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Brainstorming
When faced with a challenge, whether it be creative or managerial, how often does your group act on the first solution suggested rather than explore alternatives?
And out of those times, how often do you realize, two weeks down the road, that there are better, more effective or more innovative ways of doing things?
This kind of myopia happens to groups all the time. Often, in groups, we try to solve our problems as quickly and painlessly as possible. Sometimes we do this because of deadlines or a lack of interest in the project and often we do it because we are not comfortable enough in the group setting to propose different ways of doing things. One way to combat this timidity is by brainstorming.
Brainstorming is a quick, effective method of idea generation that allows groups members to share a variety of ideas in a safe, nonjudgmental environment. It allows a number of ideas to be presented before the group so that the most promising alternatives can be examined and the best solution found. Brainstorming can be used to generate project themes, group duties, presentation methods, solutions to complex problems and just about any other challenge a group may face.
Before the brainstorming session begins:
Make sure all group members understand the problem at hand. Ask group members to take the time to generate some ideas individually. Write these ideas down before discussion begins so that good ideas are not lost in the shuffle.
During the brainstorming session:
Elect someone to be the recorder who writes down all of the ideas presented. Invite everyone to share his or her ideas with the group. Allow time for discussion of suggestions so that members can build off of each other's ideas, or "hitchhike." Write down all ideas so that they may be reviewed after the session is over. Do not decide on any solution until all members have had a chance to share all of their ideas.
Tips for effective brainstorming:
Don't be judgmental of others' ideas. This behavior increases group tension and may intimidate group members from sharing their own ideas. Even the craziest, most unrealistic solutions can work or produce another idea that may work. Practice good listening skills by concentrating on the person speaking and his or her ideas rather than just thinking about what you plan to say next. Try to encourage creativity and innovative thinking in order to generate the widest range of new ideas and maximize your chances of finding the best solution. One way to encourage creativity is to ask everyone in the group to come up with the most outlandish, yet ideal solution they can think of. When you start discussing these ideas, you may find that they aren't as outrageous as they seemed. Do not claim ownership of ideas. Allow other people to "hitchhike" in order to make the most out of every suggestion. Everyone in the group should participate, even if they don't think they can come up with any ideas. Once the discussion starts they may be able to offer valuable contributions to the conversation by building off of others' ideas. Don't stop too soon. Some people take longer than others to get used to the brainstorming process so you need to provide enough time for them to acclimate themselves. Be as honest as possible when discussing the feasibility of solutions so that you don't get stuck trying to make a creative but impossible idea work for you.
Set realistic time limits for your brainstorming session so that you have time to finish the project when you have found a solution. Some types of limits include: allowing everyone to offer three ideas; giving ideas until the recorder has filled up one side of one sheet of paper; placing someone in charge of keeping time so that you only brainstorm for ten minutes. There is an unlimited amount of time limiting techniques, and no one way is the best. It is important to set your limits based on what works best for your group. There are no 'wrong' ideas. The only bad solution is silence.
After the brainstorming session:
Review all of the ideas presented during the brainstorming session and decide which alternatives are the most reasonable and appealing to the whole group. Discuss the merits and feasibility of each solution. Perhaps each person in the group can take a solution and develop a case for how and why your group should use it. Since you took the time to brainstorm, don't just settle on any solution. Carefully review your choices so that your decision is informed and well-thought out. Once you have decided upon your solution, or solutions in some cases, it's time to get to work on making your ideas realities.
References
Clark, Charles Hutchinson. (1958). Brainstorming: The dynamic new way to create successful ideas. Garden City, NY: Doubleday.
Patton, Bobby R., Giffin, Kim, and Eleanor Nyquist Patton. (1989). Decision-making group interaction. New York, NY: Harper & Row.
Proctor, Tony. (1995). The essence of management creativity. New York, NY: Prentice Hall.
Rawlinson, J. Geoffrey. (1981). Creative thinking and brainstorming. New York, NY: Wiley.
Assign a deadline for each section of the project. Decide who will be in charge of making sure each section is completed by the deadline. Write down this timeline and make sure all members have a copy so that everyone can see where the group should be at any given time. At the start of each meeting, ask members for an update of where they are in terms of accomplishing their goals in order to make sure everyone is on track.
Things to remember:
Challenging goals are effective because they drive group members to work harder and achieve more; however, they require a high amount of commitment from members in order to accomplish them. If goals are too challenging, in other words impossible, they will be detrimental to the group because they will drastically affect the morale and confidence of the members. Don't be afraid to confront people who are not adhering to the goals set by the group. They may have good reasons for not pulling their own weight or they may just be lazy. Either way, the group cannot function effectively if all members are not contributing. Goals are important as they provide structure but they are just guidelines. Some situations require that you renegotiate your goals and you, as a group, must be flexible enough to do so in order to successfully complete the tasks at hand.
Reference
Hughes, Charles L. (1979). Goal setting: key to individual and organizational effectiveness. New York, NY: American Management Association.
Group Communication
Have you ever had an idea that you just couldn't express?
A solution to a problem that no one would listen to?
It's frustrating when you want to communicate with people but you just can't. That's because communication is an integral part of human interaction. It is how we present ourselves, how we get across all the ideas that are in our minds, how other people create impressions of us. It's impossible to hypothesize what the world would be like without communication. However, sometimes in a group setting, communication can be just as detrimental as it is essential.
Communication is something we all have to be conscious of as we interact with the rest of the world. One of the fundamental theories of communication study states that "one cannot not communicate." That is to say, we are always communicating with others, whether we intend to or not. In that way it is important that we understand that what we say is just as important as how we say it. The misinterpretation of messages can lead to the kind of misunderstandings that can make or break a group. It is essential, then, that we understand how those misunderstandings sometimes arise and what we can do, as group members, to circumvent them. One of the most common problems that groups face is dealing with tension and defensive behavior within the group. By avoiding negative behaviors, providing constant feedback and practicing active listening, we can decrease these negative forces from becoming chronic problems within our groups.
Tension and Defensiveness
Did you ever notice that sometimes the people in your group just don't get along, as if there's some kind of tension always in the air? Or that people seem to jump down each other's throats with little provocation?
Sometimes, within groups, people communicate messages that make others feel tense or defensive, without even realizing it. This can be very harmful to a group. It can make group members less likely to contribute their own ideas, agree with others' opinions (even when they are shared), and attempt to overcome conflict. These feelings can be circumvented, however, if you are conscious of the messages you are sending to others.
Tension and defensiveness are increased when: People are kept from expressing their ideas Group members refuse to listen to or acknowledge the validity of other opinions People feel they are being judged or evaluated People act or talk with superiority Individuals do not trust the group enough to share their feelings or thoughts Ideas are misconstrued due to a lack of clear, open communication An individual's verbal and nonverbal cues are not congruent
Feedback
When was the last time someone commented on one of your ideas and made you feel really good? How about really bad? Now think about the last time you responded to someone's ideas. Did you do so because you felt the need to support or degrade them or did you do it without even realizing it?
Feedback is when we respond to comments made by others. Very often we do it out of habit, without even realizing it. If used properly, feedback allows group members to provide verbal and nonverbal support for each other, clarify ideas, increase each other's confidence, promote group closeness and refine communication skills. If used improperly, it can also be detrimental, causing us to become defensive or withdraw from group discussion.
