How To Get Great Ideas: Lessons for Brainstorming

IN 1941, advertising man Alex Osborn (BBDO) came up with the idea of “Thinking Up” which was later changed to brainstorming by his “thinking-up” colleagues. In an excellent book about innovative and productive thinking simply titled, Think Better, author Tim Hurson reviews Osborn’s list of four essential rules for effective brainstorming:

• Criticism is ruled out. Adverse judgment of ideas must be withheld until later.
• Freewheeling is welcomed. The wilder the idea, the better; it is easier to tame down than to think up.
• Quantity is wanted. The greater the number of ideas, the more the likelihood of useful ideas.
• Combination and improvement are sought. In addition to contributing ideas of their own, participants should suggest how the ideas of others can be turned into better ideas or how two or more ideas can be joined into still another idea.

Hurson notes that studies have shown that the last third of a brainstorming session usually results in the best ideas. He calls it the miracle of the third third. “You’ll have a greater chance of coming up with that one brilliant idea if you get all the way to the third third than you will if you stop at the first “right” idea.” He writes:

The first third of the session tends to produce mundane, every-one-has-thought-of-them-before ideas. These are the early thoughts that lie very close to the surface of our consciousness. They tend not to be new ideas at all but recollections of old ideas we’ve heard elsewhere. They are essentially reproductive thoughts.

Generally, the second third of a good brainstorming session produces ideas that begin to stretch boundaries….The third third is where the diamonds lie.

He says, “Brainstorming is like cholesterol—there’s good and bad, and most people have only experienced the bad.” We have all experienced brainstorming like this:

There’s no separation of the different ideas of thinking going on. Creative, idea-generating thinking is being stopped cold by critical, judgmental think. Ideas are being killed before they’re fully articulated.

The session isn’t about new ideas at all. It’s actually a version of a sad little business game called “Guess what the boss is thinking.” Everyone in the room knows it, and so as soon as someone says the boss’s secret word, the duck comes down and the meeting is over.

Perhaps the deadliest of all, the people participating in the braindrizzle stop as soon as they come up with “the first right answer.” They satisfice on the first reasonable idea they think will solve their problem and out them out of their misery.

He adds, that “Bad brainstorming is binary; ideas are either good or bad. Good brainstorming is full of maybes." The biggest issue we face in creative thinking is our own patterns of thought that keep us on the straight and narrow. We hold ourselves back because of personal notions of what is right and wrong and what will and won’t work. There’s no magic pill to conquer this. It takes a conscious effort. He suggests though that “Generating long lists of ideas flushes those early ideas out of your head so you can make room for new ones.”

Tim Hurson is a founding partner of think^x  intellectual capital. It is a global consultancy for productive thinking and innovation.

* * *
Like us on Instagram and Facebook for additional leadership and personal development ideas.

* * *

 

Posted by Michael McKinney at 10:53 AM
Permalink | Comments (0) | This post is about Books , Creativity & Innovation , Problem Solving , Thinking