In today’s warp-speed, innovation-driven economy, it is a little surprising how often one still hears that well-worn cliché, “We have to think outside the box!”

Or, perhaps not. With so much pressure on organizations to create ever better, faster, more efficient, more cost effective products and services, maybe that elusive area beyond the box is just that much more elusive.

Whatever the case, these words, or variations with similar meaning, still echo the hallways in organizations of every size, in every area of industry, education and government, and at every level of responsibility.

If you asked what makes it so difficult for these organizations to “think outside the box,” chances are you would get an earful about how impossibly challenging it is for people to simply sit down together and effective develop fresh, new ideas.

The typical list of roadblocks range from “We just keep recycling the same old ideas,” “We’ve tried everything before” and “We don’t have the __________ we need to succeed” to “It’s impossible to make bold changes here” and “The boss/our customer will never go for it!” As one listens to the litany of obstacles, one can’t help but imagine that significantly more creative effort is being exerted in reinforcing limitations than in actually seeking innovative solutions.

So what really is the big problem? What core issue underlies the multitude of “good reasons” organizations have so much difficulty thinking like Google or Apple?

Simply, what we believe—pre-existing assumptions.

It is our assumptions (our firmly held beliefs about what is or is not possible…what can or cannot be done or achieved) that makes up “the box” that restrains our consciousness and limits our thinking. When perceived limitations loom larger than perceived possibilities, we diminish our ability to solve challenges creatively. In short, we cease being innovators.

Henry Ford, a legendary out-the-box thinker, said it best, “If you think you can do a thing, or can’t do a thing, you are right!” He understood that every self-imposed limitation we imagine or verbalize (and we all have lots of assumptions about a lot of things) creates a mental barrier that separates us from unlimited possibility.

When we simply accept any constraint on what is possible, we trade curiosity for caution, and seek solutions in the familiar, rather than venturing boldly into the unknown. Caution and familiarity are hardly catalysts for innovation.

When we free ourselves from our assumptions, our curiosity flows; we are suddenly able to explore, make new connections and imagine new possibilities that lead to innovative solutions.

We are able to answer the question, “What if…?”

The first step toward liberating yourself and others from limited, boxed-in thinking is to summon the courage to identify and challenge your existing assumptions.

How to successfully challenge assumptions

1. Make a list of any assumption or limiting belief you or your group may have regarding the issue you are trying to solve.

Be honest—and as thorough as possible. Really dig deep to uncover what you assume to be true. Remember, assumptions often masquerade in the guise of common knowledge, accepted practices and protocols, facts, or even proud tradition. We even harbor assumptions about the way things are, or should to be.

2. Challenge the status quo.

Here’s another inside tip: the more “indisputable” a belief, accepted truth or fact appears, the more important it is to challenge it!  Challenging the status quo creates a rich environment for the seeds of innovation to flourish.

3. Take each item on your list and ask these 3 questions:

1. “Is this ______(limitation/assumption)_____ true?” (Yes/No)
2. “Is it absolutely true, all the time, without exception?” (Yes/No)
3. “If it’s not absolutely true, what are the possibilities?”
   

Make this “reality check” technique for questioning assumptions a regular part of your brainstorming or idea-generation process. You will be amazed to find that most, if not all, perceived limitations will quickly dissolve under the analysis of objective discernment.

As each limiting belief falls away, more and more new blue-sky possibilities will begin to emerge. Before you know it, that proverbial box that once restrained your imagination will have disappeared.

Group brainstorming, as we know it today, has been around since the 1930s. For the most part, it hasn’t changed all that much in the past seventy-plus years, except in one respect: the development of new ideation techniques.

Ideation techniques are, quite simply, novel thought-provoking exercises designed to help groups tackle challenges in ways they might not otherwise consider. Some make it easier for groups to view issues from fresh perspectives; others provide engaging processes to help stimulate imagination, overcome shyness, facilitate collaboration, and much more.

In short, ideation techniques make it possible for groups to generate a greater breadth and depth of ideas (i.e., more, better ideas).

Anyone who takes even a few moments to Google “ideation techniques” will learn that there are dozens, perhaps hundreds, around. Some are well-known and extensively documented; others are less-so.

We recently conducted a survey among our network to find out just where people stand on ideation techniques—which ones they know, which ones they use in brainstorms, and what they think about them. The results are interesting, if not completely surprising.

When asked whether they believe knowing and using different ideation techniques is beneficial to brainstorming, the answer was a resounding “Yes!”

“…it helps you see more possibilities and solutions”

“…otherwise all people do it sit in a room and go around in circles discussing the same old issues & thoughts without any focus or direction.”

“It directs and channels your thinking.”

“… solutions can arise unconventionally, where otherwise no solutions may have surfaced creatively.”

Many respondents also suggested that knowing and understanding a variety of techniques is critical to group brainstorming success (a notion we at SmartStorming wholeheartedly agree with).

“The more techniques you can use the more chance you have of getting better results from a group.”

“…You have to match the technique to the objective and the strengths/weaknesses of the group.”

“…the more tools you bring to the stage, the more likely you are to come up with a hit.”

“…if you use only one brainstorming technique, you’ll lose the crispness of creativity.”

However, when provided a list of well-known ideation techniques, only one had relatively broad awareness—Mind Mapping—followed by Edward de Bono’s Six Thinking Hats and the widely-used S.W.O.T. Analysis. All others listed had less than 7% awareness.

Mind Mapping – 23%
S.W.O.T. Analysis – 20%
Six Thinking Hats – 19%
180-Degree Thinking/Reversal – 8%
SCAMPER – 7%
Worst Idea – 6%
In Their Shoes – 6%
All others – <3%

And when asked what other techniques (not listed in the survey) they used, more than 54% of listed no additional techniques at all; and fewer than 10% listed more than two.

It is important to note that this survey was conducted among our network of readers, presumably an audience that is more tuned-in to advanced brainstorming and ideation techniques than the average businessperson. And yet, it is clear that even among this group, very few know, understand and use a range of ideation techniques.

Again, this result isn’t entirely surprising. In our own ongoing research, we find that fewer than 10% of individuals in any industry (even creativity-focused businesses like advertising and design) have had any training whatsoever in brainstorming and group ideation. Those that have typically know one or two ideation techniques, but nothing about brainstorming session structure or facilitation skills.

And so it would appear that while we understand and acknowledge the value of having a library of ideation techniques at our disposal, few of us make the effort to identify and learn those techniques.

In this era of the “innovation economy,” it is bewildering that individuals and organizations still don’t recognize the importance of idea generation. Business success today requires continuous reevaluation and reinvention of one’s business offering. Once organizations could thrive for decades on a single great idea; today they need a great idea every year, and in some cases every month or week.

Only by taking the personal initiative to educate oneself in a variety of ideation techniques—and to offer training throughout one’s organization in effective brainstorm leadership and facilitation—can anyone hope to survive and thrive in today’s competitive business environment.

Innovation begins with ideas. No ideas, no innovation.

How many great ideas did you and your team come up with today?

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Note: Here’s a full list of all ideation techniques mentioned by survey respondents. They’re a good start for building your own library!

Mind Mapping
S.W.O.T. Analysis
Six Thinking Hats
180-Degree Thinking/Reversal
SCAMPER
Worst Idea
In Their Shoes
3-D Ideation (SmartStorming)
Brainwalking
Group Graffitti
Freewriting
Divergent/Convergent Thinking
Process & Task Orientation
Role Reversal (similar to “In Their Shoes”)
Working Backwards
Analografiti by Vera F. Birkenbihl
Subconscious Ideation
Delphi Method
Synetics
Zero Draft
Rapid Writing
Random Input/Analogy
Alter Ego
What If?
Parallel Design
How Might Be?
Facilitated Creative Visualization
Socratic Questioning
Kills the Sacred Cows (similar to 180-Degree Thinking)
Random Stimulation
Forced Connection
Ask a Stranger

And here is webpage with a fairly extensive listing of techniques you can explore and use: http://www.mycoted.com/Category:Creativity_Techniques