Brainstorming for Decision Makers
A vital piece of the decision-making process is the quest for alternatives. Missing that step may result in a much longer learning curve and a significant increase in the cost of your firm’s growth. Mistakes cost money in both operating expenses and opportunity cost. If your competitor measures all of it’s alternatives effectively, they will gain precious ground as you flounder with the status quo.
Many people make the mistake of assuming brainstorming sessions will result in a final decision. Brainstorming is specifically used for generating a list of all possible alternatives to contribute to the decision-making process. It is important to remember to keep detailed records of all brainstorming sessions to be used for future reference and to analyze the effectiveness of the process.
Ideally, a group of three to eight relevant team members from various disciplines and levels of management should be assembled. When in session, the field is level and each member’s opinion is equal. The facilitator is typically a project manager or someone with some level of ownership of the decision that is to be made. Each team member should be provided an overview of the situation with instructions to bring a single idea or a list of ideas prior to the meeting. A time limit of no more than 30 minutes should be established.
At the beginning of the meeting, the facilitator should provide a clear definition of the problem. A large white sheet of paper or a flip chart should be used to record all of the ideas. You will want to use paper rather than a white board to ensure a permanent record of the session. An alternative is have one member of the team record the ideas on a computer for easy distribution. The facilitator announces a set of simple rules, as well. No idea will be rejected or judged during the session. All members’ opinions should be presented via a democratic system.
Encourage enthusiasm and creativity in the group. Build on the ideas of others. Take each idea in as many directions as it will go. Be sure to remain focused on the problem. Revisit the definition as often as necessary. In the final five minutes of the meeting, narrow the list down to five or six of the most valid ideas.
The entire process should be reviewed by the facilitator within 24-hours of the session to ensure clarity. Initial research should be conducted at the earliest opportunity. The same group can be used to analyze the results of the research and recommend the top alternatives.
All decisions do not require brainstorming sessions. A financial or competitive gauge can be established to know when the decision demands a brainstorming session. Brainstorming as a group is a very effective way of measuring all aspects of a problem and building a sense of ownership and increasing participation within the organization. The benefits far outweigh the costs of the exercise. As a matter of fact, many decisions of major firms have been made on a flip chart in a conference room with an unlikely group of cohorts.
