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3 • Brainstorming - Part 2

One of the chief causes of failure to obtain usable ideas from Brainstorming is undoubtedly failure to select the "right" kind of problem. The basic aim of Brainstorming is to pile up a quantity of alternative ideas. Therefore, the problem must be one that lends itself to many "possible" answers. As an example of a wrong and a right type of problem, an experienced Brainstorm leader was once called in by a metal-working firm and asked to conduct a session to help them find distribution outlets for a new line of metal office furniture they had developed. On a hunch, he re­quested a copy of the telephone book and, flipping to the yellow pages, found "Office Furniture." He showed the manufacturer the fifteen firms in town who handled such furniture, and showed, further, how these were actually grouped in only three basic types of retail outlets. To have attempted to brainstorm the prob­lem as presented would have ended in failure. But, at the expert's suggestion, the problem was changed to "Ways to gain distri­bution for a new line of office furniture against existing com­petition." This turned out to be highly Brain stormable, and the company was able to plan a successful and profitable marketing program utilizing the ideas produced during the session.

You should not try to brainstorm problems that require value judgments—or judgments of any kind. This includes questions like "What's the best time to start our new campaign?" Brain-storming, being a non-evaluating technique, cannot make a decision for you.

Your problem should be specific, rather than general. Do not try to brainstorm something as broad as "How can we improve our packages?" Instead, point it more specifically toward "How can we improve this particular package?"

If a problem is large and complex, break it down. Instead of "How can we promote our new flashlight?" brainstorm three sepa­rate problems: "How can we promote our new flashlight to (1) drivers of automobiles? (2) homeowners? (3) law-enforcement agencies?"

Once you have suitably defined your problem and stated it in a way that will invite group participation, the next step is to select your panel and brief them, by means of a letter or memo, on the problem they will be brainstorming. This is to allow a period of individual thinking on the problem before the time of the Brainstorm. Generally, the memo should be sent about forty-eight hours before the time of the session.

In selecting your panel members, remember to balance them out on the basis of their expected specific contributions. Don't limit your panel to "experts." Occasionally the best ideas come from people who "don't know any better"! The panel should have between eight and fifteen members—eight being the mini­mum that experience indicates can get a session self-generating; fifteen being the maximum that even an experienced moderator can control with ease.

It is a good idea to include a few "self-starters" on your panel— the kind of people who can produce ideas on anything and every­thing at the drop of a question. Such persons can help you get your session off and rolling. (But be sure you don't let them domi­nate once it gets under way—one of the prime purposes of Brain-storming is to get the benefits of full participation in the idea production.) And keep top brass away from the session. No mat­ter how democratic and impartial they try to be, the mere fact that they are in the room will tend to put a damper on the panel. This goes for "visitors" also. If there is some reason why you can't avoid a visitor, make him a participant.

The actual session itself should be conducted according to the four basic "ground rules" of Brainstorming:

1.        Criticism Is Ruled Out. Adverse judgment of ideas must be with held until later. (To first-time Brainstormers, you can explain that allowing yourself to be critical at the same time you are being creative is like trying to get hot and cold water from one faucet at the same time. Ideas aren't hot enough; judgment isn't cold enough— all you get is lukewarm thinking. Criticism, therefore, will be reserved for a later screening session.)

2.        "Free Wheeling" Is Welcomed. The wilder the ideas the better; it is easier to "tame down" than to think up. (Explain that off-beat "blue-sky" suggestions may trigger practical ideas from other panel members which they might not think of otherwise.)

3.        Quantity Is Wanted. The greater the number of ideas, the more the likelihood of good ones. (This, after all, is the basic aim and prime legitimate use of brainstorming: to generate such a quantity of ideas on a problem that you have almost a mathematical certainty of finding one or more usable ideas.)

4.        Combination and Improvement Are Sought. Suggestions by others on an idea give better ideas. Combinations of ideas lead to more and better alternatives. (This is basic to any creative activity. Synthesis, combinations, mutations, and other idea-mixing forms are the basic methods for producing any "new" ideas.)

Related terms include business organisers and business implementation.