Brainstorming and the Advancemenst in Idea-Generation Methods

In his 1993 article, “In Search of…Good Ideas,” Ron Zemke discusses the practice of brainstorming, particularly among quality teams. The foundation of Zemke’s article is Alex F. Osborn’s work from the 1930s which largely gave birth to the concept of brainstorming.

In Applied Imagination, Osborn’s 1957 best-selling book, the notion of “classic” brainstorming is explained with specific structure (Zemke, 1993). It includes five steps, four rules of conduct, and two core principles (Zemke, 1993). To begin, Osborn indicated that the brainstorming session should include five to twelve individuals, in addition to a trained facilitator (Zemke, 1993). The first step of the brainstorm is for the facilitator to prepare for the session by developing the problem statement and recruiting the participants (Zemke, 1993). The second step is orientation, when the facilitator conveys the concept of brainstorming and how it works, in addition to stating the problem about which the group is intended to brainstorm (Zemke, 1993). The next step is idea generation. At this point, the facilitator asks the participants to verbalize their solutions to the defined problem for thirty to forty-five minutes (Zemke, 1993). The facilitator makes note of the ideas on a board or flip chart (Zemke, 1993).

As this classic brainstorm takes place, there are four rules of conduct that Osborn indicates should be adhered to: 1) no criticism, 2) freewheeling is encouraged and welcomed, 3) go for quantity, and 4) combine and improve (Zemke, 1993). Collectively, these rules aim to result in a large quantity of ideas, without regard for impracticality, and to build off the ideas of others in the brainstorm group (Zemke, 1993). Lastly, Osborn describes two core pr...

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...le idea generators” (Litchfield, 2008, p. 659).

Alex Osborn’s initial work in the area of brainstorming continues to be the foundation on which idea-generation methods are built. Research into both new and original methods of brainstorming continues, with no clear “right” method winning out. The productivity of group versus individual brainstorming continues to be studied, as well as the merits of each (Goldenberg, 2011; Paulus, 2006). Research and studies of the last ten years have suggested additional insights and offered new methods from which managers can chose when needing idea-generation techniques for their teams. Though there is no agreed upon best method, the research continues to integrate new knowledge, particularly in the technical realm, to offer various options to organizations as they seek to generate the best ideas to suit their individual needs.