The brainstorming method is one of the most popular ways to solve problems. It involves generating ideas as a group, typically composed of individuals who are directly connected to the issue at hand. In addition to producing ideas that impact the problem, this method is an excellent tool for team motivation and personal development. Participants in brainstorming sessions are often engaged in solving significant managerial issues, which fosters teamwork and cohesion.
However, brainstorming is not merely a random activity—it is a well-structured discussion format with specific rules and participants. For the brainstorming process described below, tools like a flip chart or equivalent idea-recording instruments are needed. This is crucial to ensure that every participant is aware of the ongoing discussion. Additionally, a session coordinator is essential to manage the process, ensure participation from each team member, and maintain engagement with the issue.
Brainstorming is an excellent tool for improving organization, productivity, and team development.
The History of Brainstorming
Although the foundations of brainstorming are rooted in psychological principles, its originator, Alex Osborn, was not a psychologist. Born in the late 19th century in New York, Osborn had a diverse career: construction worker, hotel messenger, clerk, police reporter, teacher, and more. The initial ideas for brainstorming took shape when Osborn worked as an assistant manager at a small factory, tasked with developing new products. The method was fully developed during his advertising career, where Osborn created and applied the brainstorming technique in the form we recognize today.
Fundamentals of the Brainstorming Method
The method’s core principle is simple: idea generation must be separate from evaluation. In many discussions, participants hesitate to voice bold or unexpected ideas, fearing ridicule, sharp criticism, or negative reactions from others, including leaders. Even when such ideas are expressed, they are often dismissed by more conservative participants, stifling innovation. Brainstorming emphasizes a ban on criticism, actively encouraging even seemingly absurd ideas.
The brainstorming process typically involves a small group of individuals related to the issue. These are often specialists from various departments or workers with a clear understanding of the problem. Leaders are generally excluded, and the session is conducted in a relaxed and informal atmosphere. All ideas are recorded on a board or flip chart.
Brainstorming sessions are time-limited, typically lasting no more than 30 minutes. During this time, participants can propose bold, unconventional solutions fostered by the positive and criticism-free environment. Experience has shown that after 30 minutes, participants begin to tire and shift their focus to refining already presented ideas.
Key Organizational Aspects of Brainstorming
In a relaxed atmosphere, people are more likely to voice their ideas. Criticism and justification are discouraged, allowing for fast-paced idea generation. During moments of collective “inspiration,” ideas often flow spontaneously, with participants sharing vague guesses and hypotheses. These impromptu ideas are considered the most valuable outcomes of brainstorming.
The philosophical foundation of brainstorming is rooted in Freud’s theory. According to Freud, human behavior and thoughts are controlled by the conscious mind—a framework of programs and restrictions shaped by societal norms. Beneath the conscious mind lies the subconscious, a realm of untamed forces that challenge these restrictions. To break free from conventional thinking and eliminate barriers between what is “possible” and “impossible,” conditions must be created to allow vague, irrational ideas to emerge from the subconscious. This is the philosophical premise of brainstorming.
Requirements for Effective Brainstorming
There are several fundamental requirements for a successful brainstorming session:
- Familiarity with the problem: The session coordinator must ensure that all participants understand the problem. Visual aids, such as sketches or photographs, can be used to illustrate the issue. Historical data may also be helpful.
- Simplify the problem: The problem should not be overly complex. If it is, break it down into smaller components to allow for a more focused discussion.
- Group size: A brainstorming session should involve 3 to 10 participants. Smaller groups may lack sufficient interaction, while larger groups can become unwieldy, leaving some participants disengaged.
Role distribution
There are several options for composing the session participants, but there are some basics for selecting a team:
- Core team members: These are individuals who deal with the problem daily and understand its origins. They typically contribute the bulk of ideas.
- External specialists: Experts from other departments, such as quality assurance, technical services, or engineering, whose insights can be valuable.
- Idea recorder: This individual documents all ideas and monitors the session’s time.
Rules for Brainstorming Sessions
During a brainstorming session, it is necessary that all participants are familiar with the basic rules:
- No criticism or judgment: The primary goal is to generate ideas, not evaluate them. Criticism can stifle creativity, causing participants to become defensive or withdraw from the discussion.
- Create a relaxed environment: Avoid noise, crowds, or other distractions. Hierarchies should be minimized, as the presence of senior leaders may inhibit participants from voicing bold ideas.
- Focus on quantity: The goal is to generate as many ideas as possible. Viability is assessed later in the process. The emphasis on volume encourages the subconscious to form new connections and produce more ideas.
- Build on others’ ideas: Brainstorming is not a competition of egos but a collective effort to solve a common problem. One idea can inspire another, creating a ripple effect that leads to innovative solutions.
Phrases That Kill Creativity
Certain statements can undermine the creative flow of a brainstorming session and must be addressed by the coordinator:
- “It’s the operators’ fault!”
- “This isn’t our problem!”
- “We don’t have time!”
- “We’ve never done it this way before!”
- “We’re not ready!”
- “Has anyone even tried this?”
- “It’s impractical and too bureaucratic!”
- “This isn’t important!”
- “You’re talking nonsense!”
The Power of Brainstorming
Brainstorming achieves the best results by leveraging all available resources. It helps create a clear understanding of the situation and a corrective action plan. In brainstorming, no idea is considered unwanted; all contributions are welcomed as valuable inputs to solving the problem.
Download and Example of Brainstorm Session