With organisations striving to achieve more with fewer resources, how can you keep generating the best ideas?

Brainstorming is a fantastic approach to creating new ideas and marketing strategies to overcome problems and challenges, however, it is essential that your brainstorming team is made up of the right people to avoid ‘group think’, otherwise team members will agree with each other; constraining ideas rather than generating them. This article helps you to set up the most effective brainstorming team.

Before I begin, there has been much debate over the term ‘brainstorming’; Epilepsy Action conducted a survey and 93% of people with epilepsy didn’t find the term offensive and accepted it as mainly positive. This article is written with the positive context in mind.

Did you know that face-to-face groups can actually generate fewer ideas than individuals?

Therefore, it is recommended that you encourage individual team members work on their own ideas first and then join the brainstorming group to combine and develop each member’s ideas (Osborn, 1953). Developing ideas in teams in general, promotes more dynamic ideas (Stoner, 1961), therefore, a dual approach is recommended.

A diverse brainstorming group develops the very best ideas …

Rushing straight into a brainstorming session with no preparation can result in group members failing to reach their potential because of apprehension and fear of embarrassment which is a barrier to effective brainstorming (Milliken, Diehl & Stroebe, 1987, Gibson & Vermeulen, 2003). Not only will the brainstorming sessions be lacking in trust, lack of investment in understanding team members may damage employee relationships and harm organisational culture in and out of sessions.

Did you know that creativity can be stimulated by increasing the demographic diversity of the brainstorming group?
  • Although it may seem natural to create brainstorming teams from employees who have previously bonded, research has shown that pre-formed groups may offer fewer ideas because they are more likely to agree and conform with their peers (Phillips, 2003). They may also be reluctant to share ideas in case they are negatively judged by their group members (Camacho & Paulus, 1995).
  • Brainstorming teams are more effective when they include a few members from four or more demographic groups; they are more likely to pay attention, learn and stimulate each other and resulting in a wider range of ideas: “People tend to be more accepting of different ideas and information when it comes from people who are different rather than similar to oneself” (Phillips et al., 2004). Brainstorming teams which consist of two demographics can adopt a ‘them and us’  group culture.
  • Members from different organisational departments will also add to the diversity of the group, for example, if you ask your team to discuss an idea, an accountant would add a financial perspective, a designer would have a creative perspective and so on. They would all have different priorities and approaches which helps to ensure that ideas are scrutinised from all angles.
Ensure your team feels psychologically safe
  • “Creativity at the group level requires that group members feel psychologically safe to express one’s ideas” (Diehl & Stroebe, 1987; Edmondson, 1999).
  • Your employees are as important as your clients and you should take time to discover how their strengths will contribute to the group dynamics.
  • If you are facilitating a brainstorming session, it is essential that you know the best way to contribute to your team and how to get the best out of your brainstorming team. Executive coaching is an effective tool to develop these skills.

How do you know if your ideas are the best?

  • Success of your brainstorming team can be measured by the willingness of team members to express ideas, the ‘sense of belongingness’ and the amount of interacting with the members of the team. Creativity at group level is typically measured by the sheer number of ideas a group is able to generate in a fixed amount of time (Brophy, 1998).
  • You can only measure the strength of ideas once they are implemented and innovation can only happen once you implement ideas. Flexible organisations are not afraid to takes risks and test new ideas; they venture into exciting new pastures and disrupt the market.
  • Measure ideas generated by your team against your company mission, vision and values – do they align closely? If not, there is a chance that you are not promoting the organisation values clearly in which case you should develop an internal marketing communications plan.
  • If you would like to develop your leadership skills and learn how to get the best from your team, call me, Vicky Vaughan, Chartered Marketer and Executive Coach, on 07909 693172 or email vicky@thebrandsurgery.co.uk.
References
  • Brewer MB (1991), The social self: On being the same and different at the same time. Personality and Social Psychology Bulletin, 17(5), 475-482.
  • Brophy DR (1998), Understanding, measuring, and enhancing collective creative problem-solving efforts. Creativity Research Journal, 11, 199-229.
  • Camacho LM & Paulus PB (1995), The role of social anxiousness in group brainstorming. Journal of Personality and Social Psychology, 68, 1071-1080.
  • Diehl M, Strobe,W (1987), Productivity loss in brainstorming groups: Toward the solution of a riddle, Journal of Personality and Social Psychology, 53, 1, 497-509.
  • Edmondson A (1999), Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44, 350-383.
  • Gibson C & Vermeulen F (2003), A healthy divide: Subgroups as a stimulus for team learning behavior. Administrative Science Quarterly, 48, 202-239.
  • McGrath J E (1984), Groups: Interaction and performance. Englewood Cliffs, NJ: Prentice Hall.
  • McGrath JE (1997), Small group research, that once and future field: An interpretation of the past with an eye toward the future, Group Dynamics, 1 (1), 7-27
  • McGrath JE (1984), Groups: Interaction and Performance, New York: Prentice Hall
  • Milliken FJ, Martins LL (1996), Searching for common threads: Understanding the multiple effects of diversity in organisational groups. Academy of Management Review, 21(2), 402-433.
  • Osborn, AF (1953). Applied Imagination. New York: Charles Scribner’s Sons.
  • Paulus B, Yang HC (2000), Idea generation in groups: A basis for creativity in organizations. Organizational Behavior and Human Decision Processes, 82, 1, 76-87.
  • Perry-Smith, JE, Shalley CE (2003), The social side of creativity: A static and dynamic social network perspective. Academy of Management Review, 29, 89-106.
  • Phillips,KW (2003), The effects of categorically based expectations on minority influence: The importance of congruence. Personality and Social Psychology Bulletin, 29, 1, 3-13.
  • Phillips KY, Mannix EA, Neale MA, Gruenfeld DH (2004), Diverse groups and information sharing: The effects of congruent ties. Journal of Experimental Social Psychology, 40, 497-510.
  • Phillips, KW, Northcraft G, Neale M (2006), Surface-level diversity and information sharing in groups: When does deep-level similarity help? Group Processes and Intergroup Relations, 9, 4, 467-482.
  • Shelley CE, Gilson LL (2004), What leaders need to know: A review of social and contextual factors that can foster or hinder creativity. Leadership Quarterly, 15: 33-53.
  • Stoner JAF (1961), A comparison of individual and group decisions involving risk.,Unpublished Master’s Thesis, Massachusetts Institute of Technology
  • Strobe W, Diehl, M, Abakoumkin G (1992), The illusion of group effectivity. Personality and Social Psychology Bulletin, 18, 643-650
  • Williams K, O’Reilly C (1998), Demography and diversity in organizations: A review of 40 years of research. In B. M. Staw & L. L.
I am experienced in UCD, CX/UX, UI, IA, and Design Thinking, I bring over 17 years experience of end to end user and customer focused experience covering such elements as: User Stories, Personas, Scenarios, Content Inventories, Data Analytics, AB Testing, User & Stakeholder Surveys and workshops, Concept Maps and Project flows, System Maps, Storyboards, Wireframes and of course Prototyping in Omnigraffle, Axure, Uxpin, Sketch & Photoshop an many others if required. Using the latest implementation methodologies and human centered design, innovation and programming. I have a proven ability in all business sectors, having worked with some of the largest company's in Australia and across the world. I have a strong knowledge in social media, marketing, and application development for both mobile devices and desktop interfaces. Being also experienced in Graphic design solutions, SharePoint Flash, ASP, HTML, HTML5, XML, CSS, DHTML, XHTML, Java, Java Script and programming I have knowledge in most codes, but am always willing to learn more. I have proven ability in leadership and mentoring skills, as well as strong skills in the areas of social media, marketing & application development and mobile device UI/UX. I have flair for creative design thinking and pick up things quickly as well as organizing and problem solving. I have the ability to manage other team members on and off site as well as planning of business and project development to meet the company’s needs as well as the clients. I have worked with all levels of business. I am adaptable, level headed, with a love for design and a strong creative team leader.

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