How can you use brainstorming to encourage creative problem solving during a team meeting?

Coming up with new ideas is difficult if we don't know what the actual problem or issue is. We indeed have to define the problem and then start brainstorming.

One of the most crucial aspects of effective problem-solving through brainstorming is accurately defining the problem & understanding its root cause. Often, teams tend to focus on addressing symptoms rather than tackling the underlying issues. Correctly describing the problem is tantamount to solving 50% of it. To achieve this, it's essential to assemble the right team with the appropriate skills and knowledge. The team should be capable of asking probing questions and employing analytical tools such as the 5W2H (Who, What, When, Where, Why, How, and How Much) and the Is-Is Not analysis to uncover potential or significant causes right from the outset.

It's highly probable that you already discovered how hard it is to frame problems. Luckily, there are many techniques designed to analyze problems and define root causes. For complex problems, try using an Ishikawa diagram; or if you want to discover how a problem evolves to other consequences use the Causal Factor Tree technique. Depending on the type of problem, you could also use 5 Whys, SIPOC diagrams, Failure Mode and Effect Analysis (FMEA), or even the Team Kawakita Jiro (TKJ) method, which can provide you with a systematic and creative way to brainstorm upon a problem. Good luck landing problem definitions!

Sometimes the "why" is more valuable than the "what." Once you define the problem or questions to be solved, ask why this problem exists, or why it is valuable. Often we find ourselves answering questions that are really only surface symptoms of a deeper problem, which, if solved, will be of infinite more value to our clients. Often asking, "Why is this problem so important?" leads us into unexpected realms of problem-solving. It also tends to inspire empathy with those people that will be most affected by our work, which is always a good thing, for a multitude of reason. So, next time, ask why!

you can use questions, scenarios, analogies, images, words, or random objects to trigger new associations and perspectives. You can also use techniques such as reverse brainstorming, mind mapping, SCAMPER, or six thinking hats to explore different aspects and dimensions of the problem

While setting rules is generally seen as beneficial, too many rules or overly strict rules can actually stifle creativity. Sometimes, a more free-form, less structured approach can lead to more out-of-the-box thinking and unexpected breakthroughs.

The best environment for creativity is one founded on a strong culture, which takes time, unfortunately, to build. Individuals most trust each other enough to be vulnerable, to risk mistakes, to let others see them. And this trust can't be faked. It has to be earned and repeatedly built anew with consistent leadership, respectful reactions to past ideas, and ongoing support for individual growth. Only then will you see people come out of their shells and share ideas in something such as a brainstorming session. If you find yourself in a leadership role, your first and last objective must be to listen. Such things as ego, defensiveness, etc. can pull all the energy out of a room. The strongest cultures can withstand this, but not forever.

Some common rules are: no criticism, no judgment, no filtering, no interrupting, and no dominating. These rules will encourage everyone to share their ideas freely and respectfully, and to build on each other's ideas. You can also set a time limit, a target number of ideas, or a specific format for the session.

The most important rule, which can only really by effective if it’s already part of the work culture, is respect for the different opinions and ideas other have. If the work culture isn’t such that people feel they can share their ideas without fear of judgement or retaliation then they won’t share them even in a setting meant for open idea sharing and collaboration.

?????? ???????????????? ???????? for decision making is a simple, effective parallel thinking process that helps people be more productive, mindfully involved & focused on creative problem-solving by avoiding negativity & group arguments. Each thinking role is separated into six functions & identified with a colored symbolic "Thinking Hat." By mentally wearing and switching "hats," you can easily focus or redirect thoughts, the conversation, or the meeting. 1)???????? ?????? "??????????????????'?? ??????" 2)?????????? ?????? "?????????????? ??????" 3)?????? ?????? "?????? ?????? ?????? ??????????" 4)???????????? ?????? "????????????????'?? ??????" 5)?????????? ?????? "??????????'?? ??????" 6)?????????? ?????? "???????????????? ??????"

Six Thinking Hats is one very effective Brainstorming Tool which helps Team to get the best solution for a Problem. This technique is widely used in Lean Six Sigma Projects

Constraints, counterintuitively, are the wellspring of our creativity. Some of my most fruitful 'brainstorming' sessions have started with the simplest of constraints. Whether it's a word, a specific challenge statement, or a material constraint, these limitations have a way of focusing the mind and connecting everybody to the present activity. Choose something. Anything. And make that the theme of the meeting. Now, your chosen constraint becomes the spark that fuels the continuous flow of ideas for everybody throughout the meeting.

For example, you can use questions, scenarios, analogies, images, words, or random objects to trigger new associations and perspectives.

Brainstorming can be a double-edged sword. Especially when used for creative problem solving. Environment matters. Consider HOW you are facilitating a brainstorming session. Using tools like Miro, or Figjam can be really helpful to create a sense of freedom for those involved. For example, when we do internal brainstorms, we first lay the premise, then set a timer in Figjam and let the team go nuts on stickies. This solves the problem of recency bias which happens when you brainstorm linearly, or chronologically vs. asynchronous. It also allows individuals to expand deeper on their own thoughts BEFORE hearing any feedback. Lastly, using these types of tools allows you to create artifacts to return to later, or sort, vote on, etc.

As you brainstorm, you need to capture and organize the ideas that emerge from the session. You can use tools such as sticky notes, whiteboards, flip charts, or online platforms to record the ideas and display them visually.

You can use methods such as voting, rating, ranking, or scoring to narrow down the options and reach a consensus. You can also use feedback, discussion, or testing to refine and improve the ideas and address any gaps or issues.

You need to let go of control and embrace uncertainty. Today's landscape calls for leaders who lift people up, not steal the spotlight. Leaders defined by purpose, not just position. This matters a lot in implementation - giving ownership to others.

50% of the problem is solved, if you describe the problem correctly! Use the right team and right tools like 5W2H and Is-Is not analysis to identify the potential or significant causes easily at the early stages itself. Selection of the right team can ask the right questions to get the right answers! So it is very important to understand whom you are involved in the team and what is the competence level to do the effective brainstorming to resolve the issues. Cross functional teams are very important to involve in the brainstorming to cover all the applicable aspects which can contribute to the problems.

While applying the Problem Solving methodologies I found that 5W2H is much larger than required for tier 1 companies, as it's less complicated than OEMs they mostly get their Root cause at 4W or 3W-1H. For OEMs or large assembly manufacturers or Big Project Management the 5W2H can be applied coz of multi-level product and large number of stakeholders. Actually RCA delivers the responsibility as well to team with Root Cause so no. of stakeholders and work breakdown in them is also a vital part of Problem Solving.

As facilitator of 100+ innovation projects all over the world, I love to share a CHECKLIST: 15 TIPS for THE PERFECT BRAINSTORM: 1. Define a relevant challenge 2. Create with the sponsor an assignment 3. Create momentum 4. Invite people for whom it is relevant. 5. Invite people for content as well as decision-making 6. Include outsiders 7. Invite the senior problem-owner 8. A special venue 9. An psychological safe environment 10. Never at the office 11. Spend twice as much time on the convergence - as on the divergence process. 12. Apply various idea-generating techniques 13. Keep up the pace 14. Appoint an expert facilitator 15. Make the output concrete Extra Tip: Check the FORTH innovation method for a structured approach.

Studies suggest that brainstorming as a group is not a very effective tool for introverts. Introverts need their own space to contemplate ideas outside of a group setting where they may fee uncomfortable. I believe a good brainstorming session will leave time after the meeting for introverts and independent thinkers to do their best work. Allow those people to follow up in a subsequent meeting or email their ideas. Be sure to include ways to hear ideas from all types of thinkers and personalities.