Planned brainstorms sound contradictory, but it's the only way to get results.

Brainstorming has become the default way to come up with a solution, as if it’s the only way for employees are to think up innovative ideas. I agree that brainstorms can be a powerful way to unlock a group's initiative, but they’re now so prevalent, and often so badly planned that they produce little of real, sustainable value. 

They have just become an act of faith, which totally devalues the proven ability of individuals to create great ideas if they are left alone to think for a while without the incessant distraction of Blackberries et al. Just look at Newton. Or Einstein. Or James Dyson. What invention has brainstorming given the world? Fanta – possibly. 

The attraction of brainstorming is that it gives the illusion of proactivity, but often at the expense of depth or efficacy. Done right, where ideas are not just generated but also interrogated and explored, where the moderator challenges, pushes and drives the group, then it can help provide practical solutions to issues which have a chance of being implemented. Brainstorming has lost its rigour. We're going through the motions without engaging our brains. How many brainstorms have you attended in the last year which produced a genuinely, heart-stoppingly original idea?

Edison famously said genius is 1% inspiration, 99% perspiration. It seems today's brainstormers have gone the other way, somehow hoping to produce maximum inspiration from minimal effort. 

Effective Brainstorming

While it is easy to decry lazy brainstorming, well-prepared sessions still remain a fast and effective way of originating and developing ideas in a team environment. The key is to use brainstorming effectively so staff aren’t just wasting time. In the first instance, it’s essential that those taking part are given some notice and that there’s an expectation on each individual to contribute: don’t make the mistake of forcing people to think on the spot and spout out the first thing that comes into their head. Instead they should be given time to think things through before they come to the table. 

Someone should chair the meeting to make sure that keeping schtum is not an option and that discussion is constructive. When individuals tend to contribute little, managers shouldn’t be afraid to apply a little pressure. The office is, after all, a place of work. 

Used in the correct way, brainstorming serves two purposes: firstly, it immediately allows ideas that are no good to be discounted, and so long as everybody is putting in their penny's worth it makes sure that a wide a range of ideas and suggestions is considered. Secondly, it allows ideas that have potential but are not fully formed to evolve in a communal environment, giving everyone a chance to help shape them. It enables them to be questioned, challenged, stress-tested and strengthened. 

That said, few monuments are ever erected to committees and the power of the individual should never be forgotten: people working alone tend to take more responsibility for their performance and invest more effort in their work. Studies have also shown that lone thinkers often come up with more and better ideas than those working in a group environment. Giving people the support and encouragement to think freely should therefore be strongly encouraged. 

Lazy brainstorming may be unhelpful, as long as you plan it properly, it can work a treat. Establish clear rules of engagement and give those expected to participate plenty of preparation time, and it can be an effective tool. 

Equally, brainstorming shouldn’t be the first thing you look to when it comes to finding solutions to problems. If it’s over-used or poorly directed, brainstorming can quickly become brain dead.