“He who every morning plans the transaction of the day and follows out that plan, carries a thread that will guide him through the maze of the most busy life. But where no plan is laid, where the disposal of time is surrendered merely to the chance of incidence, chaos will soon reign.“

- Victor Hugo

Unfortunately, most people have never experienced a genuinely successful brainstorm. The vast majority range from disappointing to disastrous. So when it comes to planning a brainstorm, you may not even know what to plan for.

If you want to create a much more efficient, productive and enjoyable brainstorming experience for yourself and your team, it is essential that you thoroughly pre-plan your sessions. This first step in our SmartStorming process is one that is almost never taken, and one of the most critical. In fact, taking this one step alone can have a dramatic impact on the success of your ideation sessions.

Experience design is a discipline in which processes or environments—experiences— are carefully crafted to meet the needs, desires, skills and expectations of the participants. Consider, for example, a roller coaster. The designer considers each moment of the experience, from the time the rider is strapped into the seat, through the first rise, the first big drop, every twist, turn and barrel roll, until the car rolls to a stop and the journey is over.

A group brainstorm session is much the same. As a successful leader, you must plan exactly where you want to take your participants, what their overall experience will be, how to keep your group on track and how it will all end up. Think of yourself as an experience designer, leave as little as possible to chance, and your sessions will consistently deliver the results you are looking for.

There are three key advantages in pre-planning your brainstorm sessions:

1. Pre-planning helps make your session flow more easily and productively from beginning to end. As the facilitator, you enter the room with a greater sense of confidence because you have comprehensively mapped out the precise journey of imagination your group is about to embark upon. You have clearly pre-determined the goals and objectives, invited the best team (knowledge and experience) to help you achieve your goals, you have pre-selected the best idea-generation tools and techniques for the challenge, and possess the right criteria necessary for efficiently evaluating and selecting ideas. When you pre-plan your sessions, you minimize the Machiavellian forces of chaos and entropy that can quickly undermine loosely structured traditional brainstorms.
2. Pre-planning dramatically increases your group’s creative yield of new ideas.There are numerous, proven group idea-generation tools and techniques that inspire fresh thinking and new ways to approach problem solving. These tools and techniques can be used individually, or combined in different combinations to eradicate limiting assumptions, explore multiple viewpoints and stimulate powerful free-association – what we call “popcorning” of ideas. Pre-planning provides you the valuable opportunity to orchestrate the best tools and techniques to ignite your group’s imagination and achieve your goal. It can dramatically increase your group’s creative yield, often by as much as 40-60%.
3. Pre-planning frees you up to lead more effectively. Once you have laid out your session plan, you will have a clear, concise overview of how your brainstorm will flow from beginning to end. This blueprint takes all the guesswork out of how to structure your session, or what to do, or when to do it. It’s all there… simply organized and in sequence. So as the group leader, you can focus on the matter at hand—generating ideas.

The 7 Pre-Planning Steps
Our SmartStorming Pre-Session Planner makes pre-planning easy. It walks the leader through the seven easy-to-follow steps necessary to structure great sessions, time after time. The steps are simple and logical. They are designed to stimulate your best thinking and get you highly organized, regardless of how challenged you may be in the organizational department.

Pre-planning requires an investment of just a few minutes of quality time, but guarantees your SmartStorm session will flow more efficiently, more enjoyably, and produce far superior results than traditional brainstorming efforts.

Here is a brief overview of each step we take in the SmartStorming Pre-Session Planner. You’ll soon see why this simple step will change forever the way you approach group ideation meetings.

Step 1: Clarify the Challenge, Goals and Objectives
It’s very difficult to get where you want to go if you don’t know where you’re going. That’s why goals and objectives are so vitally important. Clarifying your specific challenge, goals and objectives focuses the group’s attention and sets a high creative bar.

Step 2: Choose Participants
You can dramatically increase the quantity and quality of the ideas your group produces by thoughtfully selecting your participants. Choosing individuals with the most appropriate backgrounds, skills, knowledge, and experience for the challenge, instead of simply inviting the “usual suspects,” is a critically important step in group ideation success.

Step 3: Provide Background Information
In a typical, poorly-planned brainstorm session, participants enter the room with only a vague notion of the task at hand. They may know the general subject, but typically don’t understand the specifics of the challenge. Getting them “up to speed” can often take 20% or more of your allotted time. Provide your group with all the information they need to succeed—before the session takes place.

Step 4: Choose Your Icebreaker
When participants enter the room, chances are they are coming in with scattered attention, preoccupied with other outside concerns. The first job of a good facilitator is to help focus the group on the challenge ahead, free up their attention from distractions, breakdown interpersonal barriers and galvanize them as a collaborative team aligned toward a common goal. The fastest way to accomplish this is through brief, playful icebreaker activities.

Step 5: Select Ideation Techniques
While every part of a SmartStorming session is important, arguably the most important is the time allotted for actual idea generation. Simply “throwing ideas against the wall” is hardly the most effective way to help groups generate abundant, innovative concepts. There are dozens of techniques for enhancing the flow of original thoughts, helping teams expand and enhance the ideas of others and create totally new directions by combining or exploring various aspects of ideas. Decide ahead of time which tools and techniques will be most appropriate for your challenge and your group, in order to ensure outstanding results.

Step 6: Establish Selection Criteria
A productive SmartStorming session can produce literally hundreds of new ideas. Some are great. Some have potential. Some are…well, you know. How you organize, evaluate, and select the best ideas can become a daunting challenge, particularly in the heat of the moment, and if you haven’t considered your process ahead of time. Your selection criteria should be built directly from your challenge, goals and objectives, established in Step One. By pre-determining the specific yardstick you will use to measure the effectiveness of potential ideas, you will have a clear, unambiguous process in place, ready to implement.

Step 7: Plan Next Steps and Follow-Through
Most people believe a brainstorming session ends when the ideas have been selected. In fact, the end of the idea selection process actually launches an entirely new process—follow-through. Once again, most people never even consider this to be part of an effective ideation session. But breakthrough ideas are useless unless they are transformed from ethereal concepts into tangible realities. To bring new ideas to life, next steps and timetables need to be determined, responsibilities assigned, milestones established and progress meetings scheduled.

That’s it. Once you have completed your pre-session planning, you are all set! You will feel organized, buttoned-down and more confident in your abilities to lead a great session. Your group will appreciate the difference the new structure and techniques will make in liberating their creativity to more effortlessly achieve success.

Click here to download a free copy of our SmartStorming Pre-session Planner – and start pre-planning perfect brainstorms today!

Video of our successful webinar, “7 Secrets for Supercharging Your Brainstorms,” held on Tuesday, September 14, 2010.

7 Secrets for Supercharging Your Brainstorms

1.Preplan your sessions to boost yield of ideas

2.Get your group off to a fast start

3.Proactively manage and balance personalities

4.Engage the silent thinkers

5.Keep the energy high and ideas flowing

6.Use proven idea-generation techniques (like Idea Sprinting)

7.Never select ideas without pre-determined criteria

To learn more about how to supercharge your brainstorms, REGISTER HERE to receive a free copy of the SmartStorming 7-Step Pre-Session Planner, including instructions for the powerful Idea Sprinting ideation technique.

© 2010 SmartStorming LLC – All rights reserved

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.

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.

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Some time ago, Steve Jobs was quoted as saying, “Innovation distinguishes between a leader and a follower;” and that statement has never been more meaningful than it is today. At a time when the even the most fundamental elements of business success are being reevaluated and redefined, one thing becomes increasingly clear: innovation is no longer a “nice to have;” it’s a “must have.” It’s what we call The Innovation Imperative; if innovation distinguished between leaders and followers in the recent past, today it increasingly distinguishes between survivors and the barely breathing. Innovation is the new Darwinism in business; it’s no longer “survival of the fittest,” but “survival of the most innovative.”

The choice facing companies today is simple: innovate, or perish. Those that will survive today’s economic environment and succeed in tomorrow’s are those willing to continually reinvent themselves, their products, their brands, their processes-in short, the way they do business. Many organizations are even looking for innovative ways to innovate, replacing traditional brainstorming techniques with new, more inventive processes like SmartStorming and 3-D Ideation. Introduce the world to the new new thing, the bleeding edge technology, the better mousetrap, the reinvented paradigm and there’s a good bet you’ll remain ahead of the curve and be around to reap the rewards in the future.

The Innovators

The topic of innovation certainly isn’t new; it’s been the business buzz word for several years now. We’ve all read about it in business magazines and heard the reports on financial news stations. Harvard Business School professors lecture on it at conferences and scores of books address it. And the same companies are consistently held up as the elite innovators-Apple, Google, Nintendo, JetBlue, Toyota, Target (and today again, WalMart). And there are hundreds and even thousands more you’ve never heard of, visionary companies that are  seizing the opportunities (yes, opportunities) presented by the current economic phase, breaking the rules, establishing new standards, delivering incredible value, and  then starting that process all over again…and again, and again. These companies come in all shapes and sizes, and exist in every industry-technology, biotech, pharma, automotive, consumer packaged goods, retail, you name it, they’re out there, outthinking and outdoing everyone else in their fields. Whatever they’re playing field, they all have one thing in common: they innovate.

Three Not-So-Easy choices

Today, businesses face three choices. In many cases, none may be easy to make.

1. Actively innovate. Stay at the forefront of their industry and their competitive set, doing whatever it takes to meet constantly evolving market conditions and consumer demand.

2. React. Wait for others to set the standard and play catch-up, forever scrambling to match the latest development introduced by market leaders.

3. Do nothing. Stay right where they are, do their best to survive, and almost certainly stagnate, eventually drifting into irrelevance, and finally, extinction.

Innovate or perish.

Innovation of the Individual

By the way, the innovation imperative doesn’t only apply to businesses; it’s a challenge facing individuals, as well, again, even more so today. Each and every one of us who collects (or hopes to collect) a paycheck has at least one consumer, the person responsible for our professional future. Individual employees must also continually reassess their approach and establish their value, or face the same dismal fate as their corporate counterparts. In fact, while we are currently facing increasing jobless numbers, still more than 90% of the workforce remains employed. While in many cases circumstances beyond the control of the individual are responsible, what might that 10% do, innovatively, that could help them make it back into the 90%?

Work Your Innovation Chops

The time to develop an innovation orientation is not tomorrow or next week or in the third quarter. It’s now.

Begin actively searching for new, better, more productive ways of doing things. Utilize proven innovation tools-advanced ideation techniques, new technologies, breakthrough processes. Adopt an “innovation mindset,” asking yourself every day, “How could I do this better?” Turn yourself and your organization into an Innovation Machine. You will not only survive this evolutionary upheaval, you will thrive.

You may already be familiar with Mind Mapping, an idea generation tool defined by Wikipedia as “…a diagram used to represent words, ideas, tasks, or other items linked to and arranged around a central key word or idea. Mind maps are used to generate, visualize, structure, and classify ideas, and as an aid in study, organization, problem solving, decision making, and writing.” Mind Maps of some sort or another have been around a long time; however, author Tony Buzan is credited with developing the well-known, modern approach.

Mind Mapping is an excellent group ideation technique, one of many we teach in our SmartStorming training. Specifically, it can help groups (and individuals, by the way) build directly and tangentially off of a given thought. The initial idea quickly leads to expanded concepts, or in totally new directions which can then be expanded themselves.

Obviously Mind Maps can be created by hand. But there are also quite a few software applications for Mind Mapping, which can also be used very successfully in a SmartStorming session. One very simple one is FreeMind, which is, in fact, FREE. You can download the software for both Windows and Mac here: http://freemind.sourceforge.net/wiki/index.php/Download. (Note: the program is Java-based. We have no association with the developers and make no claims as to the quality or value of the software.)

Here’s a brief video demo of the software.

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A recent news release on SmartStorming.

Companies In Need Of Innovative Thinking Are Turning To Smartstorming®