Virtual Brainstorming: I

When we work in virtual teams, and we encounter a need for a brainstorming session, we try it. That can lead to trouble — virtual brainstorming isn't just another virtual meeting. Because much of what makes brainstorming effective is unavailable in virtual environments, following the face-to-face brainstorming pattern tends to expose teams to a significant risk of producing substandard results.

Some virtual teams try virtual brainstorming because they don't realize that brainstorming depends critically for its success on face-to-face interactions. But more teams, I suspect, conduct virtual brainstorms because they lack financial resources sufficient to bring all members of a virtual team to one location. Even if they do request those resources, some decision makers don't realize how significant the risks of virtual brainstorming actually are.

The financial case for face-to-face brainstorming sessions is straightforward, if one includes in the cost estimate of a virtual brainstorm session the possibility of investing several months of work in what turns out to be a bad idea that resulted from that session. Although the financial case might be straightforward, it might not be persuasive. The travel costs associated with a face-to-face meeting for a virtual team's brainstorming session are very clear to decision makers, but the risks of substandard results from a virtual brainstorm are less clear to them. Because decision makers tend to want to believe that the low-cost option, virtual brainstorming, is adequate, they're subject to a cognitive bias known as optimism bias, which makes it difficult for them to accept the merits of the financial case for face-to-face brainstorming. Making a persuasive financial case is therefore a long-term proposition.

The immediate need, then, is to devise methods for conducting virtual brainstorming sessions that limit the risk of inferior results. Here is Part I of a set of suggestions for accomplishing that.

Enforce suspension of judgment

Participants must be free to contribute whatever might occur to them. If they feel that their contributions might be judged, they have a tendency to self-censor, which limits the flow of ideas. In a face-to-face session, we can readily enforce suspension of judgment. Enforcing this fundamental element of the brainstorm design is difficult in the virtual environment, because it's more difficult to tell when someone is disengaged.

Training before the session is Although the financial case against
virtual brainstorming might be
straightforward, it might
not be persuasive.therefore much more important for virtual brainstorms than for face-to-face brainstorms. If someone does express an opinion about another's contribution, have a concise, humorous, nonverbal signal for announcing a violation of the norm of suspension of judgment. A klaxon, siren, or train whistle would do nicely. To promote engagement, instead of accepting contributions in random order, poll the attendees in a fixed order, round-robin style.

Have a very clear problem statement

In face-to-face sessions, we can readily clarify any ambiguities in problem statements. In virtual brainstorms, confusion is more likely to go undetected, and when detected, it can be trickier to resolve. When multiple languages or cultures are involved, these problems are even more troublesome.

Be ruthlessly clear when writing problem statements. Include examples, and write statements in multiple different forms. If language is an issue, have professionals translate the problem statement into all relevant languages.

We'll continue next time, focusing on issues relating to how the team connects for the session.  Next in this series  Top    Next Issue

Are your virtual meetings plagued by inattentiveness, interruptions, absenteeism, and a seemingly endless need to repeat what somebody just said? Do you have trouble finding a time when everyone can meet? Do people seem disengaged and apathetic? Or do you have violent clashes and a plague of virtual bullying? Read Leading Virtual Meetings for Real Results to learn how to make virtual meetings much more productive and less stressful — and a lot shorter. 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:

Backtracking in Incremental Problem Solving

Incremental problem solving is fashionable these days. Whether called evolutionary, incremental, or iterative, the approach entails unique risks. Managing those risks sometimes requires counterintuitive action.

When Fixing It Doesn't Fix It: I

When complex systems misbehave, a common urge is to find any way at all to end the misbehavior. Succumbing to that urge can be a big mistake. Here's why we succumb.

Contributions, Open and Closed

We can classify contributions to discussions according to the likelihood that they stimulate new thought. The more open they are, the more they stimulate new thought. How can we encourage open contributions?

Power Distance and Teams

One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects.

Comply, Resist, or Exploit?

When we encounter obstacles, we have choices about how we deal with them. Generally, we can comply, we can resist, or sometimes, we can find ways to use the obstacles — to exploit them — to advance to our objectives. The pandemic provides two examples.

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

Forthcoming issues of Point Lookout

Coming October 4: Self-Importance and Conversational Narcissism at Work: I

Conversational narcissism is a set of behaviors that participants use to focus the exchange on their own self-interest rather than the shared objective. This post emphasizes the role of these behaviors in advancing a narcissist's sense of self-importance. Available here and by RSS on October 4.

And on October 11: Self-Importance and Conversational Narcissism at Work: II

Self-importance is one of four major themes of conversational narcissism. Knowing how to recognize the patterns of conversational narcissism is a fundamental skill needed for controlling it. Here are eight examples that emphasize self-importance. Available here and by RSS on October 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.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