Nine Brainstorming Demotivators: I

Clients occasionally ask me about motivating people to contribute more freely in brainstorms. Motivating contributions might be a useful strategy, but only if we're certain that we've addressed all likely demotivators, because caution and reticence can limit the creativity that makes brainstorms productive. In that spirit, I offer this little catalog of phenomena that can make brainstorm participants reluctant to contribute. In this Part I, I explore preparation before the brainstorming session.

Issues outside the session

Participants might be preoccupied by an intense or chaotic situation developing outside the session. For example, a reorg might be underway, or rumors of layoffs might be rampant.

If the external situation is distracting, reschedule the session. If you can't reschedule — as might be the case if the session is about that distracting issue — do what you can to relieve contributors of anxiety about their own personal situations. For example, if a reorg is in progress, resolve the contributors' positions to the extent possible before the session.

Issues with the issue

By design, every brainstorming session is (or should be) focused on a clearly defined issue. If the issue statement is unclear, or difficult to understand, or requires context the contributors lack, or is too general or abstract, then contributors might have difficulty generating ideas. If they have differing ways of understanding the issue statement, they'll have difficulty building upon each other's contributions.

Test the Motivating participants in brainstorm
sessions is one strategy for
enhancing output quality. Another is
addressing whatever demotivates them.issue statement before the session begins. Ask several people what they think it means. Refine it until you're satisfied with their responses. At the start of the session, verify that the statement of the issue is clear.

Some contributors prefer alternative settings

Some people are more creative when they contemplate the issue alone than when they're part of a group. Some prefer working with one or two particular partners rather than a group.

Design the session to accommodate alternative creativity preferences. For example, break a group session into alternating segments of group format and alternative formats more closely aligned with participant preferences. People who prefer working alone or who prefer working in smaller groups can do so. People who prefer working over a coffee in the lunchroom can do so. Impose only one constraint. In the alternative formats, they must continue the brainstorm. No email checking or Facebook updating.

Feelings of futility

If the ideas generated by past brainstorms were never implemented, or worse, were never passed along to people who could have implemented them, participants eventually notice. They wonder, "Why bother brainstorming?" If they can find "legitimate" excuses not to contribute, they don't.

Conducting a brainstorm session requires a commitment to do something with its output. Rejecting all output does happen from time to time, but a pattern of rejection poisons the well.

In Part II, next time, we'll explore the actual conduct of the session.  Next in this series  Top    Next Issue

Do you spendyour days scurrying from meeting to meeting? Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings much more productive and less stressful — and a lot more rare. 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.

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 Effective Meetings:

The Fallacy of Composition

Rhetorical fallacies are errors of reasoning that introduce flaws in the logic of arguments. Used either intentionally or by accident, they often lead us to mistaken conclusions. The Fallacy of Composition is one of the more subtle fallacies, which makes it especially dangerous.

How to Ruin Meetings

Much has been written about how to conduct meetings effectively. Here are some reliable techniques for doing something else altogether.

Historical Debates at Work

One obstacle to high performance in teams is the historical debate — arguing about who said what and when, or who agreed to what and when. Here are suggestions for ending and preventing historical debates.

How to Waste Time in Virtual Meetings

Nearly everyone hates meetings, and virtual meetings are at the top of most people's lists. Here's a catalog of some of the worst practices.

Preventing Meeting Hijacking

Meeting leads, meeting Chairs, and facilitators must be prepared to deal with meeting hijackers. Hesitation, or any ineffectual action, enhances the hijacker's chances of success. Here are suggestions for preventing hijacking.

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

Forthcoming issues of Point Lookout

Coming October 17: Overt Belligerence in Meetings

Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.

And on October 24: Conversation Irritants: I

Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenuolWKialZIcxqTXCner@ChacCPyrkQCYYdhqPuFxoCanyon.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, USD 11.95)
• Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
• Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
• Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)

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 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power

Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

• A recording of a program presented 6:00 PM June 29 (Eastern Time), Monthly Webinar, Technobility Webinar Series. You can earn 1.0 Category 'A' PDU by viewing this program. View this program now.