brainstorming process

brainstorming technique for problem-solving, team-building and creative process

Brainstorming with a group of people is a powerful technique. Brainstorming creates new ideas, solves problems, motivates and develops teams. Brainstorming motivates because it involves members of a team in bigger management issues, and it gets a team working together. However, brainstorming is not simply a random activity. Brainstorming needs to be structured and it follows brainstorming rules. The brainstorming process is described below, for which you will need a flip-chart or alternative. This is crucial as Brainstorming needs to involve the team, which means that everyone must be able to see what's happening. Brainstorming places a significant burden on the facilitator to manage the process, people's involvement and sensitivities, and then to manage the follow up actions. Use Brainstorming well and you will see excellent results in improving the organization, performance, and developing the team.

N.B. There has been some discussion in recent years - much of it plainly daft - that the term 'brainstorming' might be 'political incorrect' by virtue of possible perceived reference to brain-related health issues. It was suggested by some that the alternative, but less than catchy 'thought-showers' should be used instead, which presumably was not considered to be offensive to raindrops (this is serious…). Happily recent research among relevant groups has dispelled this non-pc notion, and we can continue to use the brainstorming expression without fear of ending up in the law courts…

brainstorming process

Define and agree the objective.
Brainstorm ideas and suggestions having agreed a time limit.
Categorise/condense/combine/refine.
Assess/analyse effects or results.
Prioritise options/rank list as appropriate.
Agree action and timescale.
Control and monitor follow-up.
In other words:

plan and agree the brainstorming aim

Ensure everyone participating in the brainstorm session understands and agrees the aim of the session (eg, to formulate a new job description for a customer services clerk; to formulate a series of new promotional activities for the next trading year; to suggest ways of improving cooperation between the sales and service departments; to identify costs saving opportunities that will not reduce performance or morale, etc). Keep the brainstorming objective simple. Allocate a time limit. This will enable you to keep the random brainstorming activity under control and on track.

manage the actual brainstorming activity

Brainstorming enables people to suggest ideas at random. Your job as facilitator is to encourage everyone to participate, to dismiss nothing, and to prevent others from pouring scorn on the wilder suggestions (some of the best ideas are initially the daftest ones - added to which people won't participate if their suggestions are criticised). During the random collection of ideas the facilitator must record every suggestion on the flip-chart. Use Blu-Tack or sticky tape to hang the sheets around the walls. At the end of the time limit or when ideas have been exhausted, use different coloured pens to categorise, group, connect and link the random ideas. Condense and refine the ideas by making new headings or lists. You can diplomatically combine or include the weaker ideas within other themes to avoid dismissing or rejecting contributions (remember brainstorming is about team building and motivation too - you don't want it to have the reverse effect on some people). With the group, assess, evaluate and analyse the effects and validity of the ideas or the list. Develop and prioritise the ideas into a more finished list or set of actions or options.

implement the actions agreed from the brainstorming

Agree what the next actions will be. Agree a timescale, who's responsible. After the session circulate notes, monitor and give feedback. It's crucial to develop a clear and positive outcome, so that people feel their effort and contribution was worthwhile. When people see that their efforts have resulted in action and change, they will be motivated and keen to help again.



personal brainstorming

for creativity, planning, presentations, decision-making, and organizing your ideas

Personal brainstorming - just by yourself - is very useful for the start of any new project, especially if you can be prone to put things off until tomorrow.

Planning a new venture, a presentation, or any new initiative, is generally much easier if you begin simply by thinking of ideas - in no particular order or structure - and jotting them down on a sheet of paper or in a notebook. Basically this is personal brainstorming, and it can follow the same process as described above for groups, except that it's just you doing it.

Sometimes it's very difficult to begin planning something new - because you don't know where and how to start. Brainstoming is a great way to begin. The method also generates lots of possibilities which you might otherwise miss by getting into detailed structured planning too early.

A really useful tool for personal brainstorming - and note-taking generally - is the wonderful Bic 4-colour ballpen.

The pen enables you quickly to switch colours between red, blue, black and green, without having to walk around with a pocket-full of biros.

Using different colours in your creative jottings and written records helps you to make your notes and diagrams clearer, and dramatically increases the ways in which you can develop and refine your ideas and notes on paper. To prove the point, review some previous notes in black or blue ink using a red pen - see how you can organize/connect the content, still keeping it all clear and legible.

This simple pen is therefore a brilliant tool for organizing your thoughts on paper much more clearly and creatively than by being limited to a single colour - especially if you think in visual terms and find diagrams helpful.

For example, using different colours enables you to identify and link common items within a random list, or to show patterns and categories, or to over-write notes without making a confusing mess, and generally to generate far more value from your thoughts and ideas. Keeping connected notes and ideas on a single sheet of paper greatly helps the brain to absorb and develop them. Try it - you'll be surprised how much more useful your notes become.

The principle is the same as using different colours of marker pens on a flip-chart. Other manufacturers produce similar pens, but the Bic is reliable, widely available, and very inexpensive.
The usefulness of different colours in written notes is further illustrated (please correct me or expand on this if you know more) in a wider organizational sense in the UK health industry. Apparently, black is the standard colour; green is used by pharmacy services, red is used after death and for allergies, and blue tends to be avoided due to poorer reprographic qualities (thanks M Belcher). As I say, correct me if this is wrong, and in any event please let me know any other examples of different coloured inks being used to organize or otherwise clarify written communications within corporations, institutions or industries.

Additionally I am informed (thanks T Kalota, Oct 2008) of a useful brainstorming/organizing technique using coloured pens when reviewing a written specification, or potentially any set of notes for a design or plan.

Underline or circle the words according to the following:

nouns/people/things black (entities)
verbs ('doing'/functional words) red (relationships)
adjectives/adverbs (describing words) blue (attributes)

This technique was apparently used for clarifying written specifications or notes for a database design, and was termed 'extended relational architecture', advocated by a company of the same name, at one time. (I've been unable to find any further details about the company or this application. If you know more please tell me.)

This method of colour-coding notes (using underlines or circles or boxes) to help clarification/prioritization/organization/etc can itself naturally be extended and adapted, for example:

nouns/people/things black (entities)
verbs ('doing'/functional words) red (relationships)
adjectives (describing a noun/thing/etc) blue (attributes)
adverbs (describing a verb/function) green (degrees/range/etc)
timings/costs/quantities yellow (measures)

The colours and categories are not a fixed industry standard. It's an entirely flexible technique. You can use any colours you want, and devise your own coding structures to suit the situation.

The Park Bench

The Park Bench

The park bench was deserted as I sat down to read beneath the long, straggly branches of an old willow tree. Disillusioned by life with good reason to frown, for the world was intent on dragging me down.

And if that weren't enough to ruin my day, A young boy out of breath approached me, all tired from play.

He stood right before me with his head tilted down and said with great excitement, "Look what I found!"

In his hand was a flower, and what a pitiful sight, with it's petals all worn, not enough rain, or to little light. Wanting him to take his dead flower and go off to play, I faked a small smile and then shifted away. But instead of retreating he sat next to my side and placed the flower to his nose and declared with overacted surprise, "It sure smells pretty and it's beautiful, too. That's why I picked it; here it's for you."

The weed before me was dying or dead. Not vibrant of colors, orange, yellow or red. But I knew I must take it, or he might never leave. So I reached for the flower, and replied, "Just what I need." But instead of him placing the flower in my hand, he held it mid-air without reason or plan. It was then that I noticed for the very first time that weed-toting boy could not see: he was blind.

I heard my voice quiver, tears shone like the sun as I thanked him for picking the very best one. You're welcome, he smiled, and then ran off to play, unaware of the impact he'd had on my day. I sat there and wondered how he managed to see a self-pitying woman beneath an old willow tree. How did he know of my self-indulged plight?

Perhaps from his heart, he'd been blessed with true sight. Through the eyes of a blind child, at last I could see the problem was not with the world; the problem was me. And for all of those times I myself had been blind, I vowed to see the beauty in life, and appreciate every second that's mine. And then I held that wilted flower up to my nose and breathed in the fragrance of a beautiful rose. And smiled as I watched that young boy, another weed in his hand about to change the life of an unsuspecting old man.

18 Holes in His Mind by: Author Unknown, A 2nd Helping of Chicken Soup for the Soul

Major James Nesmeth had a dream of improving his golf game - and he developed a unique method of achieving his goal. Until he devised this method, he was just your average weekend golfer, shooting in mid- to low-nineties. Then, for seven years, he completely quit the game. Never touched a club. Never set foot on a fairway.

Ironically, it was during this seven-year break from the game that Major Nesmeth came up with his amazingly effective technique for improving his game - a technique we can all learn from. In fact, the first time he set foot on a golf course after his hiatus from the game, he shot an astonishing 74! He had cut 20 strokes off his average without having swung a golf club in seven years! Unbelievable! Not only that, but his physical condition had actually deteriorated during those seven years.

What was Major Nesmeth's secret? Visualization. You see, Major Nesmeth had spent those seven years as a prisoner of war in North Vietnam. During those seven years, he was imprisoned in a cage that was approximately four and one-half feet high and five feet long.

During almost the entire time he was imprisoned, he saw no one, talked to no one and experienced no physical activity. During the first few months he did virtually nothing but hope and pray for his release. Then he realized he had to find some way to occupy his mind or he would lose his sanity and probably his life. That's when he learned to visualize.

In his mind, he selected his favorite golf course and started playing golf. Every day, he played a full 18 holes at the imaginary country club of his dreams. He experienced everything to the last detail. He saw himself dressed in his golfing clothes. He smelled the fragrance of the trees and the freshly trimmed grass. He experienced different weather conditions - windy spring days, overcast winter days, and sunny summer mornings. In his imagination, every detail of the tee, the individual blades of grass, the trees, the singing birds, the scampering squirrels and the lay of the course became totally real.

He felt the grip of the club in his hands. He instructed himself as he practiced smoothing out his down-swing and the follow-through on his shot. Then he watched the ball arc down the exact center of the fairway, bounce a couple of times and roll to the exact spot he had selected, all in his mind.

In the real world, he was in no hurry. He had no place to go. So in his mind he took every step on his way to the ball, just as if he were physically on the course. It took him just as long in imaginary time to play 18 holes as it would have taken in reality. Not a detail was omitted. Not once did he ever miss a shot, never a hook or a slice, never a missed putt.

Seven days a week. Four hours a day. Eighteen holes. Seven years. Twenty strokes off. Shot a 74.

The Birth of a Dream - Author: Unknown

"Whatever the mind can conceive and believe, it can achieve."

Would you agree with the statement that a dream is born from an idea-a simple idea conceived in the mind?

Back in the 19th century two brothers had an idea which eventually became their passionate and consuming dream. Their relentless pursuit of that dream was rewarded with an accomplishment that changed world travel.

On Friday December 17, 1903 at 10:35 AM, the Wright brothers (Wilbur and Orville) achieved their dream. They flew "the world's first power-driven, heavier-than-air machine in which man made free, controlled, and sustained flight." This memorable feat took place at Kitty Hawk, North Carolina on a cold windy morning.

The dream started with an idea that was planted in their minds by a toy given to them by their father. In the words of the boys, "Late in the autumn of 1878, our father came into the house one evening with some object partly concealed in his hands, and before we could see what it was, he tossed it into the air. Instead of falling to the floor, as we expected, it flew across the room till it struck the ceiling, where it fluttered awhile, and finally sank to the floor." This simple toy made of bamboo, cork and stretched rubber bands, fascinated the Wright brothers had sparked their lifelong interest in human flight.

The Wright brothers were great thinkers. They enjoyed learning new things. Initially, they recycled broken parts, built a printing press and opened their own printing office. Their interest moved to bicycles and in 1893, they opened the Wright Cycle Company where they sold and repaired bicycles. But Wilbur (the older brother) had his mind set on something more exciting. He decided to seriously pursue flying.

The brothers spent many hours researching, testing their machines and making improvements after unsuccessful attempts at human flight. What started out as a hobby soon became a passion. With determination and patience they realized their dream in 1903.

The next time you hear or see an airplane or travel on one, remember where it all started. A simply idea conceived in the minds of two young men who did not finish high school. Believe it or not, they did not have a University degree in Aeronautical Engineering, Mathematics, Physics or any other subject. They were not scientists in the true sense of the word. In fact, many of their peers who did not witness their accomplishment, had trouble believing that two bicycle mechanics from Dayton, Ohio did what they claimed.

What idea or ideas are YOU working on? Have you said you can't do this or that because you are not a scientist? Have you limited yourself by saying you are not smart enough? Or have you joined the majority in saying that everything has already been invented or discovered?

Since the introduction of the first generation of personal computers in 1981, we are able to do many things more efficiently. With a super computer between your ears and the personal computer at your finger tips, your dream can be achieved. First, give birth to that dream with an idea. A simply idea that ANYONE of us can conceive!

The 21 Steps to Motivation

If you want to make things happen the ability to motivate yourself and others is a crucial skill. At work, home, and everywhere in between, people use motivation to get results. Motivation requires a delicate balance of communication, structure, and incentives. These 21 tactics will help you maximize motivation in yourself and others.

Motivation

1. Consequences - Never use threats. They’ll turn people against you. But making people aware of the negative consequences of not getting results (for everyone involved) can have a big impact. This one is also big for self motivation. If you don’t get your act together, will you ever get what you want?

2. Pleasure - This is the old carrot on a stick technique. Providing pleasurable rewards creates eager and productive people.

3. Performance incentives - Appeal to people’s selfish nature. Give them the opportunity to earn more for themselves by earning more for you.

4. Detailed instructions - If you want a specific result, give specific instructions. People work better when they know exactly what’s expected.

5. Short and long term goals - Use both short and long term goals to guide the action process and create an overall philosophy.

6. Kindness - Get people on your side and they’ll want to help you. Piss them off and they’ll do everything they can to screw you over.

7. Deadlines - Many people are most productive right before a big deadline. They also have a hard time focusing until that deadline is looming overhead. Use this to your advantage by setting up a series of mini-deadlines building up to an end result.

8. Team Spirit - Create an environment of camaraderie. People work more effectively when they feel like part of team — they don’t want to let others down.

10. Recognize achievement - Make a point to recognize achievements one-on-one and also in group settings. People like to see that their work isn’t being ignored.

11. Personal stake - Think about the personal stake of others. What do they need? By understanding this you’ll be able to keep people happy and productive.

12. Concentrate on outcomes - No one likes to work with someone standing over their shoulder. Focus on outcomes — make it clear what you want and cut people loose to get it done on their own.

13. Trust and Respect - Give people the trust and respect they deserve and they’ll respond to requests much more favourably.

14. Create challenges - People are happy when they’re progressing towards a goal. Give them the opportunity to face new and difficult problems and they’ll be more enthusiastic.

15. Let people be creative - Don’t expect everyone to do things your way. Allowing people to be creative creates a more optimistic environment and can lead to awesome new ideas.

16. Constructive criticism - Often people don’t realize what they’re doing wrong. Let them know. Most people want to improve and will make an effort once they know how to do it.

17. Demand improvement - Don’t let people stagnate. Each time someone advances raise the bar a little higher (especially for yourself).

18. Make it fun - Work is most enjoyable when it doesn’t feel like work at all. Let people have fun and the positive environment will lead to better results.

19. Create opportunities - Give people the opportunity to advance. Let them know that hard work will pay off

20. Communication - Keep the communication channels open. By being aware of potential problems you can fix them before a serious dispute arises.

21. Make it stimulating - Mix it up. Don’t ask people to do the same boring tasks all the time. A stimulating environment creates enthusiasm and the opportunity for “big picture” thinking.

The Fisherman

The American investment banker was at the pier of a small coastal Mexican village when a small boat with just one fisherman docked. Inside the small boat were several large yellow fin tuna. The American complimented the Mexican on the quality of his fish and asked how long it took to catch them.

The Mexican replied, "Only a little while, amigo."

The American then asked why didn't he stay out longer and catch more fish?

The Mexican said he had enough to support his family's immediate needs.

The American then asked, "But what do you do with the rest of your time?"

The Mexican fisherman said, "I sleep late, fish a little, play with my children, take siesta with my wife, Maria, stroll into the village each evening where I sip wine and play guitar with my amigos, I have a full and busy life."

The American scoffed, "I'm a Harvard MBA and could help you. You should spend more time fishing and with the proceeds, buy a bigger boat with the proceeds from the bigger boat you could buy several boats, eventually you would have a fleet of fishing boats. Instead of selling your catch to a middleman you would sell directly to the processor, eventually opening your own cannery. You would control the product, processing and distribution. You would need to leave this small coastal fishing village and move to Mexico City, then LA and eventually NYC where you will run your expanding enterprise."

The Mexican fisherman asked, "But how long will this all take?"

To which the American replied, "15-20 years."

"But what then?"

The American laughed and said that's the best part. "When the time is right you would announce an IPO and sell your company stock to the public and become very rich, you would make millions."

"Millions.. Then what?"

The American scratched his head, then said, "Well, you would retire. Move to a small coastal fishing village where you would sleep late, fish a little, play with your kids, take siesta with your wife, stroll to the village in the evenings where you could sip wine and play your guitar with your amigos."

An inspirational story to begin with!

Who's Packing Your Parachute?

Sometimes in the daily challenges that life gives us, we miss what is really important. We may fail to say hello, please, or thank you, congratulate someone on something wonderful that has happened to them, give a compliment, or just do something nice for no reason.

Charles Plumb, a US Naval Academy graduate, was a jet fighter pilot in Vietnam. After 75 combat missions, his plane was destroyed by a surface-to-air missile. Plumb ejected and parachuted into enemy hands. He was captured and spent 6 years in a communist Vietnamese prison. He survived the ordeal and now lectures on lessons learned from that experience.

One day, when Plumb and his wife were sitting in a restaurant, a man at another table came up and said, "You're Plumb! You flew jet fighters in Vietnam from the aircraft carrier Kitty Hawk. You were shot down!"

"How in the world did you know that?" asked Plumb.

"I packed your parachute," the man replied.

Plumb gasped in surprise and gratitude. The man pumped his hand and said, "I guess it worked!"

Plumb assured him, "It sure did. If your chute hadn't worked, I wouldn't be here today."

Plumb couldn't sleep that night, thinking about that man. Plumb says, "I kept wondering what he might have looked like in a Navy uniform: A Dixie cup hat, a bib in the back, and bell bottom trousers. I wonder how many times I might have seen him and not even said good morning, how are you or anything because, you see, I was a fighter pilot and he was just a sailor."

Plumb thought of the many hours the sailor had spent on a long wooden table in the bowels of the ship, carefully weaving the shrouds and folding the silks of each chute, holding in his hands each time the fate of someone he didn't know. now, Plumb asks his audience, "Who's packing your parachute?"

Everyone has someone who provides what they need to make it through the day. Plumb also points out that he needed many kinds of parachutes when his plane was shot down over enemy territory - he needed his physical parachute, his mental parachute, his emotional parachute, and his spiritual parachute. He called on all these supports before reaching safety. His experience reminds us all to prepare ourselves to weather whatever storms lie ahead. As you go through this week, this month, this year...recognize people who pack your parachute!