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?

——————-

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

Originally appeared on South Florida’s SunSentinel.com – June 05, 2010

In many ways I was thrilled and encouraged by Bob LaMendola’s story in the May 28 Sun Sentinel, “Inventors brainstorm ways to plug oil spill.”

As a native New Orleanian, and now a part-time resident of South Florida, it is gratifying to read about so many smart, engaged and concerned South Floridians employing their creativity in an effort to help reduce the impact of this terrible disaster that threatens to alter our lives for decades to come.

That said, it is troubling to learn, not only here, but in virtually every report on BP’s and the government’s response to the spill, how slow, pondering and uncreative their efforts have been, especially in today’s innovation-driven society.

Innovation, which is clearly needed in this unprecedented event, is fueled by ideas, not by rethinking the status quo.

The situation in the Gulf worsens not every day, but every second. A few fewer engineers and a few more creative thinkers at the table may have had this problem solved weeks ago.

It is interesting to note that a recent survey of 1,500 chief executives, conducted by IBM’s Institute for Business Value, shows that CEOs identify “creativity” as the most important leadership competency for the successful enterprise of the future. And yet, corporate behemoths like BP, and even our change-oriented administration, continue to function in the ways of the past.

We can only hope that sooner rather than later, the real innovators in our world will assume greater positions of influence. Perhaps then, disasters such as these will not only be addressed faster, but may not happen at all.

Keith Harmeyer, Hollywood, FL

I used to work at this ad agency where the manager of the creative team, who considered himself the most talented guy in the place, was overly involved in the company’s day-to-day idea generation process. He  insisted on participating in every important brainstorm session the agency held; and being the top guy in the department, he got his way.

Don’t misunderstand—he did come up with his share of ideas, both good and bad.

But perhaps his most meaningful and influential contribution to the brainstorms was the inspiring way in which he would often open a session.

“You know how they say there are no bad ideas?” the boss would begin. “That’s not true; there are bad ideas,” the guy who held in his hands the fate of everyone’s career would continue. “Really bad ideas. Ideas so bad, they should never be spoken out loud.”

You can pretty much imagine where the sessions went from there.

The more junior people in the room, or those whose bellies were just the least bit yellow, would keep their mouths dutifully shut—except to offer an enthusiastic, “Great idea!” when the boss would serve up his creative contributions.

Those of us with a bit more experience (or foolhardiness) would carefully toss our ideas into the ring, more often than not only to have them instantly shot down by our leader. “No, no. That’s no good. Anybody else got anything?”

At the end of these sessions, we would almost always walk away with an idea. His idea.

Funny or sad, but definitely true, this true story exemplifies perfectly the single most devastating thing you can bring with you into a brainstorm—ego.

We often say, half-jokingly, “Kick out the boss” if you want to have a successful brainstorming session. While not always practical in real life, the idea behind the statement is nonetheless sound. Anyone who dominates a brainstorm, either due to seniority or just plain old arrogance and obnoxiousness, will most surely be its ruin.

The real magic and power of a well-executed brainstorm is the superior strength of the group mind—individuals, somehow working together in concert, towards a common goal. Bringing together diverse points-of-views, talents, experiences, etc. expands thinking, increases contribution and allows a well functioning team to build upon each other’s thoughts. The result: a greater breadth and depth of ideas that are far more inspired and developed than those any single individual could produce in the same time frame.

For all the brainstorming-naysayers among you, yes, there have been numerous studies that suggest individual ideation is more effective and producing ideas than group brainstorming. And no wonder. The vast majority of brainstorms are poorly planned, and facilitated by individuals who have had no formal training in the process. They are, in one way or another, like the dysfunctional examples I described at the top of this article: doomed from the start.

But when well prepared and expertly guided, a brainstorm is like a well-rehearsed symphony orchestra—each individual player sharing his or her talent and skill, working together to weave an intricate tapestry that only gets bigger and more beautiful as each new idea is introduced and expanded upon.

So if you are the one in control and just want to push your ideas forward (as ill-conceived and unenlightened as that management style may be), forget brainstorming. Save everyone the time, energy and humiliation, and just dictate the direction you demand.

But if you want to transform your organization into a super-human, innovative-thinking machine, do the right thing. Kick out the boss.

Or at least the boss’s ego.

This article originally appeared in our SmartStorming “Innovation Insights” newsletter. To subscribe, click here, or simply use the registration form in the right hand column.

One of the simplest, most valuable skills a brainstorm facilitator can develop is the ability to “read the direction” in which their group’s thoughts are flowing. Just like the ebbing and flowing tides of an ocean or river, collaborative thinking flows in one of two distinct directions: 1) it can diverge outward, in a broad, multidirectional, expansive exploration of ideas; or 2) it can converge inward, narrowing focus in an effort to judge, select and eliminate ideas.

Divergent and Convergent Thinking
Divergent thinking opens the imagination to all possibilities, while convergent thinking analyzes and chooses from among those possibilities. In a sense, divergent and convergent thinking are the Yin and Yang of creative problem solving. Neither is superior to the other – simply more appropriate for the task at hand. And both processes are essential to the ultimate success of any group idea generation session. So it’s important to understand their relative benefits, to identify when and under what circumstances each type of thinking is taking place, and to learn how to guide the group back to the most appropriate and effective method of thinking.

The Benefits of Divergent Thinking
Divergent thinking allows a group to generate as many fresh, new ideas as possible in a short timeframe. During this process all judgment is suspended, the group is encouraged to go for quantity of ideas, not quality, spontaneously build on one another’s ideas, and push the boundaries of the imagination…even wild, crazy, audacious ideas are welcome. In fact, the motto for divergent thinking is, “Everything is possible!” All ideas are equally embraced and recorded. In divergent thinking there really is no such thing as a bad idea. The goal is to simply achieve the largest creative yield of ideas and new connections possible. Look at divergent thinking as “big picture,” unencumbered by any practical or logistical constrains, limitations, or judgments.

The Benefits of Convergent Thinking
If divergent thinking is casting the widest net possible to capture new ideas, then convergent thinking can be thought of as harvesting of the very best of catch. Just as a funnel decreases the scope of a substance, so that it fits through a narrow opening, convergent thinking narrows down a large number of ideas through the process of analyzing, judging, eliminating and selecting. Convergent thinking is ideally suited for thoroughly evaluating the merits of an idea, or seeing how well it holds up to scrutiny based on pre-established criteria. We use convergent thinking to gain clarity, consider practical constraints, draw conclusions, determine the bottom-line, and select the best ideas.

When Thinking Processes Collide
As we mentioned earlier, each of the two thinking processes has an essential role to play in an effective brainstorm. However, if they take place simultaneously, or at the inappropriate time, they will quickly become an obstacle to success. Like matter and antimatter, one will neutralize the benefits of the other and create potentially “explosive” situations.

For example, imagine your group is in the middle of a spirited “blue sky” exploration of new, inventive ways to promote your product or service in light of new competition (divergent thinking). Suddenly a participant begins to judge or shoot down fledgling ideas they feel aren’t worthy of consideration (convergent thinking). What happens? The spontaneous outflow of idea sharing comes to a grinding halt. People clam up, become defensive and withhold their thoughts in fear of being judged or ridiculed. It takes a vigilant and skilled facilitator to spot convergent thinking when it seeps into the divergent ideation process. To get the session back on track, the facilitator must quickly stop the judgment and shift the group back in the direction of productive, divergent thinking.

Conversely if your group is in the selection process of narrowing down an abundance of ideas, convergent thinking is just the method you need. By assessing and judging ideas according to an established list of objective criteria, you can quickly separate the wheat from the chaff. However, if divergent thinking enters your evaluation process, your group will start free-associating ways to save an impractical idea… or worse, spontaneously begin a whole new round of unnecessary idea-generation. When this occurs, the objective selection process gets hijacked; sessions run overtime, and usually end without closure.

The Best of Both Worlds
An awareness and understanding of both these types of collaborative thinking can have a profound impact on the ultimate effectiveness of your idea generation sessions. Learn to identify them quickly. Develop skills for guiding or redirecting your group’s attention in the most productive direction. Then watch, not just as the ideas flow – but as the very best rise to the top.

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“Language is the means of getting an idea from my brain into yours without surgery.” – Mark Amidon

How many life changing ideas do you figure have been thought up over the centuries, yet no one ever heard about them?

How many times every day do you imagine a brilliant concept is presented to a decision-maker, only to be shot down and buried forever?

How many creative geniuses do you think are really able to effectively communicate and present their ideas to others? Not everyone is a Steve Jobs. In fact, very few of us are. Which is one of the key reasons why Steve Jobs is, well, Steve Jobs.

Creativity and innovative thinking don’t really require clear, effective communication. Big brained scientists with minimal social skills think up mind-blowing ideas in the privacy of their labs every day. But true innovation requires that those remarkable, game-changing ideas make it through the gauntlet of judgment and criticism, all the way through to completion, where they can deliver real, lasting value. That simply cannot happen if no one knows about them and enthusiastically supports them. And that requires effective communication and presentation skills.

As Howard H. Aiken is quoted as saying, “Don’t worry about people stealing an idea. If it’s original, you will have to ram it down their throats.” And while ramming it down their throats might not always be required, a little persuasion almost always will be.

Communication is the often forgotten, essential component of innovation. True, it’s not as sexy as all those other components we love reading about, things like creative ideation, strategic implementation, enhanced value, disruptive technology, elegant design and a dozen or so other overused buzz words. But in the end, if your big idea is not clearly and persuasively presented to your collaborators and decision makers, it will simply wither on the vine.

We’ve all seen it happen, especially in a group brainstorm session. Someone at the table has an idea, a good idea, one they love and that has real merit. Unfortunately, they don’t have the confidence and expertise to articulate it persuasively. A louder voice and bigger ego in the room shoots it down, and there it lies. Sometimes a supportive comrade will pick up the idea and champion it to the group. But if a skilled communicator doesn’t take up the challenge, it’s dead.

The good news is that communication and presentation skills can be learned and mastered by anybody. As with any other discipline, there are simple, proven methods and techniques that can help you speak with authority and influence the opinions and decisions of others. So if you are going to be an effective innovator, or even a contributor to the innovation process, you had better start boning up on your communication skills.

Here are a few tips to help you sell your next big idea…

1. Know What You’re Trying to Achieve – Before you open your mouth, think for a moment about what you want your words to actually accomplish. Are you trying to convince someone that your idea is the best there is, or simply one of several worthy of further consideration? Are you attempting to get final approval for your idea or simply create the opportunity to present it up the chain of command? Is your idea fully fleshed out or just an embryonic concept? Such things can have a profound impact on what you say and how you say it. So take a moment or two to think about what you wish to achieve before you speak, and you will have a much better chance of choosing the best words to help you attain your goal.
2. Know Who You’re Talking To – One of the great revelations most people have when mastering communication and presentation skills is that their audience often doesn’t really care all that much about what they have to say. In fact, the people you present your idea to only care about one thing… what’s in it for them. To sell your idea, you need to understand ahead of time what the other person’s agenda is, what their goals and objectives are in a given situation, and then frame your communication in the best way possible to let them know you understand, and that your idea can help them achieve their goals. Will your idea make them (or their team) look good? Could it result in a bonus or praise from management? Is it so risky that they might be hesitant to support it? Remember this number one secret of great communicators – know your audience well, and tell them what they need to hear. That is persuasive communication.
3. Know What You’re Going to Say – Seems obvious, right? But how many times have you opened your mouth and realized, almost immediately, that you were saying precisely the wrong thing at precisely the wrong time? If you’ve taken a few moments to focus on the first two steps, this third one becomes a lot easier. What do you have to say to this person in order to get them to respond the way you would like them to, right now? That’s precisely what you want to say at precisely this moment.
4. Know How You’re Going to Say It – As the saying goes, you can catch more flies with honey than you can with vinegar. Of course, you can kill a lot more with a flyswatter. Too meek or too bold an approach will not do the trick when presenting an idea for approval. How you deliver your message can be just as important as the message itself. Consider the situation. Is the mood upbeat and congenial or tense and combative? Are ideas being shot down faster than they can be spoken, or is everyone being overly supportive and not really giving anything real, critical evaluation? Are you on a tight deadline or do you have time to spare? Take the temperature in the room before you start selling. Make sure your manner and tone are confident, but appropriate.

Is it really possible to do all of this in the middle of a brainstorm, or even a business presentation? Of course. Masterful communicators and presenters do it every day. It just takes a little awareness, attention and practice. Don’t wait until your job depends on it. Start using these four simple communication tips today. In no time you will be able to consider all of these things in just a few seconds.

Many people think that being a confident, persuasive communicator is something you’re just born with. Nothing could be further from the truth. Communication is a skill. Learn it, master it, become a more valuable part of the innovation cycle – and start seeing more your ideas become a reality.

A recent article on CNN.com, “Learn the five secrets of innovation,” by Mark Tutton, focuses on the results of a six-year study conducted by professors from Harvard Business School, Insead and Brigham Young University. 3,000 executives and 500 innovative entrepreneurs were involved in the study, which also included interviews with the likes of Jeff Bezos (Amazon) and Michael Dell (Dell Computers).

The results of the study are hardly earth shattering. But they are important for anyone interested in developing their innovation chops and enjoying the resulting rewards.

The verdict? “Coming up with brilliant, game-changing ideas is what makes the likes of Apple’s Steve Jobs so successful…”

Stating the obvious? Well maybe not to everyone.

Business leaders around the world are struggling to crack the code of innovation. They focus on re-structuring, re-invention, short-sighted innovation initiatives, revolving door consultants, creativity boot camps, etc.

But apparently what it all comes down to is the ability to generate great ideas. Do that well, and all the other stuff more easily falls into place – if for no other reason than the fact that you are generating great ideas about those things, too.

From "Learn the five secrets of innovation," by Mark Tutton, CNN.com

According to the study, there are 5 key skills necessary to be a prolific innovator (a.k.a. idea-generator) – associating, questioning, observing, experimenting and discovering.

It seems these skills have more to do with how one acts as how one thinks. Prolific innovators are always proactively searching for new ideas, new connections, new perspectives. Theirs is not a passive activity; they don’t sit around waiting for the Muse to visit or the lightning bolt to strike. They pursue ideas daily and relentlessly.

It is this skill set, this business activity, that will forever more be the definer of success.

So how can you ensure you have a whole army of Steve Jobses generating innovative thinking in your organization?

Remove the impediments and allow it to happen. Create an environment that facilitates idea-generation. Nourish it with acknowledgment, training, tools – and rewards for achievement. In a recent post here, “Google’s 80/20 Formula – It can work for you!” we briefly described Google’s take on the issue… encourage employees to spend 80% of their time on core projects, and 20% of their time on “innovation” activities that peak their own personal interests.

How much does your organization to do foster innovative thinking? Do you invest 20% in it, like Google does? If you did, what returns might you realize?

The ability to generate innovative thinking is not an inherent trait; it is based on a set of skills that anyone can learn and develop. Exposing yourself to new ideas and observing the world around you can drive innovation.

All it takes is doing it. As one of the men behind the study, Insead’s Hal Gregersen, put it, “Studies have shown that creativity is close to 80 percent learned and acquired,” he told CNN. “We found that it’s like exercising your muscles — if you engage in the actions you build the skills.”

Start building your innovation muscles now. And watch the ideas start to flow.

After all, when you cut through all the hype and Ivy-tower debate, innovation at its core is really just a child’s game of connecting the dots in new and imaginative ways.

Is it really possible to turn a really bad idea into a really great one? Absolutely.

The Worst Idea technique is not only one of the most popular with brainstorm groups, it’s extremely effective. As you might suspect from the name, the facilitator asks participants to come up with the worst possible idea they can think of. Nothing is “too bad” – distasteful, rude, crass, embarrassing, off-color. The worse, the better.

How about a car that automatically runs over pedestrians who cross against the signal? A new diet pasta that is mixed with worms and human hair, to get dieters to eat less? A new recycled product that’s good for the environment – like previously used toilet tissue? How much worse could you get? Keep trying.

What’s the point of such an exercise?

First, it “loosens up” the group. We have been taught to reject bad ideas, and therefore won’t allow ourselves to go there. By encouraging people to think outlandish thoughts, the creative process is jump-started.

Second, many bad ideas contain some provocative element, something powerful and compelling. By making a simple change, you can often turn a bad idea into a great one. A car that runs over slow pedestrians might not be practical – but one that senses pedestrians ahead and automatically brakes might be. A diet pasta mixed with worms and hair might not be such a palatable notion – but one fortified with extra protein and fiber might be.

The Worst Idea can be a lot of fun. Give it a try next time your brainstorming. Be gross, outrageous, cynical. You just might come up with your BEST worst idea ever.

Virtually every business depends on the ability to generate ideas—ideas for new products, ideas about how to communicate more effectively with customers, ideas about how to operate more efficiently, ideas about how to engage employees and strengthen internal communications. Without ideas organizations stagnate, and eventually, wither and die.

The most widely used tool for generating and developing new ideas in organizations is group brainstorming. Literally hundreds of thousands of brainstorm sessions take place in offices and conference rooms across the globe, every single day.

The problem is, most people need help in how to brainstorm better.

In our work, we have the opportunity to question business people about the effectiveness of their brainstorming efforts. And it is rare that we don’t hear a negative response. “Boring.” “Intimidating.” “A big waste of time.” “The same old ideas over and over again.” “Nothing ever happens with the concepts we do come up with.” These are all comments we hear repeatedly, from individuals at every level of an organization, and from every business category.

In fact, brainstorming as traditionally practiced is a sloppy, haphazard process. Remarkably, this single activity, which is so vitally important to business success, is allowed to take place in a manner that is completely lacking in structure, facilitated by individuals with little or no training and who have no idea what tools or techniques might make their efforts more productive. One can only imagine the cost of ineffective brainstorming to business, in wasted manpower, lost opportunity and damaged employee morale.

The topic of how to brainstorm better is a big and important one. But here are seven things you can start doing today to make your sessions dramatically more effective.

1. Make a Plan, Stan

It is sometimes said that professionals plan, amateurs wing it. Before your brainstorm ever begins, take the time to plan your session. What is the challenge you will present to the group? What is your objective for the session? Ten new ideas? One hundred? What idea generation techniques will you use to inspire your group’s imagination and make new connections? When you create a vision and a plan for the session, you increase the odds you will actually realize it.

2. Invite Diversity

Tired of getting the same old ideas in every brainstorm session? Maybe you should consider not inviting the same usual suspects. By including individuals with refreshingly different backgrounds, perspectives, ages, genders, ethnicities, etc., you will be creating a group mind with a wealth of divers experience to draw on. Consider who in your organization might make an unexpected contribution to your idea pool, and make sure they’re there.

3. Kick Out The Boss

I once knew the president of a company who would insist on attending every brainstorm session, and then start it off by saying, “You know how they say there are no bad ideas? That’s wrong. There are very bad ideas that should never be expressed. So, anybody got anything?” Nothing will more effectively shut down a brainstorm session than the fear of saying something stupid in front of the boss. It’s sometimes easier said than done, but unless your company leadership is extremely supportive and accepting, they shouldn’t be in a brainstorming session. Idea generation requires a safe environment, where people aren’t afraid to share their thoughts. Ensure the boss you’ll review everything with her after the session is over.

4. Play By The Rules

Of course it’s not just the boss who can derail and brainstorm. Anyone with a big ego, loud voice or attention-seeking personality can do the same. Negativity and judgment bring instant death to spontaneous idea sharing faster than negativity and judgment. Establish a list of “rules” for your session right at the start. Ask for everyone’s agreement. No negative comments. One person talks at a time. Crazy, even audacious ideas are encouraged. If anyone breaks the rules, ask others in the group to good-naturedly remind him—perhaps by pelting him with crumpled paper balls!

5. Hold The Phone

“Phone” here, of course, means any device that will distract one’s attention from the task at hand. The remarkable convenience and productivity provided by PDAs is nothing short of miraculous. They also suck the life out of a brainstorming session. One of your most important rules is, “All phones, smartphones, iPhones, Blackberries, Blueberries, Raspberries, whatever OFF during the session—and put out of sight, out of temptation’s reach!” Reassure attendees that you will provide breaks during which they can check messages or email.

6. Ask Lots of Questions

Not getting what you want from your brainstorming group? Maybe you’re not asking the right questions. You can immediately change the consciousness and output of any group by simply posing a provocative question? “What if we combined the last two ideas?” “That was a wild idea. How can we rein it in to make it more on strategy?” “What are three more ideas like that one?” Learn and apply the art of powerful questioning and you will get an exponentially greater return on your ideation investment.

7. Maintain Momentum

Most brainstorming sessions tend to start out slow and low energy. People are feeling their way into the process. After awhile, the energy sometimes picks up for a few minutes. Ideas come from everywhere. Then it stops. They’ve run out of steam. They start talking about last night’s episode of Mad Men. You’re lost. A great facilitator is like an accomplished surfer—they can “sense” the crest of the wave, where it is now and where it’s going, and ride it all the way to the end. Be tuned into the energy of the room, when it’s high, let it rip. As soon as you feel it start to wane, ask a powerful question to make the leap to a new direction and get it going again. Brainstorming facilitation is work—fun work, but work nonetheless. Stay focused, ride the wave and you’ll walk out with a stack full of great ideas.

Great brainstorming and creative idea-generation is multi-faceted process that requires structure, trained facilitation and a full toolkit of proven techniques. There’s a lot to learn. But you can start your ongoing education with these seven key improvements, and start seeing better results right away.

How’s that for a great idea?

To date, 72% of those who have responded to our survey (see our first blog post dated March 19th) have responded that a typical brainstorming session in their organization is either “pretty much a waste of time,” or worse, “torture.”

We’re keeping the poll up indefinitely, so if you haven’t voted yet, please do.

In the meantime, why is it that so many people hate, dread or at the very least, feel ambivalent about brainstorms? What is it about the question, “Anybody got any ideas?” that makes the majority of brainstorm participants cringe?

In our own research, we find this to be a consistent response across industries. Virtually everyone seems to know that their approach to group idea generation is broken; but they haven’t a clue how to fix it.

One of the key issues is a lack of established process. Almost by definition, people believe that brainstorm sessions should be “loose.” Too much structure is certain to squash people’s natural creativity, right?

Wrong. All innovative thinking (creativity, lateral thinking, eureka moments, etc.) takes place within some sort of process.

The creative genius may appear undisciplined and totally random. But ask any one, and he or she will explain some sort of process — how they seed their thoughts with inspiration, how they set the stage for free association, how they separate the wheat from the chaff, how they develop and expand upon their fledgling ideas. And that’s just a single person, a solitary mind struggling against itself. Put ten such individuals into a room, and the need for a process is even greater. It is naive to think that a group of individuals can effortlessly flow through the process of idea generation and development without some sort of process or structure to guide them.

Big egos, crippling insecurities, peer pressure, intimidation by senior staffers, shyness, arrogance, fatigue, lack of understanding, too much caffeine, Blackberries and iPhones, last night’s outstanding episode of Mad Men — a thousand different things can turn the best-intentioned brainstorm into a waste of time for participants and a waste of resources for an organization. At their worst, poorly structured and facilitated brainstorm sessions are completely demoralizing and produce no worthwhile concepts.

So what’s the answer? How can you transform your organization’s ability to generate fresh, innovative ideas, efficiently and consistently, and maybe even enjoy the process?

First, plan your brainstorming sessions ahead of time, establish a process, create ground rules for participants, and stick with them.

Second, make sure that anyone running sessions knows and understands the process, and applies it consistently. The best process is worthless if it isn’t applied.

Finally, educate yourself on the processes, techniques and approaches developed by others. A lot of experienced people have spent a lot of time considering this topic, and developing, testing and implementing systems that work. SmartStorming, of course, is one. (Our favorite!)

Innovation and the ability to think and act creatively is crucial to any organization, and particularly in today’s unsettled environment. Brainstorms should not be treated as casual, unimportant events. They represent an opportunity for your group to move the organization forward.

Now, have you got any ideas?