Brainstorming and creative problem solving

Management Tips:

Dr. K. Kuhathasan CEO Cenlead

Brainstorming is probably the best known of all the techniques available for creative problem solving.

Linus Pauling, the Nobel Prize-winning scientist once said: "The best way to get good ideas is to have lot of ideas. That is as true for a team or an organisation as it is for an individual. But how do you facilitate this productivity of ideas as a manager?

Brainstorming has been defined as a method of getting a large number of ideas from a group of people in a short time. It is essentially a group activity which follows a relatively formal procedure to generate as many ideas as possible.

Brainstorming is a key part in quality circles and total quality management programmes. Almost always these programmes, introduced to improve quality of products or services, hinge on small groups or teams questing for new ideas, both on product improvements and issues of efficiency, such as reducing costs.

Mind game

Brainstorming is a mind game and it is a useful technique for releasing ideas by overcoming inhibitions, cross-fertilising minds and getting away from fixed rules or hidden assumptions.

It needs to be prepared and planned, and followed up with evaluation.

The principle that distinguishes brainstorming from just getting together and talking is that the session begins with a stage in which anything goes. All ideas are allowed a chance.

This ensures that contributors aren't as apt to feel inhibited about saying something stupid. What's more, the growing list of ideas will help to trigger new and better ones.

You can apply the brainstorming technique to your individual efforts also allow your ideas to reach a piece of paper, without judging them. Include ridiculous-sounding ideas too, because they may set off a new and better line of thinking.

Visit your unconscious mind

You can also help yourself to be more creative by giving your imagination occasional workouts. This may mean nothing more than encouraging your mind to produce imaginary movies, and then playing with the images until they become available as sources for your work - whether that be a painting or problems on the job or in daily life.

It is said that Einstein hit upon the theory of relativity while imagining himself flying along at the speed of light. Another often-stated example of the practical power of imagery is that of the German chemist Kekule, who happened to be dreaming when he discovered that he molecules of benzene are arranged.

Preparation

Today, the most popular group creativity technique is brainstorming. Although it is widely practiced, it is seldom used correctly for optimum benefit. Even if you currently use brainstorming, review these rules to check your technique.

Prior to the meeting, give each participant an overview of the subject to be brainstormed: The problem statement, background information, etc.

Brainstorming Rules:

The ideal group size is between 5 and 12 people. Ideally all are familiar with the procedure.

A facilitator will lead the group, a recorder will write a record of the ideas expressed (usually on chalkboard or filip chart for the participants to see and review).

A timer will also help keep the group moving. The entire group should participate in the idea-generating process.

Before working on the problem situation, it is a good idea to begin with a warm up exercise to relax and loosen up the group. When you are ready to "get to work" the facilitator state the problem and invites input.

Facilitators should:

1. Keep the atmosphere relaxed, fun, and freewheeling.

2. Encourage everyone to participate either with original ideas, or "pig-gybacking" (adding on to) other people's input.

3. Focus initially on quantity, not quality for ideas. Some groups set a numerical goal (for example, 25 or 50 ideas) and try to reach it in the allotted time.

4. urge participants to say anything that occurs to them, no matter how wild or "far out" those ideas may seem.

5. Allow appropriate time (20 to 30 minutes) for the idea generation phase.

If the group has been too conservative during this part of the session, the facilitator might want to use the final five minutes and ask, "What are the wildest, most outrageous ideas we can come up with?" (Remember, you may find a gem of an idea that could be altered to fit reality!)

6. Stay alert for nonproductive comments such as, "We tried that last year," "That would cost too much," "I don't think that will work," "This isn't the time of evaluation yet." judge, criticise, or squelch any of the ideas generated.

Evaluation

Evaluation is the hardest and most demanding part of a brainstorming session. It can be time consuming, and give some disillusionment to the process, especially when nothing seems to be happening with the ideas produced.

The three stages of quick scrutiny, evaluation by all participants and evaluation by a team should always be used.

Evaluation may be best done not by the brainstorming group itself but by a small group of five members directly concerned with the problem.

Keep the brainstorming group informed of the result, otherwise they may want to be excused the next time they are asked! The steps of evaluation are:

1. Decide on appropriate criteria.

2. Pick out instant winners.

3. Eliminate the unwanted or inappropriate.

4. Sort similar ideas into groups and select best of each group.

5. Apply criteria to instant winners and best of each group.