Energize your brainstorming meetings about innovation and creativity by confounding expectations with the following tactics, exercises and suggestions.
IDEA TICKET. In advance of a meeting, frame a problem or issue to address. Ask each person to bring at least one new idea or suggestion about the problem as their ticket of admission to the meeting. Have the people write their ideas on index cards and collect them at the door. No one gets in without a ticket. Start the meeting by reading everyone’s contribution.
EXAMPLE: What is impossible to do now, but if it were possible, would change our business and industry forever?
SPACE CREATURE. Have the group imagine a creature living on another planet with a different atmosphere in a distant solar system. Ask them to draw a picture of the creature that they imagine. Then have the group display their drawings.
DISCUSSION: You’ll discover that most people draw creatures that resemble life as we understand it, even though we are free to think up anything. Namely, creatures with sense organs to see, hear and smell, and arms and legs with bilateral symmetry. Rather than creating something that=s idiosyncratic and unpredictable, most people create creatures that have a great deal in common with one another and with the properties of typical earth animals.
There is no reason why animals on other planets would have to resemble animals on earth. People drawing space creatures could have tapped into any existing knowledge base, such as rock formations, tumbleweed or clouds to get an idea for the general shape of their space creature, and each person could access something different and novel. But most people do not and draw animals that have similar properties to animals on earth.
What we’re exhibiting is a phenomenon called structured imagination. Structured imagination refers to the fact that even when we use our imagination to develop new ideas, those ideas are heavily structured in highly predictable ways according to existing concepts, categories and stereotypes. This is true whether the individuals are inventors, artists, writers, scientists, designers, business people, or everyday people fantasizing about a better life.
SHOES. With participants sitting at tables in groups of 6-10, tell everyone to take off their shoes under the table. Then talk for a few minutes about how it feels to be sitting in a serious business meeting with your shoes off. Talk about the fact that taking off your shoes is natural at home and on holiday, but not always in business settings.
Then ask them to exchange shoes, actually put on someone else’s shoes. Ask them to try to make a big change; men put on women’s shoes etc. Talk about how that feels. Talk about social norms and begin talking about what it is like to be a bit outside the box.
Next have all of the shoes put up on the table. Just let everyone kind of sit there looking at all the shoes for a while. Watch the nervousness. This is typically a very weird and uncomfortable and anti-social thing they are experiencing. Talk about what it feels like to have someone else’s shoes up on the table in front of you. Talk about how we deal with discomfort; typically by trying to reduce it. But point out that improvement implies change and change nearly always brings discomfort and innovative change must be really outside the box and that must bring even bigger discomfort and so on.
Now, announce a contest. (E.g., One of the teams will receive a big contract. The team that would get the contract would be the one who could build the highest structure of shoes. The contest would be measuring the distance from the top of the table surface to the highest point of any shoe. Don’t discuss it, just say it, tell them they have 4 minutes and say go. (One common solution: Have the tallest person in the group stand on the table top and hold one shoe over her head). Or you can make a rule that there be a continuous path of shoes touching shoes (like an electric circuit.)
Watch what they do so that you will have plenty to talk about when you debrief. You will be amazed at the creative solutions the groups develop. Look for how quickly or slowly the various groups get into the task. Look for the emergence of natural leaders. Look for cycles of build-up, down-build in another way, etc. Just watch.
A variety of talking points will emerge:
Handling shoes bonds the team.
I knew from the beginning that I was going to have you build a structure with your shoes, but let you warm up to the idea gradually. That may be a good strategy when implementing innovative ideas.
Things are most uncomfortable when we think too much about them; just start doing it and a lot of the discomfort goes away.
It’s not stealing when you take an idea from observing another team. That is the basis of benchmarking in business improvement.
It might be helpful to use other things you didn’t expect to use. For example, one group made a sort of chimney out of the binders containing the workshop materials and then filled the chimney with shoes stood on end. Someone always ends up taking off their belt to attach something to something else. Etc.
Innovation often proceeds through cycles of trying something, dismantling it, trying another tack, and so on. Rarely do you just sit and think and work it all out in your mind. Doing helps stimulate thinking.
The thought processes involved in the most creative approaches are often the combination of several ideas and concepts.
WHAT IS ANOTHER NAME FOR INNOVATION? An activity to practice getting rid of preconceptions is to create different names for things. For example, “rainbow” might be re-named “painted rain. Have the participants create different names for:
Next have the participants rename the subject of the meeting with a different name. For example, if the meeting is about office morale, “morale” might be named as “a spring flower,” or “warm hug,” and so on. What is a different name for an innovation?
ARE YOU A HAMMER OR A NAIL? This is a fun go around the room discussion. You ask the group questions about what best describes you – X or Y – and then have them explain why they think so.
What comes closest to describing you as an employee:
• A hammer or nail?
• Cloud or rock?
When presenting an idea to your superiors?
• Tree or wind?
• Salt shaker or ketchup bottle?
When overcoming problems?
• Snowflake or boiling water?
• Thunderstorm or the smell of leaves burning?
As a participant at a brainstorming meetings?
• Handshake or kiss?
• Watch or compass?
FAILURE 101. To demonstrate the value of risk taking and failure, group the participants into teams. Each team has a pile of ice-cream bar sticks. The exercise is to see which team can build the highest structure using the sticks within 20 minutes. After the exercise ask the participants for their insights in every failure. You’ll find that whoever follows a fixed, logical idea from the outside never finished first. Those who finished with the highest projects went through the most failures. The lesson is to free themselves of the mindset about failures they learned in school, open themselves to surprise and learn to play like open-minded children again with perspective and context.
EVERYONE’S A CONSULTANT. Ask each person to write a current job-related problem or concern on a blank sheet of paper. Examples: “How can I get better support from my superiors for my ideas? “How can we better bring people from different parts of the organization to collaborate together to expand our creativity and breadth of ideas?” “What are your ideas for an innovation rewards program that invites people to vote on their favorite ideas?” After allowing a few minutes to write out the problems, ask each person to pass his or her problem to the right. That person reads the problem just received and jots down their responses. They are given 60 seconds to respond to the individual sheet. Keep the process going until each person gets his or her sheet back.
IDEA MARKETPLACES. Announce the theme of the meeting, and then invite everyone to identify a related issue for which they’re willing to take responsibility. When someone suggests an issue, he or she becomes the sponsor, writes the issue on a large sheet of paper, and posts the sheet on a wall. The process continues until all of the suggested issues have been posted. Next, have participants take part in an “Idea Marketplace” in which each person signs one or more of the large sheets to discuss the issues. The sponsors get together with their groups in private to discuss the issues and record the ideas.
IDEA GALLERY. Post sheets of flip-chart paper around the room, one per participant. Participants stand silently and write their ideas on the sheets (one sheet per person) for 10 to 15 minutes. Then the participants are allowed 15 minutes to walk around the “gallery” and look at the other ideas and take notes. Now, using the other ideas to stimulate further thought, participants return to their sheets and add to or refine their ideas. After about 10 minutes of additional writing, the participants examine all the ideas and select the best ones.
Another option for the gallery technique is to ask participants to draw or diagram their ideas instead of listing them. For example, how many windows are there in your house? Diagramming your house allows you to go inspect and count the windows. Creative insights sometimes occur as a result of drawing or diagramming a problem, because they help us notice certain features that may be overlooked.
THREE PLUS. Each person silently writes three ideas on the tops of sheets of paper. One idea per sheet. The sheets are passed to the person on their right. That person is asked to write down an idea that improves on the one listed at the top of the sheet. If participants have difficulty improving on the idea, ask them to list new ones. Do this for all three ideas. After five minutes or so, the idea sheets are again passed to the right. Continue the process until all members receive their original papers.
TELL A STORY. Storytelling is one of the oldest ways to teach and transform. Stories and parables allow people to think about things that would be difficult to approach any other way. Storytelling, for example, can help people envision the future they want and how to achieve it. Tell participants that it is the year 2025 and your company has been voted the most innovative company in the nation. Have participants create stories of how your company achieved that honor. Examples:
• Tell each person to imagine that he or she had been voted employee of the year. Then, have each one give a speech to the group, telling what they did and how they did it to earn that honor.
• Ask each person to write out their most ambitious innovation goal for this year. Then, imagine that the goal was reached or surpassed. Again, ask each person to give a speech on the specifics of what they had to do to achieve it.
THOUGHT WALK. Have the group take a walk around your workplace and the surrounding grounds. Look for objects, situations or events that you can compare with your subject metaphorically. For example, suppose your problem is how to improve communications in your company. You take a walk and notice potholes in the road. How are “potholes” like your corporate communication problem? For one thing, if potholes are not repaired, they get bigger and more dangerous. Usually road crews are assigned to repair the potholes. Similarly, unless something is done to improve corporate communications, it’s likely to deteriorate even further. An idea with a similar relation to “road crews” is to assign someone in the organization to fill the role of “communications coach.” The role would entail educating, encouraging, and supporting communication skills in all employees. And just as road crews are rotated, you can rotate the assignment every six months.
The guidelines for taking a thought walk are:
Take a walk around the grounds and look for objects, events or situations (For example, children skipping rope, a pebble, a bag of jelly beans, a drinking fountain, and so on) that might make interesting metaphors with your subject. Make a list.
When you return, make as many metaphors as you can between your list and your subject. Look for similarities and similar circumstances.
Look for ways to transfer principles and similar circumstances from what you observed and your subject. Try to build at least one idea or solution from each metaphor. Ask yourself what new insights the metaphors provide as to how to solve the problem.
If you are brainstorming in a group, ask each person to take a “thought walk” and come back with four or five things or objects (or a list). Ask each participant to silently list the characteristics and to build ideas around the characteristics. The group shares ideas and then elaborates on them into still more ideas.
A few months back, engineers looked for ways to safely and efficiently remove ice from power lines during ice storms and were stonewalled. They decided to take a “thought walk” around the hotel. One of the engineers came back with a jar of honey he purchased in the gift shop. He suggested putting honey pots on top of each power pole. He said this would attract bears and the bears would climb the poles to get the honey. Their climbing would cause the poles to sway and the ice would “vibrate” off the wires. Working with the principle of “vibration”, they got the idea of bringing in helicopters to hover over the lines. Their hovering vibrated the ice off the power lines.
PHOTO WALK. Another way to take a walk is take at least five pictures of visual metaphors of the subject or problem. Then write descriptions of the metaphors. Then, for each metaphor, look for new insights or solutions. For example, suppose you are in charge of improving the new employee training program and you take a photo of a building under construction. You would first describe what is involved in constructing a building and then transfer similarities or similar circumstances to your training program.
By focusing attention away from the challenge, you increase the probability of viewing the problem in new ways when you come back to it. An environmental think tank worked with the challenge of recycling garbage. The group leader had the group take a thought walk.
One person took a photo of a model plane. He described his hobby of building model planes and how he blends old, left-over paints to create a unique beige color to differentiate his model planes from others. This sparked a thought in another member who suggested that the same principle be applied to recycling. They developed a service that picks up old paint, blends it, and sells it for $5 a gallon. They call the paint “Earth Beige.” They are now working on another service to pick up junk mail and convert it into fiberboard which they will call “Earth Board.”
(Michael Michalko is a highly-acclaimed creativity expert and the author of Thinkertoys: A Handbook of Creative Thinking Techniques; Cracking Creativity: The Thinking Strategies of Creative Geniuses; Thinkpak: A Brainstorming Card Deck, and Creative Thinkering: Putting Your Imagination to Work. http://www.creativethinking.net)