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5. • Practical Combinations - Part 2

Another modification of basic Brainstorming that is meeting with some success, particularly in technical fields where it was originally developed, is one which, for lack of any better name, is called "Stop-and-Go Brainstorming." It was devised in an attempt to overcome one of the major deficiencies of regular Brainstorming: the difficulties in quickly brainstorming a com­plex technical problem from an original broad problem state­ment through to a usable idea, approach, or lead. It also over­comes one of the major weaknesses of the Operational Creativity technique: the absolute dependence upon a strong leader to direct the group. This is accomplished through having a more or less "set" procedure, comparable to the agenda of a conventional meeting. It does require a leader with the ability to maintain an orderly discussion at times, however.

In practice, the Stop-and-Go method utilizes both Buzzing and Brainstorming alternately. The sequence is usually some adaptation of this plan:

1. The broad general problem, without definition or other limiting restriction, is presented to the group of ten to twelve members.

2. Two Buzz groups or teams are formed. Each group then buzzes to break out all specific sub problems important to the solution of the general problem.

3. The chairman of each group then reports on the sub problem his group considers most important and why. Through conventional give-and-take discussion, under the strict control of the over-all group leader, agreement is reached on which sub problem the group will take as their initial target.

4.        In a full-group Brainstorm, ideas are then developed as possibilities for solving this particular problem. The ideas should be recorded on a blackboard or large pad so all members will be able to see and refer to them at later stages of the processing.

5.        In two Buzz groups, members then evaluate the ideas to judge which seem to come close to meeting the requirements of the original problem.

6.        Following the Buzz group reports, the whole work group should seek agreement on two or three of the best possibilities and then brainstorm each of these, one at a time, for any needed refinements or changes that seem required to put it really "on target" as a solution to the particular subproblem being worked on. Again, the ideas should be recorded on a board or pad for full-group visibility.

7.        At this time, the two Buzz groups run independent over-all evaluations aimed at answering such questions as these:  Are we making any progress? Can we now zero in on some specific direction? If not, where are we weak? These evaluations are then pooled, compared, and synthesized to indicate the next step the group should take. This may be to begin the Stop-and-Go process all over again with another subproblem or specific phase, or it may be to continue with further refinement of the progress that has been made.

8.        Subsequent questions that the leader may want to inject for either Buzz or Brainstorming, whichever seems most appropriate at the time, include these: Do we have any specific real possibilities now? If none, what have we overlooked? Which direction seems to offer the best possibility for further exploration at this time? And, when a good possibility has been uncovered, In what ways can we economically test this possibility?

It will be apparent from studying just the few examples of combinations and variations given that Brainstorming is one of the basic creative group tools. And this has been proved in all other attempts to develop similar combinations. The basic separation of creative and critical thinking in the Brainstorming process seems to be one of the most efficient group operational techniques that can be used. As a matter of fact, instructors who have taught creative-thinking courses, including uses of all the various types of creative groups, generally agree that Brainstorm-ing is so basic, and the principles so valuable, that they get their best results if they make Brainstorming the first introduction to group methods. Persons who have been indoctrinated into Brain-storming first—which is an easy method to teach—take much more readily even to Buzz groups and team operations. There­fore, it is suggested that any attempt by an executive to introduce group creative methods in his company start with at least enough Brainstorming to give members practice and skill in the technique.

It will readily be seen that the group leader is the key to any creative group's success. This, in a way, is further reinforce­ment of the theory that the group, at best, is a tool of the in­dividual. This, in turn, puts a tremendous responsibility upon the leader to know and understand not only the basics of group dynamics, but also the various methods that make up the specific tools he is calling upon. And, throughout any creative group effort, from the time the leader first begins to plan and organize for it until he has submitted his final report, he must constantly keep in mind that a creative group is largely a medium of com­munication—it is a means to an end and not the end itself.

Too many people who meet up with the techniques and methods of creative groups become so intrigued with the things which can be done that the opportunity to "be different" becomes their goal for every conference or meeting. They play with the formats and formulas to the point where they completely forget that the aim of these devices is to produce some kind of result: a change of attitude, a supply of ideas, a redefinition of a problem, a broadening of possibilities, etc. They, in short, get "gimmick happy."

In practical business reality, overuse of methods may cause just the opposite reaction to what is desired. No meeting should ever be planned to be so out-of-this-world as to be unrealistic in terms of the participants' normal thinking, actions, and reactions. To go contrary to human nature will throw all members of your group into a role-playing situation where they will simply be acting out their parts, rather than giving you honest effort and true "thinking" based on their normal, previous experience and knowledge.

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