Selection of deeper ideas. Third pause. The ideas are exhausted.
5. THE GORDON METHOD (THE TECHNIQUE OF SEQUENTIAL DISCLOSURE)
This method was proposed by William Gordon when he worked in the 1950s for the Arthur D. Little Invention Design Unit. (Named the Gordon-Little method by A. Vangundy, 1981).
Gordon noticed that brainstorming participants often look for an ideal or obvious solution, and finding it quickly halts the real creative process. He proposed a procedure that helped to avoid a hasty solution to the problem, bias in the process of generating ideas, and its premature termination.
The method assumes that participants initially should not know what the real problem is.
The problem is first presented in an extremely broad, generalized and theoretical form, and more specific details are revealed gradually, step by step.
Thus the leader first defines the underlying concept of the problem, or the principle that lies behind it, and gradually reveals more and more of the related information.
Main stages:
1. At the initial stage the leader describes the situation in the most general terms and presents the problem in a very abstract and theoretical form, which allows participants to think about it more openly.
2. The leader asks participants to suggest ideas for solving the problem as presented in its abstract form.
3. The leader introduces, step by step, the key pieces of information related to the problem.
4. The leader and the participants gradually reformulate the problem at a less abstract level.
5. The leader presents the group with the original task.
6. The group uses the ideas generated earlier as stimuli and triggers for finding a practical solution to the original task.
6. ROWLINSON'S BRAINSTORMING (G. Rawlinson, 1970).
In this method group interaction is of little importance. It is particularly effective with unprepared groups in which interaction between group members is weak and all the participants' thoughts are directed at the facilitator and the secretary.
Main stages:
1. The problem owner simply presents the problem to the participants and also describes the ideal situation he is striving for.
2. Then he describes his own approach to solving the problem, the difficulties he has encountered, and the ideal solution he wants.
3. The other members of the group present their solutions directly to the facilitator in short two-word phrases.
4. The facilitator concentrates on the ideas he considers most useful and gives them a new interpretation.
7. KALEIDOSCOPIC BRAINSTORMING (KBS), (Silent Brainstorming) or the "Multiple Minds Conference" (MMC) (Dr. Murthy)
This is a new approach to brainstorming, including various ways of applying it.
Various degrees and modes of silence and communication are used effectively as the tools of Kaleidoscopic Brainstorming.
Main stages:
1. Initial idea generation
The session is held in the usual mode, in which participants voice their ideas in turn or at random within the time allotted. The facilitator may use any format of ordinary brainstorming for this session. The most effective one will be the format that is convenient for both the facilitator and the participants.
2. Silent brainstorming.
2.1. The silent brainstorming stage requires all team members to stop talking and to think about ideas.
2.2. Each brainstorming participant writes down his or her ideas.
2.3. Participants must guess which ideas the others are coming up with and writing down. Ideally, participants should guess which ideas all the participants are putting forward.
All members of the group are encouraged to get inside the minds of the other participants, to empathize, and to "put themselves in another's shoes" as a method of intuitive and extremely accurate guessing.
3. Presentation of the brainstormed ideas
At this stage each participant reads out his or her own ideas, as well as his or her best guesses about the ideas of the others. During this presentation the others simply listen to the participant. In turn, each participant gives a similar presentation.
4. Discussion of the brainstormed ideas
The presentations are followed by a detailed discussion. Participants can discuss why and how they guessed the ideas of others. Each participant may also comment on the guesses of other participants, confirming and refining them. In this sense the activity helps to open up deep areas of consciousness, which in turn contributes to a better understanding of relationships, connections, teamwork and cooperation.
5. Further alternation of "silent" and "talking" sessions - the kaleidoscopic effect.
Later, the "silent" sessions are repeated in order to increase the depth and complexity of the participants' thinking. In particular, participants must think and guess how the other participants think about the ideas of others. Again, this is done silently, together. The participants' minds act like mirrors, creating multiple reflections of one another, like several small pieces of glass inside a kaleidoscope creating beautiful patterns and designs.
8. THE "WILD IDEAS" METHOD
The main purpose of this method is to identify revolutionary ideas for improving a process, product or service.
This technique encourages participants to brainstorm "out-of-the-box" in order to generate truly outrageous and wild ideas.
The leader may suspend the normal course of the session and ask the group members simply to write down fantastic or fairy-tale ideas for solving the problem. Next, the various suggestions are collected and written on a flip chart. Each fantastic idea is subjected to a brainstorming procedure until it is turned into a realistic solution.
Wild ideas are not productive in themselves, but they can stimulate others to find more practical ideas.
Main stages:
1. The facilitator introduces the rules of this type of brainstorming and gives several wild and fantastic ideas for solving the task at hand.
2. Participants generate other wild, crazy ideas or use the others' ideas as stimuli.
3. The facilitator does not allow participants to return to ordinary idea generation, records the ideas and compiles the final list of ideas.
9. INDIVIDUAL BRAINSTORMING
Individual brainstorming is carried out independently.
The most common ways of carrying out individual brainstorming are as follows.
It usually includes such methods as "free writing", "free speaking", free word association and the mind web, which is a visual technique for diagramming thoughts.
Individual brainstorming is in some cases more effective than traditional brainstorming.
10. BRAINWRITING (Written brainstorming).
Brainwriting was originally popularized in Germany and was developed in the 1970s by Arthur VanGundy.
Brainstorming is carried out by freely writing down one's ideas on a given topic. Each person writes his or her ideas on cards, sticky notes or paper.
In this technique related ideas are simply added to a list. Each participant should try to move toward the main topic, centering words, phrases, details, examples and thoughts on its meaning. In addition, it is permitted to deepen and develop any interesting points.
There are two main types of brainwriting:
1. Individual free writing. Writing down ideas in a group, where they are not shared with the other group members during idea generation.
2. Brainwriting with interaction of ideas, which become shared and are used for additional stimulation.
11. INDIVIDUAL BRAINWRITING.
Participants write down their ideas in a secluded, quiet place and share them with others later.
For this reason the method is also called combined brainwriting, when, after individual free writing, each participant reads out his or her ideas and they are discussed by the group.
An example of brainwriting is a method in which a group of people (in the same room or connected via computer) write their ideas on cards or sticky notes. At the end of a set period of time (10-15 minutes) the ideas are collected, organized into groups, and evaluated.
Main stages:
1. Participants write their answers to a question related to the goal of the brainstorming. They must not stop writing until the timer goes off. (5-10 minutes of free writing)
2. Then they read and analyze what they have written and underline any ideas they find unique or interesting.
3. Each brainstorming participant reads his or her notes to the group and notes what the other participants find unique or interesting.
4. A concept is chosen for further development (this can be done alone or as part of a group).
Unlike brainwriting, the free writing method involves writing down, in the form of paragraphs, everything that comes to mind. This method is also called "written stream of consciousness", in which a person writes continuously for a set period of time without regard to spelling, grammar or topic.
The result of the writing is regarded as raw material, often unusable, which helps writers overcome barriers of apathy and self-criticism. The technique involves continuous writing, usually for a set period of time (often five, ten or fifteen minutes).
The advantage of this method is that you free your inner critic and allow yourself to write things that you could not have written consciously.
In turn, free writing differs from automatic writing, or psychography. Spiritualist automatic writing takes place outside the writer's conscious thoughts. In some cases it is done by people in a supposed trance state, when they are not aware of, and do not anticipate, what will eventually be written.
The main difference between individual brainwriting and other brainstorming methods is that individual brainwriting, as a rule, does not generate a diverse range of ideas. Instead, it provides a large number of ideas on one specific topic.
Variation. WRITE A LIST OF 101 IDEAS. Open a text editor and write a long list of at least 101 ideas for resolving your situation. Let yourself go and write everything that comes to mind, without restricting yourself. Do not stop until you have 101 ideas.
II. GROUP BRAINSTORMING METHODS
1. GROUP BRAINWRITING
In this version new ideas interact and are shared with others for additional stimulation. It is used with groups that prefer to discuss ideas in written form.
Main stages:
1. Each participant writes the problem at the top of a sheet of paper.
2. Participants write ideas on their own sheet of paper (specially ruled sheets can be used).
3. After 10 minutes the sheets are passed to a neighbor, who adds new ideas, using the existing ideas as stimuli and triggers for his or her own. The participant who receives the sheet of paper can take one of five actions:
• Each person adds one more idea.
• Each person adds a number of ideas (usually four or five).
• Each person adds as many ideas as he or she wants.
• Each person adds comments.
• Each person modifies the ideas of others.
The sheets are passed around the circle until they are completely filled. Then a few more sheets can be added, or the process can stop when the page is completely full.
4. At the end of the set period of time the ideas are collected, organized into groups and evaluated.
Advantages.
• This method is useful when participants are solving their own problems.
• The method is effective in groups whose members are somewhat reserved and unlikely to offer many ideas in an open discussion.
• The method works well with large groups - there is no real limit on group size.
• This method can speed up the solution process, because everyone is offering ideas all the time.
• An advantage of the method is that all the ideas are written down on paper and can easily be read and used to come up with new ideas.
2. BRAINWRITING POOL.
This variation of brainstorming was developed at the Battelle Institute in Frankfurt, Germany. Brainwriting pool is an idea-generation method in which new ideas are stimulated by the participants' ideas written on paper rather than spoken aloud.
The absence of verbal interaction in this method prevents the negative effects that often accompany group discussions, and anonymity reinforces this.
Main stages:
1. The leader presents the problem to the group or writes it on a large sheet of paper.
2. Participants silently write their ideas on cards or slips of paper.
3. Each participant places a card with an idea in the center of the table (the pool), taking in exchange a card that another participant has placed there.
4. Each takes one or several idea cards. After reading them, he or she creates new ideas and writes them on cards. Group members can create new ideas, or change or supplement existing ones. The cards are returned to the pool again and again and exchanged for the cards of others.
5. This process continues for about 30 minutes. At the end of this time all the ideas are placed on a flip chart for subsequent evaluation.
3. THE GALLERY METHOD.
The Gallery Method is a technique developed by the Battelle Institute and improved by A. VanGundy, 1981, and others.
In this method the participants move past the ideas (as in an art gallery), rather than the ideas moving past the participants. Several flip charts with sheets of paper on which participants write their ideas are placed around the room. Participants stroll around the room, read the ideas of the other participants, come up with other, related ideas and add them to the list. A distinctive feature of the Gallery Method is that group members are allowed to move around during the break as well (the incubation period).
Cards or sheets of paper with ideas written on them can also be used, displayed on flip charts for viewing. This leads to the birth of new ideas or the building up of ideas already posted.
Main stages:
1. Flip charts with sheets of paper, on which the problem is written in large letters, are placed in different parts of the room (the group size is 5-7 people). The problem should be discussed by the participants in order to clarify it.
2. Group members silently write ideas on sheets of paper (they may be written on slips or cards and attached to the flip charts). The writing should be large, clear and brief, so that participants can easily read the content.
3. After 20-30 minutes of work a break is taken, and participants are given 15 minutes to read the ideas on the other flip charts and make their own notes.
4. Participants return to their own flip charts and continue generating their own ideas or improving the ideas of others.
5. When the ideas run dry, steps 3 and 4 should be repeated, or the idea-generating phase is close to its end.
6. After the idea-creation process is complete, all the ideas are brought together, sorted and classified.
7. The group examines the ideas and selects those worthy of further consideration or implementation.
The drawbacks of this method are that the movement of participants can be distracting, it lacks anonymity, and there is a risk of competition between participants during the break and the review.
3.1. BRAINSTORMING WITH STICKY NOTES. The whole group is divided into small groups of three to five participants (at least three small groups are created).
Each small group creates and writes down its ideas on separate sticky notes. After the set time, the full group gathers together and places all the notes on flip charts or a wall. All the ideas are grouped by category, theme or similarity. The best ideas are chosen from each category and put together.
3.2. DEMONSTRATION BRAINSTORMING. The whole group is divided into small groups. Each group creates ideas and places them on its own flip chart. After the set time, the groups select their best idea and place it on their flip chart.
Then the groups move on to the other flip charts and weigh all the pros and cons of each best idea. After passing all the demonstration boards, the whole group gathers again in full and chooses the best idea or ideas.
3.3. BRAINWALKING (BRAINSTORMING ON THE MOVE). The brainwalking method is similar to brainwriting, but in this case participants write their ideas on large sheets of paper placed on the wall.
Each sheet of paper has a topic related to the main problem, and participants can stroll around and add comments on the sheets.
This method is well suited to mobile and energetic participants who do not want to spend the whole session sitting in one place.
4. 6-3-5 BRAINWRITING (the 6-3-5 method, method 635) is a group creativity method originally developed by Bernd Rohrbach (1968).
The name 6-3-5 brainwriting comes from the structure of the brainstorming process, which involves a group of 6 participants who must write down 3 ideas on separate cards every 5 minutes. Participants are encouraged to use the ideas of other group members for inspiration and to stimulate the creative process. After 6 rounds in 30 minutes, the group members create a total of up to 108 ideas.
Main stages:
1. Each participant receives a blank "6-3-5 form".
2. Each writes the problem definition at the top of his or her worksheet.
3. Within 5 minutes each participant writes three ideas for solving the problem in the top row of the sheet.
4. After 5 minutes the participants pass their sheets with the recorded ideas to the participant on the left (or right).
5. Participants read all the ideas passed to them, develop them or add three more ideas.
6. This process continues until each participant gets his or her own form back.
7. At the final stage all the ideas are grouped and recorded.
Advantages. It is an easy procedure for exchanging knowledge and creating new ideas based on previous ones. The method removes internal and external barriers and makes every participant an active participant in the process.
Disadvantages. As in ordinary brainstorming, the quantity of ideas does not always guarantee their quality.
5. GAME BRAINSTORMING
This method can be held in the form of a game-competition. At the same time, in this game an atmosphere of fun prevails over the spirit of competition, and the facilitator ensures that there can be no losers.
Main stages:
1. The facilitator presents the problem visually and explains that the winner of the game will be the one who comes up with the most unexpected solutions.
2. The mediator gives each member of the group a certain number of blank cards.
3. Participants try to come up with completely implausible solutions and write each on a separate card.
4. The cards are then placed on a display board. Participants are given 15 minutes to read all the solutions silently and vote for the most incredible ideas. Each group member has two votes (for example, two sticky stars).
5. Then everyone gathers together and jointly chooses the best ideas.
Advantages. The game format can be especially useful in training programs. Very few skills are needed to run this simplified procedure.
Disadvantages. The game can take longer than some other brainwriting methods.
6. CONSTRAINED BRAINSTORMING is a version of the standard "Brainwriting Pool" technique. Participants build a system of ideas not freely, but following a predetermined direction. The idea-generation process is organized with pre-prepared, specially ruled sheets of paper.
Main stages:
1. The leader starts the process by placing several prepared sheets of paper in the pool in the center of the table.
2. Each group member takes a sheet and silently fills it with his or her ideas.
3. When a participant's ideas run dry, or when he or she wants stimulation from reading others' ideas, he or she puts his or her list back in the center of the table and takes one of those returned by other group members. After looking through this new list, each creates and adds new ideas.
4. Participants repeat this procedure until all the ideas are exhausted. No discussion is allowed at any stage.
Different levels of constraint
1. Brainstorming with prompts: For a mild constraint, the prepared sheets and individual areas are simply given headings (for example, SWOT).
2. Structured brainwriting: With a stricter constraint, each of the pre-prepared sheets is given a heading concerning a specific question or topic. Participants must enter ideas on the forms only if they relate to the topic given in the heading.
7. ROUND-ROBIN BRAINSTORMING AND THE ROUND TABLE METHOD
Spencer Kagan (1992) popularized the use of the terms Roundrobin (denoting a verbal turn-taking strategy) and Round Table (referring to a written turn-taking strategy).
This method involves establishing an order of responses that are given in a circle, on the principle of "one response at a time". By giving everyone an equal chance to contribute, this method ensures that every participant is actively involved in the process, encourages more reserved team members and limits the activity of more dominant participants.
7.1. ROUND-ROBIN BRAINSTORMING (Roundrobin) (verbal version)
The Round-Robin Brainstorming method is a modification of classic brainstorming, in which the facilitator asks participants to voice their ideas in turn, around the circle, and the ideas are then written on a flip chart. Instead of participants simply shouting out their ideas at random, each of them contributes in turn. This process continues, and the ideas are recorded, until all the participants around the circle have voiced their ideas. This procedure is repeated several times until the ideas run dry or a set period of time ends.
7.2. THE ROUND TABLE METHOD (WRITTEN VERSION)
a) The "One Sheet of Paper" version
Main stages:
1. Take one sheet of paper that will be used by the whole group. Listen to the question.
2. Write your answer on the sheet while saying it aloud.
3. Pass the sheet to the teammate sitting on your left.
4. Listen to the answers that your teammates say and write down.
5. When the sheet of paper comes to you the next time, write down and say your additional answer that has not yet been mentioned.
6. Listen to the additional answers of your teammates.
7. Continue contributing answers, one at a time, until time runs out.
b) The "Stack of Cards" version
Main stages:
1. Participants receive a stack of cards.
2. Each participant silently takes a card and writes down one idea. Then he or she passes the card to the neighbor on the right.
3. This participant reads the idea on the card and uses it to create a new idea.
4. After that he or she turns the first card over, puts it in the stack, and passes the card with the new idea to the right.
5. The process of writing new ideas and passing them to the neighbor on the right continues for a set period of time, usually ten minutes.
6. In the end, the facilitator collects all the cards. Each idea is read aloud, and the cards themselves are placed and grouped on a board or on the wall, and duplicates are discarded.
c) The small groups version
1. Divide the whole group into small groups (one group at each table)
2. Define a topic for each table (A, B, C, D, ...)
3. Provide each table with a flip chart or a sheet of paper on which participants will write down their ideas
4. After 2-3 minutes, the topics (together with the sheets of paper) are passed to the participants at the next table and the process starts again.
5. Continue until all groups have contributed to all topics.
6. Review the completed flip charts together with the whole group.
d) The fixed-sequence version.
This is the generation of ideas in turn, or around the circle, that continues throughout the whole session. In this technique, the facilitator, following a set order, asks each group member for their opinion in turn. Each participant presents any ideas, which are written down. If a participant has no idea at the moment, they simply say "Pass" and the turn moves on to the next participant.
8. THE GROUP EXCHANGE METHOD
In this technique, participants are seated in a circle or at a table and offer their ideas at a fast pace. This way of voicing ideas does not let participants dwell long and hard on their ideas, as can happen with voluntary responses.
8.1. The "One idea per sheet" version.
Main stages:
1. Each participant in the group seated in a circle writes one idea on a sheet of paper and then passes the sheet clockwise to the next participant, who adds their own thoughts to it.
2. If a participant has no ideas, they should say "pass" and keep the session moving dynamically, since its main goal is to minimize excessive critical analysis.
3. This procedure is repeated until each participant gets the sheet with their original idea back.
8.2. The "Many ideas on one sheet" version
A sheet of paper is passed to each member of the group present. Participants keep adding further ideas in writing on the sheet each time they receive it.
Main stages:
1. A participant writes down their ideas or thoughts on one sheet of paper.
2. The sheet is passed to the neighbor clockwise.
3. After everyone has contributed their ideas, they are all gathered together and the group develops a broader solution
8.3. The "Book of Ideas" method
In this method a book is used to collect ideas. The first page of the book contains a description of the problem.
Main stages:
1. The first participant writes all their ideas in the book and then passes it to the next participant. A mailing list may be used.
2. The second participant may write down their own new ideas or add comments to the ideas of previous participants.
3. This procedure continues until all the pages of the book are filled or the mailing list is exhausted.
4. The leader reads out, and the participants discuss, all the ideas that have gone into the book.
This method takes more time, but it makes it possible to come up with original thoughts, since participants have time to think deeply about the problem.
9. THE NOMINAL GROUP TECHNIQUE (A. L. Delbecq, A. H. Van de Ven, 1971)
This method was developed by A. L. Delbecq and A. H. Van de Ven (1971)
and was applied in adult education programs by C. R. Vedros.
The structure of the method, developed on the basis of brainstorming and brainwriting, includes:
a) 10 participants and an experienced facilitator.
b) 3-4 groups of up to 10 people, with a representative of each group and one common facilitator.
Fundamental principles:
1. A nominal group consists of several people who are ready to work in a team created to solve a problem.
2. This method gives all participants equal rights in the process.
The contribution of all participants is encouraged and each person's idea is accepted regardless of whether it is unique or not.
3. In this method, the collection of ideas is ensured a certain level of anonymity.
4. The method is used to produce a list of ranked ideas.
The main characteristics of the method are:
1. Silent generation of ideas in writing.
2. Feedback among group members in a round-table format, followed by a brief recording of each idea on a flip chart.
3. Discussion of each recorded idea for clarification and evaluation.
4. Individual voting and the selection of priority ideas for the group decision, ensured by mathematical ranking or rating procedures.
This method is implemented through various procedures, but its classic form includes the following stages.
Main stages:
1. Participants are asked to write down their ideas anonymously (10 minutes).
2. The round-table format allows each participant in turn to read out one idea, which the facilitator, keeping a consecutive numbering, writes on a flip chart for everyone to see. This procedure is repeated until all ideas are exhausted and all repetitions are eliminated.
3. The facilitator initiates a discussion in order to clarify the ideas and explore the connections between them. The discussion and clarification of ideas is carried out in a calm and controlled atmosphere, in order to avoid heated debate. This process is called distillation.
4. A preliminary vote on each idea is usually carried out using the anonymous voting method.
5. Further discussion and voting are necessary if no agreement was reached as a result. Steps 3-4 may be repeated, and any ideas that received votes are discussed again for further clarification.
6. The best ideas may be passed on to specialized departments, units or brainstorming groups. For example, one group may work on the color of a product, another on its size, and so on. Each separate group returns to the full group to rank the ideas obtained.
10. MASS BRAINSTORMING (J. Donald Phillips, 1948). A large group is divided into small groups, which discuss specific aspects of the main topic. A small group may solve individual parts of the overall problem or work on specific subtasks. The leader divides the group into several small groups and gives them several subtasks prepared in advance.
Variation.
The Phillips 66 method. The audience is divided into subgroups of six people, who generate ideas for six minutes. Each group chooses a secretary, who writes down the ideas and reports them to the large group.
Main stages:
1. The leader divides the audience into smaller groups (3-8 members, ideally 6).
2. A secretary is chosen for each group and time limits for the discussion are set (6-10 minutes).
3. The group generates ideas for solving the problem.
4. The secretaries present the small group's ideas to the large group for further discussion.
11. ROLE-PLAY BRAINSTORMING (R. E. Griggs, 1985), described by Arthur B. VanGundy (1988).
Participants identify with another person and consider problems and solutions from different points of view. This allows them to come up with ideas that they would not usually feel comfortable suggesting, but can express freely from the position of someone else.
Participants try to answer questions such as: What would you do if you were someone else? Your parents? Your teacher? Your boss? Your partner? Your best friend? Your enemy?
Main stages:
1. Think of some person or choose someone you know.
2. Identify with this person or imagine, as a convention, "this person would suggest... .."
3. Generate ideas from the position of this person.
4. Change of roles. Now try to identify with another person and continue generating ideas.
12. THE ROTATING ROLES METHOD.
Alternating roles allows participants to put forward different points of view from the positions of the process owner or stakeholders, and to voice opinions that often do not surface unless these roles are "acted out".
Option 1.
Main stages:
1. The facilitator prepares a wheel with the names of the roles and writes the problem in the center of the wheel. Cards and flip charts are also prepared for each role.
2. Participants sit around a table.
3. Each participant considers the problem from their current role and writes down problems, views, ideas or recommendations on the corresponding flip chart prepared for that role.
4. When the stage ends, the wheel is turned by one position or, alternatively, participants move to the next chair.
5. This rotation process continues, and ideas are written on the flip charts, until all participants have gone through all the roles. Refusals are not allowed.
6. The facilitator ends the session and collects all the mapped information from the flip charts for the team's subsequent problem solving
Option 2.
Main stages:
1. Participants generate ideas from the point of view of imaginary personalities
2. They write the ideas on posted sheets of paper bearing the names of the imaginary personalities.
3. Participants can walk from sheet to sheet and write down ideas from different positions.
13. THE BLUE SLIPS METHOD was developed by C. Crawford of the University of Southern California (USA) in the 1920s.
This is an organized process used to collect ideas in large groups of even up to 5,000 people, although it is much easier to use in lecture halls and with groups of 50 to 200 participants. This tool is especially useful in the early stages of group development.
It has been used to collect strategic information, to generate creative ideas for improving the quality of services, to hold strategic planning sessions and in management support practice.
Traditionally, blue slips are made by cutting a 21x29 cm sheet of paper into eight parts.
Main stages:
1. The group leader hands out a stack of blue slips to each participant (from 5 to 50 slips, depending on how many ideas you want to get)
2. Then the leader describes the purpose of the session, such as generating ideas for solving a problem or "developing a vision".
3. The leader formulates the problem or creative task with the help of questions such as: "How can we ...?", "In what way could we ...?".
4. The leader asks the group to generate ideas on the given topic. Ideas should be written as brief thoughts, one idea per slip. Modifications: an image or a word is displayed to serve as a trigger for the whole group, or participants are organized to work in pairs or threes.
5. When participants get tired and their ideas run dry, or when time runs out (usually 5-10 minutes), the leader collects the blue slips.
6. The group examines and compares the blue slips, sorts them into categories, and organizes the ideas by similarity, usefulness and priority, and by their use in triggering new thoughts. This can be achieved by spreading them out on a table, pinning them to a wall or placing them in boxes.
7. After the ideas have been sorted and discussed, the group identifies the best ideas and decides how they will be used.
Advantages.
1. This method provides anonymity, and its playful level creates equal opportunities for participants.
2. Blue slips are excellent idea traps.
3. This method can give the audience a sense of involvement.
4. It can be used when there is no time or opportunity to discuss ideas and you simply need to collect the participants' thoughts.
5. This method can be used successfully to obtain a large number of ideas in a short time.
14. THE PIN-CARD METHOD.
This variant of brainstorming was developed by the Battelle Institute (H. Geschka et al., 1981). Cards or sticky notes can be used as pin cards (each participant receives a card of a particular color); once filled in, they are immediately passed to the neighbor on the right, so that they circulate around the table. The method ensures that responses are given in turn and takes into account the individual contribution of each participant, since it is not anonymous. This procedure requires group members to write their ideas on multicolored cards and attach them to a board for group review.
Main stages:
1. The definition of the problem is written in a prominent place on a board or pinboard. A group of 5-8 participants, seated around a table, discusses and clarifies it.
2. Stacks of colored cards are distributed among the group members, with each participant receiving cards of a particular color.
3. Group members silently write one idea on each card and place it on the stack for their neighbor on the right.
4. When a group member needs inspiration to create new ideas, they take a card (a trigger card) from the stack created by their neighbor on the left. Fresh ideas are written on new cards and placed on the stack on the right. (The trigger card may be kept or also passed to the right.)
5. In this way the cards move in the direction from left to right for each participant. The leader must actively facilitate the movement of the cards to avoid them piling up in the stacks between individual participants.
6. After 20-30 minutes of this activity, all the cards are collected, placed on a large board and sorted into categories. One of the cards, or a separate card with the name of the theme, is used as the heading for each of the different columns.
7. Group members read each card and, if necessary, move cards between categories, eliminating duplicate ideas. The categories can be adjusted and the headings changed as needed.
8. The leader takes each card and asks participants to give comments or ask questions in order to clarify its meaning. Since all ideas are color-coded, the creator of an idea can easily be identified and, if necessary, asked direct questions.
Advantages.
This approach has many of the advantages of brainwriting: it reduces anxiety for people who have trouble verbalizing their ideas in a group and allows a larger number of ideas to be generated than in other brainstorming procedures.
Disadvantages.
Bottlenecks often arise when a group member receives more cards than they pass on, and, second, group members may feel time pressure caused by the instruction to produce as many ideas as possible.
15. THE KJ METHOD ("KAY JAY" METHOD), THE "AFFINITY DIAGRAM" (Jiro Kawakita, 1960)
The KJ method was developed as the "Affinity Diagram" by the Japanese anthropologist Jiro Kawakita in the 1960s and became one of the seven management and planning tools of modern Japanese quality management.
It is a method of creativity and problem solving in which ideas are written on cards, which are then grouped, classified, named, and subjected to a voting and selection procedure.
The KJ method seeks to give particular attention to the most relevant, verifiable and important ideas. This variant of brainstorming draws out the quieter participants.
Main stages:
1. Defining the focus question or the main problem. Example of a focus question: What are the main obstacles hindering sales of our product?
2. All group members write their ideas on separate cards.
a) Analysis. All significant facts and information are written on separate cards and gathered together.
b) Idea generation. Using brainstorming, participants generate ideas and write them on separate cards.
2. Then each participant places their cards at random on a sheet on the board or on the wall, so that all the cards are clearly visible to everyone. Participants read the entries of the other group members and add their own new ideas.
4. Each participant in turn groups and categorizes the ideas while the others watch. Similar ideas are gathered and placed together. It is very important that this stage of the procedure is carried out without discussion.
5. Naming each group. When the ideas have been grouped, each participant is asked to choose a heading for each group and assign a name that captures the meaning of the group. For each group, a suitable short name must be written and placed at the top of the group of cards. It is helpful to write the group name with colored markers or to use a separate card of a different color.
6. If there are many groups with similar names, higher-level groups, "supergroups", must be created and given new names. Participants can discuss the resulting layouts, any surprising patterns, and especially the reasons for moving disputed cards.
7. Voting for the most important groups. Each participant, in a democratic manner, shares their opinion about the most important groups. They may first vote for the best groups and then for specific ideas within the groups.
Voting procedures:
1. Give each participant 3-9 votes (sticky stars) to place on the best ideas or groups.
2. Give each participant 100 percent to distribute in voting.
3. Ask participants to rank the most important groups or the ideas within the groups.
After the vote, participants collect all the cards with "votes" on them and place them on the board. The ideas with the largest number of votes are placed at the very top.
8. Participants try to explain and express what the resulting patterns mean to them. Ideas for solving the problem often arise during the explanation of its structure. The team holds a detailed and in-depth discussion of the most important results of this work.
Advantages. This method allows the team to be creative and constructively critical. It helps to separate facts from opinions. It is an effective way of organizing seemingly unrelated facts. The method promotes effective collaboration: all thoughts and ideas are expressed, clarified, summarized and prioritized on a non-confrontational basis. The method reduces the influence of the most talkative or dominant participants on group decisions.
16. THE SNOWBALL METHOD
The method is named by analogy with a snowball that grows in size as it rolls down a snowy slope. Implementation of the method begins with identifying the key known elements and then strengthening them by adding new ideas and solutions. It represents a concentration of ideas relating to the same problem. This method is often used in areas and processes where there are no developed theoretical schemes or sample solutions.
Main stages:
1. One sheet of paper is used to record the generated ideas and possible solutions to the proposed problem. The group size is up to 5 people.
2. Then all the ideas written on the sheet of paper are reviewed and grouped by the principle of similarity.
3. Then the main patterns and relationships within the groups of ideas are examined.
III. BRAINSTORMING COMBINED WITH OTHER KNOWN METHODS
1. TEAM MIND MAPPING. Creating a collective mind map
Team Mind Mapping is based on the process of creating associations. Applying this method can increase the effectiveness of collaboration and increase the number of ideas. At the same time it ensures the participation of all group members and the acceptance of all the ideas put forward.
Main stages:
1. The process begins with a clear definition of the problem.
2. Each participant generates and collects ideas independently.
3. All participants gather together and share the content and meaning of each of their ideas.
Then all the ideas are combined on a large idea map.
4. During the exchange of ideas, new ideas may arise by association, and these are also added to the map. Participants are invited to take turns contributing additional ideas, linking words and thoughts by association. Finally, all the ideas are combined on one final idea map.
5. The final stage involves further generation of ideas, prioritization and decision making based on the best ideas.
Advantages:
The benefit of this approach is that it provides a large volume of diverse ideas. It also makes it possible to broaden the perspective and increase the variety of ideas generated.
2. CLUSTER BRAINSTORMING (the Bubble Method).
This method makes it possible to reveal different aspects of a current problem.
Main stages:
1. Write a topic or word in the center of a sheet of paper and circle it.
2. For 5-10 minutes, write short words around the first word. Write down freely everything that comes to mind. No editing, deleting or correcting is allowed.
3. Circle the new words and draw lines connecting the new words to the original word.
4. Start writing words around the new circled words. Do not analyze or edit the entries.
5. Evaluate and develop your ideas.
There are several different ways to implement this method:
a) using a large whiteboard for group brainstorming.
b) doing the cluster brainstorming on your own, and then transferring what has been written to a large board together.
3. The "CARDS ON THE BOARD" method
"Cards on the Board" is a method of organizing ideas using a logical tree diagram. With this method the facilitator can focus participants' attention on generating ideas on a specific topic or subtopics more effectively than with ordinary free-form techniques.
The cards are arranged in tabular form: a row of cards with headings, each with a column of cards for possible ideas, which may in turn serve as subheadings for a row of new cards on which possible actions or comments are entered.
4. THE TRIGGER METHOD (J. E. Bujake, 1969)
This method is often used in combination with classic brainstorming (Bujake, 1969). It is a method based on repetition. One idea serves as a trigger and evokes a new idea, that in turn another, and so on, until as many thoughts as possible are created.
Main stages:
1. The leader defines the problem.
2. The leader asks each group member to generate and write down as many ideas as possible. (In silence and for 5-10 minutes).
Option 1.
1. One of the group members reads out their ideas to all the other participants.
2. Then, for 10 minutes, the ideas that were read out are discussed by all the other group members in order to improve the old ideas and create new ones.
3. The procedure continues until all the ideas of each participant have been discussed.
Option 2.
1. One of the members reads out their list of ideas; the others silently cross out repeated ones from their own lists and write down their new ideas.
2. The next participant reads out their original list of ideas not yet voiced, as well as the new list of induced ideas.
3. The last participant reads their original list and the new list of induced ideas, and the procedure is repeated in reverse order (i.e. if there are 6 participants, the order of speaking is 1,2,3,4,5,6,5,4, 3,2,1,2,3,4,5,6 ...)
All the participants' sheets are collected together and then a single list of ideas is compiled. All duplicates should have been crossed out during the session.
Option 3.
1. Participants choose the best idea or choose 5-10 random ideas and use them as "triggers" to generate more new ideas.
3. The procedure is repeated until the best solution is found.
Advantage. This method is a good way to obtain a large number of ideas in relatively unprepared groups.
5. IMAGINARY BRAINSTORMING is similar to classic brainstorming, but with slight differences.
Main stages:
1. The leader proposes a definition of the problem. It must contain a subject (the one who acts), a verb (the action), and an object (what or whom the action is currently being performed on).
2. The leader runs a traditional, classic brainstorm.
3. After that, each participant suggests changing some of the words in the problem definition in order to reformulate it and, ideally, present it in an original and unusual form.
4. The participants again generate ideas for solving the newly reformulated problems and compile a list of solutions.
6. The participants apply the ideas obtained during the imaginary brainstorm to solve the real problem.
7. They analyze all the ideas (real, imaginary and combined) and develop the ones that are of greatest interest.
6. AIRPLANE CLICHÉ (Arthur B. VanGundy)
This method combines a playful atmosphere, the structured procedures of brainstorming, and brainwriting. It helps groups generate ideas simultaneously in a game-like atmosphere that stimulates unique ideas. Paper airplanes are used to create this atmosphere and to increase the degree of mutual enrichment of ideas.
Main stages:
1. Define the problem and ask the participants to form small groups of four to seven people (ideally five).
2. Hand everyone a list of clichés, so that each participant has one. Invite the group members to add their own clichés to this list.
Sample list of clichés: An ace in the hole. The cart before the horse. Chasing rainbows. Divide and conquer. A drop in the bucket. Every cloud has a silver lining. Full to the brim. Fishing in troubled waters.
3. Ask each person to choose one cliché and try to use it as a trigger for an idea.
4. Ask the participants to write it in large letters with markers on a sheet of paper and to use it as a trigger for generating ideas for 5-10 minutes.
5. After that, the group members select three or four ideas, write them on sheets, fold them into paper airplanes and send them to another group. Everyone should throw their airplanes at the same time.
6. The group members should pick up the airplanes thrown to them and take turns reading aloud the ideas written on them.
7. Then each group tries to improve the ideas it has read and uses them as triggers for generating new ideas. The groups write down all the refined and new ideas.
8. Finally, each group selects its best ideas and reports them to the large group. Ask the large group to evaluate the process as a whole.
Variation of Airplane Cliché:
Ask the participants to come up with completely absurd ideas for solving the problem, then write them on paper, fold them into airplanes and send them to other groups. The groups that receive the ideas discuss them and decide which ones are the most impractical. The single most absurd idea from all the groups wins. Ask each group to try to turn this worst idea into a practical one.
7. BATTELLE-BILDMAPPEN-BRAINWRITING (BBB) Battelle Institute in Frankfurt, Germany. (J. Warfield, H. Geschka and R. Hamilton, 1975)
The Battelle-Bildmappen-Brainwriting (BBB) method was developed by researchers at the Battelle Institute in Frankfurt, Germany (J. N. Warfield, H. Geschka and R. Hamilton, 1975).
The BBB approach begins with a classic brainstorm, then continues with a stage of idea stimulation using photographs, and ends with a second round of idea generation using the basic brainstorming techniques.
Main stages:
1. A group of five to eight people is told the problem.
2. The group verbally generates options for solving this problem.
3. Each group member receives a folder with 8-10 photographs that have nothing to do with the problem.
4. After looking through the photographs, each person writes down new ideas or modifies and supplements the old ones.
5. The solutions of each group member are read aloud to the whole group.
6. The group
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Часть 1 Brainstorming Techniques and Types: From Everyday to Military
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