Revision as of 22:23, 4 March 2019

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Abstract

Brainstorming is a data gathering and creative thinking process widely used in project management, where groups of people, or teams, get together in order to generate ideas and possible solutions about a specific common problem or area of interest. It was not communicated as a formal creative process until Alex Osborn detailed the practice in the book Your creative power in 1948. Currently, as a research-based divergent thinking tool, recommended also in the PMBOK® Guide, brainstorming is considered as one of the dominant idea-generation techniques. ^{[1] [2]}

In almost every project, creative thinking on a daily basis is a vital element for the project success. Therefore, in order to achieve that and reach their team's common goals, project managers often organize brainstorming sessions and have the role of facilitator.

Typically, a brainstorming session is structured in a way that participants share different perspectives, experiences, lessons learned about the problem and their ideas are recorded for later analysis. All the participants need to have a clear understanding of the problem and its context and acknowledge the defined and necessary steps of the process. Moreover, it is imperative that everyone is equal and shares different perspectives.

Group dynamics can be proven crucial for the effectiveness of a brainstorming session. When individuals generate ideas alone, no one disagrees or judges the quality of an idea or its owner. On the contrary, during a brainstorming session, participants are actively engaged in discussion, increasing the amount of generated ideas and possible solutions. Ergo, the key to brainstorming is creating an environment that encourages a spectrum of ideation.

In the following article, the origin of brainstorming from the Osborn's method and the term of creative thinking will be analyzed, followed by the key aspects and their constraints, for a successful and effective brainstorming session that project managers need to take into consideration. Finally, various types of brainstorming techniques will be presented, and the importance of the facilitator as a key-role will be explained.

Overview of Brainstorming

Creativity and Creative Thinking

People’s mind generates a concept and afterwards explores the value of that concept. Altough some of these concepts do not make sense originally, after connecting them to possible benefits and establishing logical connections, the result can often be a solution to a problem.

Creativity is a total package of attitude, thinking skills, thinking techniques and thinking processes which enlarge the capability to break through the pattern thinking and to establish new connections in our brain. Creativity is a very important skill for everyone, especially for engineers, when the need of generation of ideas or solutions for different problems and issues arises, not only in extraordinary situations but also in daily life. Although it is ocassionally perceived as an inherited trait, it is in fact a soft skill and can thus be further developed and improved through training. Creative thinking is the art of breaking with patterns, habits and certainties and the art whereby something new is formed, which is somehow valuable. It can be affected by various factors, such as the current mindset, the techniques used to empower it and the different types of environment. In most of the organizations nowadays, creative thought provides the basis for any organization’s attempts to adapt to change. Ergo, creative thinking might have crucial effect on long-term organizational performance. ^[3]

Facilitating group creativity

Apart from individual creative thinking, it is important for every project and organization in general, to be able to facilitate group creativity in a way that will maximize the potential benefits. Firstly, both the problem itself and the identified constraints around it should be clear and understood by every group member, since without constraints the ideation will lack focus. Moreover, not all problem-solving techniques are suitable for every case. For that reason, it is necessary that according to the group of people that will participate and the circumstances affecting them, the best technique to be chosen. By defining the size of the group and creating a list of components, attributes and, it is ensured that participants will be actively engaged and that they are aware of every step of the procedure.

Origin of Brainstorming

Creativity can thrive in an environment where the flow of ideas is encouraged, without criticism, thus, creative thinking is a core element of brainstorming. In 1939, Alex Osborn, an advertising executive and co-founder of Batten, Barton, Durstine & Osborn (BBDO), urged by the ineffectiveness that his working environment encountered during the business meetings at that time, started his research on creative-thinking and creative problem-solving methods. In 1942, his book "How to Think Up" was published, and the term "Think Up" was firstly introduced ^[4], which was later also mentioned and became widely known as "Brainstorming", at his book "Your creative power", which was published in 1948.Osborn, among others, suggested to use the brain in order to storm a particular problem. In 1953, his book “Applied Imagination: Principles and Procedures of Creative Problem Solving” was published, which made the brainstorming technique widely popular ^[1].

Osborn’s method was based on the principle that people should free their minds and be encouraged to generate ideas rather than be afraid of being criticized. At his “conference technique, where a group of people generate ideas, attempting to find solution to a specific problem”, Osborne suggested four key rules, that if followed, could result in a great amount of high-quality ideas, and therefore, higher possibility for tackling the problem:

• Refrain from criticism and judgement of ideas, especially before the session is over.
• Focus should not be put on the quality, but on the quantity of ideas
• Radical ideas should be encouraged
• Improvement of existing ideas and possible combination of them should also be encouraged

Application of Osborn's Brainstorming Technique

Before a brainstorming session is applied, it is very important for the project manager to take into consideration the key rules of Osborn. In that way, participants will be inspired by the creative environment and the effectiveness of the session will be maximized.

Problem Statement

The first step of a brainstorming session is the Problem Statement, where the issue is described consicely, including its parameters that should be solved or improved. The problem statement, together with the most important details must be understood by all participants before proceeding with the procedure, since it is the basis and the focus area of the whole session. Moreover, the problem should be realistic, with feasible possible solutions. The problem statement can be summarized in the following steps:

1. Briefing by the owner of the problem, which is summarised in a question, by focusing on the question of ‘one concrete single target” (Osborn 1960)
2. Making clear who the problem owner is
3. Exploring the why and how questions
4. Clarification and explanation
5. Individual reformulation of the question
6. Definitive question statement
7. Confirm that the problem is understood and that participants have no further questions related to it

Divergent Phase

The second phases is called divergent phase. During the divergent phase, participants are encouraged to generate as many innovative and radical ideas as possible, by freeing their imagination without being afraid of judgement and critisism. It is important that keep in mind that:

• Thinking in old patterns will not assist the generation of more ideas
• Many ideas mean many opportunities.
• All ideas are considered valuable income and should not be turned down prior to discussion.
• Ideas can derive also from other ideas by building on them further.
• All ideas, statements and thoughts should be recorded so as not to be forgotten.

Convergent phase & Decision making

During the convergent phase, the facilitator urges the participants to examine all the ideas generated at the divergent phase and frame them by taking into account the constraints of the problem. It is important to proceed with a mindset of: - Keeping the original goal and the problem statement in mind. - Thinking possible opportunities that can derive from each of the mentioned ideas. - Examining how these ideas can be translated into an action plan.

Figure 1: Different phases of Brainstorming Session.^[1]

Results from Brainstorming Session

The decision-making process follows the brainstorming session and is equally important. Project managers and/or problem owners, have to consider the outcomes of the brainstorming session and proceed with the selection of the best ones. This decision will have an impact not only the problem, but possibly the whole project or organization. Numerous decision-making tools are available, with the Decision Matrix Analysis and Cost-Benefit Analysis being two of the most commonly used.

Decision Matrix Analysis

Decision Matrix Analysis is a decision-making tool widely used in cases that the problem has several aspects, hence, all of them need to be taken into consideration. However, that requires that various good ideas or options have been already generated so as to tackle all these aspects. The application of the Decision Matrix Analysis is presented through the following steps: ^[5]

1. All the available options that were produced during the brainstorming session are listed as rows on a table, while the different aspects of the problem that need to be tackled are listed as columns.
2. All the cells must be filled with a number between zero and five, depending on the level that each option can affect every aspect, where zero means "not at all" and five means "very much". N
3. Each aspect is also assigned with a number between zero and five, depending on its relevant importance, where zero has the lowest and five the highest importance.
4. By multiplying the number of each cell by the number of the aspect's relevant importance, the results in all cells are the weighted scores.
5. The final step is to add all those weighted scores from each column, leading to the sum of each row. The bigger number translates into the idea/solution with the highest priority.

Table 1: Decision Matrix Analysis Example.^[5]

Cost-Benefit Analysis

Another decision-making tool which is applied in a variety of problems, is Cost-Benefit Analysis, developed by Jules Dupuit in the 1840s. The tool examines the relationship between the potential benefits that will result from each solution that was generated and cost of it. For the successful application of the tool, a specific payback period must be defined. Altough Cost-Benefit Analysis is easy and quick to apply, it should not be compared with other tools that provide complex and critical financial decisions. For The application of the Cost-Benefit Analysis, the following steps are: ^[6]

1. Firstly, all the costs associated with the solutions and the problem of the project are listed, followed by the listing of the benefits of these solutions.
2. Each of the above listed costs are assigned to a monetary value, which includes cost-estimations for all the resources needed.
3. Likewise, all the benefits that will result from each solution are also assigned to monetary value, including possible benefits that may occur during the whole payback period which was defined at the beginning.
4. At this step, the benefits and the costs listed above are compared. If the steps above were completed successfully, the comparison between costs and benefits will provide a clear result which will help the project manager or problem owner to decide whether to proceed with this specific solution or not.

Variations of Brainstorming Techniques

The Nominal Group technique

Disruptive Thinking

Brainwriting

Limitations

Annotated Bibliography

References

1. ↑ ^{1.0 1.1 1.2} Osborn, A.F. (1953) Applied imagination: Principles and procedures of creative problem solving , NY: Charles Scribner’s Sons, Third Revised Edition.
2. ↑ Project Management Institute. (2010) A Guide to the Project Management Body of Knowledge (PMBOK Guide), Project Management Institute. ISBN: 9781930699458, 193069945X
3. ↑ Adair, J. (2007) The Art of Creative Thinking: How to Be Innovative and Develop Great Ideas, Kogan Page, p.109-118 ISBN: 9780749447991,0749447990
4. ↑ Osborn, A.F. (1942) How to Think-Up. McGraw-Hill book Company.
5. ↑ ^{5.0 5.1} Axelrod, A. (2009) RISK: The Decision Matrix: Strategies That Win, Sterling, ISBN 13: 9781402754104
6. ↑ Boardman, A. (2010) Cost-Benefit Analysis, Concepts and Practices , The Pearson Series in Economics, Fourth Revised Edition, ISBN 10: 0137002696