esides neglecting to think beyond old assumptions, the authors say the second-biggest reason so many brainstorming sessions fizzle out is a lack of structure. Thinking In New Boxes is packed with specific tips for focusing people's attention so they won't "veer off in random directions," as Iny puts it.
One of these, he says, is to ask the group to imagine how "the most unreal, unexpected, seemingly impossible events" could affect the business -- an exercise that tends to crush complacency. If brainstormers at Blockbuster had tried this, the authors note, they might have foreseen that the Internet, especially Netflix (NFLX), could end up eating their lunch, and lessened their reliance on retail stores much sooner instead of scrambling to play catch-up.
As for how to get your jaded colleagues on board, Iny and de Brabandere have found that it's often a simple matter of not rushing them. "Participants tend to begin the [brainstorming] process with their backs up," they write, since "everyone has been through workshops or brainstorms that don't work." With enough time, however, "they let their guards down. They free up." How much time is enough? "When in doubt, give yourself at least half a day (or a full day if resources permit) in order to dig as deeply into the creative process as possible." Good luck.
Talkback: Have you ever participated in a brainstorming meeting that produced valuable ideas? What made it work? Leave a comment below.
