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I’ve been writing about problem solving recently since it’s a very important topic. At any given moment, we is likely to be faced with a challenge and having a process to work through it is crucial. And by “we” I mean individually, as a part of a team, or a corporation.
I imagine one in every of the large mistakes that individuals (and firms) make when problem solving is generating ideas and evaluating them at the identical time. I believe when that happens there’s a possibility probability that ideas aren’t shared for fear of rejection. This results in good ideas never being considered. If the “generating ideas” activity is separate from the “evaluating ideas” activity, then there’s a superb probability that more ideas will probably be generated and possibly even that a few ideas might be merged together.
This implies when organizations are entering an idea generation session, it’s essential to create a secure environment. Listed here are a few things to think about:
- Some individuals might find it helpful to begin in the beginning. Others might wish to reject this as being elementary. Try to seek out some common ground that can support everyone’s considering.
- De-emphasize the must be “right”. This isn’t a gathering to point out off or impress anyone. It’s about generating ideas.
- Don’t reject any idea instantly. Keep the ideas coming.
- Let people step away from the issue for some time. The refresh might spark more ideas.
Meeting leaders might find it helpful to make use of some structured activities to generate ideas. Listed here are just a few to recollect:
Brainstorming is usually the term used for any sort of casual discussion to generate ideas. But the reality is, good brainstorming sessions often have structure. Remind the team in regards to the common rules of brainstorming like all ideas will probably be recorded (and evaluated later). Criticism is not going to be tolerated. Humor is allowed. And set a closing date for idea generation.
Another choice is a variation of the nominal group technique. Every person spends some quiet time generating ideas. Then after the allotted quiet time has passed, everyone reads their list aloud and the ideas are recorded. Again, to be evaluated later. If multiple person shares the identical idea, that’s totally effective and remains to be recorded.
And in the event you’re seeking to have smaller groups work on idea generation, you may do something just like the Delphi method where teams are asked to generate possible solutions which can be outside the norm. This can be a time when solutions that is likely to be considered humorous or “off the wall” aren’t only acceptable but encouraged. I like to consider them as ideas outside of the organization’s culture. Once the allotted considering time has ended, then each team would share their idea, and people ideas are recorded.
After an idea generating session, the group can evaluate the recorded ideas starting with these 4 questions.
- Does the concept solve the issue?
- Can the organization successfully implement it (with or without assistance)?
- Will key stakeholders buy-into it?
- Can the organization modify it – if internal or external conditions change?
Separating idea generation from evaluation encourages people and teams to concentrate on all of the possible solutions without worrying about “What would people think if I suggest this?”. Or “They may laugh at me.” It’s possible that “laughable” idea is precisely what the organization needs to listen to.
Image captured by Sharlyn Lauby while exploring the streets of Boston, MA
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