Brainstorming Cards

Lateral Thinking

Lateral Thinking Lateral thinking is both an attitude of mind and also a number of defined methods.

The attitude of mind involves the willingness to try to look at things in different ways. It involves an appreciation that any way of looking at things is only one amongst many possible ways. It involves an understanding of how the mind uses patterns and the need to escape from an established pattern in order to switch into a better one.

Concepts

Perception

Perception The main purpose of thinking is to abolish thinking. The mind works to make sense out of confusion and uncertainty.

Perception is the way we look at things. Processing is what we do with that perception. In our thinking we have accepted three fallacies. The first is that it does not matter where you start (i.e. your perception) because if your thinking is good enough you will reach the right answer.

The second is that from within the situation, through the use of further processing, you can tell where you ought to have started. The third is that the traditional perception is sufficient because it has evolved through trial and error over time.

Concepts

Patterns

Patterns Once a pattern has been formed then the mind no longer has to analyze or sort information.

All that is required is enough information to trigger the pattern.

The mind then follows along the pattern automatically in the same way as a driver follows a familiar road. So any vague movement along the road at a certain speed is instantly treated as an approaching vehicle.

Concepts

Easy Alternatives

Easy Alternatives Sometimes it is easy and fun to look for alternatives. We get a certain enjoyment out of each new alternative we can turn up. The task is to list all the different things the subject might represent. The task is fun and not particularly difficult. It is, however, difficult to get all the possibilities. Very often an alternative which seems very obvious in hindsight is extremely elusive - until someone else suggests it.

Concepts

Emotions & Values

Emotions & Values Far too many people believe that thinking is unimportant because, in the end, emotions determine our choices and actions and thinking makes little difference. This is partly true. In the end all thinking is emotional, and so it should be.

The purpose of thinking is to so arrange the world so that the application of our emotions and values will give an effective and acceptable outcome. It is true that logical argument is very unlikely to change emotions.

But changes in perception can change emotions. If you look at something in a different way then your feelings will also be different.

Concepts

C&S

consequence and sequel

C&S

consequence and sequel The C & S thinking task is an instruction deliberately to consider the consequences of an action or decision. Four time zones are suggested: immediate consequences up to 1 year; short term from 1 to 5 years; medium-term from 5 to 20 years; longterm over 20 years.

These time frames are arbitrary and can be varied. They can also be specified to suit the situation.

Tools

PMI

plus minus interest

PMI

plus minus interest In doing a PMI you deliberately direct your attention first towards the Plus points, then towards the Minus points and finally towards the Interesting points. PMI sets the mood for objectivity and scanning. Once an idea has been thought and put down under any of the headings, that idea cannot be ‘unthought’ and it will come to influence the final decision. It is this ‘will’ to look in a direction that is so important. Instead of intelligence being used to support a particular prejudice it is now used to explore the subject matter. PMI should be used when we have no doubt about the situation but have instantly decided that we like it or do not like it.

Tools

EBS

examine both sides

EBS

examine both sides In a classroom a pupil may be asked to put forward one point of view and then, at the last moment, switched to putting forward the other point of view. This is not to demonstrate debating facility but to encourage a genuine examination of both sides. Pupils would be encouraged to explore both sides in such a way that from reading the essays you would be unable to tell which point of view was really favored.

Tools

ADI

agreement, disagreement and irrelevance

ADI

agreement, disagreement The EBS mapping exercise leads almost directly into the ADI, which stands for Agreement, Disagreement and Irrelevance. The two maps are compared (from the examination of both sides) and the areas of agreement are noted. Next, the areas of disagreement are noted; finally, the areas of irrelevance. It often turns out that this neutral exploration shows that the areas of disagreement maybe quite small but appear very much larger in the argument situation because neither side dare concede a point for fear that this will be used against the arguer.

Tools

OPV

other people’s views

OPV

other people’s views In using the tool the thinker tries to put himself in the other person’s shoes in order to look at the world from that position.

There are two parts to the exercise. The first part involves the identification of the other people who are really part of the situation. The next part involves getting into the ‘shoes’ of all these other people.

Tools

Rolestorming

Rolestorming Have you ever been in a brainstorming session and had a good idea that was a little “out there”? If so, you might have kept the idea to yourself, because you felt embarrassed about sharing it with your group. After all, if the idea was too far-fetched or different, it might damage your reputation, right? However, you may have felt more comfortable sharing your ideas if they were “someone else’s.”

Storming

Round-Robin

Round-Robin The purpose of this activity is to help your team generate as many answers to the question as possible. Unlike other versions of brainstorming that you may have experienced, this one involves taking turns and having teammates contribute one answer at a time.

Storming

Starbursting

Starbursting When a colleague suggests a new product or idea, and you’re trying to understand it and how it works, a typical response is to bombard the other person with questions.

Asking questions is a valuable way of understanding the new idea, and of challenging it to ensure that all of the relevant aspects of it have been considered before any work begins on implementing it. To get the most out of this approach, it’s important that the questions are asked in a systematic and comprehensive way. Starbursting is a form of brainstorming that focuses on generating questions rather than answers.

Storming

Reverse

Reverse Reverse brainstorming is a good technique to try when it is difficult to identify solutions to the problem directly.

Clearly identify the problem or challenge, and write it down. Reverse the problem or challenge by asking, “How could I possibly cause the problem?” or “How could I possibly achieve the opposite effect?”

Storming

Stepladder

Stepladder This technique is a useful method for encouraging individual participation in group decision making. Before getting together as a group, present the task or problem to all members.

Give everyone sufficient time to think about what needs to be done and to form their own opinions. Form a core group of two members. Have them discuss the problem. Add a third group member to the core group. The third member presents ideas to the first two members BEFORE hearing the ideas that have already been discussed. After all three members have laid out their solutions and ideas, they discuss their options together. Reach a final decision only after all members have been brought in and presented their ideas.

Storming

The Dice

The Dice List the alternatives and just roll the die! The burden of the decision is placed on ‘someone else’. In this case it is a dice — in other cases it may be the stars, a fortune teller, fate, etc. The underlying point is a simple one.

Decisions

The Easy Way

The Easy Way Clearly some alternatives are much easier to choose and to act upon than others. What is the easiest alternative to choose?

This may, of course, vary from one personality to another so the choice is subjective. Once this choice of the easy way out has been made, then the effort is made to build up and justify this decision. This is a conscious, positive effort.

Decisions

Buriden’s Ass

Buriden’s Ass This mythical ass was placed at exactly the mid-point between two exactly equal bundles of hay. The ass starved to death because at no instant could it decide which bundle of hay to approach. The balance was so exactly equal that the ass was immobilized. The answer must be that the difficulty lies in bringing ourselves to give up an attractive alternative. The decision maker does his/her very best to ‘knock’ or make unattractive each alternative in turn.

Decisions

What If?

What If? Different ‘what if...?’ type changes are made in the circumstances to see at what point an alternative suddenly stops being attractive. When you hit on a ‘what if’ that makes the choice unattractive then you have isolated the real reason behind making that particular choice.

Decisions

The Ideal Solution

The Ideal Solution In this method the alternatives are listed — and then ignored.

Instead an ‘ideal solution’ is fashioned for the situation.

The general ‘shape’ of this ideal solution is considered. It should not be detailed but the characteristics should be noted.

The list of alternatives is now uncovered and examined to see which of them approaches the nearest to the ‘ideal solution’. In other words, the alternatives are no longer examined in their own right but for their nearness to the ‘ideal’.

Decisions