- Creativity techniques: Brainstorming
- Reverse Brainstorming
- Combined brainstorming
- Question brainstorming
- Stop-and-go Brainstorming
- Gordon-Little variation
- Rawlinson brainstorming
- Kaleidoscope Brainstorming Technique
- Wildest Idea Technique
- Individual brainstorming
- Individual brainwriting
- Group brainwriting technique
- Brainwriting pool (BP)
- 6-3-5 Brainwriting
- The Gallery method
- Brainwriting game
- Constrained brainwriting
- Round-Robin and Roundtable brainstorming
- Group passing technique
- Nominal group technique
- The Buzz session
- Rolestorming technique
- Rotating roles
- Blue slips technique
- The Pin card technique
- The K-J method
- Snowballing technique
- Team Idea mapping
- The classic cluster brainstorming method
- Card story boards
- Trigger method
- Imaginary brainstorming
- Air cliché
- Visual brainstorming
- Electronic or online brainstorming
- Brainstorming Deluxe
- Brainsketching as an idea-generation technique
- The Military brainstorming version
Author: Greg Bachman, 2000
The process of generating new ideas is divided into five stages, steps or segments. This method structures the flow of ideas so that each segment of ideas adds value to the next.
1. Demand. List ideas about what’s causing the problem you are here to solve.
One feature of this step is that it can unearth causes that haven’t been recognized as driving the problem.
2. Objectives. Listing goals – what do you want to achieve in solving the problem?
Set aside the managerial tendency to simplify by coping with only a single objective. By understanding the many possible solutions, the richness of the value-added brainstorming process begins to unfold.
3. Resources. List places and other organizations that you can to go for help with the problem.
After completing step 3, give your group time to breathe and review:
Walk them through the list of ideas from step 1, and reiterate the ideas suggested as objectives.
The review process gives the group an opportunity to make a few more visual and cognitive connections between the cause of the problem and the resources needed to solve it.
4. Processes. List ways to turn the previous ideas into methods, plans, products, and services that will meet your objectives.
Processes are concepts that take resources and ideas and shape them into practical ways they can be implemented.
Now, with their ability to focus on details and construct viable processes from the smallest ideas, this formerly silent bunch is adding value.
5. Communication. List possible ways to transfer your ideas to people who might value them.
If participants’ solutions will add value to the organization, then they must communicate them. Communication transfers the value of the solutions (processes) to the rest of the organization and its stakeholders.