Development innovation strategy companies and the implementation of local innovation projects are associated with regular management research and problems that arise at almost every stage of these processes. Making decisions from the perspective of problem-oriented thinking requires management to involve special forms of collective work. Brainstorming (BS) is one of the effective means creative group activities, which is perfectly suited to innovation.

The emergence and development of the method

Like any popular technique, the practice of brainstorming or brainstorming has acquired a number of legends and myths. One of these stories says that back in the days of the ancient Norman Vikings, there was a tradition of the whole team gathering in the center of the boat in order to quickly find a way out of critical situation and express your ideas in a circle. Each of the warriors, starting with the youngest and ending with the leader, in turn shouted out a vision of the decision, and the helmsman summed up the results and made a choice. It seems that such a “bicycle was invented” in every generation and in every nation, because its rules fit into the logic of ordinary common sense in managing people.

With the development of management as a scientific methodology, many management tools began to be assigned to the authors in modified interpretations. This was especially evident in American scientific creativity of the last century. The brainstorming method is a bright metaphorical name for a tool for collective activation of creative thinking, which journalist, writer and manager Alex Osborne introduced into Western business culture in the 40s and 50s. The name of the technique “brainstorming” became popular first in America, then in Europe. By the way, this method of collective generation of ideas was widely used in research institutes and design bureaus of the USSR, but it was more often called the brainstorming method.

Rules for brainstorming Soviet years slightly different from modern ones. However, the pace of life in scientific institutions, especially during the period of stagnation, was lower. As fate would have it, in the 80s I attended one of these events, held at the design bureau of an industrial institute in the field of mechanical engineering. Two competing departments were working on related design problems. In one of the key projects arose technical problem, which the development team could not cope with. On technical council The design bureau was asked to hold a joint seminar on the topic “Increasing the speed of development of the L unit while simultaneously increasing the quality of the output parameters of the M unit.” The form of the seminar was a brainstorming session.

It must be admitted that the best leaders of the Soviet formation were well versed in the intricacies of managerial psychology and even sometimes pedagogy. And it was the socio-psychological patterns of business communications that played (and still play) a key role in increasing creativity at meetings. At that moment, the GIP was appointed to conduct brainstorming on the problematic topic. He gave priority attention to the goals and objectives of the event. After their successful formulation, the composition of the seminar participants was carefully discussed with the head of the HR department and selected.

The methodology of the event involved the formation of two groups: the generation of ideas and their selection. The first included experienced and young designers, technologists from both departments (number of 10 participants), the second was appointed by order of three members of the scientific and technical council and two deputy heads of the institute. At the appointed time, members of the generation group were invited to the seminar. A report was given by one of the leading designers on the progress of the development work and the difficulties that arose. Then the GIP took the floor. He explained very clearly and calmly that now his colleagues had to express their thoughts about what solution would speed up the design without losing the quality of the product. There was a taboo on any kind of criticism.

At the next stage, a discussion began without critical remarks, which lasted one hour. They spoke at random, all the ideas expressed were recorded by the secretary. A five-minute smoke break was prescribed, during which the discussion became more acute, the activity of the informal leaders of the team increased, and a dispute arose. Gradually the discussion moved into the design room. The ISU gently but firmly guided the speakers, recalling the key issue, purpose and objectives of the seminar. So another 30 minutes of brainstorming passed. In total, about 40 proposals were generated, and they were placed on the presenter’s desk in an anonymous list. The ISU summarized the seminar and thanked those present for their participation.

A day later, the idea evaluation group met. The brainstorming was continued in a new phase, much calmer than the previous phase. The group members came prepared with notes in the margins of the lists provided to them in advance. One of the deputy directors made a proposal regarding the criteria for selecting ideas, and the controversy initially revolved around this issue. Once it was settled, the discussion and voting proceeded quickly and productively. What caught your attention at that moment? There was a feeling that the procedure was drawn out and too slow, but the result turned out to be very good and the solution was effective.

Principles and rules of brainstorming

Over the past decades, not only the system, but also the management culture has changed in Russia. The pace of business events has increased sharply, national productivity has declined, business culture became much more colorful. Communication technologies have developed significantly, but the quality of contacts has also deteriorated. Responsibility problem solvers The number of people has become smaller in principle, creativity has shifted to the area of ​​personal interests to the detriment of the interests of the business. Therefore, there is a feeling that the quality of the solutions developed in the 70-80s was higher not only in our country, but also in the West. However, there is one interesting “BUT”: the sophistication and effectiveness of such a method as brainstorming has become almost flawless!

The reason lies in the general complexity of doing business, the increase in the number of risk factors, the globalization of activities and the openness of the economy. This trend is objective and inevitable, especially in the context of the innovative challenge and the repeated intensification of competition in the world. international markets. Brainstorming is common in management, but its potential is far from being exhausted in economics. innovative type, since there are only more problem areas. Forecasting and setting an innovative problem, assessment, ranking and risk management, research and development work, functional transitions to commercialization and procedural cycles - all this only increases the number of applications of the method.

By discussion, for the purposes of the topic under consideration, we will agree to understand a public discussion of a problem related to innovation, which allows or prohibits a dispute between participants based on the argumentation of the thesis-judgment expressed. The rules of brainstorming allow for a discussion form in which the dispute is reduced to nothing, since in a dispute it is very difficult, when opposing, not to fall into criticism, which is unacceptable for this technique. Criticism is a key creative block in collective creative activity.

The purpose of brainstorming is to obtain a non-trivial result of solving a problem by separating the stages of generating and selecting ideas. The task of the first stage is to obtain the maximum number of proposals without filtering them and critically analyzing them for “wildness,” absurdity, inadequacy, impracticability, etc. The result of the selection phase is ideas that have received formulations, ready to move on to the planning phase. The principles of organizing and conducting a brainstorming session are as follows.

1. Change familiar surroundings, the off-site nature of the event for performance purposes.
2. The principle of a special energetic (psycho-emotional) mood of the presenter and participants.
3. Search for the interactive effect of “cross-pollination”, when previous speeches encourage a new expression of position.
4. Searching for ideas rather than making plans.
5. The principle of priority of quantity over quality of ideas.
6. The principle of eliminating subjective assessment at the stage of generating ideas.
7. The principle of suppressing polemics on the part of opponents of any type.
8. The principle of focusing on the problem and topic of discussion.
9. The principle of equidistance between the leader and the participants in both groups.

The rules for brainstorming at the idea generation stage are as follows:

• imposing a taboo on criticism of proposals in any form (verbal and non-verbal);
• creating internal states and a special atmosphere with a slight positive attitude;
• the rule of placing participants in a circle with common visual contact;
• the presenter and assistant stay together near the board or flipchart;
• protecting the event from organizational failures, ensuring its smoothness;
• encouragement of expressed judgments and ideas, especially those of the nature of insight, fantasy and creativity, expressed in a short form;
• conducting the stage with support for freedom of association and creativity;
• time limit limited to 1 astronomical hour;
• the rule of ending the assault in a positive mood and on the rise;
• announcing a break if the activity of participants decreases.

Algorithm for applying the method

The idea generation stage is based on the rules described in the previous section. But before this stage, there are still a lot of tasks that must be completed by the task director and the facilitator appointed responsible for the meeting. The main stages of brainstorming are preceded by a lot of preparatory work, the so-called zero stage, its sequence consists of the following actions:

• formulating the key problem that brainstorming is intended to solve;
• determining the goals of the generating group meeting;
• selection and selection of a candidate for the role of moderator of the meeting;
• setting and accepting the brainstorming task;
• correction of the task during its development at the stage of selecting ideas;
• selection of participants for the idea generation group;
• selection of analysts for the group of evaluation and formalization of ideas;
• selection of participants for the counteridea generation group (for individual modifications of the method);
• preparation of the premises, equipment, boards, accessories;
• appointment of a meeting secretary and distribution of roles between participants;
• preparing an event script (in some cases);
• the psychological mood of the presenter for the meeting.

The first stage is generating ideas. The place and time of the main meeting is important, since it is necessary to create a special atmosphere for the event and a special mood for the participants to work so that nothing distracts them from immersing themselves in the creative process. The brainstorming method most often describes in detail exactly the generation stage, which does not fully reflect the essence of the technique. This stage is much easier to carry out in a geographically separate place, for example, in a separately rented conference room away from the company’s office. The order of its implementation in its full form consists of the following steps.

1. Introduction of participants (if necessary). The presenter outlines the problem, goal, and objectives of the event. Sometimes one of the event participants gives a short report on an issue to better orient those present.
2. A “warm-up” event that increases the psycho-emotional activity of participants (microtraining, psychoheuristic stimulation technique). Performed by hired HR or a specialized trainer.
3. Generating ideas in a round-robin manner with brief recording on a whiteboard or flipchart.

When conducting a brainstorming session, a change of several stages naturally occurs: “warm-up”, moments of exhaustion of creativity, bursts, fading of creative potential, and the final stage of generation. Brainstorming at this stage in mandatory smooth progress should be ensured; a “ragged mode” of the meeting should not be allowed. Many inexperienced presenters are in a hurry, artificially speeding up the pace of the event, this is a mistake. The best results are achieved with a measured course of events and a calm discussion of ideas.

The second stage of the event is carried out by another group of expert analysts and follows the task of analyzing the selection of valuable ideas from the list developed by the generation group. The main stages of this stage are presented in the diagram below.

Stages of the stage of examination of the developed ideas during brainstorming

Classification of types of brainstorming

The technique we are considering gradually develops and undergoes modifications over time, and currently the number of varieties of the method is quite large. This is due to attempts to level out the shortcomings present in it and enhance the advantages. Its main advantage is its accessibility and high involving power, which manifests itself in most cases of a competent approach to technology. The main pros and cons of the method are presented in a separate table presented below.

(click to enlarge)

What types of brainstorming can be distinguished? The most widespread is the traditional or classical method. His distinctive features are quick collection, short duration, combining the stages of generating and selecting ideas into one session. IN recent years The following types of brainstorming have also been developed.

1. Reverse MS. Most suitable for innovation activity in the field of product innovation and development of new types of products. It uses a defect analysis technique that first identifies the maximum full list shortcomings of manufactured products and the technical and marketing ideas embedded in them. It also identifies potential problems with the product that are already ideologically embedded in it. All this serves as a serious basis for creativity in generating breakthrough innovative solutions.
2. Shadow MS. Idea generators are divided into two subgroups instead of one. The first of them operates under conditions of direct (classical) brain attack. The second subgroup overtly or covertly observes the progress of the meeting of the active subgroup, and each “shadow” participant silently writes down his ideas arising from the observed discussion.
3. Combined brain attack. This brainstorming method involves a combination or repetition of classic brainstorming or the two previous methods. For example, the activity can be carried out as a double forward brainstorming session or a reverse forward brainstorming session. In the first case, the meeting is repeated after a significant break (2-3 days), which significantly activates the creativity of the generator participants. In the second case, the reverse mechanism triggers the identification of all shortcomings and problems; in the direct MS, it is much easier to solve them through the found antipodal ideas.
4. Individual MS, unlike a collective event, involves self-assessment of the ideas put forward. However, assessment activities are carried out after a while - after a week or more.
5. Other methods to complement the variety of brainstorming tools. These include: shuttle MS, brainwriting, whiteboard brainstorming, Solo style brainstorming, visual MS and Japanese style brainstorming. This list does not exhaust the complete list of modifications of the method.

Essentially, the method discussed in this article is a universal means of finding critical points and finding solutions for management research in innovative projects, in prognosis, in identification and factor analysis risks. Moreover, he is one of the most useful tools project practice in general, when the PM needs to quickly and productively mobilize the team for an original solution to the situation. When mastering the method, I recommend starting its use with the classical (direct) form. As you achieve success in basic modification, you can boldly resort to using advanced methods, which will certainly bring new, more significant effects.

brainstorming) - operative method solving a problem based on stimulating creative activity, in which participants in the discussion are asked to express as many possible solutions as possible, including the most fantastic ones. Then from total number Based on the ideas expressed, the most successful ones are selected that can be used in practice. It is a method of expert assessment.

Stages and rules of brainstorming

A properly organized brainstorming includes three mandatory stages. The stages differ in organization and rules for their implementation:

1. Statement of the problem. Preliminary stage. At the beginning of the second stage, the problem must be clearly formulated. The participants in the assault are selected, the leader is determined, and other roles of the participants are distributed depending on the problem posed and the chosen method of conducting the assault.
2. Idea generation. The main stage on which the success (see below) of the entire brainstorm largely depends. Therefore, it is very important to follow the rules for this stage:
   • The main thing is the number of ideas. Don't make any restrictions.
   • A complete ban on criticism and any (including positive) evaluation of the ideas expressed, since evaluation distracts from the main task and disrupts the creative spirit.
   • Unusual and even absurd ideas are welcome.
   • Combine and improve any ideas.
3. Grouping, selecting and evaluating ideas. This stage is often forgotten, but it is what allows you to highlight the most valuable ideas and give the final result of brainstorming. At this stage, unlike the second, evaluation is not limited, but, on the contrary, is encouraged. Methods for analyzing and evaluating ideas can be very different. The success of this stage directly depends on how “equally” the participants understand the criteria for selecting and evaluating ideas.

Brainstorming

To conduct a brainstorming session, two groups are usually created:

• participants proposing new options for solving a problem;
• members of the commission processing proposed decisions.

There are individual and collective brainstorming sessions.

A brainstorming session involves a team of several specialists and a facilitator. Before the brainstorming session itself, the facilitator clearly states the problem to be solved. During a brainstorming session, participants express their ideas aimed at solving the problem, both logical and absurd.

In the process of brainstorming, as a rule, at first the solutions are not highly original, but after some time the typical, template solutions are exhausted, and the participants begin to have unusual ideas. The facilitator writes down or otherwise records all the ideas that arise during the brainstorming session.

Then, when all the ideas have been expressed, they are analyzed, developed and selected. As a result, the most effective and often non-trivial solution to the problem is found.

Success

The success of a brainstorming session highly depends on the psychological atmosphere and activity of the discussion, so the role of the facilitator in the brainstorming session is very important. It is he who can “break the deadlock” and breathe fresh energy into the process.

Alex Osborne is considered the inventor of the brainstorming method.

One of the continuations of the brainstorming method is the synectics method.

Links

• Creative thought on a short leash Coyne, Clifford, Dye / Harvard Business Review Russia / April 2008 - in particular, why brainstorming can be bad

• What is not written about brainstorming. Undocumented features of the most popular creative technique Sokolov Alexander Borisovich, TREKO.RU

Wikimedia Foundation. 2010.

Synonyms:

See what “Brainstorming” is in other dictionaries:

brainstorming- (ITIL Service Design) (ITIL Service Operation) A technique that helps a team generate ideas. Ideas are not analyzed during the actual brainstorming session, this happens later. Brainstorming is often used in problem management to... ... Technical Translator's Guide

Noun, number of synonyms: 3 brainstorming (3) brainstorming (3) brainbreaker... Dictionary of synonyms

Brainstorming see DELPHI METHOD. Raizberg B.A., Lozovsky L.Sh., Starodubtseva E.B.. Modern economic dictionary. 2nd ed., rev. M.: INFRA M. 479 p.. 1999 ... Economic dictionary

brainstorming- “BRAINSTORM” proposed by A. Osborne in the 40s. 20th century a way of organizing group generation of ideas, on the basis of which other methods of group creative thinking later emerged. This method primarily pursues... Encyclopedia of Epistemology and Philosophy of Science

BRAINSTORM- BRAINSTORMING. Same as brainstorming... New dictionary methodological terms and concepts (theory and practice of language teaching)

Brainstorm- An approach to problem solving in which people get together and spontaneously come up with all sorts of suggestions about how to solve the problem. It is important that at this stage not a single proposal is subjected to critical evaluation, otherwise it may be violated... ... Great psychological encyclopedia

brainstorming- a method for quickly finding solutions based on their generation in the process of brainstorming conducted by a group of specialists and selecting the best solution based on expert assessments. The Delphic method is used for expert forecasting by... ... Dictionary of economic terms

BRAINSTORM- (from the English brain storming) a method of intensifying the process of group search for solutions to problems. It involves stimulating creativity and productivity based on the proposition that with the usual methods of discussion and decision... ... Encyclopedic Dictionary in psychology and pedagogy

Brainstorm- teaching method, one of the modern forms of group classes in secondary and higher educational institutions. Problem M.sh. search or development of an optimal solution to a given problem. The preliminary stage of M.sh. is a situational analysis. M.sh.... ... Pedagogical terminological dictionary

BRAINSTORM- an approach to problem solving in which people get together and spontaneously make all sorts of suggestions about how to solve the problem... Dictionary of career guidance and psychological support

Rule 1: Any criticism of ideas expressed during a brainstorming session is prohibited.

The principle of brainstorming is to prioritize the quantity of ideas expressed over their quality. The ideas expressed by participants, no matter how crazy, can serve as a starting point for the development of the thought process of other participants. This is the advantage of collective thinking over individual thinking. Any, even the smallest, assessment of the idea expressed can affect the entire brainstorming process. It will be successful if each participant directs their efforts in a constructive direction.

Rule 2: Free flight of thoughts and encouragement of the most “crazy” ideas

The purpose of brainstorming, as a collective creative process, is to search for non-standard, non-traditional ideas. Otherwise, this process can turn into a regular meeting, at which standard ideas and solutions are most often proposed and discussed, which are not always effective and efficient.

To appear creative ideas a certain mood is required when thoughts flow freely in our head. This state is characterized by the inclusion of our subconscious in the work. To achieve this mindset, brainstorming participants should

conduct a special warm-up with tasks on analysis and synthesis, associative connections, etc.

When expressing their ideas, participants need to remember that it does not matter at all whether they are applicable in practice or not, one way or another, many of them may help to find an effective solution.

Rule 3: Promote as much as possible more ideas

As already mentioned, the quantity of ideas expressed is more important for brainstorming than their quality. Since participants should (and can) generate ideas within a short limited time, they must learn to use ideas already expressed by other participants to quickly think about and propose new ones.

In the practice of such groups, it can be noted that the goal of brainstorming is to put forward more than 100 ideas in 20 minutes. The most productive (successful) brainstorming is the one in which 200 - 250 ideas are proposed in 20 minutes.

Rule 4: Mandatory recording of all ideas

When brainstorming, every idea should be recorded, even if it is repeated. All group members should see all the recorded ideas, so you should prepare for this in advance.

Ideas are usually written down with markers on large sheets of paper. It is better to hang them in advance, before the start of brainstorming, and place them on the walls so that they are clearly visible to each participant.

Rule 5: Incubation of ideas

After all the ideas have been expressed and recorded, time is needed to think about and evaluate them. Why is this stage needed? The fact is that the incubation period allows a person to recover from the fatigue associated with solving the problem. Taking a break from a difficult problem also allows you to forget inappropriate approaches to it.

Functional consolidation may interfere with problem solving, and it is possible that during incubation period a person forgets old and unsuccessful ways to solve it. Experience shows that during the incubation period a person continues to work on a task unconsciously. In addition, during a break in the process of solving a problem, reorganization of the material may occur.

Stages of brainstorming

Having studied the rules of brainstorming, you can now pay attention to the individual stages of successful brainstorming and evaluating ideas after they are “incubated”.

Stage 1

The leader should familiarize the group members with the rules of brainstorming. It is best to write these rules on a poster and post it on the wall at each group meeting so that it is clearly visible to all participants.

Stage 2

To successfully conduct a brainstorming session, participants need to be creative. The leader conducts a warm-up with the participants, solving various tasks on associative thinking, analysis and synthesis, etc. It is best for employees who are members of a permanent team to constantly develop their creative abilities.

Then it is recommended to conduct a brainstorming rehearsal. The group needs to choose a problem (preferably of an everyday nature), in which each of the participants is to some extent competent, and conduct a brief brainstorming session (warm-up) in order to reorganize thinking into the creative process.

Do this always, because it only seems that everyone can easily get involved in work, but in reality this does not happen!

The wording of the problems for the warm-up is given in Appendix 1.

Stage 3

Group members should prepare for brainstorming by hanging large sheets of paper on the walls on which incoming ideas will be recorded. At the same time, it must be remembered that with the rapid pace of putting forward ideas, difficulties may arise in the need to record them on paper. In this case, 2-3 people can record ideas in turn. The following conditions can also be accepted: participants record their ideas on large sheet papers and express them in turn at the request of the presenter.

1. The problem has already been formulated, but its definition is too general and requires clarification. In this case, the original statement should be placed as a heading on a large piece of paper.

2. The group does not know what problem it will work on, but in this case it is necessary to try to formulate a general direction for the search. In this case, the best way to start the general heading might be: “How can we...” and then finish the phrase (transform something, improve it, etc.). After the topic is finally selected, its definition in the form of a title is also placed on a large sheet of paper.

Stage 5

The ideation process can take place in different ways. There are many different techniques based on the principles of brainstorming, some of which are described later in this chapter. But when different options Brainstorming typically uses two approaches to the idea generation process.

1 approach. Participants can express ideas one at a time, in a specific order. Usually the leader invites the next group member to speak. If one of the participants does not know what to propose, then he says: “I pass” and the right to speak passes to the next participant. The leader (or a group member specially designated for this) records the ideas expressed on large sheets of paper. Participants are advised to record their ideas on small pieces of paper so as not to forget them while they are waiting for their turn to speak. In this case, ideas come in order and are easy to record. In addition, all group members participate in the process.

2nd approach. The second approach is unsystematic, since each group member can express their ideas at any time. In this case, ideas are expressed freely and naturally, but there is great difficulty in recording ideas. In this case, you can increase the number of people who will record ideas (usually 2 - 3 people). The disadvantage of this approach is that such an approach does not stimulate the direction of thought and does not guarantee the involvement of all participants in the process of putting forward ideas.

Stage 6

After all the ideas are recorded, time is needed to think about and evaluate them. After brainstorming, group members are advised to separate for at least a week to reflect on all the ideas expressed.

It is best to hang the idea sheets in a visible place where group members can see them at all times. In addition, to the discussion of the ideas expressed during the brainstorming, other employees of the enterprise add their ideas to the hanging sheets (brainstorming on the board).

Then, after some time has passed (usually a week), the group members conduct a new brainstorming session based on the list of ideas compiled at the previous meeting.

Stage 7

It initiates the evaluation process. This usually happens at the next group meeting. The best way Organizing the evaluation of ideas from a list means grouping them into themes before some proposals are rejected as unrealistic. Once you have a list of ideas grouped by topic, you should review each one to identify the best ideas that can be implemented quickly and easily.

Next steps groups depend on the subject of the brainstorm. If the goal was to identify a problem to work on, the group should choose a major topic and then focus on ideas related to it to identify those most suitable for consideration. In another case, if as a result of brainstorming the group has received a set of possible solutions to a problem, then the next step is to analyze them using the Pareto method (see Chapter 8) to identify one or two of the most suitable options. The Pareto principle can also be used to scrutinize ideas when making precise decisions.

Brainstorming method invented by Alex Osborne (USA) in the 40s of the 20th century. The main idea is this: to separate the generation of ideas from its criticism, or rather to separate the dreamer from the critic.

We often have to deal with problems that require significant time and effort to solve, read a lot of literature, ask friends for advice, and everything is unsuccessful; a solution is never found.

Brainstorming method designed to solve problems, or rather, generate solutions and select the most suitable ones. For example, searching for a new product or company name, searching non-standard approaches, - in a word, when there is a task, and there is no idea how to approach it, where to start.

Examples topics for brainstorming:

How to earn 1000 euros?

What to name the dog?

Why aren't things going well?

What to do with...?

Where to spend the weekend?

What business to open?

Stages of the brainstorming method

1) Organizational issues (space, people), problem statement

• We find people to generate ideas (approximate number 7+ - 2)
• We inform them about what the task is.
• We choose a group moderator (the moderator is the one who will follow the rules of brainstorming at all its stages, write down ideas, and propose their own). It is better if he is an energetic, active person, and, most importantly, knowledgeable brainstorming method.

Difficulties	Solution options

2) Himselfbrainstorming (idea generation)

• You can briefly introduce participants to the features of the brainstorming method, but this is not a prerequisite.
• The moderator writes the task on the board.
• Group members are given 1-5 minutes to think about the topic and write down the ideas they come up with on a piece of paper.
• Before discussing ideas, it is necessary to inform the rules of discussion:

• The main thing is the number of ideas. Don't make any restrictions.
• Full ban on criticism(lack of evaluation of the idea)
• Unusual and even absurd ideas are welcome.
• Combine and improve any ideas.
• Do not look for details (at this stage it is enough to briefly voice the idea).

• The moderator writes down all ideas. And he stops writing when they are over or there are already enough of them.

Possible difficulties at the stage of choosing a suitable idea and ways to solve them:

Complexity	Solution option
Group members have few or no ideas. This can happen if the task is too global or the participants have a brain block.	Break a large problem into many small ones and solve them one by one. Offer to think about an abstract topic. Do a warm-up, walk around, sit comfortably, preferably in the dreamer's pose, leaning back in your chair.
The participants are lethargic and don’t want to do anything.	Offer to play the game: “How else can you use a plastic bottle.” Take any simple object, for example, a plastic bottle, pen refill, etc. Next, the task is to come up with as many options for using this item as possible in 5 minutes (even the most absurd and unrealistic ones). Offer a prize for the most ideas. Next, move on to the main topic of brainstorming.
People can't help but criticize	The moderator needs to clearly follow the rules of brainstorming: ideas first, then everything else. There are no good or bad ideas. All ideas are good in their own way.
There are so many ideas, how can you write everything down?	Recorded by moderator using technology mental maps. Writing in this form will give you even more creative ideas, plus it will help you concentrate on the task.

3) Selecting a suitable idea (idea analysis)

• Before you start choosing the right idea, you need to remove duplicates that are not related to the topic or problem.
• We set priorities (in accordance with the criteria that are most significant for us when solving a given problem). The criteria could be: speed, time, money, etc.
• We work on the most preferred ideas (what and how to do, who is responsible for what, deadlines, resources, stages, etc.)

Possible difficulties at the stage of choosing a suitable idea and ways to solve them:

Difficulties	Solution options
Disputes about prioritizing and weeding out unrealistic ideas.	Take a break for 5-7 minutes before starting to select an idea. The moderator offers criteria for evaluating the idea (budget, deadlines, etc.). Prioritizes criteria and selects ideas according to them.
At the stage of working out the details, the idea becomes unrealistic.	Work on weak points or take on the next idea.
A dilemma arises: two ideas, we don’t know which one to choose.	Use the mind map method to solve dilemmas. Generate a 3rd idea that will have strengths the first two ideas.

Modifications of the brainstorming method

Brainstorming has many varieties, most of which can be used at business meetings to solve professional problems. These include: reverse, shadow and combined brainstorming, brainwriting, individual brainstorming, whiteboard brainstorming, Solo style brainstorming, visual brainstorming, Japanese brainstorming, morphological method and problem analysis method, method analogies, random impulse, “635” method, moderation method. Let's consider the characteristics of the listed technologies.

1. Reverse brainstorming

It is preferable to use it when creating a new and improved sample, new service or developing a new idea when two creative tasks are solved:

• identifying the maximum number of shortcomings in existing products, services, ideas;
• maximum elimination of these shortcomings in a newly developed product or service.

“The purpose of the reverse brainstorming method is to compile the most complete list of shortcomings of the object or idea under consideration, which are subject to unrestricted criticism.”

As a result of reverse brainstorming, the most complete list of shortcomings, defects and potential problems for the object under consideration, the shortcomings and difficulties of operation are predicted for 10-20 years in advance, so that the resulting list of shortcomings ensures the most long-term competitiveness of the objects.

2. Shadow brainstorming

Not every person can engage in creative activity in the presence and with the active intervention of outsiders. In this regard, when conducting a brainstorming session at a business meeting, it may be advisable for some of the idea generators to provide conditions for simultaneous presence and absence. It is possible to resolve these contradictions with the help of shadow brainstorming.

The session is conducted by two subgroups of idea generators. One of them - the generators themselves - name ideas out loud under the conditions of criticism. Another subgroup, the shadow one, monitors the progress of the generators, but does not directly participate in the discussion. Each participant writes down ideas that arise from the discussion carried out by an active subgroup.

The list of ideas put forward by the generators and the lists of solutions proposed by all participants in the shadow subgroup are transferred after the end of the session to a group of experts whose task is not only to evaluate the ideas, but also to develop them, combine them, i.e. the creative process in this group is moving into a new phase.

3. Combined brainstorming

The above forward (or shadow) and reverse brainstorming techniques can be used together in various combinations.

Double direct brainstorming is that after direct brainstorming, a break is taken for 2-3 days, after which it is repeated again. During a break, the specialists participating in a business meeting activate a powerful apparatus for solving creative problems - the human subconscious, which synthesizes unexpected fundamental ideas.

Reverse – forward brainstorming is typically used to predict the development of brainstorming. First, with the help of reverse brainstorming, all the shortcomings and weak, poorly developed or insufficiently substantiated aspects of an existing object, ideas are identified and the main ones are identified among them. Then they conduct a reverse brainstorming session in order to eliminate the identified main shortcomings and develop a draft of a fundamentally new solution. In order to increase the time for forecasting, this cycle is worth repeating.

4. Brainwriting

This technique is based on the brainstorming technique, but group members express their proposals not out loud, but in writing. They write their ideas on pieces of paper and then exchange them with each other. The neighbor's idea becomes the stimulus for a new idea, which is added to the received piece of paper. The group exchanges papers for 15 minutes.

5. Individual brainstorming

This method, in essence, does not differ from the method of collective brainstorming and is carried out according to the same rules. The only difference is that the session is carried out by one specialist. He generates ideas himself, registers them himself, and often evaluates his ideas himself. The duration of the session should not exceed 3-10 minutes. All ideas that arise must be recorded on paper. The author should not begin to evaluate them immediately, but after some time, for example, after a week.

To successfully use individual brainstorming, you need to learn to ask yourself questions with possible alternative answers.

6.Brainstorming on a whiteboard

In a special room where a business meeting is being held, it is necessary to hang a special board on the wall so that employees can place sheets of paper on it with notes on the creative ideas that come to their minds during the working day. This board should be hung in the most visible place. In the center of it should be written - in large bright (multi-colored) letters - the problem that needs to be resolved.

7. Solo brainstorming

This technology can be used for both teamwork, and individual. If one of the specialists wants to use the brainstorming technique on their own, then it is better to create a special file cabinet for their ideas. Absolutely all ideas deserve to be included in the card index - successful, not so successful, or even those that seem absurd or empty. Then you need to sort all your ideas, add something, improve it and summarize, choosing those thoughts that will optimally contribute to achieving your goal and solving the problem.

8. Visual brainstorming

As a rule, ideas appear quickly, one after another, and a sketch made at the moment the idea is born will allow you not only to record a successful thought, but also not to lose momentum in the process of thinking.

Basic principles of visual brainstorming:

• Speed ​​and flexibility of thinking
• No premature criticism
• Fast response

9. Brainstorming in Japanese

There is also a Japanese (ring) decision-making system - “kingisho”, the essence of which is that a draft innovation is being prepared for consideration. It is handed over for discussion to persons on a list compiled by the manager. Everyone must review the proposed solution and provide their comments in writing. After this, a meeting is held. As a rule, those specialists are invited whose opinion is not entirely clear to the manager. Experts choose their solution according to individual preferences. And if they do not coincide, then a preference vector arises, which is determined using one of the following principles:

b) dictator - the opinion of one person is taken as a basis.

This principle is typical for military organizations, as well as for decision-making in emergency circumstances;

c) the Cournot principle is used in the case when there are no coalitions, i.e. number of solutions proposed equal to the number experts.

d) the Pareto principle is used when making decisions when all experts form a single whole, one coalition.

e) the Edgeworth principle is used if the group consists of several coalitions, each of which does not benefit from canceling its decision.

10. Morphological method and method of analyzing a range of problems

The methods consist of decomposing the original problem into components or emerging problems, and then subsequently breaking them down into alternative ways implementation. Then all possible options combinations. For each of them or only for the most promising options, a corresponding project is drawn up.

11. Method of analogies

The idea of ​​the method is to isolate the problem that has arisen and try to solve it using ideas from other areas of life and science. At one time, the method was used so successfully that an entire science was born on its basis - synectics. Its field of borrowing technical ideas from biology is called bionics.

To use the analogy method it is necessary

a) identify the cause of the difficulties;

b) formalize it as much as possible to a level perceived by specialists from other fields;

c) describe the goals of the future decision and objective limitations;

d) highlight an area of ​​life or science in which there may be solutions that are similar in meaning;

e) select a team of specialists from the selected field;

f) organize and conduct a brainstorming session;

g) interpret the resulting solution options for the source domain;

h) choose the ones that are feasible and the most effective.

12. Random impulse

Our thinking apparatus functions as a self-integrating memory system. The scope of attention is limited and associative. Those. When two signals simultaneously enter the brain under specially created conditions, a certain logical chain must be established between them, which can significantly change the perception of each of the signals.

Basic techniques to speed up this process:

• bringing together many people;
• visiting places where there are a lot of random things (shop, exhibition, library, etc.);
• consciously combining previously unrelated thoughts, for example, using random cue words.

13. Method "635"

Six people express three ideas on a given issue in five minutes.

The sheets with their opinions are then passed clockwise, e.g. Over the next five minutes, each participant must familiarize himself with all of his neighbor’s proposals and detail them. This is done until everyone has worked on all the group's ideas.

In half an hour, at most, 18 developed proposals are ready. The next half hour is given for their discussion, addition and selection of the best options.

14. Moderation method

Participants fill out three cards with a brief description of the existing problems (anonymously).

The moderator shuffles the received cards and announces their contents one by one, offering to assign them to certain groups. If the opinions of the participants differ, the final decision belongs to the author of this card. As a result, all problems are divided into groups (clusters).

Each of the clusters is discussed. The following possibilities are offered: exclusion (inclusion) of any problems from it, division into several smaller groups or, conversely, their consolidation.

A common name for the clusters is being developed. Their relative importance is determined.

A further development of the brainstorming method is synectics or " synectic assault"- the most powerful method of psychological activation of creativity created abroad.

The idea of ​​synectics is to unite individual “creators” into a single group to jointly formulate and solve specific creative problems, and the concept of “synectics” itself includes the whole complex tools and methods.

“The method is based on the use of unconscious mechanisms that manifest themselves in a person’s thinking at the moment of creative activity. In a situation where people are united in a group, they are required to express their thoughts and feelings about the creative task at hand. An irrational form of discussion is the reason for the manifestation of metaphors, images, and symbols in memory.”

A feature of synectics that distinguishes it from the usual brainstorming method is the organization of the group’s influence on the creative activity of individuals. At the same time, attention is paid to attempts to surpass oneself, rejection of standard approaches. Creative competition is of great importance in a group of participants in synectics; everyone strives to “take on” the largest part of the creative solutions put forward.

An important criterion for selecting group members is emotional type. It influences how a person approaches a given task. Here we find another significant line of differences between synectics and brainstorming. Selecting a group of brainstorming generators consists of identifying active creators with different knowledge. Their emotional types are not particularly taken into account. In synectics it is quite the opposite. More likely, two people with the same amount of knowledge and experience will be selected, if at the same time they are completely different in the emotional sphere.

Synectics defines the creative process as mental activity in a situation of setting and solving a creative problem, where the result is a creative or artistic solution. Generally speaking, synectics includes two basic processes:

• Transforming the unfamiliar into the familiar
• Transforming the familiar into the unfamiliar

To transform the familiar into the unfamiliar means to turn over, change the everyday, routine, generally accepted view and reaction to things. Synectics believes that viewing the known as the unknown is the basis of creativity.

The goal of synectics is to direct the spontaneous activity of the brain and nervous system meeting participants to explore and transform the design problem.

The organization of a synectics session (synectic meeting) is borrowed from brainstorming, but still differs from it in the use of some psychological attunement techniques, including very active use analogies.

When developing an idea or concept human brain carries out some activity that represents a system various actions. This is the collection and processing of information, its comprehension, generation of ideas, forecasting, decision-making, their implementation, control. The impulse to begin the creative process is possible in situations of choice.

For an idea to appear, you need insight or the use of special heuristic technologies for generating ideas, such as synectics. The phenomenon of “insight” is especially often manifested in the work of a well-trained, prepared group, when it acts harmoniously, fixating on the more or less irrational basis of its reasoning on a problem, for some time avoiding attempts to formulate completely completed ideas and thoughts.

The use of analogies in the creative process is an intermediate link between intuitive and logical thinking procedures. In solving creative problems, various analogies are used: concrete and abstract, analogies of living and inanimate nature, etc.

In synectics, the following chain of actions is implemented sequentially:

• Analysis of the problem;
• Discussion of the issue (to what extent the problem is understood by the participants);
• Identification of the main difficulties and contradictions that impede the solution of the problem;
• Asking leading questions;
• Search for analogies that allow you to express a given problem in terms that are familiar to group members from their work experience;
• Transforming the ordinary into the familiar;
• Developing and articulating a promising idea and packaging it in terms of real action.

The promotion of ideas and their subsequent selection largely depends on the meeting leader, his professional and communication skills, tact, mobility and resourcefulness, and the ability to create a creative atmosphere and activity.

The process of organizing creative work in synectics includes the following main points:

• Initial statement of the problem;
• Analyze the problem and provide the necessary background information;
• Finding out the possibilities for solving the problem;
• Reframing the problem;
• Joint choice of one of the options for the reformulated problem;
• Promotion of figurative analogies;
• Adjustment of approaches to solutions or ready-made solutions outlined by participants in the synectic assault to the requirements inherent in the formulation of the problem.

In the actual practice of conducting a synectic storm at a meeting, participants, as a rule, strive to immediately, without following all the listed synectic procedures, find a solution to the problem.

Advantages and disadvantages of the brainstorming method

Brainstorming, like many other collective decision-making methods, has certain advantages and disadvantages.

One of the most important benefits of brainstorming is that creative thinking is encouraged during brainstorming, and idea generation occurs in a comfortable, creative atmosphere.

All participants in the process are being activated. They are deeply involved in the process of generating ideas and their discussion, master new ideas more flexibly, and feel equal.

Laziness, routine thinking, rationalism, and lack of emotional “fire” are eliminated almost automatically when using this technology. Looseness activates intuition and imagination.

There is a move beyond standard thinking. Interactive interaction generates a synergistic effect. Other people's ideas are refined, developed and supplemented, and the chance of missing a constructive idea is reduced.

Attracted large number ideas, proposals, which allows you to avoid thinking stereotypes and select a productive idea.

Brainstorm is a simple technique that is easy to understand and easy to implement in a business meeting. It does not require complex equipment, technology, a lot of time or a specially organized spatial environment.

It is also necessary to highlight the disadvantages of brainstorming, which will help to avoid problems when solving problems using the brainstorming method.

Due to the fact that during a brainstorming session the generation of any ideas, even fantastic ones, is encouraged, its participants often leave real problem. In the flow of various proposals, it can sometimes be quite difficult to find rational and productive ideas. In addition, the method does not guarantee thorough development of the proposed idea.

Due to the high degree of involvement of meeting participants, everyone is responsible for the final result, and if everyone has ideas, the time spent discussing them increases.

If staff are poorly trained in cooperation and teamwork, meeting participants may not be satisfied with the effectiveness of their activities. In addition, many participants may insist on their authorship of the ideas being discussed and prefer to be leaders in the creative process at the expense of those who are less developed and prepared.

An insufficiently developed ability to carry out distillation causes difficulties in selecting from a large number of developed ideas only those that will actually contribute to solving a problem or task and, therefore, can be translated into concrete actions.

Do you know what “brainstorming” is?

Certainly! Who doesn't know?

What is the essence of this method?

Several people get together and come up with something new.

It turns out?

During the Second World War, the English officer A. Osborne once gathered the entire crew on deck and invited everyone to speak out about life important problem: How can you protect a ship from German torpedoes? Among others, the sailors put forward a fresh hypothesis that if everyone lined up at the side and blew together on the torpedo, maybe it would turn to the side. Funny? Stupid?.. But Osborne patented an invention that consists of installing a small additional propeller on the side of the ship, which drives a stream of water along the side. This significantly reduces the vulnerability of the ship - a torpedo can change course and slide along the side...

Psychologist A. Osborne is considered the father of classic brainstorming. In 1953, his book “Controlled Imagination” was published.

What is brainstorming (BS)? I bring to your attention several definitions:

Brainstorming (MS) is one of the most popular methods of stimulating creative activity. Allows you to find a solution complex problems by applying special discussion rules. Widely used in many organizations to find innovative solutions to a wide variety of problems.

MS - group collective production of new ideas. The method is based on the free expression of associations. The point is to collectively generate ideas that would not have occurred to an individual. Word for word, image for image... One expresses, another picks up, the third completes.

MS makes it possible to combine very different people; If the group manages to find a solution, then its members become staunch supporters of its implementation. Nowadays, brainstorming can be effectively used by organizations to improve the quality of work in teams.

MS is a technique that encourages putting forward as many ideas as possible, an unbiased attitude towards the statements of colleagues, and the desire to compromise.

MS is the most famous, but far from the most successful attempt to create a creative technique (albeit with a very impressive name). Various researchers have repeatedly made attempts to create more advanced modifications of the MS.

The classic brainstorming technique proposed by Osborne is based on two basic principles - “delaying judgment on an idea” and “from quantity comes quality.” The purpose of brainstorming is to eliminate the evaluative component in the initial stages of idea creation, which involves the application of several rules:

• Free flight of imagination is encouraged - people should try to liberate their imagination as much as possible. It is allowed to express any, even the most absurd or fantastic ideas. There are no ideas so awkward or impractical that they cannot be expressed out loud.
• There should be a lot of ideas - each session participant is asked to submit as many ideas as possible.
• Criticism is excluded - at the stage of generating ideas, expressing any criticism of the authors of ideas (both our own and others) is not allowed. Those working in interactive groups should not fear that they will be judged on the ideas they propose.
• Combining and improving proposed ideas - participants are asked to develop ideas proposed by others, for example, by combining elements of two or three proposed ideas.
• At the final stage, the best solution is selected based on expert assessments.

Agree, dear colleague– the principles are simple. Why do we often not get the expected result?

Firstly, the apparent simplicity of the method gave rise to an easy attitude towards it: “Come up around nine o’clock, let’s storm.”

Secondly, at the moment, with the abundance of information on this topic on the Internet, it is difficult to find a detailed technology for implementing MS.

Thirdly, the simplicity of the method is visible; MS requires (“if you are interested in the result”) careful implementation.

The purpose of the “toolkit” brought to your attention is to get acquainted with the step-by-step MS technology, consider the features of its implementation, and understand what needs to be done to guaranteed receipt results, what may be the reasons for ineffectiveness, assess the applicability of this method within your organization.

So: fanfare, fireworks, joyful smiles! We're getting started!

PRINCIPLES OF MS:

Quantity turns into quality. The more ideas, the higher the likelihood of a correct decision. Don't rush into criticism. We tend to evaluate ideas instinctively and immediately, and often incorrectly. It’s worth taking your time to think through all the proposals.

ACTION PLAN:

1. Define the problem. Formulate your problem as precisely as possible; if the problem is complex, break it down into simple tasks

2. Select MS participants. The optimal number is 6-12 people. These should be people:

• having a flexible, quick mind;
• positive attitude;
• motivated to improve the situation;
• aware of the need for fresh creative ideas.

One person should be invited who, due to his position, is capable of making decisions and implementing his plans.

3. Choose a leader. A person with experience in establishing contacts in a team and sufficient eloquence (able to paraphrase statements made and find acceptable analogies). It is important that the leader of the MS has the opportunity, if necessary, to correct the statements of an influential person, since nothing dominates a subordinate as much as the opinion of management.

4. Create a favorable atmosphere:

• comfortable room;
• possibility of breaks.

5. Select an “on duty” person. A participant who records all suggestions and comments made. If ideas are not written down, they are forgotten. Add to the list all the ideas that arise, even if some of them are largely the same as each other.

6. If you’re going to go, then go to the end.

• Immediately after the MS, organize a lunch or even a party to celebrate your success.
• You can write thank you letters to all participants and observers of the MS, noting everyone’s contribution to solving this difficult task.
• It is useful to ask each of the MS participants to write which of the ideas, in their opinion, is worthy of implementation, and what needs to be done for this.

7. Evaluate ideas. If you try to evaluate an idea right away, you will neither appreciate it nor see its flaws. Do not rush into assessments; evaluate ideas only at the end of the workshop (the facilitator can qualify the ideas independently or invite the group to participate in the assessment). Before you abandon any idea, find at least three reasonable reasons why it is worth doing!

LEADER'S RESPONSIBILITIES

Good preparation for MS includes the following parameters:

• drawing up a MS plan and familiarizing MS participants with it;
• familiarization of MS participants with methods of initiation and development of creative potential, use creative techniques, contributing to the birth of new ideas;
• creating a relaxed atmosphere (jokes, anecdotes, funny incidents from life, etc. are possible) All participants must have equal rights;
• focus on the task at hand, willingness to manage the process of putting forward ideas (it is important to direct the train of thought);
• clarity in the formulation of proposed solutions and during the MS, summing up intermediate results;
• encouraging manifestations of initiative. The weirder the idea, the better;
• helping MS participants in changing their usual view of things (putting emphasis differently, asking leading questions, awakening the imagination). Sometimes work in a group can stall because its members are too focused on the problem itself and on traditional ways of solving it (“slaves of habit”). If such people are in the majority in a group, the leader must try to radically change their view of the problem. In some cases, it is possible to eliminate such “obsession” by asking abstract questions, for example:

1. What attracts people's attention?
2. What surprises them?
3. What shocks them?
4. What brings them pleasure?
5. Who are they interested in?
6. What are they interested in?
7. Who do they admire?

All are used available methods in order to visually represent the task facing you (drawings, diagrams, graphs, use of different colors, illustrations of the group’s thoughts and suggestions...). The task is to develop as many ideas as possible in a short time;

• It is imperative to emphasize the contribution of each participant to solving the common problem.

VARIETIES OF MSH

BREINWRITING. Group members write their ideas on pieces of paper and then exchange them with each other. The neighbor's idea becomes the stimulus for a new idea. The principles of MS remain the same.

MSH ON THE BOARD. A special board is hung on which employees post notes on the ideas that come to their minds during the working day. In the center of the board should be written - in large bright (multi-colored) letters - the problem that needs to be solved. Anyone who has an interesting idea can pin a piece of paper with the idea on it to the board.

Advantages:

• The problem is always before your eyes, and thoughts about it will constantly spin in the minds of all those interested in solving it.
• Many associations are born. By looking at the ideas pinned to the board on sheets of paper, the employee is likely to come up with something of his own.
• Reflection time is not limited to one to two hours of class in the MS group.

If there are few or no idea sheets, this suggests that you need to find ways to encourage your employees to be more creative at work.

SOLO. To conduct MS on your own, it is better to create a special file cabinet for your ideas. It is important to “perpetuate” absolutely all ideas – successful and not so successful, seemingly absurd and empty. If an idea appears, write it down.

VISUAL MSH. Capturing ideas using drawings. As a rule, ideas appear quickly, one after another, and sketching will help you not only capture a good idea, but also not lose momentum in the process of thinking.

Advantages:

• Speed ​​and flexibility of thinking
• No premature criticism

If we briefly and dryly describe this method, then, dear colleague, that’s all. In fact, a lot of interesting things happen (or don’t happen - it depends on the organization), because... emotional involvement, a purposeful search for the best solution, and the trust of colleagues allow us to feel the drive of joint creativity. And the satisfaction from the solution found more than compensates for all energy and time costs.

References:

1. G.S. Altshuller “Introduction to TRIZ. Basic concepts and approaches" Version 3.0 e-book“Official Foundation of G.S. Altshuller"

2. Yu.G. Tamberg “How to teach a child to think” Phoenix Rostor-on-Don 2007

3. edited by N.Yu. Khryascheva “Psycho-gymnastics in training” Yuventa Training Institute St. Petersburg 1999