The second common method of conducting examinations is brainstorming method. This method, also known as "brainstorming", "conference of ideas", was proposed by the American scientist A. Osborne in 1955.

The main focus of the method is to identify new ideas and solutions. For this purpose, the organizers of the examination create an atmosphere that is most conducive to the generation of ideas (benevolence, support), freeing the expert from excessive constraint. The problem under discussion should be clearly defined.

The brainstorming method is characterized by an open expression of the opinions of specialists (at a special meeting) on ​​solving a specific problem. In this case, two conditions must be observed: first, criticism of other people's opinions is prohibited; secondly, it is supposed to express any ideas on solving this issue without taking into account the momentary value or the possibility of implementation. All ideas expressed are recorded and, after discussion, are worked out in detail. At the same time, rational moments are revealed in each of the stated assumptions and solutions are formulated on the basis of their generalization. The advantage of the brainstorming method is the ability to make a decision in a relatively short time.

When implementing the method, the Pareto principle can be applied. After registration of ideas from their totality, each expert selects 20% of the ideas that, from their point of view, deserve the most attention. This selection is also fixed. Then those who received the most points are selected from their composition.

In the method of brainstorming, an essential role belongs to the organizer who conducted the examination. He knows about the ultimate goal of the examination, directing the discussion in the appropriate direction, but if the leader highlights only promising ideas from his point of view, the result of the examination will be less significant.

The application of this method eliminates the effect of conformism, i.e. adaptability, allows you to get productive results in a short time, involve all experts in an active creative process.

Brainstorming works best when developing new products, improving products and existing ways of working, promoting marketing and sales, improving technical designs, and building a goal tree.

The brainstorming method is based on the following principles:

1. Two groups of people are involved in solving the task - idea generators and experts. Idea generators unite people with creative thinking, imagination and knowledge of science, technology and economics. Experts are usually people with a large amount of knowledge and a critical mindset. Experts play the role of analysts.

2. When generating, there should be no restrictions. Any ideas are expressed, including obviously erroneous, playful, without any proof and feasibility study. The expressed ideas are usually recorded in the minutes, in a computer, on a dictaphone, etc. Thus, the basis of the method is the separation of the process of integrating ideas from the process of evaluating them.

3. The philosophical basis of the method is the theory of Z. Freud, according to which the human consciousness is a muddy and fragile layer over the subconscious. Under normal conditions, human thinking and behavior are determined by the main consciousness, which is dominated by control and order: consciousness is "programmed" by habitual ideas and prohibitions. But dark elemental forces and instincts, raging in the subconscious, break through the thin crust of consciousness every now and then. These forces push a person to illogical actions, violation of prohibitions, to all sorts of irrational thoughts. The inventor has to overcome any psychological complexes and prohibitions, due to ideas about the possible and the impossible.

The main advantage of the brainstorming method is the ban on criticism. But the ban on criticism is at the same time a weakness of the method. To develop an idea, it is necessary to identify its shortcomings, and this requires criticism.

The whole attack process can be divided into six stages:

1. A group of experts is formed. Usually its number is 10-15 people.

The composition of the group implies their targeted selection:

a) from persons of approximately the same rank, if the participants know each other;

b) from persons of different ranks, if the participants are unfamiliar with each other (in this case, each participant is assigned a number and subsequently referred to by number);

c) the group may include specialists from other fields of knowledge who have a high level of erudition and understand the meaning of the problem situation.

2. A problem note is drawn up.

For its preparation, a group of analysis of the problem situation is preliminarily formed. The note may contain the following information: the composition of the causes of the problem situation, analysis of the causes and possible consequences of the problem situation, analysis of world experience in resolving such problems (if any), classification (systematization) of possible ways to resolve the situation, formulation of the problem situation in the form of a central question with a hierarchy sub-questions.

3. Generation of ideas.

The facilitator reveals the content of the problem note, reminds the brainstorming participants of the following:

a) statements must be clear and concise;

b) skeptical remarks and criticism of previous speakers are prohibited;

c) each participant can perform multiple times, but not in a row;

d) it is not allowed to read in a row a list of ideas prepared by the participant in advance.

One of the main tasks of the facilitator is to induce the mental receptivity of the participants, their will to purposeful thinking. The leader's work is expected to be active only at the beginning of the "assault". Soon enough, the excitement of the participants reaches a critical point and the promotion of new ideas becomes spontaneous.

After that, the role of the leader is reduced to the following:

a) focus the attention of the participants on the problem situation;

b) do not announce, condemn or stop the study of a single subject;

c) support and encourage participants who need it;

d) create a relaxed atmosphere, thereby facilitating the active work of experts.

The duration of a brainstorming session can be 20-60 minutes (depending on the activity of the participants). It is advisable to record the ideas expressed so as not to forget and be able to systematize them later.

4. Systematization of ideas expressed at the third stage (generation).

This work is assigned to the problem situation analysis group.

At this stage:

a) a nomenclature list of all the ideas expressed is compiled;

b) duplicate and additional ideas are identified, then they are combined with the main idea;

c) signs are distinguished by which ideas can be combined;

d) ideas are combined into groups according to the selected features;

e) a list of ideas is compiled by groups, in each group ideas are written down according to the rule from general to particular.

5. Destruction (destruction) of systematized ideas.

Each of the systematized ideas is studied for the possibility of its implementation. The participants in the assault put forward arguments that refute the systematized idea. In the process of destruction, a counteridea may appear. The process of destruction is carried on until the systematized idea is subjected to criticism.

6. Assessing criticisms and compiling a list of practically applicable ideas.

At this stage, a pivot table is compiled. The first column of the table - the stages of systematization of ideas, the second - criticisms that refute ideas, the third - indicators of the practical applicability of ideas, the fourth - counter-ideas.

Each criticism and counter-idea is then evaluated:

a) is deleted from the table if refuted by at least one indicator of practical applicability;

b) is not crossed out if it is not refuted by any indicator.

A final list of ideas is drawn up. Only ideas that are not refuted by critical remarks or counterideas are transferred to the list.

Brainstorming is often used when developing a goal tree. With the help of experts, the tree itself is obtained, as well as the coefficient of the relative importance of the goals.

What is the brainstorming method? When resolving any kind of problem situations, the question arises of finding and choosing the best option, since there are usually several ways out. The optimal option is considered to be the one that allows to ensure a high degree of achievement of the goal within the available limits.

In conditions when it is required to evaluate the possibilities of all alternative options in a limited period, the so-called operational decision-making methods are used. Such methods are especially effective when, due to lack of information for an accurate expert assessment, it is necessary to determine the best average probability of achieving the goal. The same methods are relevant for solving a number of interrelated problems, when the choice of an alternative must be joint for the entire group of situations.

In general, the algorithm for searching and making a decision comes down to assessing individual aspects of a situation or a group of situations, considered as a certain system, and analyzing the totality of the identified opportunities. Important stages of the operational system analysis are: the formulation of the problem, the synthesis of ideas and the elimination of ideas. An idea that generalizes the experience and attitude to the current situation of an individual is considered as an element of creativity in the analysis process.

One of the most widely used operational methods of solution in practice is the method of brainstorming, or, in other words, the method of destructive related evaluation. This happens because brainstorming, or brainstorming, is a unique technique available that allows you to take into account not only the opinions of narrow specialists, but also related or third-party considerations. In addition, this technique is structurally quite simple and applicable to any problems: individual and collective, creative and scientific, applied and theoretical, professional and everyday. This method itself, its derivatives and elements are often used for expert assessment of situations in order to find improved technical and managerial solutions, to build forecasts and scenarios for the development of events.

History and description of the method

The brainstorming method was developed in the 1930s by the American Alex F. Osborne, who was looking for new approaches to organizing the advertising business. The technique gained fame and recognition in 1953, thanks to the release of Osborne's book "Guided Imagination", in which the method was described in detail.

The starting point for Osborne's idea was the contradictory situation that prevailed in the company where he worked: an acute shortage of creative solutions with sufficient creative and intellectual potential. After studying the problem, he found that the main cause of the crisis lies in the closed nature of the development and decision-making. Indeed, only experienced experts with special knowledge and special terminology become included in the analysis process.

Their conclusions are often stereotyped, but they are unable to notice this on their own, in the absence of third-party critical analysis. The rest of the employees, even those with undoubted creative abilities, skills or experience in related fields, remain mere performers and observers, mainly because they cannot formulate their ideas and proposals in a form acceptable to an expert.

Based on such observations, Osborne comes to the conclusion that, firstly, it is necessary to include non-specialists in the discussion, and secondly, to divide the process of problem analysis into two stages:

1. Suggestion of ideas.
2. Criticism and selection of ideas.

At the same time, the creative activity of the participants in the discussion should not be limited by anything.

Subsequently, on this basis, the following rules for organizing and conducting brainstorming were developed.

Problem formulation (preliminary stage). To find a way to achieve the goal, this goal must be clearly defined, the aspects that hinder its achievement, and intermediate tasks must be identified. At the preliminary stage, the necessary information is collected.

Formation of a working group. The selection of participants in the discussion is carried out purposefully, taking into account aspects of the problem. It is important to take into account the psychological aspects that should contribute to the creation of a favorable microclimate and a creative atmosphere when working together. Participants, as a rule, are close in age and official position, but at the same time they differ in experience, specialization, views, and activity. If the group is constantly working, then its composition must be updated by inviting new people. Depending on abilities, participants are divided into roles:

• idea generators (people with predominant creative imagination, non-specialists);
• experts (people with predominantly analytical thinking and specialists).

The group should be led by a facilitator with relevant experience and abilities. He monitors compliance with the rules of the discussion, controls the time and thematic scope of the discussion.

At the stage of suggesting ideas, the quantity, not the quality, of the expressed considerations is important, therefore any criticism is prohibited. The proposals do not require proof or conformity to any standards; connection with the problem under discussion can be both direct and associative. All ideas need to be recorded, preferably with the help of technical means, so that nothing is missed. Experts do not participate in the first stage of the discussion.

At the stage of selection of ideas, the analysis and evaluation of the proposals put forward at the first stage take place. Both stages should be separated by a certain time interval (incubation period). In accordance with the task, it is necessary to determine in advance the evaluation criteria common to all participants. It is best to label them visually. Methods of analysis may be different, argumentation and criticism are welcome. In the process of discussion, ideas are grouped and considered solely from the standpoint of compliance with the criteria and possibilities for implementation.

Forward and reverse brainstorming

Both stages of the discussion do not necessarily apply in combination. Depending on the situation, they can be used separately.

If the discussion is limited solely to the first part, this method is called direct brainstorming, idea conference or collective idea generation. In general, direct brainstorming is carried out according to the above rules, with the exception that the subsequent examination of proposals takes place in a closed or limited mode.

The most effective is considered to be a working group of 5-8 people, conditionally divided into 2 quantitatively equal subgroups: regular participants (core) and invited participants (newcomers). Direct brainstorming is best suited for small professional and creative teams. An analogue of the conference of ideas are constructors - various kinds of meetings and meetings, for example: academic councils, interdepartmental commissions, planning meetings.

The reverse brainstorming method is also used in small teams, most often, if necessary, to identify the shortcomings of a particular project or technical object. The composition and size of the working group are the same as in direct brainstorming, with the difference that ideas are put forward, systematized and developed in a limited or closed mode, and the subsequent discussion is in the nature of collective expertise.

Reverse brainstorming is a process of destruction (destruction), with it there is no opportunity to make suggestions aimed at improving performance.

But sometimes, as a result of the discussion, a counteridea is born, bringing together all the possible shortcomings of the project and formulating a way to eliminate them. An example is the defense of dissertations, business plans and various scientific projects.

The brainstorming method, originally intended for collective work, can be used by individual experts for individual work. In this case, individual brainstorming becomes a conference stage, then it is a professional examination of the proposed ideas or, conversely, a preparatory collection of information for reverse brainstorming. But sometimes an individual brainstorming is a completely independent study based on the processing of information received from independent sources. Most often, the method is used to analyze trends, generate forecasts, and develop strategies.

The main input data for the formation of an individual forecast: interviews, mass surveys and expert assessments. Data collection is carried out by correspondence, personal conversations, telephone calls. Negotiations should be carried out using a specially designed program, according to which participants are offered several options for solving a problem or a certain number of questions about the object of study. The research technique is based on the assumption that its participants have the language and the necessary knowledge to answer the questions of the program, so research is usually conducted among a clearly defined social or age group.

When developing strategies, stability in the group is especially important, since interviews with its participants assume the immutability of their plans and position. The results of various stages of the study are drawn up in the form of a document, depending on their further purpose.

Individual expert analysis has its advantages, for example: it allows you to minimize the possibility of pressure on the performer, helps the expert to fully focus on a particular problem. But at the same time, independent work is quite long, laborious, requires full dedication and great responsibility. The main disadvantage of the method is its dependence on subjective assessments and perceptions, the limited knowledge of an individual, and also on the successful selection of respondents.

Delphi Method

One of the most famous expert methods based on the brainstorming technique was the Delphi forecasting method, developed at the end of the 20th century by the RAND Corporation. Delphi is a statistical study of individual expert opinions that allows you to assess the likelihood of an event with a high degree of objectivity. The method is successfully used to analyze trends and build scenarios for the development of the situation for periods of 1-3 years.

The technique combines individual and group methods of analysis through several stages of a written survey of independent experts according to a special program. Depending on the objectives of the study, up to 100 or more different specialists may be involved in it.

The research process is carried out in several stages:

1. Formation of a working group conducting an expert survey.
2. Formation of an expert group whose opinion will be processed.
3. Drawing up a survey program.
4. Conducting an examination and debriefing.

Based on the results of the survey, a graph is built, and the final opinion is considered to be the average in an ordered series of values.

Operational research methods based on brainstorming techniques are constantly being improved, and their number is steadily growing. The targeted use of expert analysis is becoming more and more in demand in modern conditions, and computer data processing and the emergence of new means of communication make it possible to expand its capabilities. From all this we can conclude that the Osborne method is the most promising method of system analysis of all currently existing.

Delphi type method

Script Type Method

round table method

Group Decision Method Phases

Introductory - familiarization of participants with the problem being solved; establishing the order of conduct and discussion.

Nodal - the free expression of ideas and opinions, without fear of consequences.

Final - generalization and summing up. The final one is decision making.

Method of preparing and agreeing ideas about a problem or object in writing

Includes a description of development trends, the relationship between the characteristics of the solution, a list of possible states and hazards.

It makes it possible to assess the most probable course of events and the possible consequences of the decisions made.

Scenario Models:

Descriptive (fixing properties and parameters);

Exploratory (use of methods of quantitative assessments);

Normative (systematization of problems by importance, time and resources).

Scenario development is a combination of predictive methods such as brainstorming, deduction, extrapolation, analogy, analysis, and synthesis. The main idea of ​​the scenario is the assumption that events will continue to develop as before, that the trends that have emerged in the past will basically continue.

The purpose of the scenario is to study the conditions and find the moment when the enterprise under study begins to experience a crisis and begins to collapse under the influence of internal causes, even if no extraneous external influences follow.

Iterative procedure for brainstorming

It is based on a consistent individual survey of experts and iterative reduction of opinions to a single one.

It is held in several rounds.

The results of processing questionnaires-tasks of the previous round are returned to the experts.

The effectiveness of the method depends on the coordinator-organizer of the experts' work.

Developed in the USA in the 1950s.

It was named after the city of Delphi, which arose near the temple of Apollo (built in 880 BC), whose priests formed an expert council for predicting future events.

The group creative thinking procedure, more precisely, is a means of obtaining a large number of ideas from a group of individuals in a short period of time. It is considered normal if within 1.5 hours (two academic hours) the group produces up to a hundred ideas.

The concept of brainstorming has become widespread since the early 1950s as "a method of systematically training creative thinking" aimed at "discovering new ideas and reaching agreement among a group of people based on intuitive thinking."

Methods of this type are also known as:

brainstorming,

ideas conferences,

Collective idea generation (CGI).

Depending on the accepted rules and the rigidity of their implementation, there are:

Direct brain attack

exchange method,

Methods such as commissions, courts (when one group makes as many proposals as possible, and the second tries to criticize them as much as possible),

Brainstorming in the form of a business game.

phases of brainstorming.

1. Preparation

The first phase involves choosing a problem and working through it through individual reactive techniques.

For example:

a) the problem is “how to succeed in the modern market?”;

b) elaboration of the problem with the help of the questions proposed in the previous section;

c) the choice of the main way to solve the problem put forward;

d) testing all paths appearing in the field of consciousness. Such preparatory work enables the manager to assess the essence of the problem and draw a conclusion about the main directions of group work.

2. Formation of a creative group

Brainstorming will be most successful if the following conditions are met:

The group should consist of about ten people;

The social status of the participants should be approximately equal;

There should be only a few people in the group who are knowledgeable about the problem at hand to allow full play to the imagination of the participants. Persons with special knowledge are undesirable. Their desire to comprehend the ideas expressed in accordance with the existing experience can shackle the imagination;

The discussion of the problem should take place in a comfortable and relaxed atmosphere. Participants must be in a state of "relaxation".

The leader must preside. He should refrain from putting pressure on participants;

The secretaries-observers are appointed in the group, who record the statements and behavior of the speakers.

3. Brainstorming procedure

There are three stages here:

1. Introduction

Lasts up to 15 minutes. The facilitator speaks about the essence of the method, explains the rules for the participants' actions. Announces a problem, such as "How to succeed in today's market?" Problems are written on the board. The facilitator explains the reason for putting forward the chosen topic, then asks the participants to suggest their own wordings, which are also written on the board.

2. Idea generation

Participants in the discussion express their ideas in free form, which are recorded on the board. For this, appointed secretaries or assistants are involved. As soon as there is a delay in coming up with new ideas, the facilitator asks the participants to reflect on the problem, look at the board. After a pause, a new flash of ideas usually begins. If this does not occur, the leader will give out forms with questions, the answers to which generate such an outbreak.

3. Questions

4. Conclusion

There can be two options here:

"Classic" version. The facilitator thanks the participants for the work done and informs that the ideas expressed will be brought to the attention of specialists who can evaluate them from the point of view of their application in practice. If brainstorming participants have new ideas, they can submit them in writing to the discussion leader. As you can see, this is not the best procedure for completing a brainstorm. In this regard, other options for the final part of the classes are also practiced.

Lightweight option. Evaluation of ideas is carried out by the brainstorming participants themselves. Various approaches are used here:

1. The participants in the discussion develop criteria for evaluating ideas. These criteria are written on the board, arranged in order of importance.

2. The ideas put forward are grouped according to the appropriate grounds, which are determined by the content of the ideas.

3. The most promising group of ideas is determined. Each idea in this group is evaluated according to the evaluation criteria.

4. Testing ideas with the opposite method: “How will this idea, if implemented, fail?”

5. The most "wild" ideas are determined, which they try to remake into practically possible ones.

6. Each participant, as it were, again does a "brain attack" for himself personally, creating something new on the basis of already fixed ideas.

7. The group selects the most valuable ideas, arranges them in order of importance and proposes them for implementation in practice.

8. Spread valuable ideas on how to succeed in the market by industry:

Planning and forecasting;

Marketing;

operational management of production;

Personnel Management.

The study of control systems: lecture notes Shevchuk Denis Aleksandrovich

Lecture 15

The manager is a hired manager, the boss!

If you do not have a single subordinate, you are not a manager, but a maximum specialist!

Shevchuk Denis www.deniskredit.ru

The method of "brainstorming" ("brainstorming") is a method that allows, with a minimum investment of time, to find a set of solutions put forward spontaneously by the participants for the problem posed. This method was developed by A. Osborne in 1953. It is also called the CGI method (collective idea generation) or the creative problem solving method.

This method is used when searching for solutions in an insufficiently explored area, when identifying new directions for solving a problem, and when eliminating shortcomings in an existing system.

There are 2 following forms of application of the "brainstorming" method:

Regular meeting: a meeting is held at which the head of the meeting interrogates the participants of the meeting in turn, who name the problems that negatively affect the efficiency of the enterprise or division. At the end of the meeting, a list of problems is compiled, which is then posted for public review. In the case of an inefficient ideation process, the meeting is rescheduled for another day;

Holding a meeting in a circular system: subgroups are formed, consisting of 3 - 4 people. Each representative of the group writes down 2-3 ideas on paper, which they then exchange with other participants within their group.

The ideas put forward are studied by other participants and supplemented by new ones. In each sub-group, ideas are exchanged three times, after which a consolidated list of ideas put forward is compiled. The completed lists of subgroups are then submitted to the group for consideration. This form of brainstorming has the following advantages:

Increases the activity of participants through the written form of presentation of ideas;

Eliminates waiting for one's turn in the process of putting forward ideas;

Allows you to improve the presented ideas and develop new ones based on them.

When conducting the brainstorming method, it is necessary to be guided by:

There is a ban on criticism of put forward ideas;

Suggested ideas are evaluated after brainstorming;

Among the ideas put forward, first of all, original and unusual and impromptu ideas are welcome;

The likelihood of valuable ideas coming up depends on the number of ideas put forward: the more, the better;

Preference is given to combined (combining several ideas into one) and improved ideas (development of an already expressed idea);

When putting forward new ideas, a chain reaction of ideas must be observed;

Brainstorming participants can speak several times, but each time no more than one idea should be expressed for better perception;

The organization of the method of "brainstorming" is carried out according to the following methodology. At the first stage, the task is formulated on the basis of 2 provisions:

What do we want to get as a result;

What prevents us from achieving our desires.

The internal structure of the problem to be solved should be simple and specifically formulated for the greatest efficiency of the generated ideas. A complex task needs to be broken down into its component parts.

To consider this task, a creative group is formed, consisting of 5 - 7 people (but not less than 3). The creative group consists of two subgroups:

A permanent core consisting of a team leader and employees who easily generate ideas. The duties of the leader include: defining the problem that will be solved with the help of brainstorming, selecting and training participants in the necessary work methods, ensuring the activity of session participants, evaluating the ideas put forward, summing up the results of the assault. The leader must:

Be creatively active;

Be kind to the ideas expressed by other people;

Combine the positive qualities of a generator and an analyst;

Possess a speed of reaction, good analytical skills and a sober mind;

Temporary participants who are invited depending on the nature of the task being solved.

An invitation to a session is received 2-3 days in advance, together with information about the agenda items in written or oral form.

Basic information about the problem being solved can be provided to participants immediately before it starts.

The duration of the session is 25 - 30 minutes. The ideas put forward, the proposed solutions and their improvements are recorded in the minutes. All ideas are expressed in short sentences.

Preference is given to quantity over quality.

During the implementation of this method, the leader should pay attention to all the little things, even if they are insignificant: the creation of a friendly relaxed microclimate (jokes, tea, coffee). First of all, it is necessary to introduce all newcomers. A favorable friendly environment will contribute to a balanced psychological state of people.

The advantages of the brainstorming method are as follows:

Groupthink generates 70% more new valuable ideas than the sum of individual independent proposals;

Trains the mental abilities of the participants;

Provides an opportunity to get new unexpected visions of the problem under consideration;

Allows you to treat the ideas put forward with great confidence.

The method of "reverse brainstorming" is similar to the usual "brainstorming". The main feature of this method is the permission to express criticism. During the implementation of this method, the shortcomings of the proposed ideas are revealed (but discussions should take place correctly in relation to each participant) and ways to eliminate them are proposed.