What is the method brainstorming? When resolving any kind of problem situations, the question of searching and choosing the optimal option arises, since there are usually several possible solutions. The optimal option is one that allows for a high degree of goal achievement within accessible limits.

In conditions where it is necessary to evaluate the possibilities of all alternative options in a limited period, so-called operational decision-making methods are used. Such methods are especially effective when, due to a lack of information for an accurate expert assessment, it is necessary to determine the best average probability of achieving a goal. The same methods are relevant for solving a number of interrelated problems, when the choice of an alternative must be joint for the entire group of situations.

In general, the search and decision-making algorithm comes down to assessing individual aspects of a situation or group of situations, considered as a certain system, and analyzing the totality of identified possibilities. Important stages of operational system analysis are: problem formulation, synthesis of ideas and screening of ideas. An idea summarizing experience and attitude to the current situation individual person, is considered as an element of creativity in the analysis process.

One of the most widely used operational solution methods in practice is the brainstorming method, or, otherwise called, the method of destructive referred assessment. This happens because brainstorming, or brainstorming, is a unique accessible technique that allows you to take into account not only the opinions of narrow specialists, but also related or third-party considerations. In addition, this technique is quite simple structurally and is applicable to any problems: individual and collective, creative and scientific, applied and theoretical, professional and everyday. This method itself, its derivatives and elements are often used for expert assessment of situations in order to find improved technical and management solutions, to build forecasts and scenarios for the development of events.

History and description of the method

The brainstorming method was developed in the 1930s by American Alex F. Osborne, who was looking for new approaches to organizing the advertising business. The technique gained fame and recognition in 1953, thanks to the publication of Osborne’s book “Controlled Imagination,” in which the method was described in detail.

The starting point for Osborne’s idea was the contradictory situation that developed in the company where he worked: an acute shortage of creative solutions with sufficient creative and intellectual potential. Having studied the problem, he discovered that the main cause of the crisis was the closed nature of decision-making and decision-making. Indeed, only experienced experts with special knowledge and mastery of special terminology are included in the analysis process.

Their conclusions are often stereotyped, but they are unable to notice this on their own, in the absence of third-party critical analysis. The remaining employees, even those with undoubted creative abilities, skills or experience in related fields, remain simple performers and observers, mainly because they cannot formulate their ideas and proposals in a form acceptable to an expert.

Based on such observations, Osborne comes to the conclusion that, firstly, it is necessary to include non-specialists in the discussion, and secondly, to divide the process of analyzing the problem into two stages:

1. Proposing ideas.
2. Criticism and selection of ideas.

At the same time, the creative activity of the discussion participants should not be limited in any way.

Subsequently, on this basis, the following rules for organizing and conducting brainstorming were developed.

Problem formulation (preliminary stage). To find a way to achieve a goal, this goal must be clearly defined, aspects that interfere with its achievement, and intermediate tasks must be identified. At the preliminary stage, the necessary information is collected.

Formation of a working group. The selection of discussion participants is made purposefully, taking into account the aspects of the problem. It is important to take into account psychological aspects that should contribute to the creation of a favorable microclimate and a creative atmosphere when working together. Participants, as a rule, are close in age and official position, but at the same time they differ in experience, specialization, views, and activity. If the group works constantly, then its composition must be updated by inviting new people. Depending on their abilities, participants are divided into roles:

• idea generators (people with a predominant creative imagination, non-specialists);
• experts (people with predominant analytical thinking and specialists).

The work of the group should be led by a leader with appropriate experience and abilities. He monitors compliance with the rules of discussion, controls the time and thematic scope of the discussion.

At the stage of proposal of ideas, it is the quantity, not the quality, of the ideas expressed that is important, therefore any criticism is prohibited. Proposals do not require proof or compliance with any standards; The connection with the problem under discussion can be either direct or associative. All ideas need to be recorded, preferably using technical means so that nothing is missed. Experts do not take part in the first stage of discussion.

At the idea selection stage, the proposals put forward at the first stage are analyzed and evaluated. Both stages should be separated by a certain time period (incubation period). In accordance with the task, evaluation criteria common to all participants should be determined in advance. It is best to indicate them clearly. Methods of analysis may be different, argumentation and criticism are welcome. During the discussion, ideas are grouped and considered solely from the standpoint of compliance with the criteria and possibilities of implementation.

Forward and reverse brainstorming

The two stages of discussion are not necessarily applied in tandem. Depending on the situation, they can be used separately.

If the discussion is limited solely to the first part, this method is called direct brainstorming, idea conference or collective idea generation. In general, direct brainstorming is carried out according to the above rules, with the exception that the subsequent examination of proposals takes place in a closed or limited mode.

The most effective is considered to be a working group of 5-8 people, conditionally divided into 2 quantitatively equal subgroups: regular participants (core) and invited participants (newcomers). The direct brainstorming method is best suited for small professional and creative teams. An analogue of a conference of ideas are constructorates - various kinds of meetings and conferences, for example: academic councils, interdepartmental commissions, planning meetings.

The reverse brainstorming method is also used in small teams, most often when it is necessary to identify the shortcomings of a particular project or technical object. The composition and size of the working group are the same as in direct brainstorming, with the difference that in a limited or closed mode the nomination, systematization and development of ideas take place, and the subsequent discussion has the character of a collective examination.

Reverse brainstorming is a process of destruction (destruction), and there is no opportunity to make proposals aimed at improving performance.

But sometimes, as a result of the discussion, a counter-idea is born that brings everything together possible disadvantages project and formulating a way to eliminate them. An example would be the defense of dissertations, business plans and various scientific projects.

The brainstorming method, originally intended for group work, can be used by individual experts for individual work. Individual brainstorming in this case becomes a stage of the conference, then it is a professional examination of the proposed ideas or, conversely, a preparatory collection of information for a reverse brainstorming. But sometimes an individual brainstorming session is a completely independent study based on processing information obtained from independent sources. Most often, the method is used to analyze trends, formulate forecasts, and develop strategies.

The main initial data for forming an individual forecast: interviews, mass surveys and expert assessments. Data collection is carried out through correspondence, personal conversations, and telephone calls. Negotiations must be carried out using a specially designed program, according to which participants are offered several options for solving a problem or a certain number of questions about the object of study. The research technique is based on the assumption that its participants know the formulations and necessary knowledge to answer program questions, so the research is usually conducted among a clearly defined social or age group.

When developing strategies, stability in a group is especially important, since interviews with group members assume that their plans and position remain unchanged. The results of various stages of the study are drawn up in the form of a document, depending on their further purpose.

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Individual expert analysis has its advantages, for example: it allows you to minimize the possibility of pressure on the performer, helps the expert to fully concentrate on a specific problem. But at the same time independent work It is quite lengthy, labor-intensive, and requires complete dedication and great responsibility. The main disadvantage of the method is its dependence on subjective assessments and perceptions, the limited knowledge of an individual, as well as on the successful selection of respondents.

Delphi method

One of the most famous expert techniques based on brainstorming techniques was the Delphi forecasting method, developed at the end of the twentieth century by the RAND Corporation. “Delphi” is a statistical study of individual expert opinions, allowing you to assess the likelihood of a particular event with a high degree of objectivity. The method is successfully used to analyze trends and construct scenarios for the development of the situation for periods of 1-3 years.

The technique combines individual and group analysis methods through several stages of written questioning of independent experts according to a special program. Depending on the goals of the study, up to 100 or more different specialists may be involved in it.

The research process is carried out in several stages:

1. Formation of a working group conducting an expert survey.
2. Formation of an expert group whose opinion will be processed.
3. Drawing up a survey program.
4. Conducting an examination and summing up the results.

Based on the results of the survey, a graph is constructed, and the final opinion is the one that turns out to be the average in an ordered series of values.

Operational research methods based on brainstorming techniques are constantly being improved, and their number is steadily growing. The targeted use of expert analysis is becoming increasingly popular in modern conditions, and computer data processing and the emergence of new means of communication make it possible to expand its capabilities. From all this we can conclude that the Osborne method is the most promising method of system analysis of all those currently existing.

The second common method of conducting examinations is brainstorming method. This method, also known as “brainstorming”, “conference of ideas”, was proposed by the American scientist A. Osborne in 1955.

The main focus of the method is to identify new ideas and solutions. For this purpose, the organizers of the examination create an atmosphere most conducive to the generation of ideas (benevolence, support), freeing the expert from unnecessary constraint. The problem being discussed must be clearly formulated.

The brainstorming method is characterized by open expression of the opinions of specialists (at a special meeting) on ​​solving a specific problem. In this case, two conditions must be met: firstly, criticism of other people’s opinions is prohibited; secondly, it is expected to express any ideas to solve this issue without taking into account immediate value or feasibility. All ideas expressed are recorded and, after discussion, are worked out in detail. At the same time, rational points in each of the assumptions made are identified and solutions are formulated based on their generalization. The advantage of the brainstorming method is the ability to make decisions in a relatively short time.

When implementing the method, the Pareto principle can be applied. After registering ideas from their entire pool, each expert selects 20% of the ideas that, from their point of view, deserve the most attention. This selection is also recorded. Next, those who received the most points are selected from their composition.

In the brainstorming method, a significant role belongs to the organizer who conducted the examination. He knows about the ultimate goal of the examination, directing the discussion in the appropriate direction, but if the leader highlights only promising ideas from his point of view, the result of the examination will be less significant.

The use of this method eliminates the effect of conformity, i.e. opportunism, allows you to get productive results for short time, involve all experts in an active creative process.

Best results brainstorming methods are achieved when developing new products, improving products and existing methods work, in promoting marketing and sales, improving technical designs, and in building a goal tree.

The brainstorming method is based on the following principles:

1. Two groups of people are involved in solving the problem - idea generators and experts. Idea generators bring together people with creative thinking, imagination and knowledge of science, technology and economics. Experts are usually people with a lot of knowledge and a critical mind. Experts play the role of analysts.

2. There should be no restrictions when generating. Any ideas are expressed, including obviously erroneous, humorous ones, without any evidence or feasibility study. The ideas expressed are usually recorded in a protocol, on a computer, on a dictaphone, etc. Thus, the basis of the method is the separation of the process of integrating ideas from the process of evaluating them.

3. The philosophical basis of the method is the theory of S. Freud, according to which the human consciousness is a muddy and fragile layer over the subconscious. Under normal conditions, a person’s thinking and behavior are determined by the basic consciousness, in which control and order reign: consciousness is “programmed” by habitual ideas and prohibitions. But through the thin crust of consciousness, dark elemental forces and instincts, raging in the subconscious, break through every now and then. These forces push a person to illogical actions, violation of prohibitions, and all sorts of irrational thoughts. The inventor has to overcome all psychological complexes and prohibitions caused by ideas about the possible and impossible.

The main advantage of the brainstorming method is the prohibition of criticism. But the ban on criticism is also a weakness of the method. To develop an idea, it is necessary to identify its shortcomings, and for this we need criticism.

The entire “attack” process can be divided into six stages:

1. A group of experts is formed. Usually its number is 10-15 people.

The composition of the group involves their targeted selection:

a) from persons of approximately the same rank, if the participants know each other;

b) from persons of different ranks, if the participants are unfamiliar with each other (in this case, each participant is assigned a number and subsequently addressed by number);

c) the group may include specialists from other fields of knowledge who have a high level of erudition and understand the meaning of the problem situation.

2. A problem note is drawn up.

To prepare it, a problem situation analysis group is preliminarily formed. The note may contain the following information: composition of the causes of the problem situation, analysis of the causes and possible consequences of the problem situation, analysis of world experience in resolving such problems (if any), classification (systematization) possible ways resolution of the situation, formulation of the problem situation in the form of a central question with a hierarchy of sub-questions.

3. Generation of ideas.

The facilitator reveals the contents of the problem note, reminds the participants of the brainstorming session about the following:

a) statements must be clear and concise;

b) skeptical remarks and criticism of previous speakers are prohibited;

c) each participant can perform multiple times, but not in a row;

d) it is not allowed to read out a list of ideas prepared by the participant in advance.

One of the main tasks of the presenter is to induce the mental receptivity of the participants, their will to purposeful thinking. The leader’s work is supposed to be active only at the beginning of the “assault”. Soon enough, the excitement of the participants reaches a critical point and the development of new ideas becomes spontaneous.

After this, the role of the presenter comes down to the following:

a) focus the participants’ attention on the problem situation;

b) not to announce, condemn or stop the research of any project;

c) support and encourage participants who need it;

d) create a relaxed atmosphere, thereby facilitating the active work of experts.

The duration of a brainstorming session can be 20-60 minutes (depending on the activity of the participants). It is advisable to record the ideas expressed so as not to forget and be able to systematize them later.

4. Systematization of ideas expressed at the third stage (generation).

This work is assigned to the problem situation analysis group.

At this stage:

a) a nomenclature list of all ideas expressed is compiled;

b) duplicate and additional ideas are identified, then they are combined with the main idea;

c) signs are identified by which ideas can be combined;

d) ideas are combined into groups according to the selected characteristics;

e) a list of ideas is compiled into groups; in each group, ideas are written according to the rule from general to specific.

5. Destruction (destruction) of systematized ideas.

Each of the systematized ideas is studied for the possibility of its implementation. Participants in the assault put forward arguments that refute the systematized idea. In the process of destruction, a counter-idea may appear. The process of destruction continues until the systematized idea is criticized.

6. Evaluating criticisms and compiling a list of actionable ideas.

At this stage, a summary table is compiled. The first column of the table is the stages of systematization of ideas, the second is critical comments refuting ideas, the third is indicators of the practical applicability of ideas, the fourth is counter-ideas.

Each criticism and counter-idea is then evaluated:

a) is deleted from the table if it is refuted by at least one indicator of practical applicability;

b) is not crossed out if not refuted by any indicator.

A final list of ideas is compiled. Only ideas that are not refuted by criticism or counter-ideas are transferred to the list.

The brainstorming method is often used when developing a tree of goals. With the help of experts, the tree itself is obtained, as well as the coefficient of the relative importance of the goals.

Brainstorming is a method that is incredibly popular today. With its help, you can find alternative ways to solve complex problems. In addition, it allows the individual to reveal his inner potential. This method is most often used in large teams at meetings when it is necessary to come to a specific decision.

Brainstorming is a method that implies that all participants in the process will show significant activity. The situation when employees of one enterprise take turns expressing their individual opinions allows everyone not to remain on the sidelines and be heard. In modern reality, when the boss often does not have the opportunity to devote time to each employee, this method is simply a godsend.

History and description

The brainstorming method first appeared in 1930, and it was described much later - in 1953. The author of this concept is American researcher Alex Osborne. At one time, this scientist defended free speech and recommended his method primarily for the correct planning of any entrepreneurial activity. Brainstorming is still used by leading businessmen to organize and conduct business. Its usefulness is noted: labor productivity increases, profits increase, new ideas appear as if by themselves.

The essence of the brainstorming method is as follows: managers and employees gather in a meeting room. The general task that must be resolved during the meeting is voiced. Each participant has the opportunity to openly express their point of view, challenge their partner’s concept, discuss the results obtained, and make additional assumptions. From the outside, it seems that colleagues deliberately contrast different concepts with each other in order to reach a new understanding of the essence of things.

Direct brainstorming

This is the most common option, allowing you to quickly solve a pressing problem. Direct brainstorming implies that during the process the most significant and pressing issues will be discussed regarding the implementation of certain projects, development of activities, etc. Not many modern managers realize that it is possible to hold regular meetings, planning sessions and various gatherings, using a creative approach. One has only to add a little variety to the boring course of professional everyday life, and employees themselves begin to generate stunning ideas. The manager can only wonder where all this potential has been hidden until now. The use of this method allows you to improve relationships in an established team and overcome various psychological obstacles and barriers.

Reverse brainstorming

It is used when a certain concept has turned out to be unprofitable for some reason, has reached a dead end, and there is an urgent need to develop a new one. This implies that the participants in the process will actively challenge each other’s thoughts. Disputes and entering into polemics are permissible here. The reverse brainstorming method is useful when the enterprise has insoluble contradictions that require radical intervention.

Employees can express whatever they really think, their freedom is not limited in any way. It is unlikely that you will find anything as effective and efficient as the reverse brainstorming method. A description of the problem and concentrated attention to detail by several people at once will allow you to approach the issue in a timely manner and from the best side.

Individual brainstorming

It can be used in cases where a person urgently needs to achieve a specific result, but for some reason he has suffered a professional crisis. Brainstorming is a method that a creative person can use in moments of temporary loss of productivity. Its uniqueness lies in the fact that it effectively affects even one person who is alone with his own thoughts. You can have internal dialogues with yourself and come to bold, unexpected decisions. The result of such actions will soon pleasantly surprise you. All that is required is to allow yourself to think in a limited time period (say, a few minutes), with a specific, clearly formulated task in front of you. Unfortunately, many people from childhood become accustomed to thinking in common stereotypes. Brainstorming methods allow you to overcome the stereotyped perception of the world and reach a more high level worldview.

Technology

This concept includes three main periods. They must be carried out consistently and with great care.

1.Formulation of ideas. At this stage, the goal is formulated and the necessary information is collected. Participants in the process must be aware of the type of information they are offered for consideration. All voiced ideas are usually recorded on paper so as not to miss anything important.

2. Formation of a working group. Participants are divided into idea generators and experts. The first are people who have a developed creative orientation and imagination. They offer non-standard methods as a solution to the problem. Experts discover the value of each idea put forward, whether they agree with it or not, motivating their choice.

3. Analysis and selection of proposals. Criticism and active discussion of proposals are appropriate here. First, idea generators speak, after which the floor is given to experts. Proposals are selected based on logical inference and creativity. Any non-standard approach is welcomed and therefore considered with special interest.

The manager must control the process and monitor the progress of the discussion of the problem. In the event of controversial issues, he always brings clarity, clarifies details, and guides the further development of thought.

Additional terms

Despite the emerging desire of young and promising managers to immediately start using this psychological tool, a competent approach is required. You can’t use it too often, otherwise it will lose the element of novelty and will be perceived by employees as something ordinary and everyday. One of the main conditions for carrying out is the suddenness of use. Participants should not specifically prepare for the meeting or think through the moves to be used.

The manager needs to know the general direction of the conversation, but in any case he will not be able to determine in which direction the discussion will go. The great thing about brainstorming methods is that they allow you to openly express your point of view. People may not be tied to the consequences of what is said.

Brainstorming method: reviews

Participants in this concept note that its use makes any meetings more interesting and productive. The method is reminiscent of simultaneously turning on several “light bulbs” that light up in the heads of different people. Brainstorming allows you to take into account not only the judgments of specialized experts, but also related industries. In other words, it covers many spectrums and helps to look at the same situation from different angles. In addition, relationships in the team after the implementation of the method become more open and trusting.

Involvement in the process

Usually at meetings and planning sessions there is a “one-man show”. One boss speaks, and his subordinates are forced to listen to long monotonous lectures and agree with him. This is incredibly tiring and unnerving for the latter. The personality of employees is suppressed and finds itself squeezed into the narrow framework of official duties. Sometimes employees, for one reason or another, prefer not to voice the ideas that arise in their heads and do not strive for self-expression.

As a result, the motivation to work “with a spark” is lost, putting your soul into the process. The brainstorming method allows you to remove psychological pressures and barriers, allowing employees to express their individuality. Being psychologically involved in the process, a person increases his productivity.

Creative approach

Agree, this concept cannot be called everyday and often used. Most of all they resort to it when the issue requires some kind of ambiguous solution. The method has become widespread in creative teams, where there is a need to move away from everyday life and immerse oneself in a solution. As a rule, a positive result does not take long to arrive.

There are a large number of such concepts that imply different meaning. This is where the brainstorming method comes in handy.

11th grade

The technology for introducing Alex Osborne's concept can be used to organize graduate classes. At the senior level, students are often given assignments that encourage unconventional ideas. This is a very useful acquisition, since individual personality characteristics are taken into account, existing abilities are developed, and necessary skills are strengthened. The more freedom is given to realize the thoughts that arise in the head, the more daring the endeavors of young researchers will be able to become. The method provides that students themselves will strive to achieve their goals. Feedback from participants is entirely positive, as teenagers appreciate the attentive attitude towards them.

Instead of a conclusion

Brainstorming is a method that has gained popularity relatively recently. More and more managers are choosing to use a non-standard approach to solving everyday problems.

The brainstorming method is widely used for systematic training of creative thinking and its activation.

It is known that criticism, or even the fear of criticism, hinders creative thinking. Of course, any new idea may turn out to be wrong. If the author is afraid of criticism, which may be caused by the fact that his idea is bad, he will not express untested thoughts. In this case, many potentially good ideas will be lost. In order to eliminate the fear of criticism when generating an idea and the consequences it causes, A. Osborne developed the so-called “brainstorming” method. His book "Applied Imagination", published in 1957, was adopted as the basis for lecture courses at the Massachusetts Institute of Technology, as well as other higher education institutions in the United States, colleges, research institutes and industrial companies.

The technique proposed by A. Osborne is used to identify as many as possible original ideas. In essence, it is a modified method of free association. The emphasis is on relaxing the focus on critically assessing the value of individual ideas. It is not their quality that is important, but their quantity. Criticism of the ideas put forward is carried out later, after the “creative session” is completed.

The basic rules for conducting meetings (sessions) using the “brainstorming” method are recommended:

Formulate the problem in basic terms, highlighting a single central point.

Do not declare any idea false or stop exploring any idea.

Take up an idea of ​​any kind, even if its relevance seems questionable at the time.

Provide the support and encouragement needed to free participants from inhibitions.

Conduct evaluation and selection of ideas only after the end of the session with the help of a group of experts, preferably not participating in the session.

The success of a brainstorming meeting largely depends on its leader, who must be able to conduct meetings in accordance with certain rules, master the necessary techniques, be able to ask questions, suggest or clarify submitted ideas, and ensure that there are no big pauses in the expression of ideas or so that the expression of ideas does not occur only in a rational direction (if this happens, the leader must take preventive measures, for example, suggest a deliberately fantastic or impractical idea, direct the reasoning in a less rational direction with a leading question).

The permissible number of meeting participants is from 4 to 15 people. The duration of the meeting using the method of direct collective brainstorming is from 15 minutes to 1 hour, depending on the nature and complexity of the problem. A secretary is assigned or a tape recorder is used to record the ideas expressed.

A group of experts carefully studies the statements of the meeting participants, paying special attention to the possibility of using original, although, at first glance, unrealistic ideas. Experts first select ideas that can be implemented at a given level of technology, then select the best ideas for application in specific conditions.

In the event that it is necessary to identify shortcomings and contradictions in a technical object to be improved, a reverse brainstorming is carried out. In a reverse brainstorming, in contrast to a direct brainstorming, the main attention is paid to critical comments, and the choice is made not of a general, but of a purely specific technical (or technological) problem.

The Soviet researcher A. Aleksandrov proposed an analogue method with a destructive referred assessment. Its essence lies in activating the creative potential of the inventor during the collective generation of ideas with the subsequent formation of counterideas. In this case, a step-by-step sequential implementation of a number of procedures is provided:

the first stage is the formation of a group of dialogue participants, optimal in size and composition;

the second stage is the creation of a group for analyzing the problem situation, the formation of an initial broadly defined inventive task, communication of the task along with a description of the method of destructive referred assessment to all participants in the dialogue;

the third stage is the generation of ideas according to the rules of direct collective brainstorming, special attention at this stage is paid to creating a creative atmosphere and a relaxed atmosphere; a pre-prepared list of ideas is not allowed to be read out; each participant can speak several times, but not in a row;

the fourth stage is the systematization of ideas by the problem situation analysis group; in the process of systematization, a nomenclature list of ideas expressed is compiled; each idea is formulated using commonly used terms, after which it is analyzed to identify duplicate and/or complementary ideas; the main, duplicating and (or) complementary ideas are combined and formulated in the form of complex ideas; the signs by which complex ideas can be combined are studied, according to these signs the ideas are classified into groups, a list of groups of ideas is compiled that express general principles approach to solving the problem;

fifth stage - destruction of ideas, i.e. assessing their feasibility during the brainstorming process; “brainstorming” at this stage is aimed at a comprehensive consideration of possible obstacles to the implementation of ideas;

sixth stage - evaluation of the critical comments expressed during the previous stage, compiling a final list of practically used ideas; only those ideas that were not rejected due to critical comments, as well as counter-ideas, are included in the list.

The method of dialogue with destructive referred assessment has been used in training students at a number of universities. It was found that the most effective results are achieved when all participants in a meeting conducted using the “brainstorming” method are rationally divided into three groups: generating ideas, analyzing a problem situation and evaluating ideas, generating counter-ideas. Groups can work independently. In some cases, effective results are obtained by repeating meetings with some modification of the formulation of the same task and simultaneous replacement of the functions performed by the groups (for example, transferring to the analysis group the responsibilities of the idea generation group, to the idea generation group - the responsibilities of the counteridea generation group, and to the counteridea generation group - the responsibilities of the generation group ideas).

The brainstorming method is usually used as a group method using the techniques of analogy, fantasy, inversion, and empathy, but there are also reports of its individual use. This method gives the best results when searching for solutions that are not precise or special, but are of a general or organizational nature. Sometimes this method is used to solve simple inventive problems.

The most famous method of psychological activation of thinking is “brainstorming”, proposed by A. Osborne (USA) in the 40s.

“Brainstorming” is a collective method of searching for inventive solutions and new business ideas, the main feature of which is the division of participants into critics and “generators,” as well as the division of the process of generating and criticizing ideas over time. In addition, “brainstorming” involves performing a number of rules:

• 1. You cannot criticize the proposed ideas; disputes and discussions are prohibited.
• 2. Any ideas are welcome, including fantastic ones. There are no bad ideas.

Developing, improving and combining other people's ideas is encouraged.

Ideas should be presented briefly, without interrupting the relay of ideas.

The main goal is to get as many ideas as possible.

Mandatory conditions for conducting a “brainstorming” are the creation of favorable conditions for overcoming psychological inertia and the fear of expressing ridiculous ideas for fear of criticism, the involvement of specialists of various profiles in the group, their tendency to creative work. The group leader (leader) must be a specialist in technical creativity methods.

“Brainstorming” is a fairly universal method, the use of which is possible in scientific, technical, administrative, trading, advertising activities, both for searching for non-standard solutions in technology and for searching for new business ideas.

Methods for finding new ideas and solutions. Brainstorm

Brainstorm- one of the most well-known methods of collective search for solutions. Used when searching for solutions in various areas human activity with a lack of information.

Other names: brainstorming, direct brainstorming. Author of the method A. Osborne (USA), late 30s. XX century.

Purpose of the method

Encourage the group to quickly generate a large number of different different ideas.

The essence of the method

• ·Separating in time the process of generating ideas and the process of evaluating them.
• ·Group ideation process.
• ·The process is managed by a professional facilitator who is able to ensure compliance with all conditions and rules.
• ·Ideas are not yet a solution to a problem, but the emergence of a direction for solving it.
• ·The versatility of the method is inversely proportional to its effectiveness.

Action plan

• ·Select a group of people to generate ideas and a group of people to evaluate ideas (4-8 people each).
• ·Introduce participants to the rules of brainstorming.
• ·Clearly formulating the problem and presenting it in a form that is most convenient for the participants.
• · Strictly follow the rules of brainstorming.
• ·After the “generators” meeting ends, ideas are reviewed by a group of experts in the field.

Rules for brainstorming

• ·Quantity of ideas is preferable to quality.
• ·Criticism of ideas at the generation stage is prohibited.
• ·There should be no superiors in the idea generation group.
• ·No bad ideas! Any ideas are welcome.
• Any idea must be developed, even if its relevance seems at the moment dubious.
• ·Encouraging jokes, puns, and fantastic ideas.
• ·Providing support and encouragement to free meeting participants from constraint.
• ·Keep your ideas brief.
• ·All ideas put forward are recorded and then edited.
• ·When evaluating ideas, obviously erroneous and unrealistic ones are discarded.

Brainstorming stages

1. Preparation

oAppointment of a presenter.

oSelection of participants for working groups.

oSelection of factual material.

oTraining and briefing of participants.

oEnsuring the activities of participants.

2. Putting forward ideas

o Clarification of the task.

oGeneration of ideas.

oElaboration and development of the most valuable ideas.

oRecording proposals.

oEditing the list of ideas.

3. Evaluation and selection of ideas

o Clarification of the problem.

oDefinition of evaluation criteria.

oClassification and evaluation of ideas.

oDevelopment of ideas based on analysis.

• ·Easy to learn and easy to use.
• · Insignificant time consumption for carrying out.
• ·Versatility of the method.
• ·Most effective in solving organizational problems, as well as technical problems of low complexity.

Flaws

• ·Solving relatively simple problems.
• ·Lack of criteria giving priority directions for putting forward ideas.
• ·There is no guarantee of finding strong ideas.

INTRODUCTION

When developing corporate knowledge management systems, the bottleneck is not the software aspect, as many people think, but the task of extracting, formulating, structuring and presenting information, i.e. data and knowledge. Group methods actively help in extracting the necessary information and knowledge.

The main advantage of group methods is the possibility of simultaneous “absorption” of knowledge from several enterprise specialists or experts, whose interaction introduces an element of fundamental novelty into this process: individual or personal knowledge, different views and positions significantly enrich the general field of knowledge. However, it should be noted that these methods are much more labor-intensive and expensive than individual ones due to the complexity of their organization.

Active group methods are usually used as a kind of spicy seasoning at the stage of knowledge extraction; in themselves they cannot serve as a source of more or less complete knowledge. They are used as a complement to traditional individual methods (observations, interviews, etc.), in order to activate the thinking and behavior of enterprise specialists.

The exchange of views on controversial issues has a long tradition in the history of mankind (remember ancient Greece, India). Literary monuments related to the discussion of controversial issues have survived to this day (for example, “The Art of Arguing” by Protagoras, the works of the Sophists) and which served as the fundamental basis of dialectics - the science of conducting a conversation, arguing, and developing theory. The word discussion itself (from the Latin discussio - study) contains an indication that this is a method scientific knowledge, and not just disputes (for comparison: controversy, from the Greek polemikos - militant, hostile)

One of the most well-known and widely used methods of finding ideas through the creative collaboration of a group of specialists is the brainstorming method. Being a single brain, the group tries to storm through the difficulty that prevents them from solving the problem at hand.

The purpose of the work is to consider the brainstorming method when analyzing the work of a food enterprise.

The essence of brainstorming methods

“Brainstorming” or “brain attack” is one of the most common methods of liberating and activating thinking. Other methods (method of focal objects, synectics, method of control questions) are used much less frequently due to their lower efficiency.

To ensure maximum effect, brainstorming must follow certain rules, otherwise brainstorming turns into a regular meeting. The brainstorming method is very effective in solving organizational and management problems, for example, finding a new application for a product, coming up with an appropriate response to a competitor’s action, improving advertising, etc.

Brainstorming is a method for increasing the number of suggestions. The goal of this method is to create as many ideas as possible, even “crazy” ones, some of which may turn out to be surprisingly useful.

It is difficult to create new things relying on your own strength. It is much easier (both in marketing and in any work in general) to look for a solution with the whole team or a team of like-minded people.

If a group of people are locked in some room early in the morning, then the only thing they can come up with is new curses about their work in general and the task at hand in particular. Or even worse: one of them will come up with an idea that is completely worthless, and the rest will enthusiastically seize on it and defend it with the sole purpose of ridding themselves of the need to think. If you hope to awaken the creativity of your colleagues, it is better to use a structured group method. This means that you must convince the group to participate in activities known as brainstorming and brainstorming. When using this method, people very often resist attempts to involve them in discussion. But there is no need to panic. Don't give up without a fight. Ask your colleagues what they have to lose by spending half an hour discussing your idea. By using one of the idea generation techniques suggested below, they will see for themselves how much more productive collective creativity is and take part in a group discussion.

The brainstorming method was developed in 1953 by the American advertising consultant Osborne. The basic principle of this method is the uncontrolled generation and spontaneous interweaving of ideas by participants in a group discussion of a problem. To successfully use this method, a number of conditions must be met:

The meeting should be attended by 7 to 12 people;

The optimal duration of the meeting is from 15 to 30 minutes;

The quantity of offers is more important than their quality;

Any participant can adopt and develop the ideas of another;

Criticism of any kind is prohibited;

Logic, experience, arguments “against” only get in the way;

The hierarchical level of the participants should not be too different, otherwise psychological barriers may arise that interfere with communication and the building of associations.

Brainstorming is one of the most effective forms of group discussions. This method is intended for the collective generation of a large number of ideas to solve a particular problem. Research has revealed the fact that the number and quality of alternatives proposed increases significantly when the initial generation of ideas is clearly separated from their evaluation and final formulation. It is this principle that forms the basis of the brainstorming method, which is also known as “brainstorming”, “collective generation of ideas”, “conference of ideas”, “method of exchange of opinions”.

All participants in solving the problem are preliminarily divided into two groups - “idea generators” (“dreamers”) and “critics.” The fact is that some people are more inclined to generate ideas, others - to critically analyze them. In ordinary discussions, “visionaries” and “critics” end up together and interfere with each other. Therefore, during a brainstorming session, the stages of generating and analyzing ideas are strictly separated. The task of “idea generators” is to put forward as many proposals as possible regarding the problem being solved. Among the ideas received there may be many stupid, fantastic and even absurd ones, but “stupid ideas are easily eliminated by subsequent criticism, because competent criticism is easier to obtain than competent creativity.” The task of the “critics” is to systematize and critically analyze the proposals received, followed by selecting among them the most valuable ideas used to solve the problem. It is possible that individual discussants may work in both groups.

The basic rules for conducting a brainstorming session include the following provisions: a complete ban on any criticism and comments about the participants and their speeches; the need to get rid of the idea that the problem under discussion has only one solution; the need to express as many different ideas as possible; consideration of all ideas, even the most incredible and absurd, regardless of their authorship; brevity and clarity of expert statements, no need for detailed justification; the right of each participant to speak multiple times; giving the floor, first of all, to those people who had ideas under the influence of the previous speech; prohibition on reading out a list of proposals in a row that can be prepared in advance.

There are six main stages of brainstorming. On preparatory stage Groups of brainstorming participants are formed. Experience shows that the optimal size of a group of “idea generators” is 10-15 people. A group of “critics” can consist of up to 20-25 people. The most stringent requirements are imposed on the personnel of the first group. The main principles of selection for this group are broad erudition, flexibility of thinking, imagination, a penchant for fantasy, as well as a variety of professions, qualifications and experience of participants. It is not recommended to invite people who think categorically, as well as outside observers and employees with strong differences in their official positions. At the same time, it is advisable to include in this group also active-minded amateurs who can offer a fresh, original solution. The group of “critics,” as a rule, is formed from among narrow specialists who have an analytical mind and soberly assess the real possibilities of implementing the proposed ideas.

At the stage of problem formulation, brainstorming participants should familiarize themselves with the problem being solved and tune in to active mental activity. To do this, the brainstorming organizers provide them with a comprehensive description of the problem situation, including: a statement of the essence of the problem; analysis of the causes of the problem and possible consequences development of a problem situation; analysis of experience in solving similar and related problems; classification of possible approaches and ways to solve the problem; formulation of the main constraints and goals of decision-making.

At the idea generation stage, brainstorming organizers should create an atmosphere of goodwill and support that frees participants from unnecessary constraint. The environment in which the discussion takes place should be conducive to the open and free expression of different ideas, opinions and assumptions. The facilitator should reiterate to participants that all ideas are welcome, that many ideas should be received, and that brainstormers should try to combine or improve on ideas put forward by others.

At first, each group member works independently, thinking about the problem at hand. The moderator then asks participants to speak up. At the same time, he can use forced polling to quickly arouse their activity. After this, the process of generating ideas develops, as a rule, spontaneously and like an avalanche. The leader plays a passive role in this process, passing the floor to those who wish to speak and coordinating the work of the group. The next speaker reads out his ideas, the rest listen and write down on separate cards new ideas that arose under the influence of what they heard. In addition, all ideas can be recorded by the secretary on a special board or screen. After a burst of activity in the discussion process, there may be some lull. This does not mean that all ideas are over - just thinking is underway. The facilitator can again activate the participants by inviting them to read notes on the board or pre-prepared questions on the topic of discussion on special cards. Moreover, these cards with questions can be given out both before starting work and directly during a brainstorming session. After a short delay, a rise in creative activity usually occurs again. The flow of new ideas is growing like a snowball. The ideas of each of the participants give rise to a specific reaction in the minds of the others, which, due to the prohibition of criticism, is formed as a new, absent idea. Moreover, the ideas that are most valuable are those that are directly related to previously expressed thoughts or that arose as a result of their combination. The effectiveness of brainstorming is amazing. Research shows that collective thinking, when criticism is prohibited, produces 70% more valuable ideas than the simple sum of ideas generated individually. In one hour of work, a group can come up with up to 150 new ideas. This is explained by the basic concept of brainstorming - to give new ideas a way out of the subconscious. At the stage of systematizing ideas, the following actions are performed: a general list of all expressed ideas is compiled; each idea is formulated in generally accepted terms; Repetitive and complementary ideas are identified, which are then combined into one comprehensive idea; signs are formed by which different ideas can be combined into groups; ideas are grouped together; ideas are systematized in groups. Moreover, in each group, ideas are written down from more general to more specific, complementing or developing general ideas.

At the stage of critiquing ideas, a group of “critics” begins to work. At this stage, each idea is subjected to comprehensive criticism, due to which the “destruction” (destructuring) of unpromising and unrealistic ideas occurs. The main principle is to consider each idea only from the point of view of obstacles to its implementation, i.e. Discussants must put forward arguments that refute the idea being discussed. But in the process of “destruction” of an idea, it is important to preserve its “rational grain” (if it exists) and to obtain on its basis a counter-idea containing a real proposal for solving the problem. The result of this stage is a list of criticisms regarding each idea or group of ideas, as well as a list of counterideas.

Finally, at the stage of developing alternatives, all received ideas, counter-ideas and criticisms are evaluated in order to compile a final list of practically acceptable alternatives aimed at solving the problem. For this purpose, a list of indicators is being developed to assess the feasibility and acceptability of each idea. For example, ideas can be assessed based on indicators such as efficiency, human resources, technology, financial costs, beneficial effect, ethical and legal aspects. Only those ideas that satisfy all the established restrictions are included in the final list. These ideas play the role of alternative choices and are presented to the decision-maker (the head of the organization) for deeper analysis and decision-making.

The brainstorming method has many varieties and modifications. In particular, one of its variants is the so-called 635 method. This method is characterized by a fixed number of participants and a certain procedure for interaction between them at the stage of generating ideas. 6 people take part in the group’s work. Each of them is given a special form for collecting ideas. All participants write down 3 main ideas on their form and pass it around the circle to the next participant, who studies the received form and supplements it with three new ideas, etc. After 5 iterations, all the forms are filled out and ultimately contain 108 ideas that are passed on to the “critics.” The practice of using the “635 method” shows that ideas presented in written form are more reasonable and clear than those expressed orally, although they are often less original.

Despite the fact that this method is a group procedure, it can nevertheless be used individually. Sometimes ideas fly so fast that using a tape recorder is recommended. Over the next two or three days, the ideas gleaned from the brainstorming session can be typed out for careful analysis. A network of pre-established criteria is then established and the most promising standards are selected.

Research shows that significantly more good ideas is obtained through a brainstorming procedure (both individual and group) than through more conventional approaches to their generation.

Thus, the advantage of the “brain attack” method is the high efficiency of obtaining the required solution. Its main disadvantage is the difficulty of organizing the examination, since sometimes it is impossible to bring together the required specialists, create a relaxed atmosphere and exclude the influence of officials x relationships.