Picasso, Pablo

In the problem-solving process, we need to identify problems as well as determine their causes. Brainstorming helps to do both. It’s an excellent way of identifying problems, such as the ones we see on our job, and it’s also a good way to gather many possible explanations for a specific problem.
Brainstorming is a group problem-solving method. It taps people’s creative ability to identify and solve problems because it brings out a lot of ideas in a very short time. Because it is a group process, it helps built people. For example, brainstorming encourages individual members to contribute to the working of the group and to develop trust for the other members.

In order to begin a brainstorm, we need a group of people who are willing to work together. This may seem impossible, that the people we work with can never be a team. However, brainstorming can be a key to building a team! Furthermore it is a great tool for the group that is already working together.
Who should be included in the group? Everyone who is concerned with the problem, for two reasons. First, the ideas of everyone concerned with the problem will be available for the brainstorm. Second, if those people take an active part in solving the problem, they will be more likely to support the solution.

Anyone can lead a brainstorm: the boss, one of the regular members, or even an outsider. The important thing is that there must be someone who can and will lead.
The leader is needed to provide guidance so that the brainstorm produces ideas. The leader should exercise enough control to keep the group on track while encouraging people’s ideas and participation. He or she lays aside personal goals for the benefit of the group. In this sense, leader both leads and serves, and walks a fine line between participation and control.

The group needs a place where they will not be distracted or interrupted. In some facilities, there are rooms set aside for group meetings. In other situations, group use a supervisor’s office, a corner of the break room, or even an executive conference room.

The group needs flipcharts, water-based markers, and masking tape for posting the charts on the wall.

Following these general rules can facilitate a productive brainstorming session.

1. Choose the subject for the brainstorm
2. Be sure that everyone understands what the problem or topic is
3. Each person takes a turn and contributes one idea. If somebody can’t think of anything, he or she says ”Pass”. If someone thinks of an idea when it is not his turn, he should write it down on a slip of paper to use at his next turn.
4. Have a recorder who writes down every idea. Be sure the contributor of the idea is satisfied with the way it is written down. The recorder should also have an opportunity to give his or her idea.
5. Write down all the ideas.
6. Encourage wild ideas. They may trigger someone else’s thinking.
7. Hold criticism until after the session – criticism may block the free flow of ideas. The goal of brainstorming is quantity and creativity.
8. Some laughter is fun and healthy, but don’t overdo it. It’s O.K. to laugh with someone, never at them.
9. Allow a few hours or a few days for further thought. The first brainstorm on a topic will start people thinking. An incubation period allows the mind to release more creative ideas and insights.

To begin a brainstorm, review the rules and start. We can place a time limit on the brainstorm, perhaps from 12 to 15 minutes. This may seem too short a time, but is better to begin with short periods and lengthen them as your group becomes used to working together. Then we can use longer sessions productively when they are needed.

Sooner or later the downpour of ideas in the brainstorm dries up. What do we do to get it going again? Or what do you do with a silent member who doesn’t participate? In the following sections, we will suggest some ways to deal with these problems. But be careful! Know your group. And remember that you are developing a group process, which is exciting and powerful, but fragile.

If a brainstorm seems to be slowing down, the leader may suggest piggybacking. Piggybacking is building on other’s ideas. In the skit, Lynn suggested “one customer” as a piggyback to Laura’s idea of “customers in region 2”. To give another example of piggybacking, one kind of “bug in the program” might be a “decimal place that isn’t entered” when the user expects it. Ed’s joking idea could lead to a useful one.
Another technique is to suggest opposites. The leader says “Can we expand the number of ideas on the flipchart by giving opposites?”. If somebody says “billing too much”, the opposite would be “not billing enough”.
We can also try quick associations. The leader gives a word or phrase. The member’s respond as quickly as possible with an associated word that could apply to the problem in some way.
The leader may also prod the brainstorm by tossing out ideas in certain directions. He or she may ask the group to work on a new area of possible causes or pursue one area in greater depth.

When a member of the group doesn’t speak up, the best advice we can give is “Be patient!” Sometimes a member will be very quiet for meeting after meeting, and then he or she will begin to open up. When this happens it’s very exciting, so give that person time. Maybe he or she will always be quiet, but will serve the group in other valuable was. Once we invited a brainstorming group to give a presentation. Later, he or she was the one who privately gave us a compliment. We suspect he does the same kind of building-up with his group.
There’s a simple but effective method to help bring out the silent member. Remind the whole group that when each person’s turn comes in the brainstorm, he or she just says “Pass” if not ready with an idea. That gets people off the hook, but it also breaks the sound barrier: they hear their own voices and participate by saying “Pass”.
The direct question is another method, but we must use it with care. Something like the following may be appropriate: “Sandy, you know this process well. Do you have a suggestion?” But as the leader, you have to know your group, and know whether putting someone gently on the spot will help or hinder development.

After the initial brainstorm and allowing time for further thinking, it’s a good idea to have another session in order to capture additional ideas. These ideas come to mind as the group members think over the problem and consider what was said.
We can handle the second pass in two ways. One way is to gather the group together and go through a second brainstorm with a time limit of 10 or 12 minutes. The same rules apply as in the first pass. The main purpose of this session is to record all the ideas that have come to mind since the first brainstorm.
Another technique for the second pass is to post the brainstorm sheets in the workplace so that people can jot down their ideas as they have them. Posting the sheets has another advantage: it allows people who work in the same area the opportunity to contribute, even though they are not a regular part of the problem-solving group. In this way, they don’t feel that they are being left out.