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CREATIVE IDEAS THROUGH BRAINSTORMING Now there are some ideas!

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CREATIVE IDEAS THROUGH BRAINSTORMING. Now there are some ideas!. What’s Here…. What is Brainstorming? Value? Main Points Get Ready The Procedure Action Additional Information That’s all…. What is Brainstorming?. - PowerPoint PPT Presentation

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  • CREATIVE IDEAS THROUGH BRAINSTORMINGNow there are some ideas!

  • Whats Here What is Brainstorming?Value?Main PointsGet ReadyThe ProcedureActionAdditional InformationThats all

  • What is Brainstorming?Brainstorming is an interactive group process to develop, without criticism or judgment, IDEAS from all participants about a specific topic, focus, goal, problem, etc.Brainstorming is NOT a decision-making process that comes after the brainstorming is finished and participant ideas and inputs are exhausted

  • Value? Properly facilitated brainstorming willtypically result in:Creative ideas that are generated WITHOUT criticism or judgmentIncreased involvement of meeting participantsBuy-in of meeting participantsA dynamic idea-generating/problem-solving processApplication of the participants collective knowledge

  • Main PointsWhen facilitating a brainstorming session:Focus brainstorming on a specific goalRecord ALL ideas presented on easel pad and post so all participants can seeNo discussion during the brainstormingNo criticizing or evaluating others ideas all ideas are valuedBuild on the ideas of other members (piggy-backing)Set and keep to a time limitHave fun -- keep the session relaxed

  • Get Ready, Page 1 of 4Decide and schedule:Goal / focus (reason for brainstorming session)ParticipantsDateStart time and stop timesLocationSuppliesAmenities

  • Get Ready, Page 2 of 4Notify attendees with what, when, where,and why:E-mailTelephone callMemorandumPlan of the Day (POD)Letter

  • Get Ready, Page 3 of 4Gather meeting materials:Easel and chart paperMarkersRefreshmentsPads and pencils for doodlingBackground material, if applicable

  • Get Ready, Page 4 of 4Prepare meeting area:Arrange seating around a table or cluster of tables or in a horse shoe shapeEnsure everyone will have a clear view of easel and chart paperCheck environment (i.e., comfortable temperature; interruptions minimized; etc.)Post ground rules

  • Procedure, Page 1 of 6Meet and greet:Be early and ready to greet participantsThank participants for comingGive short introduction explaining purpose and procedureConduct introductions, if applicableExplain the ground rules get agreement(see note page)Turn off cell phones, beepers, etc.

  • Procedure, Page 2 of 6Start with an ice-breaker:Start the thinking process with a quick 3-minute brainstorming warm-upDemonstrate brainstorming with a subject like:Alternative uses for old computersImprovements to a regular coffee mugEtc.

  • Procedure, Page 3 of 6Begin Brainstorming:Explain focus of the brainstorming sessionStart with an idea of your own or one volunteeredWrite everything down as and when statedKeep it going -- ask for more ideasSuggest piggy-backs

  • Procedure, Page 4 of 6Close and Summarize:Stop when ideas are exhaustedRestate the ideas posted and consolidate similar ideasAsk if consolidation is accurate and acceptable and if anyone has any final input

  • Procedure, Page 5 of 6Explain next steps:Additional brainstorming sessionsResearch into various ideas recordedA prioritization and decision process on each of the ideas:R.A.W. Test ideas (Realistic, Achievable and Worth Doing)Prioritize list of ideasEdit and finalize list of ideasImplementation/action that will follow

  • Procedure, Page 6 of 6Wrap and follow-up:Ask participants if you captured all the information before taking down flip chartsThank participants for their time and effortClean and clear the area and re-set room as requiredFollow up with a Thank you note

  • Additional InformationMWR Managers desk reference, Duty 3.0, Develop and Execute ProgramsMWR/MCCS Essential Management Competencies (EMC), desk reference, Duty 2.0, Improve PerformanceThe Team Handbook, Sholtes, Joiner Associates, Madison, WI, 1988Recreation Programming, Designing Leisure Experiences, Rossman, Sagamore Publishing, Champagne, IL, 1989

  • Thats all for nowBrainstorming; Now, theres some ideas!

    Suggestions and requests to:

    Commander, Navy Installations Command (CNIC)F&FR Training Branch, N947Millington, TN 38055-6540

    Com: (901) 874-6727 DSN: [email protected]

    *Training Nuggets:

    This is one of the PowerPoint information presentations in a series of training nuggets designed for US Navy Community Support Program (F&FR) employees, supervisors and managers.

    This one is intended for new supervisors and managers and anyone involved in brainstorming sessions. This presentation outlines the basics of conducting a brainstorming session.

    The quality of team-generated ideas is dependent on numerous factors, including:

    How well the brainstorming meeting is facilitatedThe energy and focus of the participants, andThe environment in which the meeting is conducted

    Designer/Developer: Ron Scott*Let participant/s read this information. Ask if they have questions.

    This presentation covers:A working definition for brainstormingValue -- Why brainstorm?The main things to accomplish when facilitating brainstormingA procedure for conducting brainstorming from planning to wrap-upSources of additional information

    *Let participant/s read this information. Ask if they have questions.

    Other team / group processes should be used to make decisions, such as:Consensus methodsVoting / multi-votingNominal and modified Group Techniques (NGT)Prioritizing choices and decisions

    These are explained in the MWR Managers desk reference, Task 1.7, Manage Meetings, Briefings, and Presentations.

    *Let participant/s read this information. Ask if they have questions.

    Brainstorming can be used to focus on and generate ideas that include:New productsNew/different program activities, events, products or servicesWays to solve existing real or perceived problems or performanceinhibitorsCauses of problems and/or solutions to problemsImprovement processesGoals and Objectives

    *Let participant/s read this information. Ask if they have questions.

    A brainstorming session must have a central focus, goal or objective. Otherwise, participant input will ramble and is unlikely to produce sufficient input related to the goal or focus of the session.

    The idea is to capture as much input regarding the focus as possible. No matter how unrealistic a participants input, participants and the facilitator should NOT comment, evaluate, criticize, or otherwise devalue or discount. (Evaluation, prioritization, selection, planning, and implementation come later after the brainstorming is finished.)

    The only discussion that should take place is from the facilitator to ensure a participants input is correctly and completely recorded.

    Participants should not elaborate on, or justify their input. Explanation, justification, elaboration takes place after ideas are generated and the brainstorming is finished.

    Brainstorming teams of 8-10 participants are typical and seem to work better than smaller or larger groups.*Let participant/s read this information. Ask if they have questions.

    Decide why you need to conduct a brainstorming session. What needs to be accomplished? What is the main goal or focus?

    Attendees may include:Recreation committee membersProgram participantsCommand personnelOmbudsmanClub/organization membersStaff and co-workers

    Participants should represent typical groups from the ship or command. (e.g., age groups, interest groups, etc.) Diverse representation may generate a wider spectrum of input. Age, gender, race, ethnic and cultural diversity in a brainstorming group is valuable.

    Use chain of command protocol when asking people to attend.

    When and where are you going to conduct the meeting? Determine best date and times. Select a location where interruptions are kept to a minimum. (e.g., ward room, meeting/conference area, classroom, office, F&FR facility, etc.)

    What supplies will you need? What amenities will you provide?*Let participant/s read this information. Ask if they have questions.

    Follow-up initial notification with a reminder close to the date of the session.

    *Let participant/s read this information. Ask if they have questions.

    Refreshments are a good incentive to attend and can help relax participants, establish team rapport and cohesiveness, and set the stage for a relaxed, fun session.

    Conducting brainstorming session at an other-than-the-office site (if possible) may enhance results. (e.g., at beach, restaurant, by the pool, on the lawn, on a recreational boat, at the park, etc.)

    Matching the meeting environment to the session focus often yields more enthusiastic, concentrated, and effective participation.

    Enliven an otherwise plain or usual meeting site with balloons, music, travel posters, pizza, or other props related to the focus of the brainstorming session.

    If background materials are necessary, give to participants as a read-ahead or schedule time before the brainstorming session so participants can review.

    *Let participant/s read this information. Ask if they have questions.

    Check in advance of the session to ensure the meeting area is clean, orderly, comfortable, equipped, stocked, and ready.

    Seating around a table works well.

    Ensure all participants will be able to see the easel and chart paper.

    Ensure participants will be comfortable.

    Be aware of possible outside distractions that may occur.

    Post ground rules where all participants can read. (Typical ground rules are provided in the notes section of the next slide.)

    *Let participant/s read this information. Ask if they have questions.

    Unless all participants know one another (and you), introduce yourself, and ask participants to do the same. (Name, position/job, background, etc.)

    Ask participants to turn off cell phones, beepers, i-Pods/MPs, etc.

    Ground Rules:Everyone participates. Everyone should freewheel; dont hold back any ideas, even if they seemsilly at the time the more ideas the better! Get outside your box, break your paradigms, think new thoughts, and imagine abetter tomorrow! Spin-off ideas piggy-backing are encouraged! No criticisms or judgments! The purpose of this session is to gather asmany ideas as we can imagine. Be careful of your body language..., a smile or nod may be seen as a positivejudgment, while a frown or smirk may be viewed a negative opinion.No groans, grimaces, laughs, ughs, or other opinion sounds or expressions. No discussion during the brainstorming session. (That will come later.) If an idea/input is NOT recorded as the participant said/meant, he or she mustelaborate or correct until the idea is received and recorded as sent and intended. Well go until were out of creative juice or until we reach our time limit.*Let participant/s read this information. Ask if they have questions.

    Briefly describe how brainstorming works.

    Unless everyone has participated in brainstorming sessions before (ask), start with an ice-breaker demo using a simple subject.

    Set the focus, ask for ideas, and start recording

    Allow all suggestions and comments. Do not be surprised at the response. Set a 3-5 minute limit for suggestions.

    When you feel like everyone is comfortable and gets it, you are ready to move on to the primary focus, goal, or objective of the brainstorming session.

    Let participants know that doodling is okay it keeps the mind active, but note taking is unnecessary. You will provide participants copies of everything recorded on the easel paper.*Let participant/s read this information. Ask if they have questions.

    Write the primary goal or objective of the session on top of the easel page.

    Get things going with an idea of your own or record the first one provided.

    -Start writing.-Look to participants to encourage more suggestions.-Capture everything.-Suggest piggy-backing the ideas/inputs of other participants.-Use interactive questions. (e.g., Can you elaborate? What do you think?)-Call on group members who are not participating. (Its okay if they donthave ideas or inputs, but keep trying to include them.)-Redirect input from any participant who is dominating to one of the quiet /reserved participants.-Use positive, non-judgmental reinforcement. (e.g., nod, smile, facilitate with positive body language, and use words, or lingo, known to theparticipants.) -Ask participants to verify you correctly recorded what they said (meant).(But no justification or evaluation.)

    Know when to quit -- Stop when creativity and ideas seem to be ebbing, but participants arent yet looking bored or frustrated.*Let participant/s read this information. Ask if they have questions.

    *Let participant/s read this information. Ask if they have questions.

    The review will ensure that ideas, inputs, or actions are legal and appropriate. Do-ability may well depend on location, budget, etc.

    See Training Nuggets about conducting the RAW Test and Prioritizing Solutions.

    *Let participant/s read this information. Ask if they have questions.

    Send follow-up thank-you-notes and include a copy of all participant ideas / inputs.

    Thank you notes may include any conclusions you have reached regarding the specified goals.

    If applicable, send a thank you to supervisors for allowing participant attendance.*Let participant/s read this information. Ask if they have questions.

    Duty 3.0 Tasks in the MWR Managers desk reference include:Task 3.1, Prepare and Maintain Program Activity CalendarsTask 3.2, Prepare and Maintain Detailed Activity/Event PlansTask 3.3, Conduct MWR Program Activities/EventsTask 3.4, Monitor/Supervise Activities/EventsTask 3.5, Ensure Safe Program Environment

    As you can see, Duty 3.0 provides invaluable information on planning, scheduling, advertising, promoting, executing and monitoring Program activities, events, products and services.

    Of particular value to this presentation is the How To Conduct Brainstorming Sessions enclosure at the end of Task 3.2.

    Duty 2.0 Tasks in the Essential Management Competencies desk reference include:Task 2.1, Solver Performance ProblemsTask 2.2, Make Effective DecisionsTask 2.3, Test Solutions/Decisions Using the (R.A.W.) ModelTask 2.4, Prioritize Solutions/DecisionsDuty 2.0 gives a complete set of easy-to-use problem solving and decision making tools.

    *How Are We Doing?Please let us know if this meets your needs, how you use it, what you would add, delete, or change, and other training nugget subjects you would like to have.Thanks!Suggestions and requests to:

    Commander, Navy Installations CommandF&FR Training Branch, N9475720 Integrity DriveMillington, TN 38055-6540

    Com: (901) 874-6727 DSN: [email protected]