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上個月的The New Yorker雜誌上Jonah Lehrer發表了一篇文章叫GROUPTHINK:The brainstorming myth.引發了一些爭議。有人認同,也有很多人站出來替brainstorming平反。其實brainstorming有沒有用,一直以來就是很有爭議的話題,creaffective的blog中也討論多次,如這裡這裡。我們不能說我們一定是對的,但是根據我們的經驗,brainstorming是有效果的,但是取決於你怎麼用。之前的blog中討論到所謂的基本原則Ground Rules就是一個很重要的前提。

因為Jonah Lehrer的這篇文章,我找出BussinessNews2010九月的一篇舊文章Business Brainstorming: Part Art, Part Science和大家分享,試圖讓大家看看看商業人從Business的角度是怎麼看brainstorming到底有沒有效果這議題。

文中根據一些研究指出,腦力激盪被證明是有用的,但是要用對方法。(這點和creaffective的論點一致。)腦力激盪在真實的商業環境中是有效的,但若team leader帶著先入為主的想法參與,只會造成短路(”秀逗”)的效果。

某研究指出21個締造一場成功的腦力激盪的重要原則。大致分為3各類別:1. 參與者與溝通 2. 腦力激盪的架構和時間掌控 3. 善用團隊的力量。

其中幾個原則包含:邀請議題相關專家參與,廣納所有參與者的意見,腦力激盪前先對該議題的背景資訊有一定的瞭解,多場腦力激盪,還有就是如果您是領導人,你的語氣也是造成腦力激盪成功與否的關鍵之一。如果你有些先入為主的想法無法克服,也請不要在腦力激盪會議中到處宣傳,保留給你自己即可。

當至少10 到 11個原則被運用了,一場成功有效益的腦力激盪也有掬手可得了。

Joe Brazel, associate professor of accounting at North Carolina State指出:不論商場中的什麼領域遇到怎樣複雜的問題,一場高品質的激盪會議可以成功解決你的問題或是提升能力,而高品質的激盪會議是靈巧運用至少10-11個腦力激盪原則的產物。而能巧運用那些技巧,你必須了解腦力激盪的運用基本原則和所謂的動態平衡。(收斂和發散)

腦力激盪不是單純邀請大家聚在一起聊聊天就可以有效果,你要先了解如何腦力激盪。

遵守原則比任何一種所謂的腦力激盪的技巧或是方法都來得重要。研究指出,不同的腦力激盪的技巧或是方法獲得效果其實大同小異,原則得遵守才是成敗與效果得關鍵。

The New Yorker Magazine published a piece by Jonah Lehrer on brainstorming (see January 30 issue, p. 22). In the article “GROUPTHINK:The brainstorming myth”, Brainstorming was soundly bashed. The debate of “brainstorming works or not?” has existed for a while. I know some people who have had bad experiences with brainstorming and didn’t believe in its power at all. However, according to the numerous problem solving brainstorming sessions I have participated in, and facilitated, I have seen many original ideas that were implemented successfully.

Here is my take: if you use it right, brainstorming still works. But you still might want to hear some other peoples’ perspectives. I will share more related articles in the future. Today I am going to share one published in Business (2010 September), called Business Brainstorming: Part Art, Part Science. Any comments and discussions are welcomed.

find me on google plusDwoWen Chang

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