How to make your brainstorming sessions sparkle.
24 July 2011
Read by 2474 persons
Your brainstorming sessions are going in circles? Here are some techniques to revitalize them and spark ideas.
Many employees see brainstorming sessions as just another meeting from which nothing concrete or interesting will come. Others believe they are reserved for decision-makers or creatives, mainly marketers and advertisers.
In both cases, they are wrong. A well-run session can lead to ideas with significant repercussions for the company and its customers. An example? Following a brainstorming session (and thanks to the common sense of its employees), Intermarché equipped its shopping carts with a clever front opening to facilitate the transfer of purchases into car boots.
Improving customer service, internal processes, reducing delivery times... there is always a good reason to solicit the creativity of teams. For participants to break free from the patterns that restrict their imagination, you will have to use methods that will destabilize them. In other words: for truly effervescent brainstorming sessions, don't hesitate to shake things up a bit.
Include people from all walks of life
A good brainstorming session starts with a successful cast. Mix functions and hierarchical levels, invite operational staff (even workers or secretaries), external people: customers, prospects, suppliers... Once a year, the industrial group Legrand brings together salespeople, engineers, marketing or HR managers to reflect on the company's issues. To allow these employees to express themselves freely, their managers are not invited. This is an essential rule: during a brainstorming session, it is best to avoid hierarchical relationships.
To encourage communication between these different personalities, give the facilitator the role of 'devil's advocate'. Their mission: to defend ideas considered far-fetched, to create a climate of trust and encourage exchanges. For example, if someone says: "In ten years, there will be no more tires on cars," skepticism will be the order of the day. But if the advocate takes up the idea by advancing other arguments - "What if tires were replaced by air cushions?" "What if cars flew?" - the debate will bounce back.
Change your perspective to stimulate creativity
We are often victims of thought habits as rigid as they are rational. "It's a question of education: the French tend to self-censor and believe that they are not creative," notes Isabelle Jacob, head of Iris Consultants (creativity training). To succeed in a brainstorming session, it is therefore essential to shake things up.
First rule: change of scenery. At Findus, brainstorming sessions take place in bars or even at employees' homes during pizza evenings. Second imperative: use appropriate techniques. The empathy technique, for example, consists of putting oneself in the shoes of a character (a child, an old person, an extraterrestrial...) and examining an object or idea with their perspective. The goal is to free speech and elicit reflections that would not have emerged during a more conventional debate.
Another method is the alteration method. A concept is demolished by removing its qualities, its defects, or some of its functionalities. Then new uses are imagined with what remains. For example, cruise ships are at first sight associated with holidays and nautical leisure. But if we imagine that they cannot sail, it is an opportunity to transform them - why not? - into floating hotels during major events, such as the Olympic Games. The objective: to think outside the box to consider new perspectives.
Your brainstorming sessions are going in circles? Here are some techniques to revitalize them and spark ideas.
Many employees see brainstorming sessions as just another meeting from which nothing concrete or interesting will come. Others believe they are reserved for decision-makers or creatives, mainly marketers and advertisers.
In both cases, they are wrong. A well-run session can lead to ideas with significant repercussions for the company and its customers. An example? Following a brainstorming session (and thanks to the common sense of its employees), Intermarché equipped its shopping carts with a clever front opening to facilitate the transfer of purchases into car boots.
Improving customer service, internal processes, reducing delivery times... there is always a good reason to solicit the creativity of teams. For participants to break free from the patterns that restrict their imagination, you will have to use methods that will destabilize them. In other words: for truly effervescent brainstorming sessions, don't hesitate to shake things up a bit.
Include people from all walks of life
A good brainstorming session starts with a successful cast. Mix functions and hierarchical levels, invite operational staff (even workers or secretaries), external people: customers, prospects, suppliers... Once a year, the industrial group Legrand brings together salespeople, engineers, marketing or HR managers to reflect on the company's issues. To allow these employees to express themselves freely, their managers are not invited. This is an essential rule: during a brainstorming session, it is best to avoid hierarchical relationships.
To encourage communication between these different personalities, give the facilitator the role of 'devil's advocate'. Their mission: to defend ideas considered far-fetched, to create a climate of trust and encourage exchanges. For example, if someone says: "In ten years, there will be no more tires on cars," skepticism will be the order of the day. But if the advocate takes up the idea by advancing other arguments - "What if tires were replaced by air cushions?" "What if cars flew?" - the debate will bounce back.
Change your perspective to stimulate creativity
We are often victims of thought habits as rigid as they are rational. "It's a question of education: the French tend to self-censor and believe that they are not creative," notes Isabelle Jacob, head of Iris Consultants (creativity training). To succeed in a brainstorming session, it is therefore essential to shake things up.
First rule: change of scenery. At Findus, brainstorming sessions take place in bars or even at employees' homes during pizza evenings. Second imperative: use appropriate techniques. The empathy technique, for example, consists of putting oneself in the shoes of a character (a child, an old person, an extraterrestrial...) and examining an object or idea with their perspective. The goal is to free speech and elicit reflections that would not have emerged during a more conventional debate.
Another method is the alteration method. A concept is demolished by removing its qualities, its defects, or some of its functionalities. Then new uses are imagined with what remains. For example, cruise ships are at first sight associated with holidays and nautical leisure. But if we imagine that they cannot sail, it is an opportunity to transform them - why not? - into floating hotels during major events, such as the Olympic Games. The objective: to think outside the box to consider new perspectives.
Remove inhibitions by setting the right atmosphere
Speaking up during a brainstorming session is far from easy, especially for the most introverted participants. Everyone keeps their ideas to themselves and the session doesn't take off. "It's a mistake to want to start a brainstorming session cold: it takes at least two hours to break down resistance," warns Pierre-Louis Desprez, CEO of Kaos Consulting (innovation and creativity consulting). The solution, according to him? Warm up, like athletes before a competition. With small exercises that seem playful but that will end up releasing tensions and lifting inhibitions.
Try, for example, the contact photo game: a series of pictures are placed on the floor, representing anything and everything (a dog with glasses, individuals working together, a snowy road...). In turn, the participants choose the illustration that best suits them. In an offhand way, everyone reveals a little of their personality, relaxes... "It's like a decompression chamber, before getting down to business," summarizes Pierre-Louis Desprez.
Another technique to relax shy people: the "brain paper". From a given theme, the participants, arranged in a circle, write down their ideas on a piece of paper. They place it on the floor, upside down, then each person picks up their neighbor's and adds in writing to the proposed idea. After a few minutes, the group has formulated dozens of suggestions. The act of writing puts everyone on an equal footing and paradoxically encourages more exchanges.
Set ground rules to guide thinking
While it is necessary to encourage everyone to express themselves, there is no question of letting the exchanges turn into a brouhaha. It is essential to frame the brainstorming session and set rules. For example, to discourage participants from making fun of each other's ideas, why not impose forfeits on offenders? For example, ask them to come up with two additional ideas!
Respecting a certain methodology also helps to avoid excesses. The six hats technique, invented by psychologist Edward de Bono, will help you. Participants take turns wearing a hat that symbolizes a stage of reflection: with the white hat (neutrality), they factually describe the object or idea; with the red hat (emotion), they express their feelings about it; with the black hat (criticism), they mention its negative points; with the yellow hat (appreciation), its positive points; with the green hat (creativity), the new possible applications; with the blue hat (organization), they make the final selection. This allows exploring a topic or studying a product from several angles, in a progressive and constructive way.
Communicate the concrete results of the session
If brainstorming sessions have a bad image, it is also often because the participants ignore what becomes of their proposals. "The sessions end with the selection of a few ideas, then no one ever hears about them again," observes Isabelle Jacob at Iris Consultants. Therefore, during the meeting, make an effort to organize, group and prioritize the suggestions (this is the so-called convergence phase).
Optionally, assign each participant a capital of five points to bet on their preferred proposals. The ideas that have received the most points will be those to explore first. "Ideally, another group should work on the conclusions of the brainstorming session, in order to gather new proposals or refine those that have been discussed," advises Pierre-Louis Desprez of Kaos Consulting. This is the tactic adopted by Maison du café: the company has its teams work on new trends, then submits the most relevant ideas to consumer groups to further develop them.
In the weeks following the session, keep in touch with the participants: explain why certain proposals were not finally retained, specify what will become of those that were. Also remind them of this key information: on average, only 3% of ideas lead to a concrete result. Being aware of this will help them understand certain decisions... and prevent them from arriving discouraged at the next brainstorming session.
Interview by Valérie Froger
Posted online July 24, 2011.
Capital.fr
Many employees see brainstorming sessions as just another meeting from which nothing concrete or interesting will come. Others believe they are reserved for decision-makers or creatives, mainly marketers and advertisers.
In both cases, they are wrong. A well-run session can lead to ideas with significant repercussions for the company and its customers. An example? Following a brainstorming session (and thanks to the common sense of its employees), Intermarché equipped its shopping carts with a clever front opening to facilitate the transfer of purchases into car boots.
Improving customer service, internal processes, reducing delivery times... there is always a good reason to solicit the creativity of teams. For participants to break free from the patterns that restrict their imagination, you will have to use methods that will destabilize them. In other words: for truly effervescent brainstorming sessions, don't hesitate to shake things up a bit.
Include people from all walks of life
A good brainstorming session starts with a successful cast. Mix functions and hierarchical levels, invite operational staff (even workers or secretaries), external people: customers, prospects, suppliers... Once a year, the industrial group Legrand brings together salespeople, engineers, marketing or HR managers to reflect on the company's issues. To allow these employees to express themselves freely, their managers are not invited. This is an essential rule: during a brainstorming session, it is best to avoid hierarchical relationships.
To encourage communication between these different personalities, give the facilitator the role of 'devil's advocate'. Their mission: to defend ideas considered far-fetched, to create a climate of trust and encourage exchanges. For example, if someone says: "In ten years, there will be no more tires on cars," skepticism will be the order of the day. But if the advocate takes up the idea by advancing other arguments - "What if tires were replaced by air cushions?" "What if cars flew?" - the debate will bounce back.
Change your perspective to stimulate creativity
We are often victims of thought habits as rigid as they are rational. "It's a question of education: the French tend to self-censor and believe that they are not creative," notes Isabelle Jacob, head of Iris Consultants (creativity training). To succeed in a brainstorming session, it is therefore essential to shake things up.
First rule: change of scenery. At Findus, brainstorming sessions take place in bars or even at employees' homes during pizza evenings. Second imperative: use appropriate techniques. The empathy technique, for example, consists of putting oneself in the shoes of a character (a child, an old person, an extraterrestrial...) and examining an object or idea with their perspective. The goal is to free speech and elicit reflections that would not have emerged during a more conventional debate.
Another method is the alteration method. A concept is demolished by removing its qualities, its defects, or some of its functionalities. Then new uses are imagined with what remains. For example, cruise ships are at first sight associated with holidays and nautical leisure. But if we imagine that they cannot sail, it is an opportunity to transform them - why not? - into floating hotels during major events, such as the Olympic Games. The objective: to think outside the box to consider new perspectives.
Your brainstorming sessions are going in circles? Here are some techniques to revitalize them and spark ideas.
Many employees see brainstorming sessions as just another meeting from which nothing concrete or interesting will come. Others believe they are reserved for decision-makers or creatives, mainly marketers and advertisers.
In both cases, they are wrong. A well-run session can lead to ideas with significant repercussions for the company and its customers. An example? Following a brainstorming session (and thanks to the common sense of its employees), Intermarché equipped its shopping carts with a clever front opening to facilitate the transfer of purchases into car boots.
Improving customer service, internal processes, reducing delivery times... there is always a good reason to solicit the creativity of teams. For participants to break free from the patterns that restrict their imagination, you will have to use methods that will destabilize them. In other words: for truly effervescent brainstorming sessions, don't hesitate to shake things up a bit.
Include people from all walks of life
A good brainstorming session starts with a successful cast. Mix functions and hierarchical levels, invite operational staff (even workers or secretaries), external people: customers, prospects, suppliers... Once a year, the industrial group Legrand brings together salespeople, engineers, marketing or HR managers to reflect on the company's issues. To allow these employees to express themselves freely, their managers are not invited. This is an essential rule: during a brainstorming session, it is best to avoid hierarchical relationships.
To encourage communication between these different personalities, give the facilitator the role of 'devil's advocate'. Their mission: to defend ideas considered far-fetched, to create a climate of trust and encourage exchanges. For example, if someone says: "In ten years, there will be no more tires on cars," skepticism will be the order of the day. But if the advocate takes up the idea by advancing other arguments - "What if tires were replaced by air cushions?" "What if cars flew?" - the debate will bounce back.
Change your perspective to stimulate creativity
We are often victims of thought habits as rigid as they are rational. "It's a question of education: the French tend to self-censor and believe that they are not creative," notes Isabelle Jacob, head of Iris Consultants (creativity training). To succeed in a brainstorming session, it is therefore essential to shake things up.
First rule: change of scenery. At Findus, brainstorming sessions take place in bars or even at employees' homes during pizza evenings. Second imperative: use appropriate techniques. The empathy technique, for example, consists of putting oneself in the shoes of a character (a child, an old person, an extraterrestrial...) and examining an object or idea with their perspective. The goal is to free speech and elicit reflections that would not have emerged during a more conventional debate.
Another method is the alteration method. A concept is demolished by removing its qualities, its defects, or some of its functionalities. Then new uses are imagined with what remains. For example, cruise ships are at first sight associated with holidays and nautical leisure. But if we imagine that they cannot sail, it is an opportunity to transform them - why not? - into floating hotels during major events, such as the Olympic Games. The objective: to think outside the box to consider new perspectives.
Remove inhibitions by setting the right atmosphere
Speaking up during a brainstorming session is far from easy, especially for the most introverted participants. Everyone keeps their ideas to themselves and the session doesn't take off. "It's a mistake to want to start a brainstorming session cold: it takes at least two hours to break down resistance," warns Pierre-Louis Desprez, CEO of Kaos Consulting (innovation and creativity consulting). The solution, according to him? Warm up, like athletes before a competition. With small exercises that seem playful but that will end up releasing tensions and lifting inhibitions.
Try, for example, the contact photo game: a series of pictures are placed on the floor, representing anything and everything (a dog with glasses, individuals working together, a snowy road...). In turn, the participants choose the illustration that best suits them. In an offhand way, everyone reveals a little of their personality, relaxes... "It's like a decompression chamber, before getting down to business," summarizes Pierre-Louis Desprez.
Another technique to relax shy people: the "brain paper". From a given theme, the participants, arranged in a circle, write down their ideas on a piece of paper. They place it on the floor, upside down, then each person picks up their neighbor's and adds in writing to the proposed idea. After a few minutes, the group has formulated dozens of suggestions. The act of writing puts everyone on an equal footing and paradoxically encourages more exchanges.
Set ground rules to guide thinking
While it is necessary to encourage everyone to express themselves, there is no question of letting the exchanges turn into a brouhaha. It is essential to frame the brainstorming session and set rules. For example, to discourage participants from making fun of each other's ideas, why not impose forfeits on offenders? For example, ask them to come up with two additional ideas!
Respecting a certain methodology also helps to avoid excesses. The six hats technique, invented by psychologist Edward de Bono, will help you. Participants take turns wearing a hat that symbolizes a stage of reflection: with the white hat (neutrality), they factually describe the object or idea; with the red hat (emotion), they express their feelings about it; with the black hat (criticism), they mention its negative points; with the yellow hat (appreciation), its positive points; with the green hat (creativity), the new possible applications; with the blue hat (organization), they make the final selection. This allows exploring a topic or studying a product from several angles, in a progressive and constructive way.
Communicate the concrete results of the session
If brainstorming sessions have a bad image, it is also often because the participants ignore what becomes of their proposals. "The sessions end with the selection of a few ideas, then no one ever hears about them again," observes Isabelle Jacob at Iris Consultants. Therefore, during the meeting, make an effort to organize, group and prioritize the suggestions (this is the so-called convergence phase).
Optionally, assign each participant a capital of five points to bet on their preferred proposals. The ideas that have received the most points will be those to explore first. "Ideally, another group should work on the conclusions of the brainstorming session, in order to gather new proposals or refine those that have been discussed," advises Pierre-Louis Desprez of Kaos Consulting. This is the tactic adopted by Maison du café: the company has its teams work on new trends, then submits the most relevant ideas to consumer groups to further develop them.
In the weeks following the session, keep in touch with the participants: explain why certain proposals were not finally retained, specify what will become of those that were. Also remind them of this key information: on average, only 3% of ideas lead to a concrete result. Being aware of this will help them understand certain decisions... and prevent them from arriving discouraged at the next brainstorming session.
Interview by Valérie Froger
Posted online July 24, 2011.
Capital.fr
