Lecture 13 essential features on the basis of identifying their homogeneity (homogeneity) and

Lecture 16 This method is used when rational mathematical methods are ineffective in solving problems. Produced intuitively.

Lecture 18 The "synectics" method as a method of searching for new solutions was proposed by W. Gordon in the USA in 1961 in his book "Synectics:

Lecture 19. The Delphi Method Its other name is the "Delphic oracle", which he received in ancient Greece. This method was

Lecture 20. The method of "scenarios" The method of "scenarios" is one of the methods of expert assessments, with the help of which a picture of the object under study is given in the future based on the current situation. Using this method, the main goals of the development of the object of study are determined.

Lecture 21 the external environment of the organization. This method consists of analyzing data on the external and internal environment and establishing links

Lecture 23. Experiment as a private research method Experiment is a method of studying a control system under certain conditions of its functioning, which can be real or artificially created by the researcher, in order to obtain the necessary information.

Lecture 24 In doing so, the researcher must use

Lecture 25. Polling as a private research method Polling is a question-answer method of collecting information about the object of research, which is collected by contacting the interviewed people with certain questions that contain the research problem. At the heart of this

Lecture 28

ATTACK PRINCIPLE LUCKY DOG DOESN'T BITE In the summer of 1975, I was visiting my grandmother in Long Beach, California. On a stuffy July afternoon, my friends wanted to get out of the hot city and swim in the Pacific Ocean. I also went, dying of horror. I was trembling like a frightened rabbit

The "brainstorming" method is widely used for the systematic training of creative thinking and its activation.

It is known that criticism or even fear of criticism interferes with creative thinking. Of course, any new idea can be wrong. If the author is afraid of criticism, which may be caused by the fact that his idea is bad, he will not express unverified thoughts. In this case, many potentially good ideas will be lost. In order to eliminate the fear of criticism when generating an idea and the consequences it causes, A. Osborne developed a method of so-called "brainstorming". His book Applied Imagination, published in 1957, was adopted as the basis for lecture courses at the Massachusetts Institute of Technology, as well as in other higher education institutions. educational institutions USA, in colleges, research institutes and industrial companies.

The method proposed by A. Osborn is used to identify as many original ideas as possible. In essence, it is a modified method of free association. The emphasis is on relaxing attention to the critical evaluation of the value of individual ideas. What matters is not their quality, but quantity. Criticism of the ideas put forward is made later, after the "creative session" is over.

The main rules for holding meetings (sessions) using the "brainstorming" method are recommended:

Formulate the problem in basic terms, single out a single central point.

Do not declare false and do not stop researching any idea.

To take up an idea of ​​any kind, even if its relevance seems dubious at the time.

Provide the support and encouragement that is so necessary to free participants from their inhibitions.

Evaluate and select ideas only after the end of the session with the help of a group of experts, preferably not participating in the session.

The success of a brainstorming meeting largely depends on its leader, who must be able to conduct meetings in accordance with certain rules, master the necessary techniques, be able to ask questions, suggest or clarify ideas submitted, make sure that there are no big pauses in the expression of ideas, or so that the expression of ideas does not go only in a rational direction (if this happens, the leader must take preventive measures, for example, suggesting a deliberately fantastic or impractical idea, directing reasoning along a less rational channel with a leading question).

The allowed number of participants in the meeting is from 4 to 15 people. The duration of the meeting according to the method of direct collective "brainstorming" - from 15 minutes to 1 hour, depending on the nature and complexity of the problem. A secretary is assigned to record the ideas expressed or a tape recorder is used.

The group of experts carefully studies the statements of the participants in the meeting, paying special attention to the possibility of using original, although, at first glance, unrealistic ideas. Experts first select ideas that can be implemented at a given state of the art, then they select the best ideas for application in specific conditions.

In the event that it is necessary to identify shortcomings and contradictions in the technical object to be improved, a reverse "brainstorming" is carried out. In reverse brainstorming, in contrast to direct brainstorming, the main attention is paid to critical remarks, and the choice is made not of a general, but of a purely specific technical (or technological) task.

The Soviet researcher A. Alexandrov proposed an analogue method with a destructive relative valuation. Its essence lies in the activation of the creative potential of the inventor in the collective generation of ideas with the subsequent formation of counter-tides. This provides for a step-by-step sequential implementation of a number of procedures:

the first stage is the formation of a group of participants in the dialogue, optimal in size and composition;

the second stage is the creation of a problem situation analysis group, the formation of an initial broadly defined inventive problem, the communication of the problem along with a description of the method of destructive related evaluation to all participants in the dialogue;

the third stage is the generation of ideas according to the rules of direct collective "brainstorming", special attention at this stage is paid to creating a creative atmosphere and a relaxed atmosphere; a pre-prepared list of ideas is not allowed to be read out; each participant can perform several times, but not in a row;

the fourth stage is the systematization of ideas by the problem situation analysis group; in the process of systematization, a nomenclature list of the expressed ideas is compiled; each idea is formulated using commonly used terms, after which it is analyzed in order to identify duplicate and (or) complementary ideas; the main, duplicating them and (or) supplementing ideas are combined and formulated in the form of complex ideas; signs are studied by which complex ideas can be combined, according to these signs, ideas are classified into groups, a list of groups of ideas is compiled that express the general principles of the approach to solving the problem;

the fifth stage is the destruction of ideas, i.e. assessment of their feasibility in the process of "brainstorming"; "brainstorming" at this stage is aimed at a comprehensive consideration of possible obstacles to the implementation of ideas;

the sixth stage is the evaluation of the critical remarks made during the previous stage, the compilation of the final list of practically used ideas, only those ideas that were not rejected due to critical remarks, as well as counter-ideas, are included in the list.

The method of dialogue with destructive related evaluation was used in teaching students of a number of universities. At the same time, it was found that the most effective results are achieved when all participants in the brainstorming session are rationally divided into three groups: generating ideas, analyzing the problem situation and evaluating ideas, generating counter-reviews. Groups can work independently. In some cases, effective results are obtained by repeating the meetings with some modification of the wording of the same task and at the same time replacing the functions performed by the groups (for example, transferring the responsibilities of the idea generation group to the analysis group, the responsibilities of the countermeasure generation group to the idea generation group and the responsibilities of the generation group to the countermeasure generation group). ideas).

The "brainstorming" method is usually used as a group method using the techniques of analogy, fantasy, inversion, empathy, but there are reports of its individual use. This method gives the best results when searching for solutions that are not exact, special, but are of a general or organizational nature. Sometimes simple inventive problems are solved with the help of this method.

The most famous method of psychological activation of thinking is "brainstorming", proposed by A. Osborne (USA) in the 40s.

"Brainstorming" is a collective method of searching for inventive solutions and new business ideas, the main feature of which is the division of participants into critics and "generators", as well as the separation of the process of generating and criticizing ideas in time. In addition, "brainstorming" involves the implementation of a number of rules:

• 1. You can not criticize the proposed ideas, disputes and discussions are prohibited.
• 2. Any ideas are welcome, including fantastic ones. There are no bad ideas.

The development, improvement and combination of other people's ideas is encouraged.

Ideas should be stated briefly, without interrupting the baton of ideas.

The main goal is to get as many ideas as possible.

Mandatory conditions for conducting a brainstorming session are the creation of favorable conditions for overcoming psychological inertia and the fear of expressing ridiculous ideas for fear of their criticism, attracting specialists of various profiles to the group, their tendency to creative work. The group leader (leader) should be a specialist in the methods of technical creativity.

"Brainstorming" is a fairly universal method, which can be used in scientific, technical, administrative, commercial, advertising activities, both to search for non-standard solutions in technology, and to search for new business ideas.

Methods for finding new ideas and solutions. Brainstorm

Brainstorm- one of the most famous methods of collective search for solutions. It is used when searching for solutions in various areas of human activity with a lack of information.

Other names: brainstorming, direct brainstorming (Brainstorming). The author of the method is A. Osborne (USA), late 1930s. XX century.

Purpose of the method

Stimulate the group to quickly generate a large number of diverse ideas.

The essence of the method

• · Separation in time of the process of generating ideas and the process of their evaluation.
• ·Group ideation process.
• · The process is managed by a professional facilitator who is able to ensure compliance with all conditions and rules.
• · Ideas are not yet a solution to a problem, but the emergence of a direction for its solution.
• · The universality of the method is inversely proportional to its effectiveness.

Action plan

• · Select a group of people to generate ideas and a group of people to evaluate ideas (4-8 people each).
• · Familiarize participants with the rules of brainstorming.
• ·Clearly formulating the problem and presenting it in a form that is most convenient for the participants.
• Strictly follow the rules of brainstorming.
• ·After the meeting of "generators" ideas are considered by a group of experts in the field.

Rules for Brainstorming

• · Quantity of ideas is preferable to quality.
• · Criticism of ideas at the stage of generation is prohibited.
• · There should be no boss in the idea generation group.
• · No bad ideas! Any ideas are welcome.
• · Any idea should be developed, even if its relevance seems doubtful at the moment.
• · Encouraging jokes, puns, fantastic ideas.
• ·Providing support and encouragement for the release of meeting participants from constraint.
• · Keep your ideas short.
• · All put forward ideas are fixed and then edited.
• · When evaluating ideas, obviously erroneous and unrealistic ones are discarded.

Stages of brainstorming

1. Preparation

o Appointment of leader.

oSelection of participants for working groups.

o Selection of factual material.

oTraining and briefing of participants.

o Ensuring the activities of the participants.

2. Putting forward ideas

o Clarification of the task.

o Generation of ideas.

o Elaboration and development of the most valuable ideas.

o Recording proposals.

oEditing the list of ideas.

3. Evaluation and selection of ideas

o Understanding the problem.

o Definition of evaluation criteria.

oClassification and evaluation of ideas.

o Development of ideas based on analysis.

• · Ease of development and simplicity in the address.
• · Insignificant expenses of time for carrying out.
• ·Universality of the method.
• · Most effective in solving organizational problems, as well as technical problems of a low level of complexity.

disadvantages

• · Solving relatively simple problems.
• · Absence of criteria giving priority directions for putting forward ideas.
• · No guarantee of finding strong ideas.

The brainstorming method (brainstorm, brainstorming) is one of the most effective methods in the absence of fresh and unhackneyed solutions. It helps to find original ideas and use the resource of the team to the maximum.

The essence of brainstorming (brainstorming) is a creative dispute between specialists regarding a specific problem. Personal contact and consideration of the problem from different points of view helps to find fresh ideas. Traditionally, two groups of specialists are needed to apply the method. The first group puts forward ideas, the second analyzes them. Also common is the method of applying the method, in which both the presentation of ideas and their analysis are carried out by the same group.

Fundamental Rules of the Brainstorming Method

• supporting the expressed thoughts of other group members
• generating as many ideas as possible
• headline writing
• illustration
• big thinking
• slow decision making

Stages of brainstorming

There are two main stages of brainstorming:

• generation of ideas
• practical analysis

Important. The result of the brainstorming should necessarily be embodied in the so-called prototype. Delaying the creation of a prototype can lead to the loss of relevance of the received ideas.

Examples of good brainstorming

The use of brainstorming depends directly on the size of the group that needs to hold a meeting and the ultimate goal. The group must necessarily include specialists who are familiar with the technique of holding such a meeting.
If we talk about the brainstorming method, an example of its correct application may look like this in stages:

• formation of a problem (task/need to find a solution)
• formation of lists of group members
• distribution of the short content of the meeting and the task set to all participants (distribution of the "brief")
• preparation of consumables (chalk, board, sheets of paper, stickers)
• appointment of a leader
• appointment of a secretary (if the method of fixing ideas is chosen by the secretary)
• determination of the duration of the first stage
• formulation of the problem
• fixing ideas
• transfer of ideas to the second group for processing
• highlighting the best ideas
• formation of a "prototype"

How to choose questions for discussion: are templates needed?

Brainstorming questions should be formed by its organizer before the start. An indicative list must be sent to the participants of the meeting in advance (for preparation). However, it must be remembered that the essence of technology is in the free flow of thoughts. Therefore, the plan and questions should be approximate.

Excursion to the method of reverse brainstorming

How to Brainstorm a Video

The essence of the brainstorming method is that a group of qualified experts is selected, but assessments and conclusions are made during the meeting. All experts are divided into two groups: the first generates ideas (gives marks), and the second analyzes them. At the same time, it is forbidden to criticize this or that idea. The idea with which the majority of experts will agree is considered correct.

• quite efficient and reliable;
• this is the maximum of ideas in a short period of time;
• it is the absence of any criticism;
• it is the development, combination and modification of both one's own and others' ideas.

This method is specially designed to get the maximum number of offers. Its effectiveness is amazing: 6 people can come up with 150 ideas in half an hour. A design team working by conventional methods would never have come to the conclusion that the problem they are considering has such a variety of aspects.

Brainstorming technique

This is the brainstorming technique. A group of individuals is assembled, selected to generate alternatives. The main selection principle is diversity, qualifications, experience (this principle allows you to expand the fund of a priori information that the group has). It is reported that all ideas that have arisen both individually and by association when listening to the proposals of other participants are welcome, including those that only partially improve other people's ideas (it is recommended to write each idea on a separate card). Any criticism is strictly forbidden - this is the most important condition for brainstorming: the very possibility of criticism inhibits the imagination. Each in turn reads out his idea, the rest listen and write down on the cards new thoughts that arose under the influence of what they heard. All cards are then collected, sorted and analyzed, usually by another group of experts.

The number of alternatives can subsequently be significantly increased by combining the generated ideas. Among the ideas received as a result of brainstorming, there may be many stupid and unworkable ideas, but stupid ideas are then easily excluded by subsequent criticism.

Conditions and techniques for brainstorming

Categories of participants

• There are no strict restrictions, but it is better to include workers with relatively little work experience in the group - they do not yet have developed stereotypes.
• When solving specific problems, it is necessary to invite specialists (but they will be invited, not participants).
• It is recommended to form mixed groups (of men and women). As a rule, the presence of representatives of different sex enlivens the atmosphere of work.
• When conducting a brainstorming session, it is desirable that the number of active and moderate members of the group be approximately equal.
• It is necessary that the difference in age, official position between members of the group be minimal. The presence of superiors also constrains and limits the flow of brainstorming.
• It is not recommended to invite a skeptical leader to a brainstorming session, even if he participates in the role of an observer.
• It is advisable from time to time to introduce new people into the group, new people bring in new views, ideas that stimulate thinking.

Number of participants:

• The optimal composition of the group is from 6 to 12 people. The optimal number of participants is 7.
• It is not recommended to split the group members into smaller ones (2 or more).
• The number of people in a group also depends on the number of active and moderate members in it. If there are more active, then the number of people in the group should be less, more than moderate - on the contrary.

Setting, venue

• For brainstorming, it is advisable to use an auditorium or a separate room away from extraneous noise. It is recommended to hang a poster on the wall with the basic rules for brainstorming.
• It is desirable to have a board that participants can use to display their ideas. Tables and chairs are recommended to be arranged in the form of the letter P, O, a circle or a semi-ellipse. This facilitates the contact of participants and increases sociability. If the group is small (5-6 people), a round table is most convenient.
• It is advisable to have a tape recorder: a person may not have time to delve into the idea and miss it.
• Don't forget that humor is essential during the meeting. This contributes to the creation of a relaxed atmosphere and a creative atmosphere.

Duration and time

• As a rule, the duration of the brainstorming session and the time ranges from 40 to 60 minutes. This is the most efficient time frame.
• When deciding simple problems or if time is limited, the most appropriate length of discussion is 10-15 minutes.
• The best time to brainstorm is in the morning (10 am to 12 pm), but it can also be done in the afternoon (2 pm to 6 pm).

Types of Problems Solved by Brainstorming

• The brainstorming method allows you to solve any problem that can be solved by a method that has several options solutions. Brainstorming problems that have only one answer or a limited number of possible solutions are not suitable for this method.
• It is also necessary to avoid solving too general, abstract problems.
• Recommended to avoid complete solution problems in one session. If the initial formulation is too broad and general, it should be subdivided into a number of subproblems.
• Brainstorming can be successfully used to collect information, not ideas, i.e., to find out sources or form questionnaire questions.
• Problems for discussion are recommended to be formulated simply and clearly.

Voice the problem

• The brainstorming topic is revealed to the participants in advance, a few days before the discussion. In this case, the facilitator (chairman) presents a summary of the topic or problem (up to 5 minutes, half a sheet), distributes it to the participants in advance.
• Familiarization of brainstorming participants with a topic or problem directly during the brainstorming session.
• There is also a mixed way of presenting a topic or problem for brainstorming. That is, partial rather than complete information on the problem is reported in advance.

• Show or illustrate the way a problem or situation develops. If possible, it is better graphically.
• Give recommendations on choosing the main points of contact. Use charts, models, and whatever is best suited for this purpose. It is desirable to show and explain all this simply and clearly.
• Summarize the available points of view, show their advantages and disadvantages. Re-emphasize the need for a solution.

The role of the manager (leader)

• The main functions of the leader are to inform all participants about the rules of brainstorming, to (leader) control over their observance, as well as to generally control the discussion so that it remains within the framework or boundaries of the topic or problem being discussed.
• It is important that the leader himself participate in the generation of ideas. It should simultaneously act as a stimulator or catalyst in case of a slowdown in the rate of generating ideas. A good leader, as a rule, should have a list of possible solutions to a problem in advance.
• The role of the leader is also to select participants for the brainstorming session at least 2 days before it takes place.
• An effective leader is constantly throwing out "wild" and reckless ideas and suggestions to demonstrate that they are encouraged.
• Sometimes it happens that it is difficult for a group of participants to get rid of traditional approaches, stereotypes in solving a problem. In this case, we recommend using a little trick: the leader stops the brainstorming and introduces restrictions: for 2-3 minutes, offer only impractical, most unusual ideas.
• It often happens that participants continue to generate interesting ideas after the meeting. In this case, the task of the leader is to gather the group in a few days and fix these ideas.

Evaluation of ideas

• To evaluate ideas, you need to select criteria. Evaluation criteria can be relevance, practical implementation, solvability on their own, novelty, etc.
• Evaluation of ideas can be done by the same or different compositional group. If the evaluation is carried out by the same group of participants, then, as a rule, it is carried out after a few days.

Rules for Brainstorming

The principle of brainstorming is to prioritize the quantity of ideas expressed over their quality. The ideas expressed by the participants, even the most crazy, can serve as a starting point for the development of the thought process of other participants. This is the advantage of collective thinking over individual. Any, even the smallest, assessment of the idea expressed can affect the entire process of brainstorming. It will be successful if each participant directs their efforts in a constructive direction.

The purpose of brainstorming as a collective creative process, is the search for non-standard, unconventional ideas. Otherwise, this process can turn into a regular meeting, where most often it is standard ideas and solutions that are proposed and discussed that are not always effective and efficient.

For the emergence of creative ideas, a certain mood is required, when thoughts freely rush through our head. This state is characterized by the inclusion in the work of our subconscious. For the appearance of such a mood, the participants in a brainstorming session should

conduct a special warm-up with tasks for analysis and synthesis, associative links, etc.

When expressing their ideas, participants need to remember that it does not matter at all whether they are applicable in practice or not, one way or another, many of them may help to find an effective solution.

As already mentioned, for brainstorming, the number of ideas expressed is more important than their quality. While participants must (and can) generate ideas for a small limited time, they must learn to use ideas already expressed by other participants to think quickly and propose new ones.

In the practice of such groups, it can be noted that the purpose of brainstorming is to put forward more than 100 ideas in 20 minutes. The most productive (successful) brainstorming session is one in which 200-250 ideas are proposed in 20 minutes.

When conducting a brainstorming session, every idea should be recorded, even if it is repeated. All group members should see all captured ideas, so you should prepare for this in advance.

Usually ideas are written with markers on large sheets of paper. It is better to hang them up in advance, before the start of the brainstorming session, and place them on the walls so that they are clearly visible to each participant.

After all the ideas are expressed and recorded, it takes time to think about and evaluate them. Why is this stage needed? The fact is that the incubation period allows a person to recover from the fatigue associated with solving a problem. A break in a difficult problem also makes it possible to forget inappropriate approaches to it.

Functional fixation may interfere with the solution of the problem, and it is possible that during the incubation period a person forgets the old and unsuccessful ways of solving it. Experience shows that during the period of incubation, a person continues to work on the task unconsciously. In addition, during a break in the process of solving a problem, material may be reorganized.

Stages of Brainstorming

Having studied the rules of brainstorming, now you can pay attention to individual stages successful brainstorming and evaluating ideas after they have been "incubated".

The leader should familiarize the group members with the rules for brainstorming. It is best to write these rules on a poster and hang it on the wall at every group meeting so that it is clearly visible to all participants.

For successful brainstorming, participants need to tune in to a creative way. The leader conducts a warm-up with the participants, solving various tasks for associative thinking, analysis and synthesis, etc. It is best for employees who are members of a permanent team to constantly develop their creative abilities.

Then it is recommended to conduct a brainstorming rehearsal. The group needs to choose a problem (preferably of a domestic nature), in which each of the participants is somewhat competent, and conduct a brief brainstorming (warm-up) in order to restructure thinking for the creative process.

Always do this, because it only seems that everyone can easily get involved in the work, but in reality this does not happen!

Problem statements for the warm-up are given in Appendix 1.

Group members should prepare for the brainstorming by hanging large sheets of paper on the walls, on which incoming ideas will be recorded. At the same time, it must be remembered that with the rapid pace of putting forward ideas, it may be difficult to fix them on paper. In this case, 2-3 people can fix ideas in turn. You can also accept the following conditions: participants fix their ideas on a small sheet of paper and express them in turn at the request of the facilitator.

1. The problem has already been formulated, but its definition is too general and needs to be clarified. In this case, the original wording should be placed as a heading on a large sheet of paper.
2. The group does not know what problem it will be working on, but in this case it should try to formulate a general direction for the search. In this case, it is best to start a general heading like this: “How can we ...” and then finish the phrase (transform something, improve something, etc.). After the final choice of the topic, its definition in the form of a heading is also placed on a large sheet of paper.

The ideation process can take place different ways. There are many different techniques based on the principles of brainstorming, some of which are described later in this chapter. But with different options for brainstorming, two approaches to the process of putting forward ideas are usually used.

1 approach. Participants can express ideas in turn, in a certain order. Usually the leader invites the next member of the group to speak. If one of the participants does not know what to offer, then he says: "I skip" and the right to speak passes to the next participant. The leader (or a member of the group specially allocated for this) fixes the expressed ideas on large sheets of paper. Participants are encouraged to record their ideas on small pieces of paper so as not to forget them while he waits for his turn to speak. In this case, ideas come in order and are easy to fix. In addition, all members of the group are involved in the process.

2 approach. The second approach is unsystematic, since each member of the group can express their ideas at any time. In this case, ideas are expressed freely and naturally, but there is great difficulty in fixing ideas. In this case, you can increase the number of people who will capture ideas (usually 2-3 people). The disadvantage of this approach is that it does not stimulate the direction of thought and does not guarantee the involvement of all participants in the process of putting forward ideas.

After all the ideas are fixed, it takes time to think about and evaluate them. Group members are encouraged to leave for at least a week after brainstorming to reflect on all the ideas.

It is best to hang up the idea sheet in a prominent place where the group members can see it at all times. In addition, to the discussion of the ideas expressed during the brainstorming, other employees of the enterprise add their ideas to the hanging sheets (brainstorming on the board).

Then, after some time (more often than a week), the group members conduct a new brainstorming session on the list of ideas compiled at the previous meeting.

It initiates the evaluation process. This usually happens at the next group meeting. The best way to organize the evaluation of ideas from the list is to group them by topic before some proposals are rejected as unrealistic. Once you have a list of ideas grouped by topic, you should review each one to identify the best ideas that can be quickly and easily implemented.

Further actions of the group depend on the subject of brainstorming. If its purpose was to identify the problem to be worked on, then the group should choose a main topic and then focus on the ideas related to it in order to identify the most suitable ones for consideration. On the other hand, if the brainstorming session gave the group a set of possible solutions to the problem, then the next step would be to analyze them using the Pareto method (see Chapter 8) to identify one or two of the most suitable options. The Pareto Principle can also be used to carefully examine ideas while making accurate decisions.

Methods based on the principle (technology) of brainstorming

Brainwriting

This technique is based on the brainstorming technique, but the group members do not express their proposals out loud, but in writing. They write their ideas on pieces of paper and then exchange them with each other. The idea of ​​a neighbor becomes a stimulus for a new idea, which is included in the resulting sheet. The group again exchanges sheets, and this continues for a certain time (no more than 15 minutes).

The rules of brainstorming also apply to writing thoughts: strive for more ideas, do not criticize the proposals put forward until the end of the session, encourage "free association".

Consider an example.

Perfume company managers decided to use the method of writing thoughts in search of innovative ideas for business development. Each participant in the meeting wrote down his idea on a piece of paper and exchanged with a neighbor. One manager thought about producing a new brand of soap and laundry detergent, while another listed a proposal to develop a new line of shampoo and hair conditioner. Well, and the third, when this leaflet with these two ideas came to him, combined them and offered to create a unique product: soap, shampoo and conditioner in one bottle.

Brainstorming on chalkboard

In the working premises, you can hang a special board on the wall, attack on the board so that employees place sheets on it with notes of those creative ideas that come to them during the working day. Hang this board in a conspicuous place. In the center of it should be written - in large bright (multi-colored) letters - the problem that needs to be resolved. Anyone who has an interesting thought that can help solve this problem can pin a piece of paper with the idea fixed on it.

Brainstorming in Japanese

This technique, developed by the Japanese Kobayashi and Kawakita, is based on the awareness of the need for a common approach for all group members to identify and solve problems. This technique is sometimes called "Rice Hail".

• The team leader lists all concepts related to the topic (eg sales, costs, distribution services, competition).
• Each of the participants writes down on the cards the factors associated with the problem under consideration - one fact per card. Facts should be relevant and directly related to the topic under study.
• The host collects and redistributes the cards so that no one gets the old ones.
• Group members choose those cards that are associated with the statement offered to their attention. These cards form a set.
• The facilitator reads out the contents of one of the cards.
• The group gives the set a name that reflects, in the general opinion, the essence of all the facts presented in the set. The name must meet the following requirements: its meaning must be derived from a set of facts, it must not be too general, it must not be a simple enumeration of facts from a set. By giving a name to the set, the group summarizes all the facts at their disposal and then extracts the crux of the problem from them.

• Group members combine the rest of the facts into sets - each under their own name. Then all sets are added into one, to which the group gives a name that reflects the essence of the final set.

This final complex set will be as close as possible to the essence of the problem and its definition. Perhaps the keywords should be rearranged so that a clear and precise definition of the problem arises.

When a common understanding of the task appears in the group, the positions of the participants converge; all present agree on the definition of the problem; in the process of joint discussion, group members begin to feel a “feeling of the elbow”.

• Each participant writes down their solutions to solve the problem on separate cards - one option on each card, the number of options is not limited.
• The leader of the group collects and redistributes the cards so that no one gets the old ones.
• Participants select cards associated with this solution. When all offers are selected, they are grouped.
• The facilitator reads one of the options.
• The set is given a name. In the course of further discussion, the remaining proposals are also combined into sets of solutions to the problem, and from them the final set is already compiled. This set should contain the essence of all proposed solutions.

The title of the final set should express the essence of all sentences. The facilitator asks the group a question: “What unites all the proposed ideas?” The search for an answer will generate many thoughts, and the facilitator will be able to select and group the most interesting ones.

Multistage (cascading) brainstorming

In this case, all participants in the meetings (meetings) are divided into two groups: the “idea generation group” and the “evaluation group”. It is desirable that the “idea generation group” consists of people of equal rank. This group includes widely erudite brainstorming employees who are prone to fantasy, but clearly represent the essence of the task before them. Great importance has an approximate equality of group members in terms of temperaments. The optimal number of members of the "idea generation group", aimed at solving a problem of medium complexity, is 10 people.

The "assessment group" includes people with a critical mindset. Here, the presence of superiors with certain powers is mandatory. This is necessary so that a positive assessment of an idea has a real basis for its implementation.

Both groups must have leaders whose role is unusually great. This is the conductor of the "synthetic brain". A lot depends on his erudition, tact, ability to "get" the members of the group. It should be noted that the problem of selecting both groups is very important and complex. Let us formulate the main stages of a multi-stage brain attack.

Stage 1 "Reconnaissance". The first brainstorming session is held, in which the first ideas are put forward by the “idea generation group”. This stage is considered as the idea generation stage.

Stage 2 "Contradictation". At this stage, the participants continue to come up with ideas, but one restriction is imposed on the statements about the problem: the same problem must be solved without resorting to the proposals already made. Ideas opposite to those previously expressed are approved and supported.

As a result of the implementation of this approach, two opposite lists of proposals for solving the problem are compiled. In sum, they contain a maximum of proposals and counterproposals. The greatest effect is obtained when the brainstorming participants in the first and second stages will be different people: emphasizing the need to “not touch” previously received proposals that are presented as dead ends, the facilitator does not prohibit their use.

Stage 3 "Synthesis". At this stage, the “assessment group” joins the discussion. It combines in one system the proposals made during the first and second discussions, and develops solutions.

Stage 4 "Forecast". On the basis of a "synthetic" list of ideas, it is proposed to predict the possibilities and difficulties arising from the solution.

Stage 5 "Generalization". The meaning of this stage is to generalize the received ideas, reducing their diversity to a small number of principles.

Stage 6 "Destruction". This stage is carried out in order to check the obtained results "for strength". Its task is to "smash" sentences from various positions: logical, factual, social. Criticism is allowed only in relation to the formulated ideas, but not to each other. To increase the efficiency of this stage, it is necessary to form a group of different qualities in intellectual and professional terms; ensure the administrative and legal independence of its members from the organizers of the development; do not name the authors of the ideas.

After all stages are completed, the final decision is made. However, it should be noted that the technique does not replace the talent, knowledge, or experience of people, it only increases their thoughts. The atmosphere of emotional elation, which is created during collective thinking, contributes to the discovery of the deep creative reserves of the human personality.