Selecting a subject and conducting a brainstorming session

III. The Brainstorming Procedure

Some executives say that brainstorming is the greatest thing since sliced bread. Others say it’s a waste of time. Brainstorming is creative thinking on a group basis. The group should not exceed 20 people because everyone should be brought into the “act.” A chairman and two recorders are needed. Comments are made so rapidly that one person cannot record all of them. So the recorders accept alternate comments.

How to select a subject for brain storming?

Many subjects are suitable for creative thinking. Non-technical subjects are best. They give everyone a chance to contribute. Ideal subjects:
“How can more store traffic be created?” “What should we name our customer magazine?” “How can our merchandise be promoted in the off-season?” “What are some new methods of finding prospects?” “What new uses can be suggested for the versatile salad mixer?”
Select a subject on which originality, fresh thinking, and new ideas are needed. Avoid the complex. Further, avoid policy discussion and policy making. Brain storming is creative thinking.

How to conduct a brain storming session?

The group is seated around a conference table. The chairman explains the rules.
No negative thoughts may be expressed. Absolutely no evaluation of any contribution is permitted. Statements such as, “That’s ridiculous.” or, “That couldn’t possibly work.” are strictly taboo.

It’s also understood that a participant will not be held in prejudice because of the quality of his comments. Quantity of new thought is the objective-not quality. Brain storming draws from the subconscious of each participant. Thoughts near the surface are rapidly contributed. Then the participants dig into the subconscious for new thoughts. They search their minds. The results are usually surprising! There’s another angle worth mentioning. An absurd contribution often sparks comment that’s not so absurd. This may lead to an idea of still greater value. Usually there are several people wanting to comment at the same time. Each raises a hand. He speaks only when recognized by the chairman. None of the contributions are acknowledged. Thus comments are made in rapid succession. All stops are pulled. Imagination runs wild. It’s fun!

One idea may prompt another. The second idea, then, is called a “hitch hike.” A participant with a “hitch hike” snaps his fingers. He’s given priority over others with raised hands. This provides continuity of thought. It causes an idea to be more fully developed. When ideas have been exhausted, the session is stopped. The recorders read their notes. Any other ideas are then added.

How to make brain storming pay dividends

The notes are typed and given to the chairman. If he’s like the average sales executive, he puts them in his desk and forgets about them. When this is done, there’s no pay off.
The pay off comes from use of the information. Go over it. Go over it again. Eliminate contributions you cannot possibly use. But keep an open mind. Where there’s merit, give heavy consideration.
After the list has been pared, ask a few questions of each idea remaining:
“Can it be used in its entirety?”
“Can it be used in part?”
“Can its objectionable phases be eliminated?”
“Should it be coupled with another contribution?”
“Should its use be discussed with others?”
Unless you can say “yes” to at least one of the foregoing questions, the idea under consideration should be scrapped. Consider each of the ideas on your list. Among them, there may be a Jewell

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