The brainstorming method is one of the most effective methods in a situation where there are no fresh and unconventional solutions. It helps to find original ideas and use the team’s resources to the maximum.
The essence of brainstorming (brainstorming) is a creative debate between specialists regarding a specific problem. Personal contact and looking at a problem from different points of view helps to find fresh ideas. To apply the method, two groups of specialists are traditionally required. The first group puts forward ideas, the second analyzes them. Also common is the use of a method in which both the generation of ideas and their analysis are carried out by the same group.
Fundamental rules of the brainstorming method
One of the main principles of using the brainstorming method is the principle of diversity of experts involved. The differences between the participants involved allow us to bring in those very different points of view on the problem that are necessary to find a solution. Brainstorming in its “pure form” involves the involvement of people from different professions. However, in large companies, employees of one department (division/division) who are engaged in different areas of work are usually involved in an attack. Good results are also shown by involving 1-2 group members who have absolutely no knowledge of the issue at hand (they only have a general idea).Research has shown that the effectiveness of the method is significantly reduced if the group has one strongest member who dominates. The authority of the leader directly affects the position of other group members and reduces the number of theses received.
General rules for brainstorming:
- supporting the expressed thoughts of other group members
- generating as much as possible more ideas
- writing headlines
- illustrating
- big-picture thinking
- unhurried decision making
Brainstorming stages
There are two main stages of brainstorming:
- generation of ideas
- practical analysis
Important. The result of the brainstorming session must necessarily be translated into a so-called prototype. Delaying the creation of a prototype can lead to the loss of relevance of the ideas received.
Examples of competent brainstorming
The use of brainstorming depends directly on the size of the group that needs to hold a meeting and ultimate goal. The group must include specialists who are familiar with the technicalities of holding such a meeting.
If we talk about the brainstorming method, an example of its correct application can look like this in stages:
- formation of a problem (task/need to find a solution)
- creating lists of group members
- distribution of a short content of the meeting and the task assigned to all participants (distribution of the “brief”)
- Preparation Supplies(chalk, board, sheets of paper, stickers)
- appointment of a presenter
- appointment of a secretary (if the method of recording ideas by a secretary is chosen)
- determining the duration of the first stage
- formulation of the problem
- recording ideas
- transfer of ideas to the second group for processing
- highlighting the best ideas
- formation of a “prototype”
How to choose questions for discussion: are templates needed?
Brainstorming questions should be formulated by its organizer before the start. The indicative list must be sent to meeting participants in advance (for preparation). It is important to remember, however, that the essence of technique is the free flow of thoughts. Therefore, the plan and questions should be approximate.
An excursion into the reverse brainstorming method
Reverse brainstorming involves the process of identifying flaws in a process or subject matter. Reverse brainstorming provides an answer not to the question “What to do?”, but an answer to the question “What should not be done?” The use of this technology is as effective as a regular brainstorm.How to brainstorm video
Video training on how to conduct brainstorm meetings can be found on many educational resources. Of particular interest to fans of this technique are examples provided by employees Google. Some business coaches consider brainstorms to be ineffective due to the possibility of thoughts going in a different direction. However, to find a solution in a difficult situation, technology can be quite effective.Among the many methods for generating ideas and developing creative thinking, the brainstorming method (another name) stands out. It is extremely popular all over the world. Using the method allows you to find solutions to complex problems and helps to reveal personal potential. As a rule, the method is used in large teams at meetings when there is a need to find optimal solution one problem or another.
The method was developed in 1930. Its author is the American scientist Alex Osborne. He proposed his methodology to business managers for the most effective planning entrepreneurial activity. In 1953, A. Osborne published the book “Controlled Imagination”, the author described the techniques he developed, and which quickly gained popularity among business managers. Many large businessmen respect the method and successfully practice it, noting increased labor efficiency, increased profits, and the emergence of large quantity new, interesting ideas.
The essence of the method is as follows: employees and managers of the enterprise get together. They are given a problem that needs to be solved. Each group member can offer their own solutions, put forward hypotheses, make assumptions, discuss the results, and challenge the proposals of other participants. As the process progresses, new ideas and proposals begin to emerge.
Alex Osborne
A. Osborne was prompted to create the method by a situation that arose at the enterprise where he worked. The company is faced with a shortage problem creative ideas, although there was sufficient intellectual and creative potential. The scientist began to understand the problem and came to the conclusion that the reason for the current situation is the closed nature of development and adoption management decisions, since only experienced specialists participate in this process. But their train of thought, as a rule, is patterned, although they themselves do not notice it. The remaining employees who do not have the appropriate specialization do not participate in the search for solutions. Osborne suggested allowing non-specialists into the discussion process who can submit non-standard ideas. He also divided the process of working on a problem into two stages: proposing ideas and their analysis and selection. Osborne considered an important condition for the discussion to be the absence of restrictions on the creative activity of the participants. This is how the brainstorming method was born.
Types of brainstorming
There are several types of brainstorming: direct, reverse, shadow and individual.
- Direct brainstorming is the most common type of method and is used to quick solution actual problem. It is suitable for discussing the most important issues related to the development of the enterprise, the implementation of new projects, etc. Introducing an element into regular planning sessions and meetings business games allows you to unleash the intellectual potential of employees. In addition, this method improves the psychological climate in the team.
- Reverse brainstorming is effective when a previously made decision turned out to be untenable and you urgently need to come up with another one. During the discussion, participants should actively challenge each other's ideas. Disputes and entry into debate are welcome. The reverse brainstorming method can be used to overcome intractable contradictions that require thorough intervention. Participants in the discussion can make any proposals without restrictions. This approach is very effective.
- Shadow Brainstorming is designed for people who cannot be creative in a group. To implement the method, the group of participants is divided into two subgroups. One subgroup actively discusses, expresses ideas and challenges them. The other subgroup does not actively participate in the discussion, but plays the role of observers. Each participant in the second subgroup writes down on paper the ideas that arise in his head under the influence of the work of the active group. A list of ideas come up with both the active and shadow groups is passed on to experts for evaluation, refinement and further development.
- An individual brainstorming session is suitable for a person experiencing a professional or creative crisis. The technique is perfect for activating ideas not only in a team, but also in an individual. During the individual approach, a person conducts a dialogue with himself, puts forward a wide variety of ideas, and evaluates them himself. This method works quite effectively and helps overcome creative crisis. It can be used as a method of decision making under time pressure.
How the method is implemented in practice
All work is carried out in three stages:
- Preparatory stage. At this stage, preparations are made for brainstorming. First of all, a group leader is selected, who must formulate the tasks and goals of the method, select participants for subsequent stages and resolve all organizational issues. Discussion participants are divided into two groups: “generators” and “analysts”. The first group includes active employees with developed creative thinking. The second group includes experts who are well versed in the topic of discussion. They evaluate the ideas put forward by the first group. In some cases, a third one is created, additional group- “counteridea generators”.
- The main stage (idea generation). The main stage of work lasts approximately 15-20 minutes. At this time, there is an active search for ideas. The entire brainstorming process takes 1.5-2 hours. All ideas put forward by group members are carefully recorded. During the generation process, the group leader supports the participants in every possible way, trying to maximize their creative thinking. He can give examples of the craziest ideas to encourage others to join the process.
- The final stage (summarizing). At this stage, the collected proposals are presented to a group of “analysts” for analysis, systematization and assessment of their viability. The most interesting and constructive options are selected and a list of them is compiled.
Rules for brainstorming
The optimal number of participants is 6-12 people. It would be good if the group included not only experienced employees, but also young ones who do not yet have rigid thinking patterns. Groups must be mixed and consist of men and women. We must try to ensure that the difference in age and service status of the participants is not too great. It is recommended to occasionally introduce new people into groups who can bring fresh, unconventional ideas.
The number of active and moderate members in the group should be approximately the same. To conduct a brainstorming session, you need to choose a separate room or meeting room where nothing will interfere with the process. It is most convenient to conduct a discussion at a round table.
The leader should try to create a relaxed atmosphere that will allow participants to feel free. You can use humor and other techniques for this. All ideas need to be recorded on paper or recorded on a voice recorder.
The manager also takes part in the process of generating ideas. The leader’s task is to free group members from stereotyped thinking and push them towards creative search. Often the process of generating ideas among discussion participants continues after the meeting ends. In this case, the leader should gather the group after a few days and record the ideas they have come up with.
Conditions for a successful brainstorming session
During the discussion, criticism of the ideas put forward is not allowed. Even the most fantastic and unusual idea must be recorded. This helps to activate the thinking of group members. Participants should try to come up with as many sentences as possible.
The essence of the brainstorming method is to free participants from stereotyped thinking and force them to think outside the box. Only in this case will the method be effective. It is not the quality of ideas that matters, but their quantity. In total, a group can generate about 100 ideas in 20 minutes of work. With proper organization of the process, a higher result is possible – 200-250 ideas.
All ideas are written down so that the participants in the discussion can see them. It is most convenient to write them down with markers on large sheets of paper or on a special board. After all the ideas have been collected and written down, group members should be given a break so that they can take a break from mental work. At this stage, work on the task at an unconscious level often continues and a reorganization of ideas may occur.
Advantages and disadvantages of the method
The brainstorming method, like any method of generating ideas, has a number of advantages and disadvantages.
Advantages :
- creative thinking is activated;
- the process of collective discussion brings group members closer together and teaches them to work effectively in a team;
- the process of searching for ideas eliminates laziness, stereotyped thinking, passivity, pushing even the most inactive members towards the creative process;
- the method is easy to use, its rules are easy to understand for all participants in the process, in addition, its implementation does not require special equipment and conditions.
Flaws :
- due to the encouragement of any, even the most fantastic ideas, group members can move away from the real problem;
- Among the options put forward, it can be difficult to find a truly practical option;
- the most experienced and active participants can begin to claim leadership and try to promote their ideas as the most productive.
The use of the brainstorming method will help the manager to reveal the intellectual potential of his subordinates and direct it to the search for new, creative ideas that can improve the efficiency of production.
INTRODUCTION
During development corporate systems knowledge management the bottleneck is not the program aspect, as many people think, but the task of extracting, formulating, structuring and presenting information, i.e. data and knowledge. Group methods actively help in extracting the necessary information and knowledge.
The main advantage of group methods is the possibility of simultaneous “absorption” of knowledge from several enterprise specialists or experts, whose interaction introduces an element of fundamental novelty into this process: individual or personal knowledge, different views and positions significantly enrich the general field of knowledge. However, it should be noted that these methods are much more labor-intensive and expensive than individual ones due to the complexity of their organization.
Active group methods are usually used as a kind of spicy seasoning at the stage of knowledge extraction; in themselves they cannot serve as a source of more or less complete knowledge. They are used as a complement to traditional individual methods (observations, interviews, etc.), in order to activate the thinking and behavior of enterprise specialists.
The exchange of views on controversial issues has a long tradition in the history of mankind (remember ancient Greece, India). Literary monuments related to the discussion of controversial issues have survived to this day (for example, “The Art of Arguing” by Protagoras, the works of the Sophists) and which served as the fundamental basis of dialectics - the science of conducting a conversation, arguing, and developing theory. The word discussion itself (from the Latin discussio - research) contains an indication that this is a method of scientific knowledge, and not just debate (for comparison: controversy, from the Greek polemikos - militant, hostile)
One of the most well-known and widely used methods of finding ideas through the creative collaboration of a group of specialists is the brainstorming method. Being a single brain, the group tries to storm through the difficulty that prevents them from solving the problem at hand.
The purpose of the work is to consider the brainstorming method when analyzing the work of a food enterprise.
The essence of brainstorming methods
“Brainstorming” or “brain attack” is one of the most common methods of liberating and activating thinking. Other methods (method of focal objects, synectics, method of control questions) are used much less frequently due to their lower efficiency.
To ensure maximum effect, brainstorming must follow certain rules, otherwise brainstorming turns into a regular meeting. The brainstorming method is very effective in solving organizational and management problems, for example, finding a new application for a product, coming up with an appropriate response to a competitor’s action, improving advertising, etc.
Brainstorming is a method for increasing the number of suggestions. The goal of this method is to create as many ideas as possible, even “crazy” ones, some of which may turn out to be surprisingly useful.
It is difficult to create new things relying on your own strength. It is much easier (both in marketing and in any work in general) to look for a solution with the whole team or a team of like-minded people.
If a group of people are locked in some room early in the morning, then the only thing they can come up with is new curses about their work in general and the task at hand in particular. Or even worse: one of them will be struck by an idea that is completely worthless, and the rest will enthusiastically seize on it and defend it with the sole purpose of ridding themselves of the need to think. If you hope to awaken the creativity of your colleagues, it is better to use a structured group method. This means that you must convince the group to participate in activities known as brainstorming and brainstorming. When using this method people very often resist attempts to engage them in discussion. But there is no need to panic. Don't give up without a fight. Ask your colleagues what they have to lose by spending half an hour discussing your idea. By using one of the idea generation techniques suggested below, they will see for themselves how much more productive collective creativity is and take part in a group discussion.
The brainstorming method was developed in 1953. American consultant in Advertising by Osborne. The main principle of this method is the uncontrolled generation and spontaneous interweaving of ideas by the participants group discussion Problems. To successfully use this method, a number of conditions must be met:
The meeting should be attended by 7 to 12 people;
The optimal duration of the meeting is from 15 to 30 minutes;
The quantity of offers is more important than their quality;
Any participant can adopt and develop the ideas of another;
Criticism of any kind is prohibited;
Logic, experience, arguments “against” only get in the way;
The hierarchical level of the participants should not be too different, otherwise problems may arise. psychological barriers, interfering with communication and building associations.
Brainstorming is one of the most effective forms of group discussions. This method is intended for the collective generation of a large number of ideas to solve a particular problem. Research has revealed the fact that the number and quality of alternatives proposed increases significantly when the initial generation of ideas is clearly separated from their evaluation and final formulation. It is this principle that forms the basis of the brainstorming method, which is also known as “brainstorming”, “collective generation of ideas”, “conference of ideas”, “method of exchange of opinions”.
All participants in solving the problem are preliminarily divided into two groups - “idea generators” (“dreamers”) and “critics.” The fact is that some people are more inclined to generate ideas, others - to critically analyze them. In ordinary discussions, “visionaries” and “critics” end up together and interfere with each other. Therefore, during a brainstorming session, the stages of generating and analyzing ideas are strictly separated. The task of “idea generators” is to put forward as many proposals as possible regarding the problem being solved. Among the ideas received there may be many stupid, fantastic and even absurd ones, but “stupid ideas are easily eliminated by subsequent criticism, because competent criticism is easier to obtain than competent creativity.” The task of the “critics” is to systematize and critically analyze the proposals received, followed by selecting among them the most valuable ideas used to solve the problem. It is possible that individual discussants may work in both groups.
The basic rules for conducting a brainstorming session include the following provisions: a complete ban on any criticism and comments about the participants and their speeches; the need to get rid of the idea that the problem under discussion has only one solution; the need to express as many different ideas as possible; consideration of all ideas, even the most incredible and absurd, regardless of their authorship; brevity and clarity of expert statements, no need for detailed justification; the right of each participant to speak multiple times; giving the floor, first of all, to those people who have ideas under the influence of the previous speech; prohibition on reading out a list of proposals in a row that can be prepared in advance.
There are six main stages of brainstorming. At the preparatory stage, groups of brainstorming participants are formed. Experience shows that the optimal size of a group of “idea generators” is 10-15 people. A group of “critics” can consist of up to 20-25 people. The most stringent requirements are imposed on the personnel of the first group. The main principles of selection for this group are broad erudition, flexibility of thinking, imagination, a penchant for fantasy, as well as a variety of professions, qualifications and experience of participants. It is not recommended to invite people who think categorically, as well as outside observers and employees with strong differences in their official positions. At the same time, it is advisable to include in this group active-minded amateurs who can offer fresh, original solution. The group of “critics,” as a rule, is formed from among narrow specialists who have an analytical mind and soberly assess the real possibilities of implementing the proposed ideas.
At the stage of problem formulation, brainstorming participants should familiarize themselves with the problem being solved and tune in to active mental activity. To do this, the brainstorming organizers provide them with a comprehensive description of the problem situation, including: a statement of the essence of the problem; analysis of the causes of the problem and possible consequences of the development of the problem situation; analysis of experience in solving similar and related problems; classification of possible approaches and ways to solve the problem; formulation of the main constraints and goals of decision-making.
At the idea generation stage, brainstorming organizers should create an atmosphere of goodwill and support that frees participants from unnecessary constraint. The environment in which the discussion takes place should be conducive to the open and free expression of different ideas, opinions and assumptions. The facilitator should re-emphasize that all ideas are welcome, that many ideas should be received, and that brainstormers should try to combine or improve on ideas put forward by others.
At first, each group member works independently, thinking about the problem at hand. The moderator then asks participants to speak up. At the same time, he can use forced polling to quickly arouse their activity. After this, the process of generating ideas develops, as a rule, spontaneously and like an avalanche. The leader plays a passive role in this process, passing the floor to those who wish to speak and coordinating the work of the group. The next speaker reads out his ideas, the rest listen and write down on separate cards new ideas that arose under the influence of what they heard. In addition, all ideas can be recorded by the secretary on a special board or screen. After a burst of activity in the discussion process, there may be some lull. This does not mean that all ideas are over - just thinking is underway. The facilitator can again activate the participants by inviting them to read notes on the board or pre-prepared questions on the topic of discussion on special cards. Moreover, these cards with questions can be given out both before starting work and directly during a brainstorming session. After a short delay, a rise in creative activity usually occurs again. The flow of new ideas is growing like a snowball. The ideas of each of the participants give rise to a specific reaction in the minds of the others, which, due to the prohibition of criticism, is formed as a new, absent idea. Moreover, the ideas that are most valuable are those that are directly related to previously expressed thoughts or that arose as a result of their combination. The effectiveness of brainstorming is amazing. Research shows that collective thinking, when criticism is prohibited, produces 70% more valuable ideas than the simple sum of ideas generated individually. In one hour of work, a group can come up with up to 150 new ideas. This is explained by the basic concept of brainstorming - to give new ideas a way out of the subconscious. At the stage of systematizing ideas, the following actions are performed: compiling common list all ideas expressed; each idea is formulated in generally accepted terms; Repetitive and complementary ideas are identified, which are then combined into one comprehensive idea; signs are formed by which different ideas can be combined into groups; ideas are grouped together; ideas are systematized in groups. Moreover, in each group, ideas are written down from more general to more specific, complementing or developing general ideas.
At the stage of critiquing ideas, a group of “critics” begins to work. At this stage, each idea is subjected to comprehensive criticism, due to which the “destruction” (destructuring) of unpromising and unrealistic ideas occurs. The main principle is to consider each idea only from the point of view of obstacles to its implementation, i.e. Discussants must put forward arguments that refute the idea being discussed. But in the process of “destruction” of an idea, it is important to preserve its “rational grain” (if it exists) and to obtain on its basis a counter-idea containing a real proposal for solving the problem. The result of this stage is a list of criticisms regarding each idea or group of ideas, as well as a list of counterideas.
Finally, at the stage of developing alternatives, all received ideas, counter-ideas and criticisms are evaluated in order to compile a final list of practically acceptable alternatives aimed at solving the problem. For this purpose, a list of indicators is being developed to assess the feasibility and acceptability of each idea. For example, ideas can be assessed based on indicators such as efficiency, human resources, technology, costs financial resources, beneficial effect, ethical and legal aspects. Only those ideas that satisfy all the established restrictions are included in the final list. These ideas play the role of alternative choices and are presented to the decision-maker (the head of the organization) for deeper analysis and decision-making.
The brainstorming method has many varieties and modifications. In particular, one of its variants is the so-called 635 method. This method is characterized by a fixed number of participants and a certain procedure for interaction between them at the stage of generating ideas. 6 people take part in the group. Each of them is given a special form for collecting ideas. All participants write down 3 main ideas on their form and pass it around the circle to the next participant, who studies the received form and supplements it with three new ideas, etc. After 5 iterations, all the forms are filled out and ultimately contain 108 ideas that are passed on to the “critics.” The practice of using the “635 method” shows that ideas presented in written form are more reasonable and clear than those expressed orally, although they are often less original.
Despite the fact that this method is a group procedure, it can nevertheless be used individually. Sometimes ideas fly so fast that using a tape recorder is recommended. Over the next two or three days, the ideas gleaned from the brainstorming session can be typed out for careful analysis. A network of pre-established criteria is then established and the most promising standards are selected.
Research shows that significantly more good ideas are produced through brainstorming (both individual and group) than through more conventional approaches to idea generation.
Thus, the advantage of the “brain attack” method is the high efficiency of obtaining the required solution. Its main disadvantage is the difficulty of organizing the examination, since sometimes it is impossible to bring together the required specialists, create a relaxed atmosphere and exclude the influence of officials x relationships.
This method was first proposed in 1941 by the American A.F. Osborne. The method consists of a procedure of group creative thinking, or more precisely, it is a means of obtaining a large number of ideas from a group of people on a given problem in a short period of time. The effectiveness of the method is very high. Six people can come up with 150 ideas in half an hour. A design team working with conventional methods cannot even imagine that the problem it is considering has such a variety of aspects.
There are quite a lot of brainstorming schemes, but in general there are no strong discrepancies in the structure of the process.
1. Preparation: choosing a problem and working through it through individual reactive techniques. For example:
a) problem;
b) questions for elaboration;
c) choosing the main way to solve the problem;
d) testing of all paths appearing in the field of consciousness. The purpose of this stage is to assess the essence of the problem and determine the main path in the directions of group work.
2. Formation of a creative group:
a) the number of participants varies from 7 to 12 people;
b) social status group members should be approximately equal. The main principle of selection is diversity of professions, qualifications, experience (this principle will help expand the fund of a priori information that the group has);
c) the presence in the group of several knowledgeable people (who would give scope to the imagination of the participants);
d) discussion of the problem should take place in a comfortable and relaxed atmosphere;
e) the process is controlled by the leader or chairman, and the secretaries-observers present record the statements and behavior of the speakers;
f) the time of the procedure is either agreed upon in advance, or the process is carried out until there is a noticeable weakening in the intensity of the expression of ideas and an increased repetition of points of view already expressed;
f) any ideas that arise both individually and by association while listening to other proposals are welcomed, including those that only partially improve other people’s ideas.
3. Brainstorming procedure:
a) introduction (about 15 minutes) - the presenter talks about the essence of the method, explains the rules of action for the participants.
b) generation of ideas - expressing ideas in free form. If there is a delay in coming up with new ideas, the facilitator asks the participants to think about the problem, look at the board, or stops the brainstorming procedure;
c) questions - if necessary, it is allowed to ask participants to clarify their point of view and eliminate gross ambiguities in statements.
4. Conclusion - evaluation of ideas and development of alternative solutions (can be carried out with brainstorming participants).
Basic rule "brainstorming" is the refusal to criticize and evaluate ideas during the third phase, where the generation of ideas directly occurs, which makes it possible to obtain the largest number of ideas, and therefore increases the likelihood of solving the original problem. It is believed that the very possibility of criticism inhibits imagination, so it is strictly prohibited during brainstorming.
When an idea is voiced, the group listens and writes down on their cards new thoughts and considerations about the solution they heard.
The collected cards are sorted and analyzed, most often by another group of experts.
The total output of such a group, where one person's idea can lead another to something else, is often greater than the total number of ideas put forward by the same number of participants working alone.
There are many great examples of successful use of brainstorming. An example of one of them, illustrating the benefits of prohibiting criticism.
During the war, the problem of countering enemy mines and torpedoes at sea arose. To solve this problem, the brainstorming method was used. One of the participants proposed, at first glance, the following frivolous solution: “Let, as soon as a mine or torpedo is discovered, the whole team will stand on board and blow on it.” Upon further analysis, the rational grain of this idea was embedded in the solution to the problem. With the help of powerful pumps they created streams of water and pushed away the mines.
Brainstorm” in reverse (“collapsed brainstorm”)
This method is in many ways similar to a regular brainstorming session, but requires participants to provide critical comments on the proposed ideas.
Main difficulty method - maintaining a correct attitude of participants towards each other during the discussion.
Synectic method
This method was first proposed by W. J. Gordon in 1960. The inventor himself defined synectics as follows: “the joining together of various and, at first glance, insignificant elements.”
The essence of this method is a collective study of background information, decomposition of the problem into constituent elements and finding a solution based on natural analogies. Moreover, the composition of the group (usually 5-7 people) is carefully selected, as is its experienced leader. The group is created to solve creative problems over a long period of time.
In contrast to brainstorming, the goal here is not the number of alternatives, but the generation of a small number of alternatives (even a single alternative) that resolve this problem. The effectiveness of synectics has been demonstrated in solving specific technical problems such as “design an improved knife for opening cans”, “develop an airtight fastener for an astronaut suit”, there is a known case of a synectic solution to an economic problem of a more general plan: “develop the new kind products with an annual sales potential of 300 million dollars. There are attempts to use synectics in solving social problems such as “how to distribute public funds in the field of urban planning.” The most famous example of the use of synectics is the invention of the so-called spinal antenna. The challenge was to develop a 20-meter antenna that could be straightened and folded very quickly and could be carried by one person. During the session, participants recalled the dinosaur's spine, which was long and elastic, allowing the animal to rise high. Returning to the original problem, it was proposed to construct an antenna from plastic parts through which a cable is passed. Depending on whether pressure is applied to the part, the antenna expands or remains folded.
When creating a group, members are selected based on flexibility of thinking, practical experience(preference is given to people who have changed professions and specialties), psychological compatibility, sociability, mobility. Having developed certain skills collaboration, the group conducts a systematic, directed discussion of any analogies with the problem to be solved that spontaneously arise during conversations, using different kinds similarities: direct, for example, copies of works of art; indirect (similar, for example, reduced dimensions of a pilot plant, allowing the recalculation of process parameters); a clock is an analogue of time; experimental animals used by doctors are analogues of the human body; autopilot is an analogue of a pilot; and conditional (money is a model of value; identity card is the official model of the owner).
Unfettered imagination and intense creative work create an atmosphere of spiritual uplift. Psychological difficulties that arise among beginners and exhaustion of the nervous system as a result of intense work are noted. The success of the work of synectic groups is facilitated by compliance with the following rules:
2) everyone has the right to stop working, without any explanation, at the slightest sign of fatigue;
3) the role of the leader periodically passes to other members of the group.
A special company, Synectics Incorporated, has been created in the USA to provide consulting and training in the field of synectics.
When preparing a person to work in a synectics group, special and lengthy training is required: during the year, 25% of one’s working time must be spent on study.
A team of trained, full-time synectors can find workable solutions to approximately four small problems and two large problems over the course of a year.
Gordon method
This is another collective method invented by W. J. Gordon. It assumes that participants working group They don’t know in advance what kind of problem will be discussed, so they are not constrained by templates. Leading in the most in general terms outlines some concept related to the problem at hand. Participants express their ideas for acceleration,” and then, under the guidance of the facilitator, the initial concept is refined. After this, the very problem for which the discussion was started is revealed. As a result, the already “warmed up” participants begin to express very specific proposals and think about how to implement them.
Targeted Discussion Method
The method of targeted discussions was first used in the early 50s of the 20th century. Its essence is to conduct a meeting guided by a facilitator in order to involve all participants in an open and interested discussion and not allow the meeting to degenerate into a series of passive answers to questions. Focused discussions are also a great way to evaluate the viability of new ideas. The difference between this method and brainstorming and the Gordon method is that the participants pre-prepare their point of view on the problem being solved.
1.6 Bottleneck inventory method
This is one of the options for targeted discussion. Participants in a targeted discussion are prepared in advance with a list of “bottlenecks” on any problem (for example: management technological process, improving product quality or expanding distribution channels).
The method often turns out to be very effective, since it is easier to analyze already known bottlenecks than to search for them. The most difficult moment is compiling as complete a list of “bottlenecks” as possible. If such a list is compiled, consider that you have passed more than half the way.
Method of control questions.
The essence of the method is that the generation of solution options is guided, as it were, by a list of control (guiding) questions that are compiled by different participants or experts. The discussion participants answer these questions in writing (very briefly), on one piece of paper and pass them around to each other. Thus, everyone gets acquainted with the solutions of others and gives thoughts on this matter.
1.8 Integral method “Metra”
This method was proposed in 1972 by Boulwin. This method combines individual techniques of “brainstorming”, “synectics”, morphological tables and the analogue “Meter” technique. Used to make decisions under conditions of risk and significant uncertainty. In general, the flowchart of the “Metra” method consists of the following stages:
· the first stage is the formulation of the problem and its analysis. Statement of the problem, generation of initial ideas for solutions;
· the second stage is “choice”. It branches into three simultaneous procedures:
a) “fragmentation” of the problem using analogies and associations;
b) combinatorial construction of morphological tables;
c) correlation of goals and means to satisfy them;
· the third stage - analyzing the first results, formulating a “new” problem and searching for its solution through “brainstorming”. Various solution methods are compared with the initial criteria of the problem posed, and a comparison is made between the initial and obtained results. A decision is made to continue or stop work, and a return to the original problem is made. The resulting solution is re-analyzed and compared with the original problem, after which one of the solution options is approved.
1.9 Method “635”
This method is a type of “brainstorming”. Six participants receive a written problem, and each must propose at least three possible solutions. Then, within five minutes, participants pass their ideas to their neighbor, in a circle. The ideas of all group members are introduced, and the initial proposals are varied five times, thanks to the presentation of their approaches from the point of view of the group members.
Delphi method
It consists in developing an “average” solution based on the results of several stages - interviewing a number of experts in solving this problem. Moreover, after each stage, individual participants are informed of the points of view of other experts. The process of step-by-step questioning continues until the experts' points of view stop changing or until they reach relative agreement.
Salami method.
The essence of this method is to preliminary “split” the original problem into individual components and distribute the details of the problem to solve the individual components of the problem. Formation takes place creative group to develop a final (generalized) solution to the entire original problem. This tactic is described by almost everyone who writes about negotiations, conflicts and ways to resolve them. Perhaps it's all about the memorable taste and smell.
Raw smoked sausage is easy to eat when it is cut into thin slices, but trying to bite off a large piece can cause your teeth to get stuck - if not broken. That is, from each requirement, which is difficult to figure out at one time, you can cut off thin pieces and with such actions lead the matter to a beneficial result for yourself.
The brainstorming method is widely used for systematic training of creative thinking and its activation.
It is known that criticism, or even the fear of criticism, hinders creative thinking. Of course, any new idea may turn out to be incorrect. If the author is afraid of criticism, which may be caused by the fact that his idea is bad, he will not express untested thoughts. In this case, many potentially good ideas will be lost. In order to eliminate the fear of criticism when generating an idea and the consequences it causes, A. Osborne developed the so-called “brainstorming” method. His book Applied Imagination, published in 1957, was adopted as the basis for lecture courses at the Massachusetts Institute of Technology, as well as at other higher education institutions. educational institutions USA, in colleges, research institutes and industrial companies.
The technique proposed by A. Osborne is used to identify as many as possible original ideas. In essence, it is a modified method of free association. The emphasis is on relaxing the focus on critically assessing the value of individual ideas. It is not their quality that is important, but their quantity. Criticism of the ideas put forward is carried out later, after the “creative session” is completed.
The basic rules for conducting meetings (sessions) using the “brainstorming” method are recommended:
Formulate the problem in basic terms, highlighting a single central point.
Do not declare any idea false or stop exploring any idea.
Pick up an idea of any kind, even if its relevance seems given time dubious.
Provide the support and encouragement needed to free participants from inhibitions.
Conduct evaluation and selection of ideas only after the end of the session with the help of a group of experts, preferably not participating in the session.
The success of a brainstorming meeting largely depends on its leader, who must be able to conduct meetings in accordance with certain rules, master the necessary techniques, be able to ask questions, suggest or clarify submitted ideas, and ensure that there are no big pauses in the expression of ideas or so that the expression of ideas does not occur only in a rational direction (if this happens, the leader must take preventive measures, for example, suggesting a deliberately fantastic or impractical idea, directing the reasoning in a less rational direction with a leading question).
The permissible number of meeting participants is from 4 to 15 people. The duration of the meeting using the method of direct collective brainstorming is from 15 minutes to 1 hour, depending on the nature and complexity of the problem. A secretary is assigned or a tape recorder is used to record the ideas expressed.
A group of experts carefully examines the statements of the meeting participants, paying attention to Special attention on the possibility of using original, although, at first glance, unrealistic ideas. Experts first select ideas that can be implemented at a given level of technology development, then choose from them best ideas for use in specific conditions.
In the event that it is necessary to identify shortcomings and contradictions in a technical object to be improved, a reverse brainstorming is carried out. In a reverse brainstorming, in contrast to a direct brainstorming, the main attention is paid to critical comments, and the choice is made not of a general, but of a purely specific technical (or technological) problem.
The Soviet researcher A. Aleksandrov proposed an analogue method with a destructive referred assessment. Its essence lies in activating the creative potential of the inventor during the collective generation of ideas with the subsequent formation of counterideas. In this case, a step-by-step sequential implementation of a number of procedures is provided:
the first stage is the formation of a group of dialogue participants, optimal in size and composition;
the second stage is the creation of a group for analyzing the problem situation, the formation of an initial broadly defined inventive task, communication of the task along with a description of the method of destructive referred assessment to all participants in the dialogue;
the third stage is the generation of ideas according to the rules of direct collective brainstorming, special attention at this stage is paid to creating a creative atmosphere and a relaxed atmosphere; a pre-prepared list of ideas is not allowed to be read out; each participant can speak several times, but not in a row;
the fourth stage is the systematization of ideas by the problem situation analysis group; in the process of systematization, a nomenclature list of ideas expressed is compiled; each idea is formulated using commonly used terms, after which it is analyzed to identify duplicate and/or complementary ideas; the main, duplicating and (or) complementary ideas are combined and formulated in the form of complex ideas; the signs by which complex ideas can be combined are studied, according to these signs the ideas are classified into groups, a list of groups of ideas is compiled that express general principles approach to solving the problem;
fifth stage - destruction of ideas, i.e. assessing their feasibility during the brainstorming process; “brainstorming” at this stage is aimed at a comprehensive consideration of possible obstacles to the implementation of ideas;
sixth stage - evaluation of the critical comments expressed during the previous stage, compiling a final list of practically used ideas; only those ideas that were not rejected due to critical comments, as well as counter-ideas, are included in the list.
The method of dialogue with destructive referred assessment has been used in training students at a number of universities. It was found that the most effective results are achieved when all participants in a meeting conducted using the “brainstorming” method are rationally divided into three groups: generating ideas, analyzing a problem situation and evaluating ideas, generating counter-ideas. Groups can work independently. In some cases, effective results are obtained by repeating meetings with some modification of the formulation of the same task and simultaneous replacement of the functions performed by the groups (for example, transferring to the analysis group the responsibilities of the idea generation group, to the idea generation group - the responsibilities of the counteridea generation group, and to the counteridea generation group - the responsibilities of the generation group ideas).
The brainstorming method is usually used as a group method using the techniques of analogy, fantasy, inversion, and empathy, but there are also reports of its individual use. This method gives the best results when searching for solutions that are not precise or special, but are of a general or organizational nature. Sometimes this method is used to solve simple inventive problems.
The most famous method of psychological activation of thinking is “brainstorming”, proposed by A. Osborne (USA) in the 40s.
“Brainstorming” is a collective method of searching for inventive solutions and new business ideas, the main feature of which is the division of participants into critics and “generators,” as well as the division of the process of generating and criticizing ideas over time. In addition, “brainstorming” involves performing a number of rules:
- 1. You cannot criticize the proposed ideas; disputes and discussions are prohibited.
- 2. Any ideas are welcome, including fantastic ones. There are no bad ideas.
Developing, improving and combining other people's ideas is encouraged.
Ideas should be presented briefly, without interrupting the relay of ideas.
The main goal is to get as many ideas as possible.
Mandatory conditions for conducting a “brainstorming” are the creation favorable conditions to overcome psychological inertia and the fear of expressing ridiculous ideas for fear of criticism, attracting specialists of various profiles to the group, their tendency to creative work. The group leader (leader) should be a specialist in technical creativity methods.
“Brainstorming” is a fairly universal method, the use of which is possible in scientific, technical, administrative, trading, advertising activities, both for searching for non-standard solutions in technology and for searching for new business ideas.
Methods for finding new ideas and solutions. Brainstorm
Brainstorm- one of the most well-known methods of collective search for solutions. It is used when searching for solutions in various areas of human activity with a lack of information.
Other names: brainstorming, direct brainstorming. Author of the method A. Osborne (USA), late 30s. XX century.
Purpose of the method
Encourage the group to quickly generate a large number of diverse ideas.
The essence of the method
- ·Separating in time the process of generating ideas and the process of evaluating them.
- ·Group ideation process.
- ·The process is managed by a professional facilitator who is able to ensure compliance with all conditions and rules.
- ·Ideas are not yet a solution to a problem, but the emergence of a direction for solving it.
- ·The versatility of the method is inversely proportional to its effectiveness.
Action plan
- ·Select a group of people to generate ideas and a group of people to evaluate ideas (4-8 people each).
- ·Introduce participants to the rules of brainstorming.
- ·Clearly formulating the problem and presenting it in a form that is most convenient for the participants.
- · Strictly follow the rules of brainstorming.
- ·After the “generators” meeting ends, ideas are reviewed by a group of experts in the field.
Rules for brainstorming
- ·Quantity of ideas is preferable to quality.
- ·Criticism of ideas at the generation stage is prohibited.
- ·There should be no superiors in the idea generation group.
- ·No bad ideas! Any ideas are welcome.
- Any idea must be developed, even if its relevance seems this moment dubious.
- ·Encouraging jokes, puns, and fantastic ideas.
- ·Providing support and encouragement to free meeting participants from constraint.
- ·Keep your ideas brief.
- ·All ideas put forward are recorded and then edited.
- ·When evaluating ideas, obviously erroneous and unrealistic ones are discarded.
Brainstorming stages
1. Preparation
oAppointment of a presenter.
oSelection of participants for working groups.
oSelection of factual material.
oTraining and briefing of participants.
oEnsuring the activities of participants.
2. Putting forward ideas
o Clarification of the task.
oGeneration of ideas.
oElaboration and development of the most valuable ideas.
oRecording proposals.
oEditing the list of ideas.
3. Evaluation and selection of ideas
o Clarification of the problem.
oDefinition of evaluation criteria.
oClassification and evaluation of ideas.
oDevelopment of ideas based on analysis.
- ·Easy to learn and easy to use.
- ·Insignificant time spent on carrying out.
- ·Versatility of the method.
- ·Most effective in solving organizational problems, as well as technical problems of low complexity.
Flaws
- ·Solving relatively simple problems.
- ·Lack of criteria giving priority directions for putting forward ideas.
- ·There is no guarantee of finding strong ideas.
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