Who do you typically brainstorm with? The same group of people, time after time? Do you ever detect a certain “sameness” in the ideas generated?

Are you surprised???

The quality and creative yield of ideas in any brainstorming session will only be as good as the people who make up the group. In today’s highly competitive, innovation-driven marketplace, truly breakthrough thinking almost always depends upon high quality collaboration.

In his book, Group Genius: The Creative Power of Collaboration, author Keith Sawyer explains, “When we collaborate, creativity unfolds across people; the sparks fly faster, and the whole is greater than the sum of its parts. Collaboration drives creativity because innovation always emerges from a series of sparks—never a single flash of insight. This is the essence of group creativity.”

Group Creativity and Flow

The most productive brainstorming sessions occur when the group becomes so absorbed in their activity that they slip into a state of creative flow. Flow is that peak performance state athletes refer to as “The Zone.” It occurs when a group becomes single-mindedly focused in its creative problem solving activity, all sense of time, place, and self-consciousness (ego) disappear. Everyone feels highly alert and on top of their game. It is under these conditions that a unified sense of effortless collaboration emerges; the group begins to function as a single, collective mind that intuitively knows the best ways to build upon, amplify, or refine one another’s ideas.

Clearly, selecting the most appropriate and effective group for your specific challenge is the key to an enjoyable, super-productive idea generation session.

Creating a “Dream Team’ vs. Inviting the “Usual Suspects”

If you were a basketball coach with your eye set on the championship, you would want to assemble an all-star, powerhouse team of accomplished players. You wouldn’t settle for a mixed bag of amateurs that just happened to be nearby and were easy to recruit. To assemble this “Dream Team,” you would scout for the most talented athletes who possessed the specific skills, talent and experience your team would need to win.

Likewise, when faced with a tough business challenge, shouldn’t you carefully evaluate who in your organization or network possesses the best knowledge, skills and experience to successfully tackle the challenge? Shouldn’t your goal be to assemble the smartest, most capable, most creative problem-solving all-stars you can find?

Surprisingly, few brainstorm leaders invest adequate time or effort in this important step. They forego any due diligence scouting and more often than not simply extend invitations to the “usual suspects” (those who work in the same department or division, or work on the same product, service, account, etc.). Most don’t even consider the value of inviting “outsiders,” since they already know and feel comfortable with the usual suspects. After all, “the team” understands your product, service, goods, or process; and they understand the underlying issues, situation, and challenges, right? Aren’t these people the best qualified to help you develop innovative solutions to your problem?

Not necessarily.

Conformity/uniformity in thinking (groupthink), a lack of objectivity or perspective, internal politics or infighting, personal agendas, and a general aversion to risk-taking or radical new ideas are all common pitfalls experienced when the same group of people come together repeatedly to generate ideas. When participants work under the same conditions and circumstances, confront the same challenges day in and day out, repeatedly run into the same limitations or obstacles, and share the same assumptions about what is or is not possible, options can appear scarce—boxing in the group’s thinking abilities.

The power of diversity

Who you invite to your brainstorming session can have a dramatic impact on your productivity and the session’s ultimate success. When you deliberately recruit a diverse group of participants—an all-star team from different backgrounds, cultures, genders, age, talents, skills, knowledge, expertise and perspectives—you exponentially increase your group’s ability to deliver innovative solutions.

In Group Genius, Keith Sawyer also writes, “…when solving complex, non-routine problems, groups are more effective when they’re composed of people who have a variety of skills, knowledge, and perspective.” He goes on to say, “The reason groups are so effective at generating innovation is that they bring together far more concepts and bodies of knowledge than any one person can. Group genius can happen only if the brains in the team don’t contain all the same stuff.”

7 ways to enhance diversity in your groups

1. Invite a mix of generations. Boomers, Gen-X, Millennials… They each bring a different generational perspective, values and skill sets, cultural reference points, beliefs, attitudes and archetypes.
2. Invite a range of expertise, professional backgrounds, and specialties. Great ideas can come from anyone. People from any discipline, even one not directly related to the challenge at hand, may offer incredible insights and value. Chances are someone has already solved a problem similar to yours in a different company, industry or country.
3. Balance gender and social orientation. Just as different generations can provide a variety of perspectives, so can individuals with diverse personal backgrounds.
4. Invite people from different countries of origin. Thanks to today’s global economy, we are increasingly working side-by-side with individuals from across the country and across the globe. Capitalize on their diverse world viewpoints and cultural understandings. Cultural fusion is a powerful element of innovation.
5. Invite right- and left-brain thinkers. Yes, in the same group! Creative types and linear thinkers, artists and bean counters. You may not think they’ll mix well. But in fact, the Yin and Yang of linear/analytical and non-linear/creative thinkers can be an important element in the creative process.
6. Invite introverts and extroverts. Maybe add a dash of Myer’s-Briggs personality types. Look for individuals with different ways of perceiving and interpreting: feeling, intuiting, judging, etc. This will add a richer dimension to your group’s problem solving abilities.
7. Throw in one or two “wild cards.” An unexpected participant can stir things up and add a new dynamic into the mix. You can invite customers, clients, suppliers, kids, etc.—anyone who can provide fresh, new perspectives on your challenge.

It’s often said that “variety is the spice of life.” It just might also be the “secret sauce” in successful brainstorms. Take the time to assemble your brainstorming dream team. Rather than settle for “same old, same old,” try embracing the unexpected!

It works for the most innovative companies in the world. And it will work for you, too!

There are people out there whose job it is to make us say, “Wow,” on a daily basis. They are the “creative types” among us – the ad men and women, entertainers, writers, artists and just about everybody working at Apple.

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!”

Back when I worked in advertising, it took me years to understand that some of my clients simply weren’t able to “see,” in their minds, the things I “saw”’ when I presented them with new ideas. What it would look like, the sounds, the mood, the tone.

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!

Do people generate ideas more effectively in groups, or flying solo?

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?

Not so long ago, all you had to do was show up, do your job (a.k.a. “the minimum expected of you”), try not to make waves—and you could live a pretty good, hassle-free life. And if you did that long enough you could eventually get paid for doing nothing at all.

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?

Where do ideas come from? Usually, they just pop up, seemingly from nowhere. You might suddenly see them. Or hear them. Sometimes you have to go digging to find them, but not usually.

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.

If you’re having to work too hard to push an idea through – in fact, if you have to “push” at all – it could be a sign that the idea isn’t really all that valuable, or that it’s just “half baked.”

Good ideas – really really good ones – often create their own momentum. Consider the iPad. Despite a lot of initial skepticism and negativity, it was ultimately able to top the iPhone in early sales. Granted, it had the Apple marketing machine behind it. But the sheer power of the idea itself was ultimately what propelled it to success.

Don’t settle for “novel,” “interesting” or even “pretty good.” Those descriptors suggest potential. Keep at it until you have yourself a game changer!

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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Back in the days before email chains, when clever quips were Xeroxed  and faxed between offices so many times, they often became illegible, many people displayed an 8-1/2 x 11 page on their wall that advised visiting colleagues…

Fast, Good, Cheap. Pick 2.

The idea was simply that it is impossible to deliver anything of high quality if you don’t have the time or budget to do the job properly. You may be able to skimp on one or the other, but you always have to compromise something – fast, good or cheap.

Who knew at the time that “Fast, Good, Cheap” is actually a classic example of an engineering concept known as The Project Triangle, designed to show three “corners” of a project to demonstrate opposition.

If only this relatively manageable condition still existed, business success would be far less challenging. Unfortunately today, in the vast majority of businesses, there is a fourth corner that outranks the other three – the consumer.

In this era of instant access to information, the ability to comparison “shop” for virtually anything offered in commerce, and the rather sudden and rapid expansion of the competitive marketplace (you no longer only compete with the guy across the street – you compete with the woman across the globe), consumers call all the shots. And if you don’t say, “How high?” when they say, “Jump!” they will most certainly find someone else who will.

They want it fast.
Apple iPhone users begin clamoring for the next release of hardware of firmware before the most recent version has had a chance to cool off from coming out of the oven. Zappos.com customers expect to receive their shoes overnight. And that new, state-of-the-art laptop I bought last month? It’s too damn slow!

They want it good.
If the plight of the American auto industry tells us nothing else, it tells us that. An entire industry that once dominated the industrialized world was on the verge of extinction – and would’ve ended up there, too, if not for charitable government intervention. There is simply no more room in the marketplace for shoddy anything – because someone else will always provide better, if you can’t. And the consumer will have no qualms about kicking you while you’re down.

They want it cheap.
Well, let’s at least say “good value.” A friend of mine who has owned a design firm in New York for over twenty-five years (no small feat) recently told me that he was getting the same fees for services in the 80s that he is today. TWENTY YEARS AGO! Plus today clients expect the work faster and there is significantly less loyalty. Let them down, they’re gone. This is not unique to his business. It’s every business.

The cause of all this, of course – and the solution – is the rampant pace at which business innovation takes place today. Smart organizations (again, think Apple, Google, Zappos, Amazon, and all the others consistently ranked as “most innovative”) are able to rethink, reinvent, retool, restructure and reposition faster than you can say “cloud computing.” The new “business as usual” is that there is no more business as usual.

So what’s a poor company to do? Simple – follow the example of the big boys. Innovate…constantly. Not whenever a problem comes up. Whenever the sun comes up. Today you need a great idea every year, every quarter, every month, even every day.

Innovative thinking fuels innovation. So start thinking! Ideas are the key, then acting on those ideas and seeing them through to completion.

The days of “pick two” are gone forever. It’s time to understand that you work for your customer. Period. Don’t meet their expectations, anticipate and exceed them. Don’t wait for ideas to come to you, go after them every day. Don’t expect customer loyalty, demonstrate loyalty to your customer.

So what are you going to work on first? Fast, good or cheap?

Pick three.