Two Vastly Opposing Views on Brainstorming, Pt. I
To become a better innovator I try to assimilate and integrate different points of view on innovation and the creative process. One of the traditional cogs of innovation is the practice of brainstorming, the group ideation technique invented by Alex Osborne in the 50s. Contrary to what you might think, brainstorming is a well-defined process with specific rules and procedures. The goal of brainstorming is not to generate ideas - it’s to generate NOVEL ideas, using thinking tools that force you to change perspective and collaborate.
I recently found two vastly opposing views on brainstorming from two very respected sources - each forming the basis of a unique creative philosophy. I find their views illuminating, as it helps focus on what makes brainstorming work, and what makes it fail.
On the pro side of brainstorming is IDEO, the nationally reknowned design group. Brainstorming is integral to the IDEO way - “the idea engine of IDEO’s culture.” In the book The Art of Innovation, there is an entire chapter devoted to IDEO’s brainstorming philosophy. A 60-90 minute brainstorming session jumpstarts every project. I found a couple of notable things in their approach:
- They often don’t begin a session until the team researches the problem at hand. Field investigations and fact finding precede ideation. This serves two purposes - better problem understanding, and better quantity/quality of ideas.
- They cover the walls and tables with paper and include toys to amuse and cheap materials to make rough prototypes.
Other than that they conduct fairly tradition ‘Osbornian’ sessions. The sessions are remarkably short and focused, probably due to the field work, and springboard them directly into the rapid prototyping phase. Their tips include:
- Focus on a well-honed problem statement
- Defer judgement (a component of all effective brainstorming sessions)
- Number your ideas
- Build and jump - transition to other focus areas when discussion tapers off
- Prepare the space for lots of ideas
- Warm-up groups that aren’t used to the process
- Use lots of visuals - mindmaps, diagrams, etc
They also discuss several ways to effectively kill brainstorming sessions:
- Letting the boss set boundaries - eliminates wild ideas
- Taking turns speaking
- Using only ‘experts’
- Doing it off-site
- Making it too serious
- Taking notes instead of giving ideas
The results of their proven process are undeniable: IDEO tops out at one of Top 20 most innovative companies in the world every year. If ‘Do What Works’ is your mantra, you couldn’t find much of a better model than IDEO.
Which makes it doubly surprising that perhaps the most ardent ‘Do What Works’ disciple in the nation, Doblin Inc., hates brainstorming with a passion.
Next: why Doblin hates brainstorming.
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5 Responses to “Two Vastly Opposing Views on Brainstorming, Pt. I”
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Thanks for the summary on brainstorming. I am sure the readers will find it useful.
Arul John
Thanks. Is this you?
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[...] Creative Thinking Techniques, Creativity, Innovation, Business, Uncategorized. trackback In my first installment I discussed IDEO’s approach to brainstorming and how they incorporate it into their [...]
[...] in Creative Thinking Techniques, Facilitation, Creativity, Innovation, Business. trackback IDEO loves brainstorming. Doblin hates brainstorming. Who is right? Who is the most wrong? Let’s start [...]
[...] my first installment I discussed IDEO’s approach to brainstorming and how they incorporate it into their [...]