BRAINSTORMING
Brainstorming is a group or individual creativity
technique by which efforts are
made to find a conclusion for a specific problem by gathering a list of ideas
spontaneously contributed by its member(s). The term was popularized by Alex Faickney Osborn in the 1963 book Applied Imagination. Osborn claimed that brainstorming was
more effective than individuals working alone in generating ideas, although
more recent research has questioned this conclusion.[1] Today,
the term is used as a catch all for all group ideation sessions.
Osborn's
method
Osborn claimed
that two principles contribute to "ideative efficacy," these
being :
1. Defer judgment,
2. Reach for quantity.
Following these two
principles were his four general rules of brainstorming, established with
intention to :
·
reduce social inhibitions
among group members,
·
stimulate idea generation
·
increase overall
creativity of the group.
1. Focus on quantity: This
rule is a means of enhancing divergent production, aiming to facilitate problem
solving through the maxim quantity
breeds quality. The assumption is that the greater the number of ideas
generated, the greater the chance of producing a radical and effective
solution.
2. Withhold criticism: In
brainstorming, criticism of
ideas generated should be put 'on hold'. Instead, participants should focus on
extending or adding to ideas, reserving criticism for a later 'critical stage'
of the process. By suspending judgment, participants will feel free to generate
unusual ideas.
3. Welcome unusual ideas: To get
a good and long list of ideas, unusual ideas are welcomed. They can be
generated by looking from new perspectives and suspending assumptions. These
new ways of thinking may provide better solutions.
4. Combine and improve ideas: Good
ideas may be combined to form a single better good idea, as suggested by the
slogan "1+1=3". It is believed to stimulate the building of ideas by
a process of association.[3]
Applications
Osborn notes that
brainstorming should address a specific question; he held that sessions
addressing multiple questions were inefficient.
Further, the problem
must require the generation of ideas rather than judgment; he uses examples
such as generating possible names for a product as proper brainstorming
material, whereas analytical judgments such as whether or not to marry do not
have any need for brainstorming.
Groups
Osborn envisioned
groups of around 12 participants, including both experts and novices.
Participants are encouraged to provide wild and unexpected answers. Ideas
receive no criticism or discussion. The group simply provides ideas that might
lead to a solution and apply no analytical judgement as to the feasibility. The
judgements are reserved for a later date.
