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.
Do you spend your 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 welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.
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.
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.
More articles on Effective Meetings:
- Discussion Distractions: I
- Meetings could be far more productive, if only we could learn to recognize and prevent the distractions
that lead us off topic and into the woods. Here is Part I of a small catalog of distractions frequently
seen in meetings.
- Problem Not-Solving
- Group problem solving is a common purpose of meetings. Although much group problem solving is constructive,
some patterns are useless or worse. Here are some of the more popular ways to engage in problem not-solving.
- Exploiting Failed Ideas
- When the approach you've been using fails, how do you go about devising Plan B? Or Plan C? Here are
some ways to find new approaches by examining failures.
- Chronic Peer Interrupters: II
- People use a variety of tactics when they're interrupted while making contributions in meetings. Some
tactics work well, while others carry risks of their own. Here's Part II of a little survey of those tactics.
- Brainstorming and Speedstorming: II
- Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine
alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties
Forthcoming issues of Point Lookout
- Coming August 21: Perfectionism and Avoidance
- Avoiding tasks we regard as unpleasant, boring, or intimidating is a pattern known as procrastination. Perfectionism is another pattern. The interplay between the two makes intervention a bit tricky. Available here and by RSS on August 21.
- And on August 28: Playing at Work
- Eight hours a day — usually more — of meetings, phone calls, reading and writing email and text messages, briefing others or being briefed, is enough to drive anyone around the bend. To re-energize, to clarify one's perspective, and to restore creative capacity, play is essential. Play at work, I mean. Available here and by RSS on August 28.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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 words in your inbox in one hour. License any article from this Web site. More info
- The Race to the South Pole: Lessons in Leadership
- On 14 December 1911, four men led by Roald Amundsen reached
the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the
race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical
drama, why this happened is interesting enough. But to organizational leaders, business analysts, project
sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore
lessons in leadership and its application to organizational efforts. A fascinating and refreshing look
at leadership from the vantage point of history. Read
more about this program. Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.