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Brainstorming

Brainstorming is the technique or strategy of attacking – literally storming – a problem to achieve the maximum number of ideas in the shortest possible time. It is essential that ideas as produced should be accepted unchallenged, in terms of their practicability. Ideas first – criticism and evaluation come later.

Too often, good ideas and suggestions are never aired because a member has neither the confidence nor the ability to express himself in meeting. During a brainstorming session an atmosphere is created which encourages everybody to present their ideas. It may happen that the idea of a reticent member is the best presented, and the organization takes it as an idea entirely divorced from a personality, and develops it. Result: The reticent member feels a part of the group, he sees his idea being built into a practical reality and he is keen to put his shoulder to the wheel and assist in the construction. It is recognized that at times ideas and suggestions are condemned, not because of their content, but because of the individual who puts them forward. Brainstorming overcomes this unfortunate reality.

The philosophy behind brainstorming is simple. It assumes that there is no single answer to any problem. It assumes that many of the most successful ideas are those which at first appeared illogical, facetious or unworkable. It assumes that critical judgment and dead weight of past experience tend to smother creative ideas. The critical evaluation of ideas must be separated from the process creating them.

THE BRAINSTORMING SESSION

The Subject:.

It is necessary to start with a subject. Let us assume that you are thinking about a local traffic safety campaign.
The problem should be worded in the form of a specific question which will stimulate an unlimited flow of ideas.
For example, "How can our chapter educate the public in traffic safety?" Not, "Should we launch a local traffic safety campaign?"

The Rules:

All ideas are noted without prior judgment discussion.
Criticism is not allowed.
"Free-wheeling" is encouraged. Wild ideas are sometimes the best ones.
At this stage the aim is quantity rather than quality.
"Hitch-hiking" on other people's ideas is welcomed.

Methods:

Chairman explains the purpose of the brainstorming session, announces the rules, and writes the subject on a board or flip chart.
He then invites ideas and suggestions which are recorded on the board immediately they are offered. Members remain seated and just call out their ideas as fast as they can be recorded.
Let the Brainstorm continue until the ideas stop flowing.
The Chairman then thanks the participants and proceeds to the next step – evaluation. The group may then examine all the suggestions in terms of their suitability, perhaps by the Buzz Group technique. Or the group may delegate this task of evaluation to a committee it selects for the task.

THE SEQUEL

The most important part of the process involves making use of the ideas which have come from the brainstorming session. Some of the ideas may not be useful, but normally a large proportion of them are worthy of attention.

The evaluation process for content and practicability must be carefully handled.

The Chairman may then point out any ideas that are contrary to past policy, or beyond the scope of the organization, and ask if these may be deleted from the list. Here open-mindedness is vital, for deviation from past policy might be acceptable to the meeting.

If time is a factor, the meeting may delegate the evaluation to an investigation committee or to its executive. If this is done care should be taken that the outcome of their investigation is reported to the full meeting, with an item-by-item report on the acceptance or rejection of each of the major ideas.

VARIATION

Another variation is to use brainstorming buzz groups. The spokesman from each buzz group announces the ideas recorded in his group and these in turn are recorded on the main tear-sheet board. Using this variation, the advantages of both the buzz group and the brainstorming techniques are combined to give the members better opportunity to participate. More than twice the number of ideas can be produced by breaking a large meeting into buzz groups.

Many ideas are duplicated by the various groups, and by noting the number of times that the ideas have been recorded, it is possible to sort out the most popular ones.

The above details a practical method of holding a brainstorming session in a large group, regardless of the number in attendance. The same basic methods apply in all brainstorming sessions, but in a small committee, the large tear-sheet board could be replaced with the chairman noting all the suggestions as they are offered on a writing pad in front of him. At the conclusion of the session this small committee could then examine the ideas recorded for content and practicability, and resolve the most desirable action to follow.

ADVANTAGES

Brainstorming brings many creative ways of solving old problems. Progress is the reflection of ideas; stagnation is the lack of them.
Practice in brainstorming will improve the creative power. Some people are natural "idea people" but all of us can improve our creative faculties through practice.
Brainstorming enables us to find talent quickly, if you called the new members of your chapter for a brainstorming session it would not take long to find out their talents. Every organization contains vast human resources which often go to waste.
Brainstorming can save hours of research or hours of wrangling at an old-style conference. Many new ideas can be created in a short time.
Brainstorming improves communication between people. Its very informality is conducive to friendliness. Brainstorming is a method through which your most reticent member has the opportunity to make his contribution, become part of your club, and possibly one of your most active and valuable members.

SUMMARY

Care should be taken in the recording of the ideas so that members' thoughts are not distorted in the desire of the recorder to abbreviate their ideas.

Where possible use members' own "key words." Encourage members to abbreviate their own ideas, but emphasize the essential difference from ideas already put forward.

Treat all ideas seriously; don't classify any remark as facetious – general classification is the task of a later meeting.

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