Are Brainstorms Broken? Rethinking Creativity and Collaboration
I think it's really, really important if you are going to go down this road that you've got a strong facilitator, you have the agenda, you know what you're trying to get out of the end of it. I think those things are all really important.
Laura Smith:Welcome to Prose + Comms: Engagement, Unplugged. I'm Laura Smith.
Brian Rowley:And I'm Brian Rowley.
Laura Smith:So, Brian, when we need a new idea or a solution to a problem, one of the first things we tend to do is schedule a brainstorm. We get a few people together, throw ideas around, and see what sticks. But a lot of the brainstorms end the same way. The same people talking, a handful of predictable ideas, and not necessarily anything better than what someone could have come up with on their own. So today, we're going to talk about whether the traditional Brainstorm is actually helping us be more creative or whether there are better ways to get teams thinking differently.
Laura Smith:Let's dive in.
Brian Rowley:Let's do it. Let's do it. So let's think let's just step back for a second. So let's think about the last time we actually needed an idea to solve something at work. I don't know.
Brian Rowley:I would say, I mean, we I think we did sort of the the brand campaign, That we just recently were trying to solve for, right? Like how do we get better positioning and how do we get awareness out in the market? I mean, we did pull a team together, right? Like, I mean, let's think through that. What was the process that we followed there?
Laura Smith:Well, was more of like, I mean, a little bit, we did kind of, I would say collaboratebrainstorm with a creative team at certain points in the process, right? Because it was like, we were getting close and we were kind of thinking, you know, the three of us on our side and kind of offering up things, but we really let them solve it. I would say like, I think a really good example of brainstorming would have been in our last two quarterly meetings that we've had with our marketing team.
Brian Rowley:Okay.
Laura Smith:You missed one, which by the way, the team voted the best off-site they've had. And we did it this one before that, and like it was true Brainstorm.
Brian Rowley:I'm sorry, let me just guess, is it because you let it? Is that the
Laura Smith:reason Maybe why I was with
Brian Rowley:we should bring the team on next time. Maybe we should just have a team podcast, bring them on and let's talk about that.
Laura Smith:So many layers. Anyways,
Laura Smith:Yeah, continue. One of them was come, you know, here's like the instructions of like, here's a topic, here's some thought starters, with ideas. And I thought that was productive. It was like whiteboarding and all that. The last time it was more like in the moment brainstorming.
Laura Smith:And again, we're physically together, which makes some of that sometimes easier in the sense of like whiteboarding and sticky noting and all that stuff. So I feel like they were effective for different reasons. Like the one for prep, I think people really wanted to make sure they were prepared, so they came with original thoughts versus opening up the can of worms and like, Okay, who has an idea? And expecting people to talk. Or you know you're going get the same people talking.
Laura Smith:So I think those were two moments at the top of mind where I'm like, They worked. It did work. But it was only the marketing department. So it wasn't other folks, which can either bring more complexity to the problem that you're trying to solve or just varying, you know, thoughts, ideas.
Brian Rowley:Yeah. I think I would say, you know, when we look at this, some of it is, you know, is the concept of brainstorming broken? And and I don't know that it's necessarily broken. I think it's a matter of just looking at it a different way. I mean, brainstorming can be a lot of different things.
Brian Rowley:I mean, I think in person does work well, depending upon the audience that you have. But there's, I mean, we've do remote brainstorming all the time. We pull the team together. What do we, you know, like when you look at, we've got a couple of shows that are coming up and we've pulled just recently this week, you know, members who would be responsible for like communicating, like, what's the message that we're going to do at this show and all that stuff. And so what are the things that we want to be able to present at that show?
Brian Rowley:Like, we've done all of that. We did that remotely. Like we didn't have to be in person. So I don't know, in my opinion, that the concept is necessarily broken. I think people have to expand the way in which brainstorming can be done.
Brian Rowley:And I think like there is an in person version of it. There's a remote person version of it. I think we brainstorm through collaboration, through teams as an example, where, you know, like we're all working on a deck, throwing ideas in, giving options like that. Those are all brainstorming different ways of approaching it, just different.
Laura Smith:Yeah, I think, but like when someone would have put a meeting on your calendar that said Brainstorm, what's your reaction when that happened? I guess, yeah, I think it's kind
Brian Rowley:of like, oh God, that's like a kiss of death. Like, I mean, seriously, like, it's one of those things where you're just like, Brainstorm, what? Like, let's have a conversation. If you want to have a conversation, have a conversation. I mean, again, we can call it whatever you want to call it.
Brian Rowley:But at the end of the day, like, if you're like, Oh, let's get together and brainstorm, I'm like, can't think of anything worse.
Laura Smith:Well, think though, and again, I come from a world that was more creatively on the agency side where brainstorms happened all the time. And I think there were valuable moments and there were non valuable. It really depends on who people, who's coming to the moment, who is ready to talk, who doesn't want to talk. I mean, that's the thing. It's like people, when they feel like it's a brainstorm, they're like, Oh, I have to come with ideas, I have to have the best ideas, or I don't be like, don't want say anything stupid in front of people.
Laura Smith:But really the intent of it is to
Brian Rowley:Or the people that feel like they need to talk when they don't have really anything to say and they just become a distraction.
Laura Smith:Right. Right. So I think that's where it's, it has this negative connotation that And I don't know, Joey, you're more in the creative world still. So do you
Brian Rowley:I know. I was going say, Let's ask Joey this question.
Laura Smith:Do you enjoy Brainstorms? I feel like you don't, from what I know of Joey.
Producer Joey:I I don't like them.
Laura Smith:No. But what's the reasoning
Brian Rowley:Why Joey?
Producer Joey:Yeah. Know. I should expound. I think I don't like them because I don't subscribe to the idea that there's no such thing as a bad idea. Sometimes I'm just I agree.
Producer Joey:What the f are you thinking? Like, why did you say that? I know that's a me thing. This is just I have a bad I'm not good with Brainstorms. You're not
Brian Rowley:alone on that, buddy. Right? We got your back on that. I 100% agree.
Producer Joey:Yeah. I think Brainstorms require, like, a certain, like, mental skill set, like, for them to be productive, and I don't think everyone kinda has that. So when I see one pop up on my count pop up on my calendar, I kind of like cringe a little bit, like, oh gosh, okay, here we go.
Laura Smith:Yep. Because I think it has that. And I think the whole thing about the bad idea, I agree with you because there are some bad ideas, but I will say that sometimes A
Brian Rowley:lot bad ideas.
Laura Smith:But I those bad ideas spark a better idea.
Brian Rowley:That's true. You go in a different
Laura Smith:path and it's like, Oh, that's really not good. But maybe if we look at it this way, I think having different perspectives is super important because we, again, going back to the marketing one, we all definitely have different perspectives among the team, but we're all kind of going out from the same angle because of what our roles are and what we're trying to accomplish. And we know what success can look like for our team. But if you do bring in other brains, people are creative, some people are super scientific. It's the art that's sci So when you do bring these different brains together, I think it can spark some things.
Laura Smith:I just feel like they were so and I don't know if this happens still because I'm not in creative agency world, but where they happened all the time. And then, like, you know, the creatives would be like they expect creative to come up with all the ideas, and the marketers actually might have more of the research and the strategic view of it. So but it it always did felt like it was becoming like a creative versus account or whatever marketing groups because but I you know, you can't just expect the creative team to solve every problem. I think that's the other thing too is, like, what are you going in with as the agenda?
Brian Rowley:I think it's a matter of whoever's facilitating the Brainstorm session, I think is really key to it. Because if you just sit people in a room and you'll be like, okay, let's be creative. It's like, come on, like, what are you talking about? Whereas if you are guided in certain areas, and then that that group or small group is responsible for, you know, adding on to something that's already been determined as a problem that we're trying to solve or something along those lines, then I think it can be effective. But I mean, that's, again, that's a collaborative thing, right?
Brian Rowley:So I think as you look at it, I think it just depends on like the structure behind it. I think it's really, really important if you are going to go down this road that you've got a strong facilitator, you have the agenda, you know what you're trying to get out of the end of it. I think those things are all really important to be able to be successful in it.
Laura Smith:Yeah, I think that a facilitator is important because you're always gonna have that person that wants to talk and someone has to reign that person in, right? Because they can't be the only voice. And don't forget, there are people who are much more introverted who have a hard time becoming active in a conversation like that in a big group. So there's gotta be a solution for them. Yes, figure it out.
Laura Smith:But also maybe there's multiple formats within a Brainstorm. Like, you know, there's, like, talking about ideas, then there's people who write ideas and, you know, post them up on the wall or a board. Then people don't have to feel like they have to, like, say it, but they can, like, write it and contribute to the the conversation. So I think facilitation of that to make sure people, every personality type is can can engage and not feel intimidation from those bigger personalities.
Brian Rowley:Yeah. And I mean, I think you also have to understand the culture of your organization because there's also situations where you start to pull senior leaders in and you've got a brainstorming session, and then the whole audience just becomes dead silent. Like they may be people who have said more than you want them to say on a regular basis, but that senior leader sits down and it's like, boom, there's nothing else there. So I think culturally, you have to understand your culture and say, okay, are the people who are we're bringing into this discussion, are they going to add value? And are they not going to be intimidated by whoever's in the room?
Brian Rowley:And and be accepting of like, again, to your point, there are people that are going to be quieter that still need to get their point across, because it's very valid, you're going to have those that are constantly taking control of the situation, which you need to reel them in a little bit. And then you need people to be comfortable with, you know, an executive leader that may be in there who's actually just probably there to learn, you know, and figure out like what else is coming of it. So I think all those things are really important.
Laura Smith:I think the other thing we have to consider, because again, we're all different, but some people need to process information for a longer period of time than just spitballing and feeling like they like, you know? So I think about, I think it's important that there is that prep, right? So someone could think on their own and then they can come in and offer up ideas, but like just throwing the problem at them in the moment, that's not how their brains work. So they would need more time to process. I think, because again, this goes back to like all these different people are just different.
Laura Smith:So to expect everyone to handle the same activity, this activity the same is unfair. So I think that there needs to be an evolution of it where it's like, you know, have to have this prep work, this homework done, Right? And then when you bring your ideas in, some of those ideas you might never say because you see where their conversation's going, and then maybe they're not relevant anymore, or you turn your pre thought out ideas into something else based on in the moment activities. But I think things like that can really help service all personality types and preferences, how they work, right?
Brian Rowley:Yeah. I mean, I don't know about you. I haven't heard a lot of cases where AI is actually playing a role brainstorming. Have you have you heard much of that? I haven't really heard.
Laura Smith:I mean, other than people like typing clot or chattypt right in the meeting.
Brian Rowley:But that's not brainstorming though. That's like that that's I mean, brainstorming in my opinion is you're using your brain to sort of contribute, right? Like not using a model to be able to add topics.
Laura Smith:Brian, everyone's using a model to supplement their brain. That's what's happening now every day.
Brian Rowley:I get it. But I mean, I think the whole purpose, like, I mean, if if I were coming into and, you know, and I guess maybe this is a good conversation for us to think about, okay, so you could redesign brainstorming from the very beginning. What would it look like? Like, I wouldn't let people bring their devices in. I'd want your brain.
Brian Rowley:I want what your thoughts are.
Laura Smith:Yeah. I think that devices is a good thing in this if you're physically in the room. I mean, we're remote, we have to have devices, hence our Yeah. Yeah. If you're in the room, I think just from pure distraction standpoint, like if you really want people to spend an hour or forty five minutes just like focus on this one topic, then yeah, no devices.
Laura Smith:I think some of this facilitation and some of these things we're talking about, like adhering to like multiple personality types and styles, like making sure that there's some prep work or written stuff versus just speaking stuff. I remember during COVID, there was some platform we used, I forget the name of it, It's probably no longer it's probably advanced, something even more AI. But it was like we did this all, like, digitally, and we had, like, everyone can add sticky notes to certain sections. I think was it called Myriad or, something? Because of name.
Laura Smith:I think I used it here too for a little while. But it became a very, like, virtual way of that brainstorming and people can go in at any time. And think about actually think about Will, his model from Ideal Circle. It's kind of that. Like, said that he posts the brief and then people just add ideas and then people can go in at any time a time it works
Brian Rowley:for what I was thinking about when I was thinking remote because his whole model is remote.
Laura Smith:Yes. Yes. So right. But they're not sitting in a call doing chatting about it. They're, like, just going in this tool and, like, posting things and people building on ideas and people scratching off ideas.
Laura Smith:So I think that works because it's not making someone sit in a room with the same people and talk over each other and try to be outsmart the other person. It's kind of like, I'm going throw my ideas out there and let's see where they kind of fall. And there's no Yeah. So that, I guess that model
Brian Rowley:works. Yeah. I mean, I think, again, I think changing the concept of what brainstorming is, and there are different approaches, right? That we're actually starting to see today. I mean, when we were going through this and getting ready, like we discovered a couple of them.
Brian Rowley:I mean, so one that stood out for me was that reverse brainstorming, right? So instead of asking like the question of how do we solve this problem? You would ask perhaps, how could we make this problem worse? And I mean, I think that's an interesting way to go about solving for the same thing, but getting people's minds to trigger in a different way. Like, okay, yeah, this may be bad, but what could we do that could actually make it worse?
Brian Rowley:Because those are things you want to avoid doing. Right? I think that's an interesting
Laura Smith:Yeah. Think you're right. It's about turning it turning the negatives into how you then make that a positive on the other side. I mean, I feel like I feel like that's could be complicated for some people's brains to do that, but I think getting through the, right, like how much worse could it be? You could think of many examples of where you, as a person, has experienced horrible interactions with the brain, and those are always easier to talk about versus the great ones, because we're innately going to complain.
Laura Smith:Yeah, I think one of the other ones that I liked was the six thinking hats. So this means you assign different thinking hats to participants. So each one represents a different perspective. So you have like someone representing facts, someone with emotions, someone leading with creativity, someone leading with critical thinking. So this encourages diverse thinking and helps people examine ideas from various angles.
Laura Smith:So I think like that to me is like, okay. Mean, I I guess if I'm a fact person, I probably want the you know? But it's like I'm bringing something different than everyone else in the room, so no one's competing over the better idea. You're competing you're you're offering up a different angle. And, ideally, I think then you're getting to a a great cohesive idea It's what I you know, that's why it just I felt like, oh, I would like someone to give me a hat I have to wear that maybe made me make me feel uncomfortable because it's not my, you know, my my space or my, like, normal kind of go to.
Laura Smith:And so you're challenging. You're being challenged. And I like that.
Brian Rowley:Yeah. I like that a lot, actually. And along those same lines, the whole role storming one where you actually generate ideas from a different point of view. So maybe it's the customer or you're looking at it from a salesperson or a competitor or a CEO or executive team member, right? Or quite honestly, other stakeholder, but just putting yourselves in a different position than the position that you're currently in.
Brian Rowley:I also thought that was sort of an interesting approach to taking this topic on.
Laura Smith:Yeah. I think that is good because I think it's you're thinking about it. And again, it goes back to you're thinking about it in the way that maybe makes you uncomfortable because I don't know what that person, you know, would be in that mindset. But if I were a salesperson, what would I be most concerned with?
Brian Rowley:I mean, so I guess at the end of the day, I mean, I think we're in agreement that brainstorming is not necessarily broken. Would you agree with that?
Laura Smith:Right. I agree.
Brian Rowley:But it does, it is something that we probably should look at, in a different light. So taking into account like the concept of first of all, as Joey said, don't call it brainstorming, because that's just torture to begin with, right? Like or if you do, like just put some parameters around what you're actually going to be doing, making sure that you've got a strong facilitator. And then looking at potentially other ways to accomplish. You don't have to sit in a room around a table waiting for someone to throw something out there.
Brian Rowley:There's definite ways for people to look at it. And as we called out, there's many different approaches that are out there. There's things like mind mapping, there's random word associations, but for us, those three, the reverse brainstorming, six thinking hats, and roll storming, were all really positive ways to look at it, perhaps a different way than we might be thinking about it today.
Laura Smith:Yes, I agree. I don't think it's not dead. It just needs to evolve, I think, and making sure you're tending to people's all people's styles and and personalities and such to really get the most value out of what you're trying to accomplish.
Brian Rowley:Agreed.
Laura Smith:Okay. So everyone, thanks for listening. And most importantly, if you like what you heard today, be sure to follow us.
