To get a good and long list of ideas, unusual ideas are welcomed.

• They may open new ways of thinking and provide better solutions than regular ideas.
• They can be generated by looking from another perspective or setting aside assumptions.

Participants who have an idea but no possibility to present it are encouraged to write down their idea and present it later.

• The idea collector should number the ideas, so that the chairperson can use the number to encourage quantitative idea generation, for example: We have 44 ideas now, let’s get it to 50!.
• The idea collector should repeat the idea in the words he or she has written it, to confirm that it expresses the meaning intended by the originator.
• When more participants are having ideas, the one with the most associated idea should have priority. This to encourage elaboration on previous ideas.
• During the brainstorming session the attendance of managers and superiors is strongly discouraged, as it may inhibit and reduce the effect of the four basic rules, especially the generation of unusual ideas.

yep, it’s that easy

METANOTES is an effort to improve collaboration and increase the quantity of ideas on topics of interest to our users. METANOTES is designed so that all attendees participate and no ideas are rejected.

There are several roles in brainstorming on METANOTES:

Brainstorm Starters

Ultimately accountable for the brainstorm and its actionable end results. They bring the voice of the final need into the brainstorm – they are the ones initiating the brainstorm.

Brainstorm Experts

These are the writers, artists and thinkers who bring emotion to the brainstorm – and the brainstorm closer to being a complete picture of the situation.

Insight Catalysts

These players understand what drives behavior and translate that into effective and inspiring strategy. They ensure strategic integrity throughout the entire process.

Action Faction

Ultimately accountable for getting the various action items supporting the decision actually done.

Oblique Strategists

They bring ideas from out of left field into the brainstorm. They bring new options out in situations that seem stuck.

Create a metanotes space and email a link to your team.

• On the first note is a description of the problem.
• The first other user to visit the space creates notes for his or her ideas and then ensures that the next person on the distribution list visits promptly.
• The second person can add notes for either new ideas or add to the ideas of the previous person.
• This continues until the brainstorming topic is exhausted.
• A follow-up “read out” meeting is then held to discuss the ideas logged in the space.
• This allows individual thought whenever the person has time to think deeply about the problem.

During the brainstorm session the creativity may decrease. At this moment, the chairman should stimulate creativity by suggesting a lead question to answer, such as:

• Can we combine these ideas?
• How about a look from another perspective?
• It is advised to prepare a list of such leads before the session begins.

One of the most important things to do before a session is to define the problem.

• The problem must be clear, not too big, and captured in a definite question such as “What service for mobile phones is not available now, but needed?“.
• If the problem is too big, the chairperson should divide it into smaller components, each with its own question.
  • Some problems are multi-dimensional and non-quantified, for example “What are the aspects involved in being a successful entrepreneur?”.
  • Finding solutions for this kind of problem can be done with morphological analysis (problem-solving).

The chairman leads the brainstorming session and ensures that the basic rules are followed. The activities of a typical session are:

• A warm-up session, to expose novice participants to the criticism-free environment.
  • A simple problem is brainstormed, for example What should be the next corporate Christmas present? or What can be improved in Microsoft Windows?.
• The chairman presents the problem and gives a further explanation if needed.
• The chairman asks the brainstorming panel for their ideas.
• If no ideas are coming out, the chairman suggests a lead to encourage creativity.
• Every participant presents his or her idea, and the idea collector records them.
• If more than one participant has ideas, the chairman lets the most associated idea be presented first.
  • This selection can be done by looking at the body language of the participants, or just by asking for the most associated idea.
• The participants try to elaborate on the idea, to improve the quality.
• When time is up, the chairman organizes the ideas based on the topic goal and encourages discussion. Additional ideas may be generated.
• Ideas are categorized.
• The whole list is reviewed to ensure that everyone understands the ideas. Duplicate ideas and obviously infeasible solutions are removed.
• The chairman thanks all participants and gives each a token of appreciation.

Good ideas can be combined to form a single very good idea, as suggested by the slogan “1+1=3”.

• This approach is assumed to lead to better and more complete ideas than merely generating new ideas alone.
• It is believed to stimulate the building of ideas by a process of association.

The chairman composes the brainstorming panel, consisting of the participants and an idea collector. Ten or fewer group members are generally more productive than larger groups. Many variations are possible but the following composition is suggested. Several core members of the project who have proved themselves. Several guests from outside the project, with affinity to the problem. One idea collector who records the suggested ideas.

The background memo is the invitation and informational letter for the participants, containing the session name, problem, time, date, and place. The problem is described in the form of a question, and some example ideas are given. The ideas are solutions to the problem, and used when the session slows down or goes off-track. The memo is sent to the participants at least two days in advance, so that they can think about the problem beforehand.

There are four basic rules in brainstorming.

These are intended to reduce the social inhibitions that occur in groups and therefore stimulate the generation of new ideas. The expected result is a dynamic synergy that will dramatically increase the creativity of the group.

Focus on quantity

No criticism

Unusual ideas are welcome

Combine and improve ideas

It is often emphasized that in group brainstorming, criticism should be put ‘on hold’.

• Instead of immediately stating what might be wrong with an idea,
  • the participants focus on extending or adding to it,
  • reserving criticism for a later ‘critical stage’ of the process.
• By suspending judgment, one creates a supportive atmosphere where participants feel free to generate unusual ideas.

The decision is at the center of the brainstorm. The decision is what motivates the list of actions that will emerge from the brainstorm, so the decision is the ultimate end point of the brainstorm. However, the decision is composed of several action items too; it’s a good idea to add “action items” to the brainstorm output strategy.

* This rule is a means of enhancing divergent production, aiming to facilitate problem solving through the maxim, quantity breeds quality.

• The assumption is that the greater the number of ideas generated, the greater the chance of producing a radical and effective solution.