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
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However, the findings were unclear (Zemke, 1993). Arthur B. VanGundy
Cast doubt on many of Osborn’s theories (Zemke, 1993). VanGundy noted that the personality of the participants may be more important than the process they follow, and that asking those participants to come up with “high-quality” ideas was just as effective as when judgment was deferred (Zemke, 1993, p.47). VanGundy also found that the maximum number of participants should be eight or nine, rather than up to twelve as Osborn had proposed (Zemke, 1993). At the time of his article, Zemke suggests that there are numerous alternative idea-generation tools and methods in addition to the traditional brainstorm. Among the alternatives, two general categories emerge: interactive techniques and parallel techniques (Zemke, 1993). The Trigger Method technique follows a process which allows participants to evaluate each person’s ideas individually, and then to evaluate and create a recommendation (Zemke, 1993). The SIL Method works to integrate all participants’ ideas into one solution by adding ideas to the solution through a continual “add-an-idea” cycle (Zemke, 1993, p. 48). The process ends with one integrated idea (Zemke, 1993). The last of the interactive methods discussed is the Wildest Idea. Similar to classic brainstorming, Wildest Idea allows the facilitator to interrupt a group who may be in a rut, and suggest a crazy or impractical idea (Zemke, 1993). This allows
AIHP is an acute care fee-for-service program administered through the Division of Fee-for-Service Management (DFSM)
When members in the team brainstorm ideas, they will ask a lot of questions pertaining to the problem at hand and do a lot of research on it. They will also break themselves up into smaller, more workable groups to increase efficiency. In addition, the members do not just limit themselves to finding information online, but they also find out firsthand about the problem from the people who are affected by it. During their firsthand experience, they are very observant and enthusiastic in gaining knowledge from the people affected. Then, they will demonstrate, communicate and share everything that they’ve learned with the other groups. There is focused chaos during the sharing and the members are all very lively, flexible, and open. All ideas are accepted, and no idea is “bad”, no matter how crazy it is. After much sharing, the team will narrow down ideas by voting for them, and the ideas with majority of the votes will be shortlisted. When the members are tired after the brainstorming session, they will call it a day and end off on a positive note.
Cameron Hanes is a professional bow hunter that every hunter in this world wants to be like. In order for him to be equal to everyone else he would have to wear 250 pounds of buckshot in a bag so he can’t move as fast. He shoots his bow so good that he would have to have a toy bow and suction cup arrows. Hanes moves ultra quiet so he would have to have itchy clothing so he was always itching and can’t be quiet. No animal has a chance if they are being hunted, Hanes is just too sneaky so he would have to wear a smell that all animals knew and would run from.
In the article “Myna Birds Don’t Benefit From Brainstorming” Sarah Zielinski explains how Myna birds don’t work well in groups but how they work better on their own. People work the same way, group work is not necessary but excessive and hindering to the actual work that needs to be done. This work seems credible because Zielinski is a science writer and editor.
I heartily agree with his assertion–In fact, I even felt a little agitated when the author began to outline the success of Alex Osborn, as I think brainstorming is overrated. Being a student today where the “Collaboration” is the new, trendy buzzword, I can attest to the fact that brainstorming’s great efficiency is a myth. While Alex Osborn claims that the quantity of ideas is more important than their
Brainstorming- To brainstorm is a prewriting tool used to generate topics and subtopics for writing.
“We’re drawn to the image of the lone genius whose mystical moment of insight changes the world. But the lone genius is a myth; instead, it’s group genius that generates breakthrough innovation. When we collaborate, creativity unfolds across people; the sparks fly faster, and the whole is greater than the sum of its parts.”
Karen and Sue could have engaged in structured brainstorming activities with their team. This would allow all members of the team to contribute a list of ideas to the solution. Since the work most likely would be distributed among the team members already employed at the healthcare organization it is a good idea to allow them input into a potential change in their duties and/or workload.
Brainstorming is a process in which a group quickly generates as many ideas as it can on a particular problem and/or subject.
The writing process was a little difficult. Brainstorming a list of possible thesis options was the biggest challenge for me. For me most of the time the benefits of brainstorming outweighed the creative output. I found myself getting frustrated looking for times in my life when I struggled to read and write. For the most part remembering how I conquered the challenges was very hard to recall. Though I found out what I was going to write about, I still haven’t stated my thesis on the paper.
Creative thinking The free flow of ideas and positive work environment is the perfect catalyst for creative thinking.
1. Idea Generation: Idea generation is the actual development of ideas that can become products or services. Either competitors, employees, suppliers, or customers can be the generators of these ideas. Idea generation is the first step in the offered get development process and is often the least costly financially speaking.
I would also use the technique called the nominal group technique to best work at generating ideas and reaching our small group objectives. The nominal group technique, “allows members to independently and silently generate ideas, but not as a group” (Myers 132). When people work silently, by themselves, you eliminate fear and intimidation from the brainstorming process. In the
Brainstorming is a very powerful creative thinking and idea generating technique. It is a decision-making process used by groups to help generate a large number of ideas through an interactive process. The main goals of this technique are to help break out of habit-bound thinking and to produce a set of ideas where there is more than one choice when making a decision.
In the beginning lectures, I had no idea that brainstorming and conceptualizing an idea was part of an elaborate process to generate good product ideas. Great inspiration and a creative idea require deep thinking. I have learned that opportunity identification involves looking into the problems first rather than diving