New Ideas: Generation

To solve problems, groups need good ideas. Since complex problems usually require many good ideas, we generate them any way we can — brainstorming, conversations over lunch, or even dreaming. The ideas we generate include the good, the bad, and the ugly, and it isn't always obvious which is which. We have to comb through them all, evaluating, assessing, doing thought experiments, and making judgments. When we think we've found something worthwhile, we might do some actual experiments to help with the judging.

Generate, judge, experiment. Generate, judge, experiment. It isn't a simple cycle, of course, because sometimes we generate new ideas in the course of judging, or while running experiments. Nevertheless, it's useful to consider three roles for group members: generators, judges, and experimenters. Some people hop easily from role to role, and some adopt two roles — or all three — simultaneously.

Although ideas have a life cycle, we don't always respect that life cycle, and that's where trouble can begin. Over the next three issues, I offer some insights that help us to accommodate our generating, judging, and experimenting efforts to the life cycle of ideas. Let's begin with generating.

Newborn ideas are fragile

Newborn ideas — ideas just hatched and new to the group — are easily crushed. They usually have weaknesses that haven't yet been addressed. They're incomplete and vulnerable.

Their vulnerability arises from at least three sources. First, if the problem space is complex, the generator of the idea might have grasped only a part of the problem. Second, generators tend to focus on singular aspects of the problem, even if they have grasped the entire problem. Third, to aid generation, generators often intentionally produce wacky or mostly-wacky ideas, because they can trigger creative thinking.

To prevent premature rejection of newborn ideas, suspend judging until generation has completed an iteration. This suspension is an important part of formal brainstorming.

Addressing weaknesses requires resources

Newborn ideas are Newborn ideas are incomplete,
in part, because of the
narrowness of
their constituenciesincomplete, in part, because of the narrowness of their constituencies. Because it's new, a newborn idea hasn't yet acquired advocates beyond the small circle of its generators. This is rarely enough to protect a newborn idea from rejection, as its list of weaknesses accumulates.

When we apply our judging and evaluation processes to newborn ideas, they sometimes die because their constituencies are so narrow that they suffer from insufficient exposure to cognitive diversity. For example, their generators might not have considered a weakness identified by a judge, or even if they have, they might not have developed a resolution.

To prevent premature rejection of newborn ideas during judging, consider designating teams of advocates to address the weaknesses judges identify. The advocates might need more members than the judging team, because addressing weaknesses can be more difficult than identifying them.

Next time, we'll examine the judging process. Meanwhile, I hope you can suspend judgment on these insights about newborn ideas.   Next issue in this series   Top    Next Issue

Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Problem Solving and Creativity:

Should I Keep Bailing or Start Plugging the Leaks?

When we're flooded with problems, and the rowboat is taking on water, we tend to bail with buckets, rather than take time out to plug the leaks. Here are some tips for dealing with floods of problems.

Tackling Hard Problems: I

Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps.

Help for Finding Help

When we find ourselves at a loss for finding a good path forward, and we feel overwhelmed by events, support can make things easier. But seeking support is difficult for some. Why is that?

What Keeps Things the Way They Are

Changing processes can be challenging. Sometimes the difficulty arises from our tendency to overlook other processes that work to keep things the way they are. If we begin by changing those "regulator processes" the difficulty can sometimes vanish.

Cassandra at Work

When a team makes a wrong choice, and only a tiny minority advocated for what turned out to have been the right choice, trouble can arise when the error at last becomes evident. Maintaining team cohesion can be a difficult challenge for team leaders.

See also Problem Solving and Creativity and Problem Solving and Creativity for more related articles.

Forthcoming issues of Point Lookout

Coming September 4: Beating the Layoffs: I

If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily before the layoffs can carry significant advantages. Here are some that relate to self-esteem, financial anxiety, and future employment. Available here and by RSS on September 4.

And on September 11: Beating the Layoffs: II

If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages. Available here and by RSS on September 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info