Neuroscience
Brainstorming sessions are popular but surprisingly ineffective. Research shows that people actually come up with more ideas working on their own than they do brainstorming together. According to business psychologist Peter Heslin, an alternative way for groups to generate ideas is called "Brainwriting", and early evidence suggests that it, unlike brainstorming, helps groups to spawn more ideas than the same number of people working alone.
There are several reasons brainstorming is thought to be ineffective. To give two examples: it's easy for members of a group to remain creatively passive while others bandy ideas around - a phenomenon dubbed social loafing. Or group members can worry that their ideas will attract negative comment - this is called evaluation apprehension - thus leading them to keep quiet.
Brainwriting aims to avoid some of these issues and is designed to encourage all group members to engage with each others' ideas. Briefly, it involves four group members writing ideas on slips of paper in silence. Group members pass the slips of paper between each other, reading others' ideas and inserting their own. Ink colour indicates who owns which ideas and when a paper slip has four ideas on it, it is placed in the centre of the table for all to see. This is repeated up to 25 times. The second stage involves group members withdrawing to the corners of the room and recalling as many of the ideas generated so far as possible - the rationale being that this encourages attention to the ideas generated. The final stage involves group members working alone for 15 minutes in an attempt to generate yet more ideas.
A study published in 2000 with student participants found that they invented more novel uses for a paper clip using the brainwriting technique than did an equivalent number of students working alone.
Peter Heslin is calling on more research to be conducted to find out whether brainwriting really is as effective as this preliminary study suggests, and to pin down under exactly which circumstances it is likely to be useful. For example, perhaps this technique would be more useful in some company cultures than others. Or maybe it would suit some personality types more than others. It's possible, for example, that extravert employees used to brainstorming would find the silent nature of brainwriting uncomfortable.
"A prime purpose of this paper is to raise awareness among scholars, practitioners, and managers of brainwriting as an alternative to the well-known brainstorming technique," Heslin said. "It also highlights the imperative for rigorous field research to investigate – and thus either confirm or refute – the validity of the contextual-based research ideas offered in this paper, so as to shed light on how and when organizations should consider using brainstorming instead of brainwriting."
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Peter A. Heslin (2009). Better than brainstorming? Potential contextual boundary conditions to brainwriting for idea generation in organizations. Journal of Occupational and Organizational Psychology, 82 (1), 129-145 DOI: 10.1348/096317908X285642
Post written by Christian Jarrett (@psych_writer) for the BPS Research Digest.
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Neuroscience
Forget brainstorming - try brainwriting!
Brainstorming sessions are popular but surprisingly ineffective. Research shows that people actually come up with more ideas working on their own than they do brainstorming together. According to business psychologist Peter Heslin, an alternative way for groups to generate ideas is called "Brainwriting", and early evidence suggests that it, unlike brainstorming, helps groups to spawn more ideas than the same number of people working alone.There are several reasons brainstorming is thought to be ineffective. To give two examples: it's easy for members of a group to remain creatively passive while others bandy ideas around - a phenomenon dubbed social loafing. Or group members can worry that their ideas will attract negative comment - this is called evaluation apprehension - thus leading them to keep quiet.
Brainwriting aims to avoid some of these issues and is designed to encourage all group members to engage with each others' ideas. Briefly, it involves four group members writing ideas on slips of paper in silence. Group members pass the slips of paper between each other, reading others' ideas and inserting their own. Ink colour indicates who owns which ideas and when a paper slip has four ideas on it, it is placed in the centre of the table for all to see. This is repeated up to 25 times. The second stage involves group members withdrawing to the corners of the room and recalling as many of the ideas generated so far as possible - the rationale being that this encourages attention to the ideas generated. The final stage involves group members working alone for 15 minutes in an attempt to generate yet more ideas.
A study published in 2000 with student participants found that they invented more novel uses for a paper clip using the brainwriting technique than did an equivalent number of students working alone.
Peter Heslin is calling on more research to be conducted to find out whether brainwriting really is as effective as this preliminary study suggests, and to pin down under exactly which circumstances it is likely to be useful. For example, perhaps this technique would be more useful in some company cultures than others. Or maybe it would suit some personality types more than others. It's possible, for example, that extravert employees used to brainstorming would find the silent nature of brainwriting uncomfortable.
"A prime purpose of this paper is to raise awareness among scholars, practitioners, and managers of brainwriting as an alternative to the well-known brainstorming technique," Heslin said. "It also highlights the imperative for rigorous field research to investigate – and thus either confirm or refute – the validity of the contextual-based research ideas offered in this paper, so as to shed light on how and when organizations should consider using brainstorming instead of brainwriting."
_________________________________
Peter A. Heslin (2009). Better than brainstorming? Potential contextual boundary conditions to brainwriting for idea generation in organizations. Journal of Occupational and Organizational Psychology, 82 (1), 129-145 DOI: 10.1348/096317908X285642Post written by Christian Jarrett (@psych_writer) for the BPS Research Digest.
- Is Group Brainstorming More Effective If You Do It Standing Up?
Experts say that spending more time standing at work is good for your physical well-being. Now there's another reason to ditch your office chair. According to psychologists in the US, standing improves group brainstorming sessions. Andrew Knight and...
- The Digest Guide To ... Creativity
10 years of the Research DigestWork when you're groggy. A lot of research into creative thinking is about finding the conditions that foster a so-called "divergent" thinking style. When your mind is in this mode, you're less focused, but this...
- Mixing Your Teams Up Is Key To Group Creativity
If you keep team membership constant, people in the team are going to grow familiar, they'll feel more comfortable, they won't be afraid to propose ideas, and morale will rise – surely all this is a guaranteed recipe for creativity? Not according...
- Three-person Groups Best For Problem-solving
Individuals may outperform groups when it comes to brainstorming for ideas (see earlier post), but for logic-based problem solving, it seems three-person groups work best. That’s according to Patrick Laughlin and colleagues who tested 760 students on...
- Why Do We Still Believe In Group Brainstorming?
So you need some fresh, innovative ideas. What do you do? Get a group of your best thinkers together to bounce ideas of each other…? No, wrong answer. Time and again research has shown that people think of more new ideas on their own than they do in...