What is it?
The Brainstorming, also known as Brainstorming or simply Brainstorming, is a group technique for generating a high volume of original and creative ideas in a relaxed environment, without external censorship or self-censorship.
Why and what to use it for?
- To help people solve problems, identify opportunities for improvement, develop new products or services, and/or increase productivity.
- Because it promotes the generation of ideas when the team is stuck in the “same way of thinking.”
- Encourage the participation of all team members so that each contributes from their perspective and knowledge of the topic. This prevents the dominance of those who tend to dominate the group.
- It facilitates the group's progress thanks to the creativity of its members.
- It is an excellent method when you strongly desire to go beyond routine responses.
How is it done?
In this exercise, the goal is to generate a large number of ideas on the topic at hand.
There are two modes: Unstructured and Structured
Unstructured or Free Flow
Team members contribute their ideas as they come to mind. That's why it's also called Free Flow.
For it to work, you have to follow some basic rules:
- Select someone to be the Facilitator and write down the ideas.
- Write a phrase on a flipchart or flip chart that represents the problem, opportunity, or issue under discussion. Make sure everyone sees it clearly and understands it. Check by asking a couple of participants to explain it in their own words.
- Set a relatively short session time—for example, 20 to 30 minutes. The idea is to generate a sense of movement. It's the first thing that pops into your head that you can brainstorm. The goal is to be able to “get everything out”The more we think, the more our paradigms act, filtering and self-censoring. That's why, as soon as the session begins, people begin generating as many ideas as quickly as possible.
- The facilitator writes each idea generated on the flip chart. Respect the exact words of the person who said them. Do not interpret or change the ideas. Check with the person who contributed that they were recorded correctly.
- Encourage creativity.
- Building on the ideas of others. (This is why they are written in large, legible print so everyone can see them.)
- Never criticize ideas. Just write them down. No idea is criticized! Ever!
- Once the time is up, review the list to check your understanding.
- Double-check with the person who made each contribution to ensure that the idea has been recorded correctly.
- Eliminate duplication. Reach consensus on contributions that seem redundant or unimportant. It's good to leave aside ideas whose differences are only subtle. They can be analyzed later for better understanding.
Structured
The only difference is that each team member presents their ideas when it is their turn (for example, from left to right).
It has the same goals and uses the same guidelines as in Unstructured Brainstorming.
By contributing their ideas in turn, everyone's participation is encouraged in an orderly format.
It's okay for a team member to give up their turn if they don't have an idea at that moment, but remember that the goal is for all participants to contribute their ideas without fear.
Variants
There are many variations. We'll name two that are widely used.
Variant by Analysis Area.
It is a version of the Structured variant and is used, for example, when performing the Fishbone or Ishikawa.
It involves brainstorming, but focusing on one topic at a time. It's a form of lateral thinking.
Example: Suppose you are trying to understand what is causing a problem.
For the topic under analysis, first think about how the Materials, focusing only on materials. When ideas are exhausted, move on to each of the other 6Ms: Machines, People (MO), Mother Earth (Environment), Methods and Measurements.
Silent Variation – Written Brainstorming.
It is similar to the Unstructured Version, where participants think of their ideas but instead of saying them out loud, for someone to write them down, they record each of their ideas on paper silently.
Once an idea has been written in large, legible letters, the author places the sheet of paper on the table or whiteboard so the other participants can see it. Each participant can then add other related ideas or brainstorm new ones.
Conclusion – Free from Criticism and Judgment
This dynamic allows us to unleash the creative spirit within us all and is very useful for both problem-solving and for contributing ideas for something we want to improve or create.
The rules mentioned above are necessary to put an end to the repressions or prejudices, conscious or unconscious, that a person normally holds.
Like any creative activity, brainstorming isn't guaranteed to be successful. The group may end up discarding the 100% of the ideas generated; however, as with everything, the more you practice it, the better the results.
Annex – Summary of Guidelines
* Raúl A. Perez-Verzini is a certified TPM instructor from the Japan Institute of Plant Maintenance (JPIM) with the number 723. He holds a Master's degree in Organizational Development and Behavior from the Diego Portales University of Chile and a degree in Civil Engineering from the Catholic University of Córdoba. He is a consultant in Organizational Change and Continuous Improvement Programs with an emphasis on TPM. For over 20 years, he has been teaching companies how to improve their competitiveness through Loss Management.
