Go Beyond Your Pet Ideas!
If your company runs brainstorming sessions, know this: too many of them have become veiled opportunities for people to trot out their pet ideas.
Because everyone is so ridiculously busy these days and real listening is at a premium, people use brainstorming sessions as a way to foist their pre-existing ideas on others.
And while this sometimes leads to results, it doesn't make best use of the opportunity a brainstorm session provides. The way around this phenomenon?
Give people a chance to express their pre-existing ideas at the beginning of a session. Clear the decks. Then use the rest of the time to explore the unknown. Woof! Woof!
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26 Reasons Why Most Brainstorming Sessions Are a Big Disappointment
Whenever I ask my clients to tell me about the quality of the brainstorming sessions in their company, they usually roll their eyes and grumble.
Simply put, most brainstorming sessions don't work.
Not because brainstorming, as a process, doesn't work -- but because they're usually done poorly.
What follows are 26 of the most common reasons WHY -- and after that, a list of what you can do differently to turn things around. Ready?
1. Lame facilitation
2. Wrong (or poorly articulated) topic
3. Unmotivated participants
4. No transition from "business as usual"
5. Insufficient diversity of participants
6. Addiction to the status quo
7. Lack of clear ground rules
8. Sterile meeting space
9. Hidden (or competing) agendas
10. Lack of robust participation
11. The boss is in the room
12. Habitual idea killing behavior
13. Attachment to pet ideas
14. Discomfort with ambiguity
15. Hyper-seriousness (not enough fun)
16. Endless interruptions
17. PDA addiction (Crackberries)
18. Premature adoption of the first "right idea"
19. Group think
20. Hierarchy, turfs, and competing sub-groups
21. Imbalance of divergent and convergent thinking
22. No tools or techniques to spark creativity
23. Inadequate idea capture
24. Meaningless speed. No time for reflection
25. Pre-mature evaluation
26. No real closure or next steps
WHAT CAN YOU DO TO TURN THINGS AROUND?
1. Find, train (or hire) a skillful facilitator
2. Make sure you're focusing on the right challenge.
3. Invite people who care about the topic.
4. Invite people with diverse points of view.
5. Spend time clarifying the "current reality".
6. Start with a fun icebreaker to help change mindset.
7. Ask participants to establish clear meeting ground rules.
8. Design (or find) a more inspiring meeting space.
9. Establish alignment re: session goals.
10. Find ways to engage the least verbal participants.
11. Establish "deep listening" as a ground rule. Model it.
12. Invite participants to name classic idea killing statements.
13. Elicit the group's pet ideas in the first 30 minutes.
14. Explain how ambiguity is part of the ideation process.
15. Tell stories, play music, invite humor.
16. Go off site. Put a "meeting in progress" sign on the door.
17. Collect all PDAs/cell phones. Establish "no email" ground rule.
18. Go for a quantity of ideas. Let go of perfectionism.
19. Encourage individuality, risk taking, and wild ideas.
20. Ask people to leave their titles at the door.
21. Start with divergent thinking. End with convergent thinking.
22. Use tools and techniques to spark original thinking.
23. Enroll scribes, use post-its, have an idea capture process.
24. Create time for individuals to reflect on new ideas.
25. Explain that evaluation will happen at the end of the session.
26. Identify and enroll "champions". Explain the follow up process.
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December 16, 2011The Atlassian FedEx Day Goes Global
Atlassian is a very successful Australia-based software company founded in 2002. It has 400+ employees, with 125 of them in San Francisco.
It also has more than 17,000 satisfied clients including Google, Netflix, Facebook, Twitter, Skype, LinkedIn, Pixar, Adobe, Hulu, Salesforce, UPS, Nike, and Coca-Cola.
Atlassian's software helps companies organize their data, track it, collaborate about it, and detect/fix bugs in their software.
Yeah, I know... I had never heard of them before either.
But those days may soon be over. Atlassian is fast becoming famous not only for their popular software development tools, but also for their rapidly-spreading innovation creation playfully named "FedEx Day".
Very simply, FedEx Day is a 24-hour innovation immersion event that enables employees to brainstorm, prototype, and pitch their emerging innovations.
Why is it called "FedEx Day"? Because the goal of the 24-hour blitz is for participants to originate, develop, and deliver new products, new services, or business process improvements overnight.
FedEx Days typically begin on a Thursday afternoon at 2:00 pm and end with a spirited round of presentations delivered exactly 24 hours later.
The experience is energizing, empowering, and exciting -- with the company supplying pizza and beer (this DID originate in Australia, after all) for everyone on Thursday night.
The end result? Lots of useful and successful innovations that would not have materialized had employees been required to stick with their "day jobs."
Atlassian has been, internally, conducting FedEx Days (now done quarterly) since 2005. But this program is now spreading like a Charlie Sheen Twitter meme. Many other organizations, like Yahoo, Symantec, Flickr, Hasbro Toy, and the Mayo Clinic have all begun conducting their own versions of FedEx Day.
And, NOW, for the first time ever, Atlassian is offering to send their own FedExperts to one deserving company in order to help them conduct their own FedEx Day.
Explains Jonathan Nolen, one of Atlassian's FedExperts, "It's so exciting. The possibilities are endless. Everyone has great ideas and this gives them a way to unleash the power of those ideas. And it happens all over the organization. It's incredibly inspiring to see this happen in real time."
Atlassian's Annelise Reynolds agrees. "This is part of a new trend in business where companies are understanding the importance of engaging and energizing their employees. It works wonders for both the companies and their employees. The employees have fun and the companies get some great innovations."
Interested? Want to enter the contest? Click here. Or here to find out what Dan Pink, author of Drive and A Whole New Mind has to say about it.
Entering is simple. All you need to do is fill out this entry form and make a convincing case for why YOUR company or department could use a 24-hour innovation blitz.
Deadline is December 21st, 10:00 PM Pacific Time! Good luck! And good on ya, mate!
- Val Vadeboncoeur
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December 04, 2011The Musical Dynamics of Brainstorm Facilitation
A well-facilitated brainstorming session is like a symphony -- or, at the very least, a really good performance of any kind of music.
Embedded in its DNA are dynamics (i.e. "variation and contrast in force and intensity") -- the skillful modulation of elements that fully engages a person's attention.
The opposite? Muzak.
Next time you listen to a piece of music, be aware of dynamics -- the various ways in which the composition holds your interest (i.e. rhythm, pauses, crescendos, harmonies, solos, and multiple variations of soft and loud).
As a brainstorm facilitator, you need to do everything in your power to keep the session as dynamic as possible so participants remain fully engaged -- poised and ready to respond.
If the session is boring (or takes a "dip" after a brief period of engagement), your chances of succeeding decline exponentially.
Towards this end, think of yourself as a "conductor" -- the one who guides a group of individual contributors ("soloists") through an artful process that ensures a quality experience and a meaningful outcome.
If you want to learn more about how to do this, consider our virtual brainstorming training. It's engaging, affordable, customizable, and will only take you 60 minutes per week.
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November 15, 2011Virtual Brainstorm Facilitation Training
Let me take a wild guess:
The brainstorming sessions you attend (or lead) leave something to be desired. You keep hoping they'll get better, but they don't. There's too much idea killing. Too much wheel spinning. Too much sound and fury, but not enough results.
You've thought about bringing in an outside training company, but they all seem a bit odd -- not to mention the fact that you can't find the budget -- or the time.
Not to worry. That's why we've created a new, flexible, virtual training program that makes it profoundly easy for you (and others) to learn the art and science of facilitating brainstorm sessions that work.
WHY HIRE US?
1. We've been facilitating brainstorming sessions since 1986.
2. We've worked with just about every industry (and mindset) on Planet Earth.
3. Our clients get tons of value.
4. We know how to bring out the best in aspiring facilitators.
5. We can customize the training for your specific needs.
6. We love what we do and are really good at it.
7. Our training materials are top-of-the-line.
8. We've created really cool online tools you can use in your sessions (live or virtual).
9. The co-designer of the training is the author of an award-winning book on the creative process.
10. Each person we train receives a lifetime subscription to Free the Genie, our highly regarded innovation-sparking app.
Intrigued? Contact us today. Or if not today, tomorrow. Or if not tomorrow, the day after.
Posted by Mitch Ditkoff at 04:41 PM | Comments (0)
November 10, 2011Why Leaders Shouldn't Lead Brainstorming Sessions
Here's one of the dirty little secrets of corporate brainstorm sessions: When they are led by upper management, department heads, or project leaders, they usually get manipulated.
Because honchos and honchettes are so heavily invested in the topic being brainstormed, it is common for them to bend the collective genius of the group to their own particular point of view.
Not a good idea.
Participants -- out of respect for the expertise (or position or parking space) of the facilitator -- will invariably moderate their input. The results? Same old same old.
That's why brainstorm facilitators need to remain neutral.
Not neutral like vague. Neutral like free of any pre-determined concept or outcome.
An open window, not an empty suit.
A facilitator's role is to facilitate (from the Latin word meaning "to make easy") the process whereby brilliance manifests -- not use their platform to foist their ideas on others.
In the best of all worlds, brainstorm facilitators wouldn't be the people who care the most about the topic. They wouldn't be the content expert, team leader, department head, senior officer, or anyone whose job is described by a three-letter acronym.
There's a HUGE difference between facilitating and leading a brainstorming session. Leaders get people to follow them. Facilitators get people to follow the yellow brick road of their own imagination.
Here are four classic ways that some brainstorm facilitators manipulate the ideation process. Any of them familiar to you?
1. They verbally judge ideas as they are presented
2. They scribe only the ideas they approve of
3. They spend more time pitching their own ideas than listening to the ideas of others
4. They develop only ideas consistent with their own assumptions
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October 25, 2011Brainstorming vs. Braincalming
If you work in a big organization, small business, freelance, or eat cheese, there's a good chance you've participated in at least a few brainstorming sessions in your life.
You've noodled, conjured, envisioned, ideated, piggybacked, and endured overly enthusiastic facilitators doing their facilitator thing.
You may have even gotten some results. Hallelujah!
But even the best run brainstorming sessions are based on a questionable assumption -- that the origination of powerful, new ideas depend on the facilitated interaction between people.
You know, the "two heads are better than one" syndrome.
I'd like to propose an alternative for the moment: "two heads are better than one sometimes."
For the moment, I invite you to consider the possibility that the origination of great, new ideas doesn't take place in the storm, but in the calm before the storm... or the calm after the storm... or sometimes, even in the eye of the storm itself.
Every wonder why so many people get their best ideas during "down time" -- the time just before they go to sleep... or just after waking... or in dreams... or in the shower... or in the car on the way home from work?
Those aren't brainstorming sessions, folks. Those are braincalming sessions. Incubation time.
Those are time outs for the hyperactive child genius within us who is always on the go.
Methinks, in today's over-caffeinated, late-for-a-very-important-date business world, we have become addicted to the storm.
"Look busy," is the mantra, not "look deeply."
We want high winds. We want lightning. We want proof that something is happening, even if the proof turns out to be nothing more than sound and fury.
High winds do not last all morning. Sometimes the storm has to stop.
That's why some of your co-workers like to show up early at the office before anyone else has arrived. For many of us, that's the only time we have to think.
"The best thinking has been done in solitude," said Thomas Edison. "The worst has been done in turmoil."
I'm not suggesting that you stop brainstorming (um... that's 20% of our business). All I'm suggesting is you balance it out with some braincalming. The combination of the two can be very, very powerful.
HERE'S A FEW WAYS TO GET STARTED:
1. In the middle of your next brainstorming, session, restate the challenge -- then ask everyone to sit, in silence, for five minutes, and write down whatever ideas come to mind. (Be ready for the inevitable joking that will immediately follow your request). Then, after five minutes are up, go "round robin" and ask everyone to state their most compelling idea.
2. Ask each member of your team to think about a specific business-related challenge before they go to bed tonight and write down their ideas when they wake up. Then, gather your team together for a morning coffee and see what you've got.
3. Conduct your next brainstorming session in total silence. Begin by having the brainstorming challenge written on a big flip chart before people enter the room. Then, after some initial schmoozing, explain the "silence ground rule" and the process: People will write their ideas on post-its or flip charts. Their co-workers, also in silence, will read what gets posted and piggyback. Nobody talks.
It's your decision, at the end of the idea generating time, if you want the debrief to be spoken -- or if you want people to come back the next day for a verbal debrief.
"Let us be silent, that we may hear the whispers of the gods." - Ralph Waldo Emerson
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October 02, 2011The Good Thing About Bad Ideas
One of the inevitable things you will hear at a brainstorming session is "there are no bad ideas." Well, guess what? There are plenty of bad ideas. Nazism, for instance. Arena football. Bow ties.
What well-meaning "keep hope alive" brainstorming lovers really mean is this: Even bad ideas can lead to good ideas if the idea originators are committed enough to extract the meaning from the "bad".
Do you think that War and Peace was written in one sitting? No way. There were plenty of earlier drafts that were horrid, but eventually led to the final outcome.
The key? To find the value in what seems to be a "bad idea" and then use that extracted value as a catalyst for further exploration. The following technique, excerpted from Awake at the Wheel, shows you how...
HOW IT WORKS:
1. Bring a challenge, question, or problem to mind.
2. Conjure up a really bad idea in response to it.
3. Tell another person about your bad idea.
4. The other person thinks of something redeemable about your bad idea -- and tells you what it is.
5. Using this redeemable essence as a catalyst, the two of you brainstorm new possibilities.
Posted by Mitch Ditkoff at 06:59 AM | Comments (0)
September 09, 201123 Reasons Why Nothing Happens After a Brainstorming Session
How many times have you participated in a brainstorming session, only to be underwhelmed by the utter lack of follow up?
Unfortunately, in most businesses, this is often the norm.
Here's why:
1. The output of the session is underwhelming.
2. No one has taken the time, pre-brainstorm, to consider follow-up.
3. No criteria is established to evaluate the output.
4. No next steps are established at the end of the session.
5. No champions (i.e. process owners) are identified.
6. The champions are not really committed.
7. The champions are committed, but under-estimate the effort.
8. The ideas are too threatening to key stakeholders.
9. No one is accountable for results.
10. The project leader doesn't stay in contact with key players and "out of sight, out of mind" takes over.
11. The "steering committee" takes their hands off the wheel.
12. The next brainstorming session is scheduled too quickly.
13. The output of the session is not documented.
14. No sponsors are on board.
15. Participants' managers are not supportive of the effort
16. It takes too long to document the output of the session.
17. The output is not distributed to stakeholders in a timely way.
18. Participants and stakeholders do not read the output.
19. Bureaucracy and company politics rule the day.
20. Somebody, in the session, is disengaged and sabotages the effort.
21. Teamwork and collaboration is in short supply.
22. Small wins are not celebrated. People lose heart.
23. Participants perceive follow-up as "more work to do" instead of a great opportunity to really make a difference.
What else should be on this list?
Excerpted from Conducting Genius
Posted by Mitch Ditkoff at 08:04 AM | Comments (10)
July 19, 2011The 8 Dimensions of a Brainstorm Session
Most people think brainstorming sessions are all about ideas -- much in the same way Wall Street bankers think life is all about money.
While ideas are certainly a big part of brainstorming, they are only a part.
People who rush into a brainstorming session starving for new ideas will miss the boat (and the train, car, and unicycle) completely unless they tune into the some other important dynamics that are also at play:
1. INVESTIGATION: If you want your brainstorming sessions to be effective, you'll need to do some investigating before hand. Get curious. Ask questions. Dig deeper. The more you find out what the real issues are, the greater your chances of framing powerful questions to brainstorm and choosing the best techniques to use.
2. IMMERSION: While good ideas can surface at any time, their chances radically increase the more that brainstorm participants are immersed. Translation? No coming and going during a session. No distractions. No interruptions. And don't forget to put a "do not disturb" sign on the door.
3. INTERACTION: Ideas come to people at all times of day and under all kinds of circumstances. But in a brainstorming session, it's the quality of interaction that makes the difference -- how people connect with each other, how they listen, and build on ideas. Your job, as facilitator, is to increase the quality of interaction.
4. INSPIRATION: Creative output is often a function of mindset. Bored, disengaged people rarely originate good ideas. Inspired people do. This is one of your main tasks, as a brainstorm facilitator -- to do everything in your power to keep participants inspired. The more you do, the less techniques you will need.
5. IDEATION: Look around. Everything you see began as an idea in someone's mind. Simply put, ideas are the seeds of innovation -- the first shape a new possibility takes. As a facilitator of the creative process, your job is to foster the conditions that amplify the odds of new ideas being conceived, developed, and articulated.
6. ILLUMINATION: Ideas are great. Ideas are cool. But they are also a dime a dozen unless they lead to an insight or aha. Until then, ideas are only two dimensional. But when the light goes on inside the minds of the people in your session, the ideas are activated and the odds radically increase of them manifesting.
7. INTEGRATION: Well-run brainstorming sessions have a way of intoxicating people. Doors open. Energy soars. Possibilities emerge. But unless participants have a chance to make sense of what they've conceived, the ideas are less likely to manifest. Opening the doors of the imagination is a good thing, but so is closure.
8. IMPLEMENTATION: Perhaps the biggest reason why most brainstorming sessions fail is what happens after -- or, shall I say, what doesn't happen after. Implementation is the name of the game. Before you let people go, clarify next steps, who's doing what (and by when), and what outside support is needed.
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June 25, 2011Want a Brainstorming Breakthrough? Get the Right Question!
There's a simple reason why so many brainstorm sessions are a waste of time. The problem statement being pitched to participants is the wrong one.
This is not surprising -- especially when you consider how little time most facilitators put into preparing for a session.
Here's what happens: The person who calls the session is usually scrambling -- overwhelmed, over-caffeinated, and running from one meeting to the next. Out of breath, they pitch the topic to the group, but the topic is either vague or secondary to a more essential challenge that remains unspoken.
G.K. Chesterton, one of the most influential English writers of the 20th century, distilled the phenomenon down to 13 words. "It's not that they can't see the solution," he said. "They can't see the problem."
Then, of course, there's also the phenomenon of perception bias.
Pitch a challenge to an IT person, and it will be seen as a technology problem. Pitch it to a CFO, and it will be seen as a financial problem. Pitch it to a marketing person and it will be seen as a branding problem.
Or as a wise man once said, "When a pickpocket meets a saint all he sees are pockets."
If you plan on running an ideation session any time soon, don't just stumble into the room and pitch a vague topic to the group. Do your homework. Make the effort to identify the REAL issue before asking for ideas. If it's the WRONG QUESTION you present, no amount of idea generation is going to make a difference.
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June 06, 2011First Diverge, Then Converge
If you are gearing up for a brainstorm session, allow me to offer you one piece of advice: first diverge, then converge.
Beyond the muffins, coffee, and people arriving fashionably late, brainstorm sessions are composed of the two aforementioned "erges."
Divergence is the act of "getting out there" or what Webster refers to as "an infinite sequence that does not have a limit."
Go, Noah, go!
Divergence, quite simply, is a deviation from the norm -- kind of like your brother-in-law.
Without divergence, brainstorm sessions are flat, boring, one-dimensional, and a roaring waste of time.
But if the only thing you do is "get out there," never coming back to home base, all you will have done is tease participants by temporarily stimulating their imagination.
That's why you need divergence's accountant-like cousin convergence -- the act of "coming together toward one point."
Divergence and convergence -- like day and night, hot and cold, peanut butter and jelly, are both necessary if you want your brainstorm sessions to really hum.
How to spark divergence?
Well, for starters, invite inspired people, define a compelling challenge, establish a sense of urgency, express humor, and give participants permission to take risks.
Convergence can be achieved in many ways, as well, including verbally summarizing session results, restating the most popular ideas, voting, identifying champions, action planning, and clarifying what will happen to new ideas, post-session.
For more on why most brainstorming sessions don't work (and what you can do about it), click here... or here if you don't want to click any of the aforementioned hyperlinked words, click here.
Excerpted from Conducting Genius.
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March 08, 201110 Ways to Help Left Brainers Tap Into the Best of Their Creativity
If your job requires you to lead meetings, brainstorming sessions, or problem solving gatherings of any kind, chances are good that most of the people you come in contact with are left-brain dominant: analytical, logical, linear folks with a passion for results and a huge fear that the meeting you are about to lead will end with a rousing chorus of kumbaya.
Not exactly the kind of mindset conducive to breakthrough thinking.
Do not lose heart, oh facilitators of the creative process. Even if you find yourself in a room full of 10,000 left brainers, there are tons of ways to work with this mindset in service to bringing out the very best of the group's collective genius:
1. Diffuse the fear of ambiguity by continually clarifying the process
Most left-brain-dominant people hate open-ended processes and anything that smacks of ambiguity. 
Next time you find yourself leading a creative thinking session, make it a point to give participants, early is the session, a mental map of the process you'll be using. Explain that the session will consist of two key elements: divergent thinking and convergent thinking.
In the divergent segment, you'll be helping people consider non-traditional approaches. In the convergent segment, you'll be helping people analyze, evaluate, and select from the multiplicity of ideas they have generated.
If participants are going to get uneasy, it will happen during the divergent segment. Your task? Periodically remind them of where they are in the process. "Here's our objective," you might say. "Here's where we've been. Here's where we are. And here's we're going. Any questions?"
2. Get people talking about AHAS! they've had in their own lives
No matter how risk averse or analytical people in your sessions may be, it's likely that all of them -- at some time or another -- have had a really great idea. 
"Creativity" really isn't all that foreign to them (although they may think it is). All you need to do to get them in touch with that part of themselves is help them recall a moment when they were operating at a high level of creativity.
Get them talking about how it felt, what were the conditions, and what preceded the breakthrough. You'll be amazed at the stories you'll hear and how willing everyone will be, after that, to really stretch out.
3. Identify (and transform) limiting assumptions
One of the biggest obstacles to creativity is the assumption-making part of our brain -- the part that is forever drawing lines in the sand -- the part that is ruled by the past. Most people are not aware of the assumptions they have -- in the same way that most drivers are not aware of the blind spot in their mirror. 
If you want people to be optimally creative, it is imperative that you find a way to help them identify their limiting assumptions about the challenge they are brainstorming. "Awareness cures," explains psychologist Fritz Perls. But DON'T get caught in a lengthy discussion about the collective limiting assumptions of the group. This is often just another way that left-brain dominant participants will default to analyzing and debating.
Instead, lead a process that will help participants identify and explore their limiting assumptions. Then, time allowing, help them transform each of these limiting assumptions into open-ended "How can we?" questions for brainstorming.
4. Encourage idea fluency
Dr. Linus Pauling, one of the most influential chemists of the 20th century, was once asked, "How do you get a good idea?" His response? "The best way to get a good idea is to get lots of ideas and throw the bad ones away."
That's why "Go for a quantity of ideas" is the first rule of brainstorming. You want to encourage people, early and often, to go for quantity. This will short circuit participants' perfectionistic, self-censoring tendencies -- two behaviors that are certain death to creativity.
5. Invite humor
The right use of humor is a great way to help people tap into their right brains. Indeed, "haha" and "aha" are closely related. Both are the result of surprise or discontinuity. You laugh when your expectations are confronted in a delightful way.
Please note, however, that your use of humor must not be demeaning to anyone in the room. Freud explained that every "joke" has a victim and is used by the teller to gain advantage over the victim -- a way to affirm power. And when a group finds itself in the realm of power (and the yielding of power), it will undoubtedly end up in left brain territory.
You don't want to feed that beast.
Instead, set the tone by telling a victimless joke or two, or by your own self-deprecating humor. But even more important than "joke telling" is to allow and encourage a free flowing sense of playfulness.
6. Do the right brain/ left brain two-step
Brainstorming for 3, 4 or 5 hours in a row is unusually exhausting, resulting in the "diminishing returns" syndrome. Creative thinking, like life itself, follows natural laws. Day is followed by night, winter by spring, inbreath by outbreath.
That's why the design of your creative thinking session needs to alternate between the cerebral and the kinesthetic -- between brainstorming and some kind of hands-on, experiential activity. By doing this two-step, participants will stay refreshed and engaged.
7. Periodically mention that chaos precedes creative breakthroughs 
Left-brained, logical people are rarely comfortable with ambiguity, chaos and the unknown. It seems messy. Disorganized. Downright unprofessional. Indeed, much of the Six Sigma work being done in corporations these days is to reduce variability and increase predictability.
Paradox alert!
If you want to get really creative, you will need to increase variability and help participants get more "out of control." Picasso said it best, "The act of creation is first of all an act of destruction." Tom Peters said it second best, "Innovation is a messy business."
So, when you sense that your session is filled with ambiguity-phobic people, remember to mention how it's normal for ambiguity to precede a creative breakthrough. You may even want to mention how you will be purposefully infusing the session with moments of ambiguity, just to prime the creative pump.
8. Establish criteria for evaluation
The reason why ideas are usually considered a dime a dozen is because most people are unclear about their process for identifying the priceless ones. That's why a lot of brainstorming sessions are frustrating. Tons of possibilities are generated, but there is no clear path for winnowing and choosing.
Let's assume, for example, that the session you facilitate generates 100 powerful, new ideas. Do you have a process for helping participants pare the 100 down to a manageable few? If not, you need one. Ideally, the criteria for selecting ideas will be clarified before the session and introduced to participants early in the session.
Please note that there is some debate amongst brainstorm mavens as to when to offer the criteria. Some say this should happen at the beginning of the session (to help assuage the left brain need for logic and boundaries). Others suggest delaying the identification of criteria until just before the idea evaluation process. Either way will work. Your call.
9. Be a referee when you have to
No matter how many ground rules you mention about "suspending judgment" or "delaying evaluation," you are going to have some heavy hitters in the room just waiting for a moment to doubt your approach or "the process."
Indeed, one of the favorite (often unconscious) strategies of some left-brainers is to debate and question the facilitator every step of the way. While you want to honor their concerns and right to speak their truth, you also want to hold the bar high for the intention behind the brainstorming session -- and that is to challenge the status quo, entertain the new, and create space for imaginations to roam.
Don't be afraid to be firm with participants who want to control the session. At the very least, ask them to suspend their need for "convergence" (i.e. evaluation, judgment, decision making) to the end of the session when there will be plenty of time to exercise that very important muscle.
10. Consult with the tough people on the breaks
Every once in a while, a really opinionated person shows up in a session -- someone who is probably very smart, competent, experienced, with a big BS detector, and just enough arrogance to make you feel uncomfortable. These people can really affect the group, especially if they hold positions of power in the organization.
In the best of all worlds, these people would always be on your side. They won't be. Be careful about playing to these people in a neurotic attempt to get their approval. You won't get it. But DO seek them out on breaks and engage them. Get them talking. Pay attention. See if you can pick up any useful feedback or clues about revising your agenda or approach.
Even though you wouldn't choose to be trapped on a desert island with them, these folks may turn out to be a huge blessing -- because they are carriers of a particular sensibility that needs to be honored. More than likely, some of the other people in the room are feeling the same thing, but have been too polite to show their true colors. So, don't be afraid of these people. They can be a very valuable resource.
* Excerpted from 32 Ways of Working with the Left Brain, part of Idea Champions' Platinum Innovation Kit
Posted by Mitch Ditkoff at 10:43 PM | Comments (2)
December 03, 2010What You Can Learn from the Bloody Mary
In 1939, a Russian immigrant owned the rights to distribute vodka in the U.S. His efforts bombed, big time. Americans weren't interested in a colorless, odorless alcohol.
Depressed, he sold the rights to Heublein, who asked themselves: "What can we combine with Vodka to give it a distinctive taste and color?"
They came up with tomato juice and, voila, the Bloody Mary was born. Sales? Through the roof.
What most of us think of as an "innovation" is really just the elegant combination of two (or more) pre-existing elements resulting in the creation of a new, value-added product or service.
Want to try it for yourself? Click here for a cool, interactive technique.
Posted by Mitch Ditkoff at 01:39 PM | Comments (0)
