The Art of Brainstorming
How not to stall creative ideas...
"Alright, let's dive right in - the marketing strategy for the new product line," Andy said, standing at the head of the large oval table.
"As you know, the new smart light line is key for us this quarter. We have to come up with some fresh marketing strategies. Let's do a quick brainstorming session."
Andy is the head of marketing of Technica, a large IOT products manufacturing company.
"Who wants to pitch first?" he asked. "I can start," Melanie said, leaning forward. She is a senior marketing executive who recently transferred to Andy’s team. "I thought we could create an interactive app focused on new customizing options. It's engaging," she began enthusiastically. "Users could choose any type of light and play with different features and options."
“Interesting idea, but I'm not sure that really plays to our strengths with this product line," Andy sounded unimpressed.
"What about you, Ethan?" he said, turning his attention to the other side of the table. "What’s on your mind?"
"What if we collaborate with renowned photographers or videographers? Showcasing our lights through their work, illustrating how our product can transform any setting or mood."
"Interesting idea," Andy thought for a few seconds. "There’s a big challenge, though - finding the right creative partners could be tricky logistically."
A couple of others chimed in. However, those ideas were short-lived as well.
"Come on, there's got to be more than that," he said in a playful tone. As he looked around the room, he was met with some blank faces.
“Well, let’s grab a coffee and regroup in 15.”
Brainstorming sessions are a common occurrence in many workplaces. For some people, these sessions can feel unproductive or even frustrating, especially if there is an overly critical manager leading the meeting. However, brainstorming can be a useful tool when done right.
The concept of brainstorming as we know it today was first developed in the 1940s by Alex Osborn, an advertising executive who was disappointed with his employees' lack of creativity. To help spark more imaginative ideas from his team, Osborn devised a technique he initially called "Think Up." This method later became known as brainstorming.
To maximize the creative output of his brainstorming sessions, Osborn established four key rules. While brainstorming has become one of the most well-known creativity tools over the past decades, Osborn's four fundamental rules are less widely recognized.
The typical problems with brainstorming often stem from a lack of understanding or implementation of these guidelines. So, what exactly are Osborn's four rules of brainstorming? And how can you use them to have more productive, engaging brainstorming experiences at work?
Osborn's 4 Rules of Brainstorming
Focus on Quantity - Emphasize the number of ideas, ideally short ones.
Refrain from criticism - Don't criticize others' ideas, and reinforce that any idea is welcome.
Encourage wild ideas - No idea is too ridiculous or bizarre; the wilder, the better!
Expand on others' ideas - Morph wild ideas into viable solutions.
Rule #1: Stress large quantities of ideas, not quality
Brainstorming is all about quantity over quality. The goal of an efficient brainstorming session is to generate a high volume of ideas without putting pressure on participants to come up with perfect solutions. Any limit that restricts the flow of ideas undermines the purpose of brainstorming. Unrestrained, free-flowing thinking often leads to wild, crazy ideas, so participants should not hold back during a brainstorm.
Most of us are not naturally inclined to just blurt out ideas without thinking them through first, especially in professional settings. However, this instinct to self-censor is detrimental to productive brainstorming. There is no need to come up with fully formed, well-thought-out solutions.
Speed is an important element of brainstorming as a team. It allows participants to quickly bounce from one idea to the next and be more uninhibited. Try to grasp the essence of each idea as fast as possible - don't get bogged down in details. This takes a lot of pressure off the participants.
The larger the quantity of ideas generated, the more likely it is to stumble upon a good one. It is also much easier to refine and modify existing ideas later than to struggle to come up with brand-new ones from scratch. So, focus first on pumping out as many ideas as possible before evaluating them.
Rule #2: Refrain from criticism
When brainstorming as a team, it is vital to hold off on criticizing the ideas that are presented until after the brainstorming session has concluded. For many people, this is one of the most difficult guidelines to adhere to. Often, disapproval or doubt is subtly communicated through facial expressions or body language. During a brainstorm, even seemingly harmless eye rolls should be avoided.
But it goes further than just critiquing. You must also refrain from overtly praising ideas during the session. In a way, praising some ideas over others is a form of critique, as it implicitly diminishes other suggestions. Providing positive or negative feedback requires a lot of mental effort that could be better spent focusing on generating new ideas rather than overanalyzing those already proposed.
Our brains need time to process our thoughts before we speak, so people will occasionally backtrack with disclaimers like "I wasn't serious!" or "Just kidding!" However, in a brainstorm, none of that matters - everything is recorded without prejudice. This rule keeps participants from second-guessing themselves or trying to improve on ideas they've already contributed. The goal is to tap into our unfiltered creativity.
Rule #3: Promote wild ideas
No idea should be off-limits during brainstorming. Think outside the box, but don't miss the obvious and simple suggestions either. It's possible to turn even the wildest, most outlandish ideas into practical, implementable ones with the creative synergy of the group. Group members are much more likely to freely exchange ideas once they've built rapport and established a sense of psychological safety.
According to Osborne, crazy, absurd ideas can often lead to truly creative new ideas because they have a tendency to loosen up the way people think - to get them out of rigid, conventional thought patterns. Sometimes, it's actually the most unusual, out-of-the-box ideas that turn out to be the best solutions when examined more closely. Using a wild, eccentric idea merely as inspiration can usually lead to a perfectly reasonable, workable solution. So, nothing should be discounted or seen as too crazy during a brainstorming session.
Rule #4: Expand on ideas
As people build on wild ideas, they start to take shape. It's sometimes easier to adapt existing ideas than to come up with something brand new.
It's here where the synergy of the group comes into play, and every team member uses other people's ideas as inspiration. People with a knack for developing new ideas can inspire others to follow suit. One person's creative spark can light a fire in someone else's imagination. The group dynamic fosters an environment where people feel comfortable sharing unfinished thoughts and riffing off each other.
Traditional brainstorming leads to flawed solutions and bad decisions, Osborn observed. Groupthink and production blocking are common pitfalls that stifle creativity. The best way to minimize those risks is to follow these rules. By promoting wild ideas, deferring judgment, and building on others' suggestions, teams can maximize their creative potential.
Now, let’s go back to our example brainstorming session. Andy is very much like a manager we have all come across at least once in our working lives. He wasn't the most engaging leader, and his team couldn't really build on each other's ideas.
What do you think could have been done differently to make the session more productive and engaging for everyone involved? Here are my thoughts.
Lack of Encouragement for Free-Thinking
Issue: Immediate dismissal of ideas can discourage creative thinking.
Improvement Strategy: Welcome and note all ideas to create a safe sharing environment.
Criticism and Evaluation During Idea Generation
Issue: Early critique of ideas inhibits idea flow.
Improvement Strategy: Separate idea generation from evaluation to enhance productivity.
Absence of Structured Approach
Issue: The session lacked a structured approach to generating ideas.
Improvement Strategy: Employ techniques like mind mapping, SCAMPER, or the Six Thinking Hats.
No Clear Objectives or Constraints
Issue: Lack of clear session objectives or constraints.
Improvement Strategy: Set clear goals and constraints to focus ideas.
Lack of Follow-up on Ideas
Issue: No further exploration of the ideas presented.
Improvement Strategy: Explore and possibly combine initial ideas for innovative solutions.
Negative Body Language or Tone
Issue: Dismissive tone and body language can negatively impact the atmosphere.
Improvement Strategy: Adopt a positive, encouraging demeanour to boost group creativity.