• Brainstorming moderator

The brainstorming method, or so-called brainstorming, consists of collecting maximum quantity ideas for solving a specific problem in a limited short period of time. This method allows you to optimize creative thinking team and come up with the most effective idea and then implement it.

Alex Osborne is the founder of this method. His theory is based on the fact that people are often reluctant to come up with creative solutions to problems because they are afraid of being judged by friends, colleagues, bosses, etc. Osborne in his methodology categorically excludes the evaluation or censure of any ideas on initial stage their origins.

The two principles on which the brainstorming technique is based are the prohibition of passing judgment on any thoughts at the beginning of a discussion and the principle of transforming quantity into quality.

What does the brainstorming technique provide?

A number of studies were conducted, during which the goal was to identify the effectiveness of individual and collective idea generation. It turned out that when brainstorming is used correctly, the number of creative solutions significantly exceeds what individuals can come up with.

There is a stereotype that brainstorming techniques are used exclusively by people creative professions in the field of advertising and marketing. But in fact, brainstorming can be used wherever you need to make every effort to solve a particular problem. Using the Osborne method makes it possible to select the best ideas at the beginning of the discussion, and then clarify the details at the end. The method is used in management, scientific and technical fields, and even in solving personal problems. If you need to find a quick and effective way out of any situation, brainstorming is the best choice.

This technique allows you to unite a team of 8-10 people. After carrying out this entertaining procedure, each employee feels that he has invested part of himself in the implementation big project. Moreover, brainstorming gives employees “food” for conversations in the coming weeks, which also has a positive effect on both motivation and work efficiency.

Basic rules for brainstorming

First of all, it is necessary for all participants to be prohibited from criticizing ideas, even if they are too “out of line.” All group members should not be afraid that their ideas will be “booed” by their colleagues.

Secondly, everyone needs to liberate their mind in order to come up with the most fantastic and unrealistic ideas, in which in the future it will be possible to find something more or less rational. Often, brilliant solutions come this way.

Thirdly, there should be no restrictions on the number of ideas. Let each participant express their wildest proposals out loud.

Let's take a closer look at how to brainstorm.

Brainstorming moderator

Often, the effectiveness of a brainstorming session depends on the professionalism of the moderator, who regulates the entire process of discussing ideas and encourages everyone to express their opinions. Its main functions:

For the “position” of a moderator, it is better to choose a rational person who is far from creativity so that a group of creative enthusiasts does not “spread their thoughts throughout the tree.”

It is best to choose a coordinator at the same level as all the assembled creators, since a high position can significantly limit the flight of thought of all idea generators. Not everyone will be able to express a bold idea in front of a higher-ranking employee, which violates all the principles of brainstorming.

Brainstorming stages and techniques

Initially, there are the following types of brainstorming: organized and uncontrolled. The second is most often used in critical situations, when all ideas have been exhausted, and it is necessary for each participant in the discussion to decide get out of your comfort zone and suggested a crazy and ingenious approach to achieving the goal. However, you need to keep in mind that uncontrolled brainstorming can easily turn into useless chatter.

This is why organized brainstorming is considered more effective. It should include the following steps:

If the results of a brainstorming session do not have any influence on decision-making in the company, then it is not worth implementing it. Even with effective brainstorming, if there is no procedure for translating ideas into reality, then the whole process will be absolutely useless from a business point of view. Many managers know from their own experience how to ruin an idea at any stage of its development. So don't repeat these mistakes.

P.S. A more advanced way of organizing collective thinking is Edward De Bono's Six Thinking Hats Method and Synectics Method

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Brainstorming is a way of solving problems based on stimulating the creative activity of a group of participants. The goal of this approach is to obtain the maximum possible number of ideas from each group member in order to solve a problem or find an answer to a pressing question. At the end of the assault, the best idea for its implementation is selected.

Combining group discussion with brainstorming techniques is one of the the best ways getting a lot of ideas because different people have different styles thinking and life experience.

This saves less time and energy than trying to find a solution with just one person. Other positive aspects of such group discussion are that it stimulates the creative activity of the participants, and also helps each group member to make their minds more open to other views on things.

The method can be used both in companies for making management decisions, and with certain modifications for individual purposes.

History of origin

Alex Osborne

Brainstorming (or brainstorming (brainstorming); on English language spelled – brainstorm) was developed by American journalist Alex Osborne (1888 – 1966).

Initially, the method was proposed for employees of an advertising agency, the founder of which was Osborne. The following statements are attributed to the author:

• “Quantity, quantity and quantity again! This is the motto of the day."
• “The more attempts, the greater the likelihood of hitting the target.”

Thus main idea method is a large number of different ideas, from which the best can then be selected.

It is interesting to note that the founder of another well-known method of generating ideas - TRIZ G.S. Altshuller believed that, on the contrary, the quality of ideas is important, not their quantity.

Introductory rules

When conducting a brainstorming session, it is necessary to identify a leader or leader who will manage the process. The facilitator sets tasks, defines rules and coordinates the discussion.

Idea generation and analysis are most often carried out by the same participants, but it is possible that these will be different people. In some cases, this will ensure greater objectivity in decisions made.

The main problems with brainstorming tend to be the length of the discussion and the participants' fear of being criticized by others. The first problem is solved by limiting the time for discussion. Getting rid of the second problem is more difficult and, most often, completely impossible. One can only strive for this.

Stages and technology of brainstorming

1. Formulate your current state and goals

First of all, formulate the current state from which you need to find a way out, or describe the problem that needs to be solved. Everyone involved must know final goal discussions. Set a time frame and establish rules for the session, which include no criticism or judgment of any proposed ideas. Designate someone to write everything down on paper or a whiteboard.

2. Generating ideas

Involve each participant in the process through alternate presentations. Encourage them to throw in as many ideas as possible. Participants must express their suggestions and ideas, which must be written down without any censorship. The brainstorming facilitator should stop any attempts to evaluate the viability of the ideas generated by the participants before the session is over.

If you are a participant in an assault, focus on the situation and express your assumptions without fear of being ridiculed or criticized. Stimulate your own creative thinking and imagination. Think about any possible solutions assignments that you could accept. You can also brainstorm ideas from anyone else in the group and expand on their original proposal.

3. Analysis

When the allotted time for the session is over, collect all the proposals and analyze them with the group. Interview all participants to select the top 5 ideas from the list of all received ideas. Once you've done this, you can continue with more focused brainstorming to develop this list of ideas.

To get the final result or idea, ask yourself how would you rate this idea in relation to your situation on a scale of 10? You can trust your intuition to use your inner feelings.

The final solution may require one or more sessions. If you encounter this situation, distribute the list to participants so they can review it further and come up with new solutions. Formulate the criteria for evaluating the final result so that everyone can understand what they have to offer in the next session.

4. Execution

Once your group has reached consensus and formed a final decision, implement it. Provide feedback so you can see if there is a result. If there is no result, you should look at the problem from a different angle and organize an additional discussion session.

1. Provide a relaxing environment and atmosphere. People are more capable of productive thinking when they are free from distractions and feel at ease. It would be good if the brainstorming took place in the form of some kind of game.
2. It is better if a small group of about 5 people participates in the process. If the group is large, it is better to divide it into parts. A larger group will require more time and several sessions before you can formulate a final solution.
3. The more different the participants are from each other, the more advantage you have, since it will allow you to get more diverse opinions.

Reverse brainstorming

The purpose of this technique is to identify weaknesses and shortcomings. Here, instead of looking for a solution to the problem, a search is made for situations that worsen the situation.

Approximate use of the technique:

1. State the problem and write it down.
2. Question how to cause the problem or make the situation worse.
3. Brainstorm answers to these questions.
4. Collect a list of possible worsening situations.
5. Turn them over and search for solutions to fix the identified problems.

Individual techniques

With some features, you can brainstorm to solve some personal issues. In order to produce many ideas, you need to expand your thinking, learn to look at things from different angles.

Let's say you want to find a way to make more money. Start by writing your goal as a question. For example, “How to earn XXX amount within a year?” By writing a specific amount, you make it clearer what you intend to achieve. When you ask yourself the question “how,” your brain begins to search for an answer. You will be able to concentrate and attract relevant ideas.

Write down your thoughts and ideas, but don't judge them right away. Don't worry about their viability. Continue until you have written at least 20 ideas. If inspiration strikes, write down more than 20 of them, but never stop until you've written down 20.

Choose from the list what you could do right now and just do it. Simply by starting, you will lay the foundation for the process of achievement to begin to take place.

Also, a tool such as is useful for finding ideas, but more on that in another article.

Today one of the most effective ways expert assessment is the brainstorming method (BSM). The scope of its application is determined by the following cases:

• when the object of research is not subject to strict mathematical description and formalization;
• when the characteristics of the object being studied are not sufficiently substantiated, since they do not have detailed statistics;
• if the functioning of the object is multivariate and depends on many factors;
• when forecasting complex economic phenomena that are dynamically changing and evolving;
• if the situation excludes other methods of forecasting.

A wide range of social and economic processes fall under these conditions. Other methods have a similar scope of application. expert assessments. Brainstorming is inappropriate to use when its object is predictable and well studied.

The history of the creation of the brainstorming method

This method invented in the middle of the last century by the founder of the BBD&O information agency, famous copywriter Alex Osborne. Let's talk about this in more detail. After all, his brainchild - MMS - is in demand by managers for making special, principled and creative decisions that require the inclusion of the “collective intelligence” factor. In this case, the leader of the discussion is most often the leader himself. Such a role requires a combination of certain qualities in his personality: a friendly attitude towards any ideas, high creative activity.

How was brainstorming first used?

This example has already become a classic. Mr. Osborne was not a copywriter and businessman all his life. During World War II, he served as captain of a merchant ship, sailing between prosperous America and warring Europe. Unarmed ships were often torpedoed and sunk to the bottom by German warships on military raids.

History buff Alex Osborne recalled the ancient practice of Viking sailors handling critical situations when he received a radio message about a possible attack by an enemy submarine. Once upon a time, the entire crew was convened on the deck of the drakar by the captain, and then, according to seniority, starting with the cabin boy and ending with the captain, they expressed their way of resolving the crisis situation.

The captain of the American ship decided to revive the ancient method of management decisions - brainstorming (as he called it), and called the team on deck. Among the absurd solutions expressed, there was one that was in the stage of further rethinking: for the entire team to line up along the side towards which the torpedo was moving, and blow on it, which would lead to the deflection of the deadly charge.

Then a German submarine sailed past, but Captain Osborne patented the invention. A propeller was attached to the side of the ship, creating right time a powerful jet, thanks to which the torpedo changed its angle of attack and slid along the side.

Methodological basis of brainstorming

More broadly speaking, theoretical basis The MMS was inspired by the famous heuristic dialogue of Socrates. The ancient philosopher believed that with the help of skillful questions one can encourage any person to awaken his potential abilities. Socrates saw conversation as the most important tool for clarifying the truth. Alex Osborne, on the other hand, managed to use formal rules to model an environment conducive to the awakening of creativity in a group of people.

MMS served as a theoretical impetus for the creation of the synectics method, motivating intellectual activity in different teams and communities.

How to organize a brainstorming session correctly?

What is the hidden potential of MMS? The fact is that it triggers the collective mind mechanism when resolving current problems. At the same time, we will make a reservation that there are situations that preclude its use. In particular, the brainstorming method is ineffective at finding a way out of problems that:

• have only one solution;
• have an abstract and generalized character;
• if the problem is formulated with excessive complexity (in this case it should be divided into subproblems and resolved in parts).

Currently, MMS has so powerfully entered corporate practice as a leading method for selecting optimal ways to solve multivariate problems that its varieties have become relevant. Let's list some of them:

• brain ring;
• brainstorming using a whiteboard;
• "Japanese" brainstorming;
• Delphi method.

In the following narrative we will characterize these particular methods of MMS. However, first, for a more complete understanding of them, it is logical to imagine classic method brainstorming from the point of view of the methodology for its implementation.

Preparatory stage of MMS

Its high-quality implementation requires compliance with certain organizational issues, in particular, compliance with phasing.

The brainstorming method involves a clear formulation of the problem itself, the selection of a leader, and the identification of participants in two groups: for generating solution options and for their subsequent expert assessment.

Starting from the organization stage, mistakes that reduce the effectiveness of the method should be avoided. A fuzzy, unclear statement of goals and objectives initially leads to zero effectiveness. If the task put up for discussion has an ambiguous structure (actually consisting of several tasks), then there is a high probability that those discussing will become confused about the priority and order of resolving the problem.

Group composition

The optimal number of participants in groups is 7 people. Acceptable quantitative composition groups are considered to be 6-12 people. It is not recommended to form smaller teams, since it is more difficult to achieve a creative atmosphere.

It is advisable to include people of different qualifications and professions in the group. Specialists are accepted as invited persons (not participants). For more dynamic work, mixed groups (both men and women) are welcome. It is also recommended to balance the number of people with an active and contemplative life position. A negative effect comes from the presence at a discussion of a problem of a manager who is skeptical about the possibilities of resolving it.

A few days before the second stage of the IMS - discussion - those selected in the groups are informed of the date of the event and the formulation of the problem. To do this, the presenter distributes compact (up to 1 page) to the participants. printed materials with a clearly defined goal - solving the problem, its brief description.

It will be useful for those discussing to know the trajectory of the development of the problem; it should be displayed in a diagram. It is also important to show the points of contact between people and the problem: when and under what circumstances this problem really interferes with the realization of the interests of society.

Standard Brainstorming Time Frames

Using the brainstorming method will be effective if it is properly organized. It is most effective to carry out MMS in the morning from 10:00 to 12:00 or in the afternoon - from 14:00 to 17:00. It is advisable to choose a separate room or auditorium isolated from noise as the place where it will be carried out. It is advisable to equip it with a poster with the rules of the MMS, and a board for quickly displaying ideas.

For maximum concentration of participants on the problem, their tables should be positioned so as to surround the leader’s table, that is, placed around it in a square or ellipse.

The brainstorming solution to a problem should be recorded either on video or on a tape recorder so as not to miss the ideas expressed. Moderate humor is encouraged at the event. The use of the brainstorming method is relevant for forty to sixty minutes. If a simple subproblem is discussed, then a quarter of an hour is enough.

Direct idea generation stage

The phase of direct generation of ideas is characterized by intense intellectual work of those present. By the time it arrives, the brains of the participants in the brainstorming session should be maximally tuned to creative work. The qualifications of the presenter should help to do this correctly. The beginning is usually followed by a short and smooth introduction, expressing the presenter’s conviction that he has gathered creative people, his goodwill and commitment to the success of the event. Next, the presenter conducts a short intellectual warm-up for those present with the help of non-boring questions. Provoking the activity of the participants, he can ask, for example, about the lyceum nickname of Alexander Sergeevich Pushkin (by the way, did you know that the future classic was called Egoza by his classmates?).

A brainstorming session is not a meeting where the “over-sitting” people are dozing in the back rows. The MMS implementation stage aims to formulate a maximum of options for resolving the problem. Both ideas that indicate new directions for solution and ideas that develop options that have already been formulated are taken into account. At the same time, it is forbidden to criticize any, even the most fantastic, option.

Since the proposed methods can be not only very different, but also the most fantastic, the presenter himself maintains a fun, creative atmosphere, and he himself puts forward incredible ways to overcome the task.

Solving a problem using brainstorming is considered effective if over one and a half hundred options are recorded within half an hour. The priority of the quantity of ideas expressed over their quality emerges clearly. All of them are quickly recorded by specially appointed people with markers on large sheets of paper (A3 or A2).

Stage of fixing ideas

There are two ways to write them. In the first of them, the participants in the discussion express their ideas in turn. In this case, one person is enough to display, which can even be the presenter. The second way of expressing ideas is more dynamic. With it, anyone discussing can freely express their ideas at any time. It is beyond the power of a single secretary to record ideas, so I appoint 2-3 people to perform this function. The advantage of the second method is the generation of more ideas. The downside is that the thought process is multichannel, so there is no way to build a thought in a directed way. The review team is familiarized with the solution options privately, but without preliminary evaluation. Just taking note.

It is recommended to proceed to the stage of expert assessment of the proposed solutions to the problem only after a certain period of time. To comprehend the methods proposed by the discussion participants, it is necessary to take a break for at least a week. This time is not without results! After all, the competition participants will subconsciously analyze and further comprehend the options they like. This is the time of so-called creative incubation. After all, the brainstorming method is used to select the most successful and creative idea, and for this the creative incubation phase is important. We do not recommend neglecting it.

Expert review

When the evaluation stage begins, proposals are first grouped by topic (by area of ​​problem resolution). Thus, first, the most successful ways to resolve options in different directions are identified. For each of them, relevant factors are highlighted.

Then the algorithm for discussing options for solving the problem involves using the Pareto method. The principle discovered and researched by this sociologist is: “20% of the effort produces 80% of the result.”

The method of brainstorming a problem at the stage of analyzing methods for solving problems, identified factors for solving problems serves to build a Pareto table, where for each factor the number of its repetitions is indicated, as well as% of their total number.

Then a bar graph is constructed, displaying the number of occurrences of the factor along the vertical axis, distributing them in descending order of the importance of the factor - along the horizontal axis. At the final stage, the Pareto diagram is analyzed.

The curve connecting the top points of the diagram of different factors is called the Pareto curve.

Widely used methods of expert assessments of brainstorming are based on this technique. Its advantage is its versatility. MMS is also considered to be in demand for solving management problems. A constructive feature of brainstorming is the development of ideas initially expressed by some participants by others.

Practice of using MMS

Modern managers are often forced to make decisions that require taking into account the perception of staff values, based on their experience, and individual requests. Brainstorming Method in Adoption management decision in this regard, the instrument is ideal. After all, the power of a leader is based on two principles: organizational and personal. And brainstorming strengthens the organizational side, allowing you to effectively motivate and organize people to implement collectively made decisions.

It is obvious that MMS cannot be effective enough if the people practicing it do not have special and methodological knowledge. But at the same time, the level of training of participants should be different. The highest requirements are placed on intellectual abilities leader, as well as his status in the team. For this role, it is preferable to choose a person who actually enjoys authority: production authority (as a deep specialist), information authority (colleagues turn to him for advice).

Often, the brainstorming method in adopting SD is used by a leader in a stalemate:

• when individual knowledge and experience are not enough;
• if you need to step beyond the template thinking of specialists performing standard actions in their area, which in relation to the problem under study turn out to be ineffective.

In this case, many shrug their shoulders and say: “You can’t jump above your head!” Are they right? Not always! In our post-industrial times, the single-authority decision-making methods usually used in work often turn out to be ineffective. Brainstorming, on the contrary, is becoming more and more relevant.

Brainstorming is studied in universities

Perhaps that is why it is studied today even in universities to resolve specialized educational tasks, in connection with research work. For teaching MMS students there are special educational methods, training:

• originality of thinking (ability for unique solutions to problems and original associations);
• semantic flexibility (the ability to identify the desired object in a sample and determine unexpected uses for it);
• figurative adaptive flexibility (the ability to see new productive directions in a stimulus);
• spontaneous semantic flexibility (the ability to produce maximum ideas in a short time).

Types of brainstorming

Brainstorming as a teaching method requires students to master its various subtypes.

• Brain-ring is characterized by a written formulation discussing options for solving a problem. Participants write down their ideas and exchange papers. Thus, ideas put forward by one person are developed with the help of the imagination and intellect of other people. One day, pharmacists, holding this event dedicated to the creation of a unique product at one time, combined two notes and developed a unique product: shampoo-conditioner in one bottle. This type of brainstorming method worked productively. This example is a well-known fact and is often mentioned.

• To implement the second method, a training board is useful. The discussants attach sticky notes to it with the answer options written on them. The results of their intellectual assault are visual, they are easily combined and sorted.
• The Japanese brainstorming technique developed by Koboyashi and Kawakita is also called rice hail. With its help, those participating in the brainstorming come to a common result. Each participant in his own way defines one specific fact, which, in his opinion, comprehensively characterizes the problem. From these cards, participants put together a set that gives full description problem. Then the second stage of brainstorming begins in Japanese: participants are given blank cards on which everyone, one on each card, writes their own solution to the problem. Then the cards are grouped according to the similarity of the options presented in them. Options are combined, and a comprehensive vision of solving the problem appears.
• A more specialized forecasting method is the Delphi method. Brainstorming is transformed into a consistent opinion of specialists. It is used to predict social and economic processes. This method is multi-stage; cards with options for resolving the problem are sequentially transferred to all participants. From 10 to 150 people participate in the discussion. Its maximum forecasting efficiency is for the nearest period from 1 to 3 years.

Instead of a conclusion

Brainstorming as a teaching method and as a research method is effective when carried out competently. In this case, common mistakes should be avoided. Particular attention should be paid to the preparation of its key figure - the presenter. At the idea generation stage, a relaxed and fun atmosphere is created, and any criticism is excluded. A scrupulous recording of all proposed options plays an important role.

Its scope of application is currently extensive, because now there are a great many complex and difficult to describe processes in society and the economy.

Brainstorming method invented by Alex Osborne (USA) in the 40s of the 20th century. The main idea is this: to separate the generation of ideas from its criticism, or rather to separate the dreamer from the critic.

We often have to deal with problems that require significant time and effort to solve, read a lot of literature, ask friends for advice, and everything is unsuccessful; a solution is never found.

Brainstorming method designed to solve problems, or rather, generate solutions and select the most suitable ones. For example, searching for a new name for a product or company, searching for non-standard approaches - in a word, when there is a task, and there is no idea how to approach it, where to start.

Examples topics for brainstorming:

How to earn 1000 euros?

What to name the dog?

Why aren't things going well?

What to do with ….?

Where to spend the weekend?

What business to open?

Stages of the brainstorming method

1) Organizational issues (space, people), problem statement

• We find people to generate ideas (approximate number 7+ - 2)
• We inform them about what the task is.
• We choose a group moderator (the moderator is the one who will follow the rules of brainstorming at all its stages, write down ideas, and propose their own). It is better if this person is energetic, active, and, most importantly, knowledgeable about the features of the brainstorming method.

Difficulties	Solution options

2) Himselfbrainstorming (idea generation)

• You can briefly introduce participants to the features of the brainstorming method, but this is not a prerequisite.
• The moderator writes the task on the board.
• Group members are given 1-5 minutes to think about the topic and write down the ideas they come up with on a piece of paper.
• Before discussing ideas, it is necessary to inform the rules of discussion:

• The main thing is the number of ideas. Don't make any restrictions.
• Full ban on criticism(lack of evaluation of the idea)
• Unusual and even absurd ideas are welcome.
• Combine and improve any ideas.
• Do not look for details (at this stage it is enough to briefly voice the idea).

• The moderator writes down all ideas. And he stops writing when they are over or there are already enough of them.

Possible difficulties at the stage of choosing a suitable idea and ways to solve them:

Complexity	Solution option
Group members have few or no ideas. This can happen if the task is too global or the participants have a brain block.	Break a large problem into many small ones and solve them one by one. Offer to think about an abstract topic. Do a warm-up, walk around, sit comfortably, preferably in the dreamer's pose, leaning back in your chair.
The participants are lethargic and don’t want to do anything.	Offer to play the game: “How else can you use a plastic bottle.” Take any simple object, for example, a plastic bottle, pen refill, etc. Next, the task is to come up with as many options for using this item as possible in 5 minutes (even the most absurd and unrealistic ones). Offer a prize for large quantity invented options. Next, move on to the main topic of brainstorming.
People can't help but criticize	The moderator needs to clearly follow the rules of brainstorming: ideas first, then everything else. There are no good or bad ideas. All ideas are good in their own way.
There are so many ideas, how can you write everything down?	Recorded by the moderator using the technique of mental maps. Writing in this form will give you even more creative ideas, plus it will help you concentrate on the task.

3) Selecting a suitable idea (idea analysis)

• Before you start choosing the right idea, you need to remove duplicates that are not related to the topic or problem.
• We set priorities (in accordance with the criteria that are most significant for us when solving a given problem). The criteria could be: speed, time, money, etc.
• We work on the most preferred ideas (what and how to do, who is responsible for what, deadlines, resources, stages, etc.)

Possible difficulties at the stage of choosing a suitable idea and ways to solve them:

Difficulties	Solution options
Disputes about prioritizing and weeding out unrealistic ideas.	Take a break for 5-7 minutes before starting to select an idea. The moderator offers criteria for evaluating the idea (budget, deadlines, etc.). Prioritizes criteria and selects ideas according to them.
At the stage of working out the details, the idea becomes unrealistic.	Work on weak points or take on the next idea.
A dilemma arises: two ideas, we don’t know which one to choose.	Use the mind map method to solve dilemmas. Generate a 3rd idea that will have the strengths of the first two ideas.

Modifications of the brainstorming method

Brainstorming has many varieties, most of which can be used at business meetings to solve professional problems. These include: reverse, shadow and combined brainstorming, brainwriting, individual brainstorming, whiteboard brainstorming, Solo style brainstorming, visual brainstorming, Japanese brainstorming, morphological method and problem analysis method, method analogies, random impulse, “635” method, moderation method. Let's consider the characteristics of the listed technologies.

1. Reverse brainstorming

It is preferably used when creating a new and improved design, a new service or developing a new idea, when two creative tasks are solved:

• identifying the maximum number of shortcomings in existing products, services, ideas;
• maximum elimination of these shortcomings in a newly developed product or service.

“The purpose of the reverse brainstorming method is to compile the most complete list of shortcomings of the object or idea under consideration, which are subject to unrestricted criticism.”

As a result of reverse brainstorming, the maximum full list shortcomings, defects and potential problems of the object under consideration, shortcomings and difficulties of operation are predicted for 10-20 years in advance, so that the resulting list of shortcomings ensures the most long-term competitiveness of the objects.

2. Shadow brainstorming

Not every person can do creative activity in the presence and with the active intervention of unauthorized persons. In this regard, when conducting a brainstorming session at a business meeting, it may be advisable for some of the idea generators to provide conditions for simultaneous presence and absence. It is possible to resolve these contradictions with the help of shadow brainstorming.

The session is conducted by two subgroups of idea generators. One of them - the generators themselves - name ideas out loud under the conditions of criticism. Another subgroup, the shadow one, monitors the progress of the generators, but does not directly participate in the discussion. Each participant writes down ideas that arise from the discussion carried out by an active subgroup.

The list of ideas put forward by the generators and the lists of solutions proposed by all participants in the shadow subgroup are transferred after the end of the session to a group of experts whose task is not only to evaluate the ideas, but also to develop them, combine them, i.e. the creative process in this group is moving into a new phase.

3. Combined brainstorming

The above forward (or shadow) and reverse brainstorming techniques can be used together in various combinations.

Double direct brainstorming is that after direct brainstorming, a break is taken for 2-3 days, after which it is repeated again. During a break, the specialists participating in a business meeting activate a powerful apparatus for solving creative problems - the human subconscious, which synthesizes unexpected fundamental ideas.

Reverse – forward brainstorming is typically used to predict the development of brainstorming. First, with the help of reverse brainstorming, all the shortcomings and weak, poorly developed or insufficiently substantiated aspects are identified existing object, ideas and highlight the main ones among them. Then they conduct a reverse brainstorming session in order to eliminate the identified main shortcomings and develop a draft of a fundamentally new solution. In order to increase the time for forecasting, this cycle is worth repeating.

4. Brainwriting

This technique is based on the brainstorming technique, but group members express their proposals not out loud, but in writing. They write their ideas on pieces of paper and then exchange them with each other. The neighbor's idea becomes the stimulus for a new idea, which is added to the received piece of paper. The group exchanges papers for 15 minutes.

5. Individual brainstorming

This method, in essence, does not differ from the method of collective brainstorming and is carried out according to the same rules. The only difference is that the session is carried out by one specialist. He generates ideas himself, registers them himself, and often evaluates his ideas himself. The duration of the session should not exceed 3-10 minutes. All ideas that arise must be recorded on paper. The author should not begin to evaluate them immediately, but after some time, for example, after a week.

For successful application individual brainstorming requires learning to ask yourself questions with possible alternative answers.

6.Brainstorming on a whiteboard

In a special room where a business meeting is being held, it is necessary to hang a special board on the wall so that employees can place sheets of paper on it with notes on the creative ideas that come to their minds during the working day. This board should be hung in the most visible place. In the center of it should be written - in large bright (multi-colored) letters - the problem that needs to be resolved.

7. Solo brainstorming

This technology can be used both for group work and individual work. If one of the specialists wants to use the brainstorming technique on their own, then it is better to create a special file cabinet for their ideas. Absolutely all ideas deserve to be included in the card index - successful, not so successful, or even those that seem absurd or empty. Then you need to sort all your ideas, add something, improve it and summarize, choosing those thoughts that will optimally contribute to achieving your goal and solving the problem.

8. Visual brainstorming

As a rule, ideas appear quickly, one after another, and a sketch made at the moment the idea is born will allow you not only to record a successful thought, but also not to lose momentum in the process of thinking.

Basic principles of visual brainstorming:

• Speed ​​and flexibility of thinking
• No premature criticism
• Fast reaction

9. Brainstorming in Japanese

There is also a Japanese (ring) decision-making system - “kingisho”, the essence of which is that a draft innovation is being prepared for consideration. It is handed over for discussion to persons on a list compiled by the manager. Everyone must review the proposed solution and provide their comments in writing. After this, a meeting is held. As a rule, those specialists are invited whose opinion is not entirely clear to the manager. Experts choose their solution according to individual preferences. And if they do not coincide, then a preference vector arises, which is determined using one of the following principles:

b) dictator - the opinion of one person is taken as a basis.

This principle is typical for military organizations, as well as for decision-making in emergency circumstances;

c) the Cournot principle is used in the case when there are no coalitions, i.e. number of solutions proposed equal to the number experts.

d) the Pareto principle is used when making decisions when all experts form a single whole, one coalition.

e) the Edgeworth principle is used if the group consists of several coalitions, each of which does not benefit from canceling its decision.

10. Morphological method and method of analyzing a range of problems

The methods consist of decomposing the original problem into components or emerging problems, and then subsequently breaking them down into alternative ways of implementing them. Then all possible combinations are compiled. For each of them or only for the most promising options, a corresponding project is drawn up.

11. Method of analogies

The idea of ​​the method is to isolate the problem that has arisen and try to solve it using ideas from other areas of life and science. At one time, the method was used so successfully that an entire science was born on its basis - synectics. Its field of borrowing technical ideas from biology is called bionics.

To use the analogy method it is necessary

a) identify the cause of the difficulties;

b) formalize it as much as possible to a level perceived by specialists from other fields;

c) describe the goals of the future decision and objective limitations;

d) highlight an area of ​​life or science in which there may be solutions that are similar in meaning;

e) select a team of specialists from the selected field;

f) organize and conduct a brainstorming session;

g) interpret the resulting solution options for the source area;

h) choose the ones that are feasible and the most effective.

12. Random impulse

Our thinking apparatus functions as a self-integrating memory system. The scope of attention is limited and associative. Those. When two signals simultaneously enter the brain under specially created conditions, a certain logical chain must be established between them, which can significantly change the perception of each of the signals.

Basic techniques to speed up this process:

• bringing together many people;
• visiting places where there are a lot of random things (shop, exhibition, library, etc.);
• consciously combining previously unrelated thoughts, for example, using random cue words.

13. Method "635"

Six people express three ideas on a given issue in five minutes.

The sheets with their opinions are then passed clockwise, e.g. Over the next five minutes, each participant must familiarize himself with all of his neighbor’s proposals and detail them. This is done until everyone has worked on all the group's ideas.

In half an hour, at most, 18 developed proposals are ready. The next half hour is given for their discussion, addition and selection of the best options.

14. Moderation method

Participants fill out three cards with a brief description of the existing problems (anonymously).

The moderator shuffles the received cards and announces their contents one by one, offering to assign them to certain groups. If the opinions of the participants differ, the final decision belongs to the author of this card. As a result, all problems are divided into groups (clusters).

Each of the clusters is discussed. The following possibilities are offered: exclusion (inclusion) of any problems from it, division into several smaller groups or, conversely, their enlargement.

Under development common name clusters. Their relative importance is determined.

A further development of the brainstorming method is synectics or " synectic assault"- the most powerful method of psychological activation of creativity created abroad.

The idea of ​​synectics is to unite individual “creators” into a single group to jointly formulate and solve specific creative problems, and the concept of “synectics” itself includes a whole range of tools and methods.

“The method is based on the use of unconscious mechanisms that manifest themselves in a person’s thinking at the moment of creative activity. In a situation where people are united in a group, they are required to express their thoughts and feelings about the creative task at hand. An irrational form of discussion is the reason for the manifestation of metaphors, images, and symbols in memory.”

A feature of synectics that distinguishes it from the usual brainstorming method is the organization of the group’s influence on the creative activity of individuals. At the same time, attention is paid to attempts to surpass oneself, rejection of standard approaches. Creative competition has a group of participants in synectics great importance, everyone strives to “take on” the largest share of the creative solutions put forward.

An important criterion for selecting group members is emotional type. It influences how a person approaches a given task. Here we find another significant line of differences between synectics and brainstorming. Selecting a group of brainstorming generators consists of identifying active creators with different knowledge. Their emotional types are not particularly taken into account. In synectics it is quite the opposite. More likely, two people with the same amount of knowledge and experience will be selected, if at the same time they are completely different in the emotional sphere.

Synectics defines the creative process as mental activity in a situation of setting and solving a creative problem, where the result is a creative or artistic solution. Generally speaking, synectics includes two basic processes:

• Transforming the unfamiliar into the familiar
• Transforming the familiar into the unfamiliar

To transform the familiar into the unfamiliar means to turn over, change the everyday, routine, generally accepted view and reaction to things. Synectics believes that viewing the known as the unknown is the basis of creativity.

The goal of synectics is to direct the spontaneous activity of the brain and nervous system meeting participants to explore and transform the design problem.

The organization of a synectics session (synectic meeting) is borrowed from brainstorming, but still differs from it in the use of some psychological tuning techniques, including the very active use of analogies.

When developing an idea or concept, the human brain carries out a certain activity, which is a system of various actions. This is the collection and processing of information, its comprehension, generation of ideas, forecasting, decision-making, their implementation, control. The impulse to begin the creative process is possible in situations of choice.

For an idea to appear, you need insight or the use of special heuristic technologies for generating ideas, such as synectics. The phenomenon of “insight” is especially often manifested in the work of a well-trained, prepared group, when it acts harmoniously, fixating on the more or less irrational basis of its reasoning on a problem, for some time avoiding attempts to formulate completely completed ideas and thoughts.

The use of analogies in the creative process is an intermediate link between intuitive and logical thinking procedures. In solving creative problems, various analogies are used: concrete and abstract, analogies of living and inanimate nature, etc.

In synectics, the following chain of actions is implemented sequentially:

• Analysis of the problem;
• Discussion of the issue (to what extent the problem is understood by the participants);
• Identification of the main difficulties and contradictions that impede the solution of the problem;
• Asking leading questions;
• Search for analogies that allow you to express a given problem in terms that are familiar to group members from their work experience;
• Transforming the ordinary into the familiar;
• Developing and articulating a promising idea and packaging it in terms of real action.

The promotion of ideas and their subsequent selection largely depends on the meeting leader, his professional and communication skills, tact, mobility and resourcefulness, and the ability to create a creative atmosphere and activity.

Organization process creative work in synectics includes the following main points:

• Initial statement of the problem;
• Analyze the problem and provide the necessary background information;
• Finding out the possibilities for solving the problem;
• Reframing the problem;
• Joint choice of one of the options for the reformulated problem;
• Promotion of figurative analogies;
• Adjustment of approaches to solutions or ready-made solutions outlined by participants in the synectic assault to the requirements inherent in the formulation of the problem.

In the actual practice of conducting a synectic storm at a meeting, participants, as a rule, strive to immediately, without following all the listed synectic procedures, find a solution to the problem.

Advantages and disadvantages of the brainstorming method

Brainstorming, like many other collective decision-making methods, has certain advantages and disadvantages.

One of the most important benefits of brainstorming is that creative thinking is encouraged during brainstorming, and idea generation occurs in a comfortable, creative atmosphere.

All participants in the process are being activated. They are deeply involved in the process of generating ideas and their discussion, master new ideas more flexibly, and feel equal.

Laziness, routine thinking, rationalism, and lack of emotional “fire” are eliminated almost automatically when using this technology. Looseness activates intuition and imagination.

There is a move beyond standard thinking. Interactive interaction generates a synergistic effect. Other people's ideas are refined, developed and supplemented, and the chance of missing a constructive idea is reduced.

A large number of ideas and proposals are attracted, which allows you to avoid stereotypes of thinking and select a productive idea.

Brainstorm is a simple technique that is easy to understand and easy to implement in a business meeting. It does not require complex equipment, technology, a lot of time or a specially organized spatial environment.

It is also necessary to highlight the disadvantages of brainstorming, which will help to avoid problems when solving problems using the brainstorming method.

Due to the fact that during a brainstorming session the generation of any ideas, even fantastic ones, is encouraged, its participants often avoid the real problem. In the flow various offers It can sometimes be quite difficult to find rational and productive ideas. In addition, the method does not guarantee thorough development of the proposed idea.

Because of high degree With the involvement of meeting participants, everyone is responsible for the final result, and if everyone has ideas, the time spent discussing them increases.

If staff are poorly trained in cooperation and teamwork, meeting participants may not be satisfied with the effectiveness of their activities. In addition, many participants may insist on their authorship of the ideas being discussed and prefer to be leaders in the creative process at the expense of those who are less developed and prepared.

Not enough developed ability carry out distillation causes difficulties in choosing from large number developed ideas only those that will actually contribute to solving a problem or task and, therefore, can be translated into concrete actions.

The development of a company's innovation strategy and the implementation of local innovation projects are associated with regular management research and problems that arise at almost every stage of these processes. Making decisions from the perspective of problem-oriented thinking requires management to involve special forms of teamwork. Brainstorming (BS) is one of the most effective means of creative group activity, which is ideally suited to innovation.

The emergence and development of the method

Like any popular technique, the practice of brainstorming or brainstorming has acquired a number of legends and myths. One such story says that back in the days of the ancient Norman Vikings, there was a tradition of the whole team gathering in the center of the boat in order to quickly find a way out of a critical situation and express their ideas in a circle. Each of the warriors, starting with the youngest and ending with the leader, in turn shouted out a vision of the decision, and the helmsman summed up the results and made a choice. It seems that such a “bicycle was invented” in every generation and in every nation, because its rules fit into the logic of ordinary common sense in managing people.

With the development of management as a scientific methodology, many management tools began to be assigned to the authors in modified interpretations. This was especially evident in American scientific creativity of the last century. The brainstorming method is a bright metaphorical name for a tool for collective activation of creative thinking, which journalist, writer and manager Alex Osborne introduced into Western business culture in the 40s and 50s. The name of the technique “brainstorming” became popular first in America, then in Europe. By the way, this method of collective generation of ideas was widely used in research institutes and design bureaus of the USSR, but it was more often called the brainstorming method.

Rules for brainstorming Soviet years slightly different from modern ones. However, the pace of life in scientific institutions, especially during the period of stagnation, was lower. As fate would have it, in the 80s I attended one of these events, held at the design bureau of an industrial institute in the field of mechanical engineering. Two competing departments were working on related design problems. In one of the key projects, a technical problem arose that the development team could not solve. At the Design Bureau’s Technical Council, it was proposed to hold a joint seminar on the topic “Increasing the speed of development of the L unit while simultaneously increasing the quality of the output parameters of the M unit.” The form of the seminar was a brainstorming session.

It must be admitted that the best leaders of the Soviet formation were well versed in the intricacies of managerial psychology and even sometimes pedagogy. And it was the socio-psychological patterns of business communications that played (and still play) a key role in increasing creativity at meetings. At that moment, the GIP was appointed to conduct brainstorming on the problematic topic. He gave top priority to the goals and objectives of the event. After their successful formulation, the composition of the seminar participants was carefully discussed with the head of the HR department and selected.

The methodology of the event involved the formation of two groups: the generation of ideas and their selection. The first included experienced and young designers, technologists from both departments (number of 10 participants), the second was appointed by order of three members of the scientific and technical council and two deputy heads of the institute. At the appointed time, members of the generation group were invited to the seminar. A report was given by one of the leading designers on the progress of the development work and the difficulties that arose. Then the GIP took the floor. He explained very clearly and calmly that now his colleagues had to express their thoughts about what solution would speed up the design without losing the quality of the product. There was a taboo on any kind of criticism.

At the next stage, a discussion began without criticism, which lasted one hour. They spoke at random, all the ideas expressed were recorded by the secretary. A five-minute smoke break was prescribed, during which the discussion became more acute, the activity of the informal leaders of the team increased, and a dispute arose. Gradually the discussion moved into the design room. The ISU gently but firmly guided the speakers, recalling the key issue, purpose and objectives of the seminar. So another 30 minutes of brainstorming passed. In total, about 40 proposals were generated, and they were placed on the presenter’s desk in an anonymous list. The ISU summarized the seminar and thanked those present for their participation.

A day later, the idea evaluation group met. The brainstorming was continued in a new phase, much calmer than the previous phase. The group members came prepared with notes in the margins of the lists provided to them in advance. One of the deputy directors made a proposal regarding the criteria for selecting ideas, and the controversy initially revolved around this issue. Once it was settled, the discussion and voting proceeded quickly and productively. What caught your attention at that moment? There was a feeling that the procedure was drawn out and too slow, but the result turned out to be very good and the solution was effective.

Principles and rules of brainstorming

Over the past decades, not only the system, but also the management culture has changed in Russia. The pace of business events has increased sharply, national productivity has declined, and business culture has become much more variegated. Communication technologies have developed significantly, but the quality of contacts has also deteriorated. Responsibility problem solvers There have become fewer people, creativity has shifted to the area of ​​personal interests to the detriment of the interests of the business. Therefore, there is a feeling that the quality of the solutions developed in the 70-80s was higher not only in our country, but also in the West. However, there is one interesting “BUT”: the sophistication and effectiveness of such a method as brainstorming has become almost flawless!

The reason lies in the general complexity of doing business, the increase in the number of risk factors, the globalization of activities and the openness of the economy. This trend is objective and inevitable, especially in the context of innovative challenges and repeated intensification of competition in international markets. Brainstorming is common in management, but its potential is far from being exhausted in an innovative economy, since problem areas are only becoming more numerous. Forecasting and setting an innovative problem, assessment, ranking and risk management, research and development work, functional transitions to commercialization and procedural cycles - all this only increases the number of applications of the method.

By discussion, for the purposes of the topic under consideration, we will agree to understand a public discussion of a problem related to innovation, which allows or prohibits a dispute between participants based on the argumentation of the thesis-judgment expressed. The rules of brainstorming allow for a discussion form in which the dispute is reduced to nothing, since in a dispute it is very difficult, when opposing, not to fall into criticism, which is unacceptable for this technique. Criticism is a key creative block in collective creative activity.

The purpose of brainstorming is to obtain a non-trivial result of solving a problem by separating the stages of generating and selecting ideas. The task of the first stage is to obtain the maximum number of proposals without filtering them and critical analysis on the subject of “wildness”, absurdity, inadequacy, impracticability, etc. The result of the selection phase is ideas that have received formulations, ready to move on to the planning phase. The principles of organizing and conducting a brainstorming session are as follows.

1. A change in the usual environment, an off-site nature of the event for performance purposes.
2. The principle of a special energetic (psycho-emotional) mood of the presenter and participants.
3. Search for the interactive effect of “cross-pollination”, when previous speeches encourage a new expression of position.
4. Searching for ideas rather than making plans.
5. The principle of priority of quantity over quality of ideas.
6. The principle of eliminating subjective assessment at the stage of generating ideas.
7. The principle of suppressing polemics from opponents of any type.
8. The principle of focusing on the problem and topic of discussion.
9. The principle of equidistance between the leader and the participants in both groups.

The rules for brainstorming at the idea generation stage are as follows:

• imposing a taboo on criticism of proposals in any form (verbal and non-verbal);
• creating internal states and a special atmosphere with a slight positive attitude;
• the rule of placing participants in a circle with common visual contact;
• the presenter and assistant stay together near the board or flipchart;
• protecting the event from organizational failures, ensuring its smoothness;
• encouragement of expressed judgments and ideas, especially those of the nature of insight, fantasy and creativity, expressed in a short form;
• conducting the stage with support for freedom of association and creativity;
• time limit limited to 1 astronomical hour;
• the rule of ending the assault in a positive mood and on the rise;
• announcing a break if the activity of participants decreases.

Algorithm for applying the method

The idea generation stage is based on the rules described in the previous section. But before this stage, there are still a lot of tasks that must be completed by the task director and the facilitator appointed responsible for the meeting. The main stages of brainstorming are preceded by a lot of preparatory work, the so-called zero stage, its sequence consists of the following actions:

• formulating the key problem that brainstorming is intended to solve;
• determining the goals of the generating group meeting;
• selection and selection of a candidate for the role of moderator of the meeting;
• setting and accepting the brainstorming task;
• correction of the task during its development at the stage of selecting ideas;
• selection of participants for the idea generation group;
• selection of analysts for the group of evaluation and formalization of ideas;
• selection of participants for the counteridea generation group (for individual modifications of the method);
• preparation of the premises, equipment, boards, accessories;
• appointment of a meeting secretary and distribution of roles between participants;
• preparing an event script (in some cases);
• the psychological mood of the presenter for the meeting.

The first stage is generating ideas. The place and time of the main meeting is important, since it is necessary to create a special atmosphere for the event and a special mood for the participants to work so that nothing distracts them from immersing themselves in the creative process. The brainstorming method most often describes in detail exactly the generation stage, which does not fully reflect the essence of the technique. This stage is much easier to carry out in a geographically separate place, for example, in a separately rented conference room away from the company’s office. The order of its implementation in its full form consists of the following steps.

1. Introduction of participants (if necessary). The presenter outlines the problem, goal, and objectives of the event. Sometimes due to a problem with short report one of the event participants speaks for better orientation of those present.
2. A “warm-up” event that increases the psycho-emotional activity of participants (microtraining, psychoheuristic stimulation technique). Performed by hired HR or a specialized trainer.
3. Generating ideas in a round-robin manner with brief recording on a whiteboard or flipchart.

When conducting a brainstorming session, a change of several stages naturally occurs: “warm-up”, moments of exhaustion of creativity, bursts, fading of creative potential, and the final stage of generation. Brainstorming at this stage must be given a smooth flow; a “ragged mode” of the meeting should not be allowed. Many inexperienced presenters are in a hurry, artificially speeding up the pace of the event, this is a mistake. top scores achieved through a measured course of events and a calm discussion of ideas.

The second stage of the event is carried out by another group of expert analysts and follows the task of analyzing the selection of valuable ideas from the list developed by the generation group. The main stages of this stage are presented in the diagram below.

Stages of the stage of examination of the developed ideas during brainstorming

Classification of types of brainstorming

The technique we are considering gradually develops and undergoes modifications over time, and currently the number of varieties of the method is quite large. This is due to attempts to level out the shortcomings present in it and enhance the advantages. Its main advantage is its accessibility and high involving power, which manifests itself in most cases of a competent approach to technology. The main pros and cons of the method are presented in a separate table presented below.

(click to enlarge)

What types of brainstorming can be distinguished? The most widespread is the traditional or classical method. His distinctive features are quick collection, short duration, combining the stages of generating and selecting ideas into one session. IN last years The following types of brainstorming have also been developed.

1. Reverse MS. Most suited to innovation activities in the field of product innovation and the development of new types of products. It uses defect analysis techniques, which first identify the most complete list of defects in manufactured products and the technical and marketing ideas embedded in them. It also identifies potential problems with the product that are already ideologically embedded in it. All this serves as a serious basis for creativity in generating breakthrough innovative solutions.
2. Shadow MS. Idea generators are divided into two subgroups instead of one. The first of them operates under conditions of direct (classical) brain attack. The second subgroup overtly or covertly observes the progress of the meeting of the active subgroup, and each “shadow” participant silently writes down his ideas arising from the observed discussion.
3. Combined brain attack. This brainstorming method involves a combination or repetition of classic brainstorming or the two previous methods. For example, the activity can be carried out as a double forward brainstorming session or a reverse forward brainstorming session. In the first case, the meeting is repeated after a significant break (2-3 days), which significantly activates the creativity of the generator participants. In the second case, the reverse mechanism triggers the identification of all shortcomings and problems; in the direct MS, it is much easier to solve them through the found antipodal ideas.
4. Individual MS, unlike a collective event, involves self-assessment of the ideas put forward. However, assessment activities are carried out after a while - after a week or more.
5. Other methods to complement the variety of brainstorming tools. These include: shuttle MS, brainwriting, whiteboard brainstorming, Solo style brainstorming, visual MS and Japanese style brainstorming. This list does not exhaust the complete list of modifications of the method.

Essentially, the method discussed in this article is a universal means of finding critical points and finding solutions for management research in innovative projects, in forecasting, in identification and factor analysis of risks. In addition, it is one of the most useful tools in project practice in general, when a PM needs to quickly and productively mobilize the team for an original solution to a situation. When mastering the method, I recommend starting its use with the classical (direct) form. As you achieve success in basic modification, you can boldly resort to using advanced methods, which will certainly bring new, more significant effects.