The popular brainstorming technique was originated by Alex F. Osborn for the purpose of generating checklist of ideas. He wrote:
"It was in 1938 when I first employed organized ideation in the company I then headed. The early participants dubbed our efforts "Brainstorm Sessions"; and quite aptly so because, in this case, "brainstorm" means using the brain to storm a problem."
The primary purpose of brainstorming is to encourage a free flow of ideas. It serves as a means of generating a maximum number of potentially usable ideas in a minimum of time. Its use by a problem solving team ensures that everyone becomes involved, and with the diverse points of view, nothing of importance should be overlooked.
Understanding and following four fundamental guidelines is essential to brainstorming success.
1. Criticism is ruled out. All judgment is postponed until after the brainstorming session.
2. Free-wheeling is welcome. All ideas are accepted. Regardless how wild they sound; some ideas can be tamed down or dismissed later; and they often trigger other good ideas.
3. Quantity is wanted. The more ideas, the better the probability that useful ideas will emerge.
4. Combination and improvement are sought. Participants may suggest how the ideas of others can be improved or how two or more ideas might be joined to create a new idea.
The general procedures of brainstorming are as follows:
1. Choose a facilitator from within the group. The facilitator is responsible for the following tasks:
- Making sure that everyone clearly understands the topic
- Keeping the group focused on the topic
- Demanding adherence to the brainstorming rules
- Directing the action and individual input
- Starting and finishing the session
- Allowing time for participants to write down their initial ideas.2. Choose an official recorder from within the group.
All ideas are to be recorded. The ideas should be listed for group use during the session using blackboard or screen.
3. Provide writing material so that participants can jot down ideas as they think.
4. Call on each person in turn for an idea.
Insist on a response at each person's turn. Participants who have no ideas to contribute must say "pass". There are three good reasons for the "pass" routine. First, it provides an opportunity for shy people to "break the ice", which makes it easier for them eventually to contribute. Second, it keeps the pressure on for a contributing response because nobody wants to pass all the time. Third, when each person passes, the meeting should end.
5. Reviewing and evaluating the generated ideas and sort them by priority.
These may be done in the second brainstorming session if time permits.
Eliminate no ideas until the problem is solved. Ideas that are considered unlikely or lacking in promise may be set aside, but not erased. Reconsideration from another point of view may occur.
Listing group priorities can be done by a weighted voting process. Provide team members with a list of the ideas and instruct them to place a number on each one.
0 ---- This idea will not help in solving the problem.
1 ---- There is a chance that this idea will be useful.
2 ---- This idea should be of some help.
3 ---- This idea will definitely help in solving the problem.
Add the votes. The totals for each idea provide a ranking.
Example: Seven ideas are to be ranked. The votes of the six member team are recorded in the following table.
It may conclude that idea D will take higher priority among all the ideas.
WORKING EXAMPLES
Following the steps in the discussion on team brainstorm, try to get as many possible causes as possible for the following problems:1. Buying a new car.
2. Too much hand fitting for manufacturing of a hydraulic valve unit.
3. The car will not start.
4. Product delivery is not on time.
Ranking the ideas/causes by casting a priority number vote on each idea and sorting them by the total of the votes for each idea/cause.
School of Technology
College of Business & Applied Sciences
Eastern Illinois University