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Six Great Ways to Ruin a Brainstorm

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Six Great Ways to Ruin a Brainstorm


    The brainstorm is the most popular group creativity exercise. It is quick, easy and it works. But many organizations have become frustrated with brainstorms and have stopped using them. They say brainstorms are old-fashioned and no longer effective. But the real reason for the frustrations is that the brainstorms are not facilitated properly. A well-run brainstorm is fun and energetic. It will generate plenty of good ideas. But a poor brainstorm can be frustrating and demotivational. Let’s look at some simple ways to ruin your next brainstorm meeting.

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    1. Having no clear objectives

    A brainstorm with a vague or unclear purpose will wander and lose its way. So set a clear objective. The purpose of the brainstorm is to generate many creative ideas to answer a specific goal. It is best to express the goal as a question. A wooly objective is not helpful. ‘How can we do better?’ is not as good as ‘How can we double sales in the next 12 months?’ However, the parameters of the questions should not be too detailed or it can close out lateral possibilities. ‘How can we double sales, through existing channels and with the current product set?’ is probably too constrained. Once the question has been agreed it is written up clearly for all to see.

    It is worth setting objectives for the number of ideas to be generated and the time to be spent. ‘We are looking to generate 60 ideas in the next 20 minutes. Then we will whittle them down to 4 or 5 really good ones.’

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    2. Too homogenous a group

    If everyone is from the same department then creativity can be inhibited and you may get ‘group think’. Choose the group carefully. The best size is somewhere between six and twelve. Too few people and there are not enough diverse inputs. Too many people and it is hard to control and retain everyone’s commitment. Sprinkle the group with a few outsiders from other areas or even from outside the business – people who can bring some different perspectives and wacky ideas. A good mix of people works best – varied ages, men and women, experienced and fresh in, etc.

    3. Letting the boss act as facilitator

    Beware of having an autocratic boss with his or her team. They can inhibit or shape the discussion. If the boss is present then it is better to have a good independent facilitator – someone who can encourage input from everyone and stop one person from dominating. The worst formula for a brainstorm is generally the department manager leading the meeting and acting as scribe and censor at the same time.

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    4. Allowing early criticism

    The most important rule of brainstorming is – suspend judgment. In order to encourage a wealth of wacky ideas it is essential that no one is critical, negative or judgmental about an idea. Any idea that is uttered – no matter how stupid – must be written down. The rule about suspending judgement during the idea generation phase is so important that it is worth enforcing rigorously. A good technique is to issue water pistols; anyone who is critical gets squirted.

    5. Settling for a few ideas.

    Don’t get a handful of ideas and then start analyzing. Quantity is great. The more ideas the better. Brainstorming is one the few activities in life where quantity improves quality. Think of it as a Darwinian process. The more separate ideas that are generated the greater the chance that some will be fit enough to survive. You need stacks of energy and buzz driving lots of wacky ideas. Crazy thoughts that are completely unworkable are often the springboards for other ideas that can be adapted into great new solutions. So keep the crazy ideas coming – you have to kiss a lot of frogs to find one prince!

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    6. No closure or follow through.

    Don’t stop the meeting after generating lots of ideas with a vague promise to follow up. If people see no real outcomes they will become frustrated with the process and lose faith. You should quickly analyze the ideas at the meeting. One of the best ways is to divide the proposals into three categories – promising, interesting or reject. If any of the promising ideas are real no-brainers – so good that they should be implemented straight away then give them to someone as an action item immediately.

    You should categorize and collect the ideas. On a separate flipchart write all the promising and interesting ideas which are marketing ideas say and on another chart all the sales ideas etc. This process of rearranging the ideas can help you see new combinations and possibilities. Some people use post it notes at this stage so that they can easily move ideas around.

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    If you are pressed for time then an alternative method of selecting the best ideas is to give everyone five points. They can allocate points to their favorite ideas in any way that they want. They can give one point to five separate ideas or all five to one idea. Then you total the points and select the best for further action.

    Close the meeting by thanking everyone for their input. Mention again one of two of the best, most inventive or funniest ideas. Then see which ideas you can implement – even if they are small things.
    People enjoy short, high-energy brainstorms that lead to actions. These meetings can motivate people, improve efficiency and drive innovation.

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    Paul Sloane

    Professional Keynote Speaker, Author, Innovation Expert

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    Last Updated on November 15, 2021

    20 Ways to Describe Yourself in a Job Interview

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    20 Ways to Describe Yourself in a Job Interview

    “Please describe yourself in a few words”.

    It’s the job interview of your life and you need to come up with something fast. Mental pictures of words are mixing in your head and your tongue tastes like alphabet soup. You mutter words like “deterministic” or “innovativity” and you realize you’re drenched in sweat. You wish you had thought about this. You wish you had read this post before.

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      Image Credit: Career Employer

      Here are 20 sentences that you could use when you are asked to describe yourself. Choose the ones that describe you the best.

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      “I am someone who…”:

      1. “can adapt to any situation. I thrive in a fluctuating environment and I transform unexpected obstacles into stepping stones for achievements.”
      2. “consistently innovates to create value. I find opportunities where other people see none: I turn ideas into projects, and projects into serial success.”
      3. “has a very creative mind. I always have a unique perspective when approaching an issue due to my broad range of interests and hobbies. Creativity is the source of differentiation and therefore, at the root of competitive advantage.”
      4. “always has an eye on my target. I endeavour to deliver high-quality work on time, every time. Hiring me is the only real guarantee for results.”
      5. “knows this job inside and out. With many years of relevant experience, there is no question whether I will be efficient on the job. I can bring the best practices to the company.”
      6. “has a high level of motivation to work here. I have studied the entire company history and observed its business strategies. Since I am also a long-time customer, I took the opportunity to write this report with some suggestions for how to improve your services.”
      7. “has a pragmatic approach to things. I don’t waste time talking about theory or the latest buzz words of the bullshit bingo. Only one question matters to me: ‘Does it work or not?'”
      8. “takes work ethics very seriously. I do what I am paid for, and I do it well.”
      9. “can make decisions rapidly if needed. Everybody can make good decisions with sufficient time and information. The reality of our domain is different. Even with time pressure and high stakes, we need to move forward by taking charge and being decisive. I can do that.”
      10. “is considered to be ‘fun.’ I believe that we are way more productive when we are working with people with which we enjoy spending time. When the situation gets tough with a customer, a touch of humour can save the day.”
      11. “works as a real team-player. I bring the best out of the people I work with and I always do what I think is best for the company.”
      12. “is completely autonomous. I won’t need to be micromanaged. I won’t need to be trained. I understand high-level targets and I know how to achieve them.”
      13. “leads people. I can unite people around a vision and motivate a team to excellence. I expect no more from the others than what I expect from myself.”
      14. “understands the complexity of advanced project management. It’s not just pushing triangles on a GANTT chart; it’s about getting everyone to sit down together and to agree on the way forward. And that’s a lot more complicated than it sounds.”
      15. “is the absolute expert in the field. Ask anybody in the industry. My name is on their lips because I wrote THE book on the subject.”
      16. “communicates extensively. Good, bad or ugly, I believe that open communication is the most important factor to reach an efficient organization.”
      17. “works enthusiastically. I have enough motivation for myself and my department. I love what I do, and it’s contagious.”
      18. “has an eye for details because details matter the most. How many companies have failed because of just one tiny detail? Hire me and you’ll be sure I’ll find that detail.”
      19. “can see the big picture. Beginners waste time solving minor issues. I understand the purpose of our company, tackle the real subjects and the top management will eventually notice it.”
      20. “is not like anyone you know. I am the candidate you would not expect. You can hire a corporate clone, or you can hire someone who will bring something different to the company. That’s me. “

      Featured photo credit: Tim Gouw via unsplash.com

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