Just in case you had any doubts, it seems everybody is doing it – brainstorming, that is. And just how are they doing it? Well, pretty much the same way everywhere.

The SmartStorming partners recently returned from Krakow, Poland, where we conducted our two-day SmartStorming Brainstorm Leadership Workshop at the 2011 Worldwide Partners Creative Summit. And the experience was nothing short of remarkable!

Not only did we meet and work with a group of very smart, talented and engaged professionals, we also learned a thing or two about group dynamics, multiculturalism, problem solving techniques and, of course, brainstorming.

Our workshop participants were marketing agency pros from around the world: Bulgaria, Finland, Germany, Poland, Saudi Arabia, South Africa, Ukraine. While there were many cultural differences, two things were the same: they all brainstormed on a regular basis and they all faced virtually identical challenges when doing so.

The Good

The group clearly viewed brainstorming to be critical business process, and recognized its  importance to their organizations. The direct link between brainstorming and the ability to innovate was clear to them.

brainstorming <-> creative problem solving <-> ideas <-> innovation

And so, all were eager to learn how to experience better results when brainstorming with their teams and clients, and were completely open to new and unfamiliar ideas and problem solving techniques.

The Bad

In her book, The Seeds of Innovation, Elaine Dundon identifies nine problems that are typically encountered with brainstorming as typically practiced.

1. Lack of process
2. Lack of a skilled facilitator
3. Lack of skilled participants
4. Listing of rules
5. No agreement on the problem
6. Lack of stimuli
7. Pressure to be creative on queue
8. Pressure to converge quickly
9. Lack of follow-up

And, perhaps not surprisingly, the majority of these challenges were voiced by the group during our opening discussion about just what causes brainstorms to fail.

The implications of this experience are actually quite compelling, and suggest that regardless of differences in culture, business practices and customs, geography,  personality, etc., what takes place in the room when a group of people get together to generate creative ideas, in the absence of a structured process and effective problem solving techniques, is pretty much the same no matter who you are or where you are. And that “pretty much the same” is all-too-often disappointing.

Perhaps most interesting to us at SmartStorming was that there seemed to be very little difference among the participants in terms of just how much direct training or self-directed learning the participants had on the topic of brainstorming. One might imagine that in some countries a greater emphasis would be placed on learning skills to help facilitate this important process. But this was not the case. As we usually find in the U.S., not one participant had experienced any meaningful training in brainstorming or creative problem solving.

The Promise

The good news is that while brainstorming as typically practiced is clearly broken, it’s not all that difficult to fix.

The level of interest, participation and enthusiasm throughout the two-day workshop was very high. Even the most seasoned creative professionals in the group reported exciting revelations, specifically about how to turn “bad” ideas into game-changers; how to minimize shyness and self-consciousness among participants and facilitate spontaneous sharing; how to use different problem solving techniques and brainstorming activities to accomplish different objectives; etc.

And already we are receiving reports from abroad about the participants’ first highly successful SmartStorming sessions back at their agencies.

Their brainstorming, it would seem, is fixed.

In the 1930s, when Alex Osborn “invented” brainstorming, he knew, even then, that certain skills and guidelines were necessary for the process to be successful. Many of those are directly related to Elaine Dundon’s list of brainstorming challenges. But Osborn’s new way of generating ideas was just so novel and exciting, it apparently took off on its own.

The legacy is a world that, today, depends heavily on brainstorming, but really doesn’t have a clue how to do it.

But with a little effort and investment of time and attention, Alex Osborn’s vision of highly productive ideation sessions quickly becomes a reality. And great ideas are no longer a rarity, they are the norm.

It’s not easy making us say, “Wow.” Sure, sometimes it’s fun. But often it’s just plain, old hard work. Some days we are in the mood to say, “Wow.” But many days, we’re just like, “Yeah, so what?” That’s when it’s a grind.

The funny thing is, those people don’t really do what they do because of us. They do it because they don’t know how to do anything else. Making us say, “Wow” is just who they are.

There’s something to be learned from these people. Not necessarily about being creative (although there is that, too) – but about “being” your work, rather than just “doing” it.

“Work,” here, may not be the thing you do to earn money. The work we’re talking about here is what you do with passion, the thing you love. The work that, on good days, doesn’t seem like work.

You may not be a writer or actor or artist or Steve Jobs. You may not have a blog or a business or a platform. But you do have a masterpiece in your head. Everybody does.

Just bring yours to life and share it with the world. And then watch us say, “Wow!”

Many of them were just too literal. They had to actually see it with their eyes to understand it. They weren’t trying to be difficult when they rejected an idea. They just didn’t really understand what the idea actually was. In some ways, it required a much greater leap of faith on the parts of those who actually did approve the work.

Can you see what’s not there? Can you hear the words no one has spoken? Can you complete the sentence, “What if…” with confidence and clarity?

If you can’t, learn to. It is a critical component of innovative thinking, and therefore, success in today’s world of continuous reinvention.

And then, get really good at painting the picture for others. Help them “see” your vision. Because whether your work lives or dies almost always depends on a thumbs-up from someone else.

Being a creative genius isn’t enough. You must be a brilliant painter, storyteller and tour guide, too!

You probably have an opinion. Most people who regularly engage in idea generation do.

Those who consider themselves naturally “creative,” and more talented thinkers than their peers, tend to believe they work better when unencumbered by others’ limitations. Those who value the unique perspectives and abilities of their teammates tend to favor brainstorming.

In fact, the comparison is somewhat unfair. Gifted and highly skilled creative problem solvers will almost always shine when compared to teams that are untrained, unpracticed, clumsy and poorly led.

But what about a team that’s on top of its game?

A recent study conducted by researchers at North Carolina State University revealed that when utilizing several proven, effective group ideation techniques (at least 10 or 11 of over 20 identified), brainstorming was extremely effective. Conversely, when such best practices were not employed, the sessions failed.

In order for any team to succeed, it needs talent, skill, experience, practice, a proven play book… and most of all, a dynamic coach and leader.

Will a team like that outperform a single, solitary superstar on the field?

Why not build one and find out for yourself?

Being a small thinker offered big rewards. But oh, how times have changed.

Today, the people (and companies) that sail through life and recessions are those that show up early and stay late; that continually reinvent and ramp up their “jobs” (a.k.a. “the value they deliver to others”); that, rather than avoiding waves, joyfully stir things up on a daily basis.

Big thinkers. Like artists. And athletes. And Apple. And anyone who desperately wants to succeed.

Small thinking leads inevitably to greater challenges, increased frustration and, eventually, non-relevance. Big thinking is, well…it’s the easy way out.

Are you a small thinker? Why on earth would anyone want to work that hard?

But that’s how ideas show up. The question remains, where do they originate?

We all have lots of “noise” in our heads these days—messages, images, articles, sounds, songs, Tweets, posts, updates, pitches, “conversations.” Every once in awhile a few of those noise particles ricochet off the walls inside our heads and shoot back an echo – some new, but somehow familiar, mashed-up reflection of everything that’s flying around in there.

The noise is good. Keep it. It’s what echoes are made of. Just remember to turn it off every now and then so you can hear what bounces back.

What our CEO was verbalizing is an emerging zeitgeist in business today, a condition we call, CTPA (Creative Thinking Performance Anxiety). CTPA is a particularly nasty variety of unexpressed stress and dis-ease experienced by individuals and teams when they are put on the spot to think “outside-the-box” and deliver fresh, new ideas.

And these days, who isn’t being pressed hard to think more creatively?

Over the last decade, creativity (the driving force behind innovation) has emerged as the single most important competitive edge for success—a fact recently reconfirmed by IBM’s much-publicized 2010 CEO Study. Those companies that excel at creative thinking (the Apples, Googles and Nikes of the world) are thriving in today’s challenging economic environment, while their less creative competitors are scrambling to reinvent themselves and somehow remain relevant.

But when we speak about creativity, what are we really talking about? Or perhaps more importantly, is creativity (by any name) an ability we all possess… or a rare and special talent possessed only by a fortunate few? Researchers have actually tried to develop a reliable IQ-like test to measure an individual’s “CQ” (creativity quotient); but not surprisingly, those attempts have proven futile. It seems the subjective, non-linear, shape-shifting nature of creativity defies standardized measurement.

What does it mean to be creative?
The word creativity comes from the Latin word cero, which means “to create or make”. So every time you or I create or make anything (i.e., create a blog entry, prepare a meal, build a sandcastle, doodle on paper, or build the next online social networking phenomenon) we are being creative. We actually engage in acts of creativity every day. In fact the activity is so second nature, most of the time we are unaware we are even doing it.

Creativity vs. Artistic Ability
A common handicap facing many business people today is the self-limiting belief that they are “not creative.” Chances are those who subscribe to this belief may mistakenly associate creativity with artistic ability.

They say things like, “I’m not creative; I can’t even draw a stick figure,” “I’m not a good writer,” or “I don’t have a creative bone in my body,” That attitude perpetuates the myth that you are either born with it, or you aren’t. While many creative people do posses artistic ability, a far greater percentage of the world’s population of creative thinkers do not.

For example, Steve Jobs is lauded for being visionary creative genius; yet, can you recall ever seeing a single painting, sculpture or artistic performance created by him? Ever downloaded any music he has written or performed from the iTunes Store? The same can be said for other innovative geniuses like Thomas Edison and Henry Ford.

History has proven time and time again that anyone, anywhere, in any profession, can conjure up an “A-ha!” flash of creative insight, with the power to transform lives, markets, societies, or even the course of history. That includes you and me. We all possess that divine spark of genius within us.

The traits of highly creative people
Creativity manifests itself in many forms. There are highly creative teachers, CEOs, mechanics, salespeople, technicians, accountants, politicians, doctors, lawyers, cobblers and chimney sweeps.

Anyone who engages in his or her field of endeavor with a spirited sense of curiosity, wonder, sensitivity, imagination, playfulness and a willingness to question the status quo, possesses the traits and characteristics of highly creative people.

How many of those creative traits do you recognize in yourself?

The inner game of creativity

In sports like tennis or golf, we know that an “inner,” intellectual and emotional understanding of the game and how it is played is just as important as good “outer” physical technique. The more you contemplate, and then practice those things you consider, the easier it becomes to master the game. The same is true of creativity; with thought and practice you can cultivate your skills of observation, intuition and imagination. The more you master the inner game of creative thinking, the more innovative and effortless a problem solver you will become.

The creativity game is one of developing the confidence, discipline and skills necessary to push beyond any self-limiting beliefs about how creative you are, or can be. It is about stepping up and playing a bigger game, in order to unleash the creative genius within you. In the words of psychologist and author, Gerald G. Jampolsky, “A truly creative person rids him or herself of all self-imposed limitations.”

We will explore more about how to master this inner game of creativity in part two of this series.

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.

Not “global focus,” not “integrity,” not even much heralded “sustainability.” But “creativity.”

Steven Tomasco, of IBM Global Business Services, found the result surprising, considering that we have just come out of (hopefully) an historic economic downturn the likes of which most of these CEOs have never experienced in their professional lives.

In terms of actual percentages, 60% of those surveyed ranked “creativity” in the #1 spot. Second was “integrity.” (With all due respect to Steven Tomasco,we would suggest this is the more surprising result in this era of “the end justifies the means” corporate management.)

In fact, for those fortunate enough to have had access to the crystal ball of business success over the past several years, in our new “innovation economy,” that “creativity” holds the #1 spot is hardly surprising. In fact, it is expected.

If there is a secret of business success today, it is the willingness and ability to continually reinvent one’s value proposition, deliver ever-increasing value to customers and recognize that the consumer calls the shots—every shot.

Consider that 88% of CEOs surveyed also ranked “getting closer to the customer” as the #1 area of focus, followed closely by “people skills” (81%) and “insights and intelligence” (76%).

Creativity, people skills, insights/intelligence… it all boils down to a consumer-driven success model.

The dominant businesses in today’s marketplace understand this. They work diligently to stay one step ahead of the consumer’s need. It’s no longer about the ability to respond—it’s about the need to anticipate. Give your customers what they want—before they even know they want it—and you will rise to the top of the competitive corporate food chain. Fail to do so, even for a moment, and prepare to fall, rapidly.

So what does creativity have to do with all of this? Why is it necessary to “think outside the box” in order to meet consumer demand?

Because your customers don’t have a clue what they will want tomorrow—even though they want it now. And they are not going to tell you; that’s too much work. They want you to tell them; and when they see it, they’ll know it. Tell them what they want, and if you are correct, you win the brass ring. And if you don’t, someone else most certainly will.

There’s a bit of alchemy involved in this, the ability to ask, “What if?”

“What if my customers had <fill in the blank>? How would it make their lives better, easier, more productive?”

This business model is not for the faint of heart. It is not built upon market data (backwards focused), proven successes (backwards focused) or established business practices (backwards focused). It is built upon vision…and the ability to manifest it.

Apple understands. So does Google. Microsoft did once. So did AOL and iomega and countless others who have tripped, stumbled and gone plummeting off the front pages of the business press. Business success means redefining oneself daily. These surveyed corporate leaders know this, even if they are not presently doing it. Those who will ultimately act upon it will be around to respond to the next IBM survey. Those who don’t???

What if? That is the pressing question. Can you provide the answer?