home › taxes › Brain attack. When and how is brainstorming used? Brainstorming method in management

Brain attack. When and how is brainstorming used? Brainstorming method in management

Brainstorming is a method that is incredibly popular today. With it, you can find alternative ways to solve complex problems. In addition, it allows the individual to reveal his inner potential. This method is most often used in large teams at meetings when you need to come to a specific decision.

Brainstorming is a method that implies that all participants in the process will show pronounced activity. The situation, when employees of one enterprise express their individual opinion in turn, allows everyone not to stand aside and be heard. In the conditions of modern reality, when the boss often does not have the opportunity to devote time to each employee, this method is just a godsend.

History and description

The method of brainstorming (brainstorming) first appeared in 1930, and it was described much later - in 1953. The author of this concept is the American researcher Alex Osborne. At one time, this scientist defended free speech and recommended his method mainly for the correct planning of any entrepreneurial activity. Brainstorming is still used by leading businessmen to organize and conduct business. Its usefulness is noted: labor productivity is growing, profits are increasing, new ideas appear as if by themselves.

The essence of the brainstorming method is as follows: managers and employees gather in the meeting room. The general task to be solved during the meeting is voiced. Each of the participants has the opportunity to openly express their point of view, challenge the partner's concept, discuss the results, and make additional assumptions. From the outside, it seems that colleagues deliberately oppose different concepts to each other in order to reach a new understanding of the essence of things.

direct brain attack

This is the most common option that allows you to quickly solve an urgent problem. Direct brainstorming implies that during the process the most significant and topical issues concerning the implementation of certain projects, the development of activities, etc. Not many modern leaders realize that it is possible to hold ordinary meetings, planning meetings and various gatherings using a creative approach. One has only to add a little variety to the boring course of professional everyday life, as employees begin to generate stunning ideas themselves. The leader can only wonder where all this potential has been hiding so far. The use of this method allows you to improve relationships in an established team, overcome various psychological barriers and barriers.

Reverse brainstorming

It is used in the case when a certain concept turned out to be unprofitable for some reason, reached a dead end, and it is urgently required to develop a new one. This implies that the participants in the process will actively challenge each other's thoughts. Disputes and polemics are allowed here. Reverse brainstorming is useful when there are unresolvable contradictions in the enterprise that require radical intervention.

Employees can express whatever they really think, their freedom is not limited by anything. It is hardly possible to find something as effective and efficient as the method of reverse brainstorming. The description of the problem, the concentrated attention to the details of several people at once will allow you to approach the solution of the issue in time and from the best side.

individual brainstorming

It can be applied in the case when a person urgently needs to reach a specific result, but for some reason a professional crisis has befallen him. Brainstorming is a method that a creative person can use in moments of temporary loss of productivity. Its uniqueness lies in the fact that it effectively acts even on one person who is alone with his own thoughts. You can have internal dialogues with yourself and come up with bold, unexpected solutions. The result of such actions will soon pleasantly surprise you. All that is required is to allow yourself to think in a limited time frame (say, a few minutes), with a specific, well-defined task in front of you. Unfortunately, many people from childhood get used to thinking in common stereotypes. Brainstorming methods allow you to overcome the stereotyped perception of the world and reach a higher level of worldview.

Carrying out technology

This concept includes three main periods. They must be carried out consistently and with great care.

1.Formulation of ideas. At this stage, the goal is formulated, the necessary information is collected. Participants in the process should be aware of what kind of information they are offered for consideration. All voiced ideas, as a rule, are fixed on paper so as not to miss anything important.

2. Formation of a working group. Participants are divided into idea generators and experts. The first are people with a developed creative orientation, fantasy. They offer non-standard ways as a solution to the problem. Experts discover the value of each idea put forward, agree with it or not, motivating their choice.

3. Analysis and selection of proposals. Criticism and active discussion of proposals are appropriate here. First, the generators of ideas speak out, after that the floor is given to the experts. Proposals are selected based on inference and creativity. Any non-standard approach is welcome and therefore considered with particular interest.

The leader must control the process, observe the progress of the discussion of the problem. In case of occurrence controversial issues he necessarily brings clarity, clarifies the details, directs the further development of thought.

Additional terms

Despite the emerging desire of young and promising leaders to immediately start using this psychological tool, a competent approach is required here. You can not use it too often, otherwise it will lose the element of novelty and will be perceived by employees as something ordinary and everyday. One of the main conditions for conducting is the surprise of use. Participants should not specially prepare for the meeting, think over the moves used.

The leader needs to know the general direction of the conversation, but he will not be able to determine in which direction the discussion will go in any case. Topic brainstorming techniques are great because they allow you to openly express your point of view. At the same time, people may not be attached to the consequences of what was said.

Brainstorming method: reviews

Participants of this concept note that with its use any meetings are more interesting and productive. The method is reminiscent of the simultaneous inclusion of several "light bulbs" that light up in the heads of different people at once. Brainstorming allows you to take into account not only the judgments of specialized specialists, but also related industries. In other words, it covers many spectrums, helps to consider the same situation from different angles. In addition, after the introduction of the method, relations in the team become more open and trusting.

Involvement in the process

Usually at meetings and planning meetings there is a “one-man theater”. One boss is speaking, and subordinates are forced to listen to long monotonous lectures and agree with him. This is incredibly tiring and unnerving for the latter. The personality of employees is suppressed, it turns out to be squeezed into the narrow framework of official duties. Sometimes employees, for one reason or another, prefer not to voice the ideas that arise in their heads, do not strive for self-expression.

As a result, the motivation to work “with a twinkle” is lost, putting the soul into the process. The brainstorming method allows you to remove psychological clamps and barriers, makes it possible to manifest the individuality of employees. Being psychologically involved in the process, a person increases his productivity.

Creativity

Agree, this concept cannot be called everyday and often used. Most of all, it is resorted to when the issue requires some kind of ambiguous solution. The method has received wide distribution in creative teams, where there is a need to move away from everyday life and immerse yourself in a solution. As a rule, a positive result does not take long to wait.

There are a large number of such concepts that imply different meanings. This is where brainstorming comes in handy.

Grade 11

The technology for introducing the concept of Alex Osborne can be used to organize classes for graduates. At the senior level, students are often offered tasks that contribute to the awakening of non-standard ideas. This is a very useful acquisition, since it takes into account individual characteristics personality, develop existing abilities, strengthen the necessary skills. The more freedom will be provided for the implementation of the thoughts that arise in the head, the more courageous the undertakings of young researchers can become. The method provides that students themselves will strive to achieve the goal. Feedback from the participants is purely positive, as teenagers appreciate the attentive attitude towards them.

Instead of a conclusion

Brainstorming is a method that has gained popularity relatively recently. More and more leaders choose to use a non-standard approach in solving everyday moments.

A fairly common method of peer review is "brainstorming" or "brainstorming". The basis of the method is the development of a solution based on the joint service of the problem by experts. As experts, as a rule, not only specialists in this problem are accepted, but also people who are specialists in other fields of knowledge. The discussion is based on a pre-designed scenario.

The brainstorming method appeared in the United States of America in the late 30s, and finally took shape and became known to a wide range of specialists with the release of A. Osborne's book "Guided Imagination" in 1953, in which the principles and procedures of creative thinking were revealed.

Brainstorming methods can be classified according to the presence or absence of feedback between the leader and the participants of the "brainstorming" in the process of solving some problem situation.

The current situation required the development of a method of "brainstorming" - destructive related evaluation (DRE), capable of qualitatively and quickly assessing options, without limiting their number.
The essence of this method lies in the actualization of the creative potential of specialists during the "brainstorming" of a problem situation, which first implements the generation of ideas and the subsequent destruction (destruction, criticism) of these ideas with the formation of counter-ideas.

Structurally, the method is quite simple. It is a two-stage procedure for solving a problem: at the first stage, ideas are put forward, and at the second they are concretized and developed.

Osborne faced an everyday situation that most citizens do not perceive as a problem. Many acute tasks facing enterprises are not solved for a long time, despite the obviously high intellectual potential of the employees of enterprises. Is it only the lack of resources and material incentives that is to blame here? Let us ask ourselves after A. Osborne the same question: why is the creative potential of the country's citizens so little used to solve the problems it faces? After all Creative skills all people have. The answer was found by Osborn in a detailed examination of the procedure for including a "newcomer" in the solution of the problem. As a rule, problems are formulated by specialists in a professional language, using special terms, based on knowledge of deep effects. To thoroughly understand such a problem in order to join in its discussion is not easy. And to top it off, ideas are expressed by non-professionals without regard to restrictions, often in an ‘Incorrect, non-strict form. All this leads to a negative reaction of professionals, a wave of criticism directed at the form of the statement. Judgments about incompetence very quickly develop into conclusions about the impossibility of using this person for creative work.

So, in order for the idea to be accepted by specialists, it must be put forward in a “correct way” – this is a widely held opinion.

The most important element of the method proposed by Osborne is the removal of this limitation. “Why not divide each problem in such a way that one part of experienced experts take care of finding facts about legal judgment, while creative consultants would focus only on putting forward one idea after another,” writes A. Osborne.

This division of the idea search process into constructive stages and the selection of people to carry out each stage is the basis of the proposed method. A. Osborne points to the emergence of a new approach to problem solving, an approach that he called "imagery". "You let your fantasy fly, and then you 'image' it to the ground." The development of this idea led to the emergence of a rather complex sequence of actions. The most important premise on which Osborn relied was the idea that each person has two most important aspects of the brain: creative mind and analytical thinking. Their alternation, according to Osborne, is the basis of all processes of creative work.

1. Think through all aspects of the problem. The most important of these are often so complex that it takes the imagination to bring them to light.

2. Select sub-problems to attack. Refer to the list of possible aspects of the problem, carefully analyze them, select a few goals.

3. Think about what data might be useful. We have formulated the problem, now we need quite specific information. But first, let's put ourselves at the mercy of creativity to come up with all kinds of data that can help the most.

4. Select the most preferred sources of information. Having answered the question about the types of information needed, let's move on to deciding which of the sources should be studied first.

5. Come up with all sorts of ideas - "keys" to the problem. This part of the thinking process certainly requires freedom of the imagination, unaccompanied or interrupted by critical thinking.

6. Select ideas that are most likely to lead to a solution. This process is associated mainly with logical thinking. The emphasis here is on comparative analysis.

7. Come up with all sorts of ways to test. Here again we need creative thinking. It is often possible to discover completely new ways of checking.

8. Select the most thorough verification methods. When deciding how best to check, we will be strict and consistent. We will select those methods that seem the most convincing.

9. Imagine all possible applications. Even if our final solution is confirmed experimentally, we should have an idea of what might happen as a result of its use in various fields. For example, every military strategy is ultimately shaped by the idea of what the enemy can do.

10. Give a final answer.

Here one can clearly see the alternation of creative, synthesizing stages and analytical, rational ones. This alternation of expansions and narrowings of the search field is inherent in all developed search methods. A shorter sequence of actions, also described in the book Practical Imagination, has become widely known and is the essence of the brainstorming method. The method includes two main steps:

— Stage of nomination (generation) of ideas.

— Stage of analysis of the put forward ideas.

Work within these stages must be carried out subject to a number of basic rules. At the generation stage, there are three of them:

3. Encouragement of all put forward ideas, including unrealistic and fantastic.

At the analysis stage, the main rule is:

4. Revealing the rational basis in each analyzed idea.

The method proposed by A. Osborne was called ("brainstorming").

Methods of this type are also known as brainstorming, idea conferences, collective idea generation (CIG). Usually, when conducting brainstorming, or OIG sessions, they try to follow certain rules, the essence of which is to ensure that the OIG participants have as much freedom as possible to think and express new ideas; for this, it is recommended that any ideas be welcomed, even if they seem doubtful or absurd at first (ideas are discussed and evaluated later), criticism is not allowed, an idea is not declared false, and discussion of any idea does not stop. Need to express as much as possible more ideas(preferably non-trivial), try to create, as it were, a chain reaction of ideas.

Working with the DOO method involves the implementation of the following six stages.

The first stage is the formation of a group of brainstorming participants (in terms of size and composition). The optimal size of a group of participants is found empirically: groups of 10–15 people are recognized as the most productive. The composition of the group of participants involves their targeted selection:

1) from persons of approximately the same rank, if the participants know each other;

2) from persons of different ranks, if the participants are not familiar with each other (in this case, each of the participants should be leveled by assigning him a number and then addressing the participant by number).

The second stage is the compilation of a problem note by a brainstorming participant. It is compiled by the problem situation analysis group and includes a description of the DOO method and a description of the problem situation.

The third stage is idea generation. Brainstorming sessions are recommended to be no less than 20 minutes and no more than 1 hour, depending on the activity of the participants. It is advisable to record the expressed ideas on a tape recorder so as not to “miss” a single idea and be able to systematize them for the next stage.

The fourth stage is the systematization of ideas expressed at the generation stage. The systematization of ideas by the problem situation analysis group is carried out in the following sequence: a nomenclature list of all the ideas expressed is compiled; each of the ideas is formulated in commonly used terms; duplicate and complementary ideas are identified; duplicating and (or) complementary ideas are combined and formed into one complex idea; signs are distinguished by which ideas can be combined; ideas are combined into groups according to the selected features; a list of ideas is compiled by groups (in each group, ideas are written in the order of their generality from more general to particular, supplementing or developing more general ideas).

The fifth stage is the destruction (destruction) of systematized ideas (a specialized procedure for evaluating ideas for practical feasibility in the process of brainstorming, when each of them is subjected to comprehensive criticism from the brainstorming participants).

The basic rule of the destruction stage is to consider each of the systematized ideas only from the point of view of obstacles to its implementation, i.e., the participants in the attack put forward conclusions that reject the systematized idea. Especially valuable is the fact that in the process of destruction a counteridea can be generated that formulates the existing restrictions and puts forward an assumption about the possibility of removing these restrictions.

The sixth stage is the assessment of criticisms and the compilation of a list of practically applicable ideas.

The method of collective generation of ideas has been tested in practice and allows finding a group solution when determining possible options for the development of the forecasting object, excluding the path of compromises, when a consensus cannot be considered the result of an impartial analysis of the problem.

Depending on the rules adopted and the rigidity of their implementation, there are direct brainstorming, the method of exchange of opinions, methods such as commissions, courts (when one group makes as many proposals as possible, and the second tries to criticize them as much as possible), etc. Recently, sometimes brainstorming is carried out in the form of a business game.

In practice, the similarity of the OIG sessions are various kinds of meetings - constructors, meetings of scientists and scientific councils, specially created temporary commissions.

In real conditions, it is quite difficult to ensure strict compliance with the required rules, to create an “atmosphere of brainstorming”, the influence of the official structure of the organization interferes with the designers and councils: it is difficult to gather specialists for interdepartmental commissions. Therefore, it is desirable to use methods of attracting competent specialists that do not require their mandatory presence in a specific place and at a specific time and verbal expression of their opinions.

2. DELPHI METHOD. ESSENCE AND FEATURES OF APPLICATION.

One of the most popular expert methods is the Delphi method.

Among the varieties of expert methods is the Delphi method. In 1970 - 1980. Separate methods have been created that allow, to a certain extent, to organize the statistical processing of the opinions of expert experts and achieve a more or less agreed opinion. The Delphi method is one of the most common methods of expert assessment of the future, i.e. expert forecasting. This method was developed by the American research corporation RAND and serves to determine and evaluate the likelihood of certain events.

The Delphi method, or the Delphi Oracle method, was originally proposed by O. Helmer and his colleagues as an iterative brainstorming procedure that would help reduce the impact psychological factors when repeating meetings and increasing the objectivity of the results. However, almost simultaneously, "Delphi" procedures became a means of increasing the objectivity of expert surveys using quantitative assessments in the evaluation of the "goal tree" and in the development of "scenarios".

The specificity of this method lies in the fact that the generalization of the results of the study is carried out by an individual written survey of experts in several rounds according to a specially developed research procedure.

The reliability of the Delphi method is considered high when forecasting for a period of 1 to 3 years, as well as for a more distant period of time. Depending on the purpose of the forecast, from 10 to 150 experts can be involved in obtaining expert estimates.

The Delphi method is based on the following principle: in inexact sciences, expert opinions and subjective judgments must necessarily replace the exact laws of causality reflected by the natural sciences.

The expert survey procedure according to the Delphi method is built in several stages.

Stage 1. Formation of the working group

The task of the working group is to organize the expert survey procedure.

Stage 2. formation of an expert group

In accordance with the Delphi method, the expert group should include 10-15 experts in the field. The competence of experts is determined by questioning, analysis of the level of abstracting (the number of references to the work of this specialist), the use of self-assessment sheets.

Stage 3. Formulation of questions

The wording of the questions should be clear and unambiguously interpreted, assuming unambiguous answers.

Stage 4. examination

The Delphi method involves repeating several steps of the survey. According to the results of the first survey, extreme, so-called "heretical" opinions are singled out, and the authors of these opinions substantiate their point of view, followed by a discussion. This allows, on the one hand, all experts to take into account the arguments of the supporters of extreme points of view, on the other hand, it gives the latter an opportunity to rethink their point of view and either further substantiate it, or reject it. After the discussion, the survey is conducted again in order to provide an opportunity for the experts to take into account the results of the discussion. And so it is repeated 4 - 5 times until the points of view of the experts converge.

Stage 5. Summing up the results of the survey

According to the Delphi method, the median is taken as the final opinion of experts, that is, the average value in an ordered series of opinions. If a series ordered by the magnitude of responses (for example, responses to a question about the price of an innovative product) includes n values: P1, P2, ..., Pn, then the opinion M, defined as follows, is taken as the final assessment based on the survey results:

M \u003d Pk, if n \u003d 2k-1

M \u003d (Pk + Pk + 1) / 2, if n \u003d 2k,

where k = 1, 2, 3,…

The Delphi method allows you to generalize the opinions of individual experts into an agreed group opinion. It has all the shortcomings of forecasts built on the basis of expert assessments. However, the work carried out by the RAND Corporation to improve this system has significantly increased the flexibility, speed and accuracy of forecasting. The Delphi method is characterized by three features that distinguish it from the usual methods of group interaction of experts. These features include:

a) anonymity of experts;

b) using the results of the previous round of the survey;

c) statistical characteristic of the group response.

Anonymity lies in the fact that during the procedure of expert evaluation of the predicted phenomenon, the object, the participants of the expert group are unknown to each other. At the same time, the interaction of group members when filling out questionnaires is completely eliminated. As a result of this statement, the author of the answer can change his mind without publicly announcing it.

The statistical characteristic of the group response involves processing the results obtained using following methods measurements: ranking, pairwise comparison, sequential comparison and direct evaluation.

In the development of the Delphi method, cross-correction is applied. The future event is presented as a huge set of connected and passing into each other paths of development. With the introduction of cross-correlation, the value of each event due to the introduced certain relationships will change either positively or negatively, thereby adjusting the probabilities of the events under consideration. For the purpose of the future correspondence of the model to real conditions, elements of randomness can be introduced into the model.

The main means of increasing the objectivity of the results when applying the Delphi method are the use of feedback, familiarizing experts with the results of the previous round of the survey and taking these results into account when assessing the significance of expert opinions.

In specific techniques that implement the Delphi procedure, this tool is used to varying degrees. So, in a simplified form, a sequence of iterative brainstorming cycles is organized. In a more complex version, a program of sequential individual surveys is developed using questionnaires that exclude contacts between experts, but provide for their acquaintance with each other's opinions between rounds. Questionnaires from tour to tour can be updated. To reduce factors such as suggestion or accommodation to the opinion of the majority, sometimes it is required that experts substantiate their point of view, but this does not always lead to the desired result, but, on the contrary, may increase the effect of adjustment. In the most advanced methods, experts are assigned weight coefficients of the significance of their opinions, calculated on the basis of previous surveys, refined from round to round, and taken into account when obtaining generalized assessment results.

Due to the complexity of processing the results and significant time costs, the originally envisaged Delphi methods are not always possible to implement in practice. Recently, the Delphi procedure in one form or another usually accompanies any other methods of system modeling - morphological, network, etc. In particular, a very promising idea for the development of methods of expert assessments, proposed at the time by V.M. Glushkov, is to combine a purposeful multi-stage survey with a "scan" of the problem in time, which becomes quite feasible in the conditions of the algorithmization of such a (quite complex) procedure and the use of computer technology.

To increase the effectiveness of surveys and activate experts, the Delphi procedure is sometimes combined with elements of a business game: the expert is invited to conduct self-assessment, putting himself in the place of a designer who is actually assigned to carry out a project, or in the place of an employee of the management apparatus, the head of the appropriate level of the organizational management system, etc. .d.

The disadvantage of this method is that the problem of correlating scientific and technological shifts is very complex, since in real life the magnitude of the correlation is very difficult to measure, the correlations are fuzzy and vary widely depending on the achievements under consideration.

BIBLIOGRAPHY

Agapova T. Modern economic theory: methodological base and models // Russian Economic Journal. - 1995. - No. 10.

Beshelev S.D., Gurvich F.G. Expert assessments in making planned decisions. M.: Economics, 1976.

Golubkov E.P. Marketing research: theory, methodology and practice. Moscow: Finpress, 1998.

Glass J., Stanley J.. Statistical methods in forecasting. Moscow: Progress, 1976.

Studies in General Systems Theory: A Collection of Translations. Tot. ed. and intro. article by V.N. Sadovsky and E.G. Yudin. M., 1969. S. 106-125.

Evlanov L.G., Kutuzov V.A. Expert assessments in management. M.: Economics, 1978.

Eliseeva I.I., Yuzbashev M.M. General Theory of Statistics / Ed. I.I. Eliseeva. M.: Finance and statistics, 2004.

This method was first proposed in 1941 by the American A.F. Osborne. The method consists in the procedure of group creative thinking, more precisely, it is a means of obtaining a large number of ideas from a group of people on a given problem in a short period of time. The efficiency of the method is very high. Six people can come up with 150 ideas in half an hour. A design team working with conventional methods cannot even imagine that the problem they are considering has such a variety of aspects.

There are quite a few brainstorming schemes, but in the general mass there are no strong differences in the structure of the process.

1. Preparation: choosing a problem and working through it through individual reactive techniques. For example:

a) a problem

b) questions for elaboration;

c) choosing the main way to solve the problem;

d) testing all paths appearing in the field of consciousness. The purpose of this stage is to assess the essence of the problem and determine the main path in the direction of group work.

2. Formation of a creative group:

a) the number of participants varies from 7 to 12 people;

b) social status group members should be approximately equal. The main selection principle is the diversity of professions, qualifications, experience (such a principle will help expand the fund of a priori information that the group has);

c) the presence in the group of several knowledgeable people (who would give scope to the imagination of the participants);

d) the discussion of the problem should take place in a comfortable and relaxed atmosphere;

e) the process is managed by the head or the chairman, and the secretaries-observers present - fix the statements and behavior of the speakers;

f) the time of the procedure is either agreed in advance, or the process is carried out until a noticeable weakening of the intensity of the expression of ideas and an increased repetition of points of view already expressed;

g) any ideas that have arisen both individually and by association when listening to other proposals are welcome, including those that only partially improve other people's ideas.

3. Brainstorming procedure:

a) introduction (about 15 minutes) - the host talks about the essence of the method, explains the rules for the participants.

b) generation of ideas - the expression of ideas in a free form. If new ideas are delayed, the facilitator asks the participants to think about the problem, look at the board, or stop the brainstorming session;

c) questions - if necessary, it is allowed to ask the participants to clarify the point of view and eliminate gross ambiguities in the statements.

4. Conclusion - evaluation of ideas and development of alternative solutions (can be carried out with the participants of the "brainstorming").

Basic Rule "brainstorming" is the rejection of criticism and evaluation of ideas during the third phase, where the generation of ideas takes place directly, which makes it possible to obtain the largest number of ideas, and therefore increases the likelihood of solving the original problem. It is believed that the very possibility of criticism inhibits the imagination, so it is strictly prohibited during brainstorming.

When voicing an idea, the group listens and writes down on their cards new thoughts and considerations about the decision they heard.

Collected cards are sorted and analyzed most often by another group of experts.

The total output of such a group, where one's idea can lead another to something else, is often greater than the total number of ideas put forward by the same number of participants, but working alone.

There are many great examples of successful brainstorming. An example of one of them, illustrating the benefits of the prohibition of criticism.

During the war, the problem arose of countering enemy mines and torpedoes at sea. To solve this problem, the brainstorming method was used. One of the participants proposed at first glance the following frivolous solution: "Let, as soon as a mine or a torpedo is found, the whole team will stand on board and blow on it." Upon further analysis, the rational grain of this idea was laid in the solution of the problem. With the help of powerful pumps, they created streams of water and repelled mines.

Brainstorming” in reverse (“folded brainstorming”)

This method is much like brainstorming, but it requires the participants to provide critiques of the proposed ideas.

The main difficulty of the method is maintaining the correct attitude of the participants to each other during the discussion.

synectic method

This method was first proposed by W. J. Gordon in 1960. The inventor himself defined synectics as: “the connection together of various and at first glance, insignificant elements.”

The essence of this method lies in the collective study of background information, decomposition of the problem into its constituent elements and the search for a solution based on natural analogies. Moreover, the composition of the group (usually 5¸7 people) is carefully selected, as well as its experienced leader. The group is created to solve creative problems for a long time.

In contrast to brainstorming, the goal here is not the number of alternatives, but the generation of a small number of alternatives (even a single alternative) that solve a given problem. The effectiveness of synectics has been demonstrated in solving specific technical problems such as “to design an improved can opener”, “to develop a hermetic fastener for an astronaut suit”, there is a known case of a synectic solution to a more general economic problem: “to develop a new type of product with an annual sales potential of 300 million .dollars There are attempts to use synectics in solving social problems type: "how to distribute public funds in the field of urban planning. The most famous example of the use of synectics is the invention of the so-called vertebral antenna. The challenge was to develop a 20m antenna that could straighten and fold very quickly and be carried by one person. During the session, the participants remembered the dinosaur's spine, which was long and elastic, which allowed the animal to rise high. When returning to the original problem, it was proposed to construct an antenna from plastic parts through which a cable is passed. Depending on whether pressure is applied to the part, the antenna expands or remains folded.

When creating a group, members are selected on the basis of flexibility of thinking, practical experience (preference is given to people who have changed professions and specialties), psychological compatibility, sociability, and mobility. Having developed some collaborative skills, the group conducts a systematic directed discussion of any analogies to the problem to be solved that spontaneously arise in the course of conversations, using various types of similarity: direct, for example, copies of works of art; indirect (similar, for example, the reduced size of the pilot plant, allowing you to recalculate the parameters of the process); clock - analogue of time; experimental animals for doctors - analogues of the human body; autopilot - an analogue of a pilot; and conditional (money is the model of value; identity card is the official model of the owner).

The emancipation of the imagination, intense creative work create an atmosphere of spiritual uplift. There are psychological difficulties that arise in beginners, depletion of the nervous system as a result of intensive work. The success of the work of synectic groups is facilitated by the observance of the following rules:

2) everyone has the right to stop work, without any explanation, at the slightest sign of fatigue;

3) the role of the leader periodically passes to other members of the group.

In the United States, a special firm, Synectics, Incorporated, has been established to provide consulting and training in the field of synectics.

When preparing a person to work in a synectics group, special and lengthy training is required: during the year, 25% of one's working time must be spent on study.

A team of trained, full-time synectors is able to find acceptable solutions to about four minor and two major problems over the course of a year.

Gordon Method

This is another collective method invented by W. J. Gordon. It assumes that the members of the working group do not know in advance what kind of problem will be discussed, so they are not constrained by templates. The facilitator in the most general terms sets out some concept related to the problem under consideration. Participants present their ideas for overclocking”, and then, under the guidance of the facilitator, the original concept is refined. After that, the same problem is revealed, for the sake of which the discussion was started. As a result, already “warmed up” participants begin to make very specific proposals and think about how to implement them.

Targeted Discussion Method

For the first time, the method of targeted discussions began to be used in the early 50s of the XX century. Its essence is to hold a meeting directed by the facilitator in order to involve all participants in an open and interested discussion and not allow the meeting to turn into a series of passive answers to questions. Focused discussions are also a great way to assess the viability of new ideas. The difference between this method and the brainstorming method and the Gordon method is that the participants first prepare their point of view on the problem being solved.

1.6 Bottleneck Inventory Method

This is one of the options for targeted discussion. The participants in the targeted discussion are pre-compiled with a list of “bottlenecks” on any issue (for example: managing technological process, improving product quality or expanding distribution channels).

The method often turns out to be very effective, since it is easier to analyze already known “bottlenecks” than to look for them. The most difficult moment is to compile as complete a list of “bottlenecks” as possible. If such a list is made, consider that you have gone more than half way.

Method of control questions.

The essence of the method is that the generation of solutions is, as it were, guided by a list of control (leading) questions, which are compiled by different participants or experts. The participants in the discussion answer these questions in writing (very briefly), on one sheet and pass them around to each other. Thus, everyone gets acquainted with the options for solving others and gives considerations on this matter.

1.8 Integral method “Meter”

This method was proposed in 1972 by Boulvin. This method combines individual techniques of brainstorming, synectics, morphological tables and the analog method of Meter. It is used to make decisions under conditions of risk and significant uncertainty. In general, the block diagram of the “Metra” method consists of the following steps:

The first stage is the formulation of the problem and its analysis. Statement of the problem, generation of initial ideas for solutions;

The second stage is the "choice". It branches into three simultaneous procedures:

a) “fragmentation” of the problem with the help of analogies and associations;

b) combinatorial construction of morphological tables;

c) correlation of goals and means to meet them;

· the third stage is the analysis of the first results, the formulation of a “new” problem and the search for its solution by “brainstorming”. Various solution methods are compared with the initial criteria of the problem, and the initial and obtained results are compared. A decision is made to continue or stop work, a return to the original problem is made. The resulting solution is reanalyzed and compared with the original problem, after which one of the solution options is approved.

1.9 Method “635”

This method is a kind of brainstorming. Six participants receive a written statement of the problem, each must offer at least three solutions. Then, for five minutes, the participants pass their ideas to a neighbor, in a circle. The ideas of all members of the group are introduced to the ideas, and the original sentences are varied five times, thanks to the presentation of their approaches to the points of view of the group members.

Delphi Method

It consists in developing an “averaged” solution based on the results of several stages - a survey of a number of experts in solving this problem. Moreover, after each of the stages, individual participants are given considerations on the points of view of other experts. The process of step-by-step questioning continues until the change in the points of view of experts stops or until they come to a relative agreement.

Salami Method.

The essence of this method is the preliminary "crushing" of the original problem into separate components and the distribution of the details of the problem to solve the individual components of the problem. A creative group is being formed to develop a final (generalized) solution for the entire original problem. This tactic is described by almost everyone who writes about negotiations, conflicts and how to resolve them. Perhaps it's all about the memorable taste and smell.

Raw smoked sausage is best eaten when it's thinly sliced, and trying to bite into a large piece can cause your teeth to get stuck - if not broken. That is, from each requirement, which is difficult to see through at one time, you can cut off thin Pieces and by such actions bring the matter to a beneficial result for yourself.

polemikos - militant hostile One of the most well-known and widely used methods for finding ideas through the creative collaboration of a group of specialists is the brainstorming method. One of the most well-known and widely used methods for finding ideas through the creative collaboration of a group of specialists is the brainstorming method. Its essence lies in the fact that when making a collective decision, two main tasks are solved: generating new ideas regarding possible options for the development of the analysis and evaluation process ...

Share work on social networks

If this work does not suit you, there is a list of similar works at the bottom of the page. You can also use the search button

Page 3

Introduction…………………………………………………………………………...3

1. The history of the origin of brainstorming………………………………………..5

2. The concept and essence of the “brainstorming” method……………………………….8

3. Brainstorming method and its modifications………………………………….10

4. Advantages and disadvantages of the brainstorming method……………………….20

5. Features of the application of the method of "brainstorming" in a food enterprise………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………..22

Conclusion………………………………………………………………………….27

References………………………………………………………………28

Introduction

The exchange of views on controversial issues has a long tradition in the history of mankind (recall ancient Greece, India). Literary monuments related to the discussion of controversial issues have survived to this day (for example, Protagoras' "The Art of Arguing", the works of the sophists) and served as the fundamental basis of dialectics - the science of conducting a conversation, arguing, developing a theory. The very word discussion (from lat. discussio - research) contains an indication that this is a method of scientific knowledge, and not just disputes (for comparison: polemic, from the Greek polemikos - militant, hostile)

1. The history of the origin of brainstorming

When developing corporate knowledge management systems, the bottleneck is not the program aspect, as many people think, but the task of extracting, formulating, structuring and presenting information, i.e. data and knowledge. Group methods actively help in extracting the necessary information and knowledge.

The main advantage of group methods is the possibility of simultaneous "absorption" of knowledge from several enterprise specialists or experts, whose interaction introduces an element of fundamental novelty into this process: individual or personal knowledge, different views and positions significantly enrich the general field of knowledge. However, it should be noted that these methods are much more time-consuming and expensive than individual ones, due to the complexity of their organization.

Active group methods are usually used as a kind of spicy condiment at the stage of knowledge extraction, they cannot in themselves serve as a source of more or less complete knowledge. They are used as an addition to traditional individual methods (observations, interviews, etc.), in order to activate the thinking and behavior of enterprise specialists.

One of the most well-known and widely used methods for finding ideas through the creative collaboration of a group of specialists is the brainstorming method. Being a single brain, the group tries to storm the difficulty that prevents solving the problem under consideration.

"Brainstorming", or "brainstorming" - one of the most common methods of liberation and activation of thinking.

This is the most ancient method, it appeared back in the 16th-17th centuries - during the heyday of bold sea voyages. At this time, in maritime practice, a procedure was developed in case a ship suffers an accident or distress. In such extreme situations, the captain of the ship (or the surviving senior in position) holds a short ship council with the rest of the crew, at which everyone should express their proposals for eliminating the difficulties and dangers that have arisen. At the same time, a strict order of speakers was observed. First, the cabin boys and junior sailors spoke, then the senior sailors, etc. up to the captain. This procedure stimulated the thinking of older and more experienced people who came up with more sensible and acceptable ideas.

Modern methods brainstorming (brainstorming) originated and were developed in the United States. Their founder is considered to be the naval officer A. Osborne, who during the Second World War was the captain of a small transport ship. Once, a ship under his command was carrying cargo to Europe and found itself without reliable protection and cover. At this time, a radio message was received about the imminent attack of German submarines. A. Osborne gathered everyone on deck, reported on the impending attack and asked everyone to think and express their thoughts on what needs to be done to prevent the death of the ship, which had no effective means protection. One of the sailors said that the whole team needed to stand along the side, to which the torpedo would approach, blow together on the torpedo and "blow it to the side."

This time meeting with submarines was not fatal. However, the ridiculous absurd idea expressed by the sailor turned out to be fruitful. When the ship returned to its base, A. Osborne, according to the sketches developed on the way, made a fan that creates a powerful directed flow of water, and with this fan, in one of the flights, he really “blew off” the torpedo from the side.

After the war, A. Osborne began a detailed study of the method. His book "Applied Imagination" formed the basis of lecture courses in many higher educational institutions, in research institutes and industrial companies in the USA.

2. The concept and essence of the "brainstorming" method

“The brainstorming method involves obtaining a solution as a product of the collective creativity of specialists during a meeting held on certain rules, and subsequent detailed analysis of its results. Its essence lies in the fact that when making a collective decision, two main tasks are solved:

generation of new ideas regarding possible options for the development of the process

analysis and evaluation of the ideas put forward

In the conditions of brainstorming, a discussion is a means to remove the so-called barriers, which helps to release creative energy and, by including people in interactive communication, to involve them in an active search for solutions to the problem.

Brainstorming is, in fact, the most free form of discussion. The main function of this technology is to ensure the process of generating ideas, without their critical analysis and discussion by the participants.

The success of brainstorming depends on the observance of two main principles. One of them lies in the field of the theory of synergetics.

It is as follows: when discussing together, ideas come up more High Quality than at individual work the same people. This is due to the fact that the idea, which in itself can be rejected due to insufficient validity or impracticality, is being finalized by joint efforts, thought out by others and thereby improved, becoming more and more constructive and suitable for implementation.

The second principle is that if the meeting participants are in a state of generating people, then the process of creative thinking, which is dominant at that moment, cannot be hampered by a premature subjective evaluation of these ideas. This is the fundamental difference between brainstorming and any other technology.

3. Brainstorming method and its modifications

Brainstorming has many varieties, most of which can be used in business meetings to solve professional problems. These include: reverse, shadow and combined brainstorming, brainwriting, individual brainstorming, blackboard brainstorming, solo brainstorming, visual brainstorming, brainstorming in Japanese. Consider the characteristics of these technologies.

1. Reverse brainstorming

It is preferable to use it when creating a new improved sample, a new service or developing a new idea, when two creative tasks are solved:

Identification of the maximum number of shortcomings in existing products, services, ideas;

The maximum elimination of these shortcomings in a newly developed product or service.

“The goal of the reverse brainstorming method is to compile the most complete list of the shortcomings of the object or idea under consideration, which are subject to unlimited criticism.”

As a result of reverse brainstorming, the most complete list of shortcomings, defects and potential problems of the object under consideration is compiled, shortcomings and operating difficulties are predicted for 10-20 years in advance, so that the resulting list of shortcomings ensures the longest competitiveness of objects.

2. Shadow brainstorming

Not every person can engage in creative activities in the presence and with the active intervention of outsiders. In this regard, when brainstorming at a business meeting, it is advisable for some idea generators to provide conditions for simultaneous presence and absence. It is possible to resolve these contradictions with the help of shadow brainstorming.

The session is led by two subgroups of idea generators. One of them - the actual generators - call ideas aloud, subject to the conditions of criticism. The other subgroup, the shadow one, monitors the progress of the generators, but does not take a direct part in the discussion. Each participant writes down their ideas that arise under the influence of the discussion conducted by the active subgroup.

The list of ideas put forward by the generators and the lists of solutions proposed by all participants in the shadow subgroup are transferred after the end of the session to a group of experts whose task is not only to evaluate ideas, but also to develop them, combine them, i.e. the creative process in this group enters a new phase.

3. Combined brainstorming

The above methods of forward (or shadow) and reverse brainstorming can be used together in various combinations.

Double direct brain attack is that after a direct brain attack, a break is made for 2-3 days, after which it is repeated again. During a break, the specialists participating in the business meeting turn on a powerful apparatus for solving creative problems - the human subconscious, synthesizing unexpected fundamental ideas.

Reverse - direct brainstorming is usually used to predict the development of brainstorming. First, with the help of reverse brainstorming, all the shortcomings and weak, poorly developed or insufficiently substantiated aspects of the existing object, ideas are identified and the main ones are singled out among them. Then, a reverse brainstorming is carried out in order to eliminate the identified main shortcomings and develop a draft of a fundamentally new solution. In order to increase the time for forecasting, this cycle should be repeated.

4. Brainwriting

This technique is based on the brainstorming technique, but the group members express their sentences not out loud, but in writing. They write their ideas on pieces of paper and then exchange them with each other. The idea of a neighbor becomes a stimulus for a new idea, which is included in the resulting sheet. The group exchanged leaflets for 15 minutes.

5. Individual brainstorming

This method, in essence, does not differ from the method of collective brainstorming and is carried out according to the same rules. The only difference is that the session is conducted by one specialist. He generates ideas himself, registers them himself, often evaluates his ideas himself. The duration of the session should not exceed 3-10 minutes. All emerging ideas must be recorded on paper. The author should start evaluating them not immediately, but after some time, for example, in a week.

To successfully use individual brainstorming, you must learn to ask yourself questions with possible alternative answers.

6. Brainstorm on the board

In a special room where a business meeting is held, it is necessary to hang a special board on the wall so that employees place sheets on it with notes of those creative ideas that come to their mind during the working day. This board should be hung in the most visible place. In the center of it should be written - in large bright (multi-colored) letters - the problem that needs to be resolved.

7. Brainstorming solo

This technology can be used both in collective work and individual work. If one of the specialists wants to use the brainstorming technique on their own, then it is better to create a special file cabinet for their ideas. Absolutely all ideas deserve to be entered into the card index - successful, not very successful, or even completely seeming absurd or empty. Then you need to sort all your ideas, add something, improve and summarize, choosing those thoughts that will optimally contribute to achieving the goal, solving the problem.

8. Visual Brainstorming

As a rule, ideas appear quickly, one after another, and a sketch made at the time of the birth of an idea will allow not only to fix a successful thought, but also not to lose momentum in the process of thinking.

Basic principles of visual brainstorming:

Speed and flexibility of thinking

Lack of premature criticism

· Fast reaction

9. Japanese Brainstorming

There is also a Japanese (ring) decision-making system - “kingisho”, the essence of which is that an innovation project is being prepared for consideration. It is submitted for discussion to persons according to the list compiled by the head. Everyone should consider the proposed solution and give their comments in writing. This is followed by a meeting. As a rule, those specialists are invited whose opinion is not entirely clear to the manager. Experts choose their solution according to individual preferences. And if they do not match, then a preference vector arises, which is determined using one of the following principles:

b) dictator - the opinion of one person is taken as the basis.

This principle is typical for military organizations, as well as for decision-making in emergency situations;

c) the Cournot principle is used when there are no coalitions, i.e. the number of solutions equal to the number of experts is proposed.

d) the Pyareto principle is used when making decisions when all experts form a single whole, one coalition.

e) the Edgeworth principle is used if the group consists of several coalitions, each of which is unprofitable to cancel its decision.

Further development brainstorming method is synectics or "synectic assault" - the most powerful of the methods of psychological activation of creativity created abroad.

The idea of synectics is to unite individual "creators" into a single group for the joint setting and solution of specific creative tasks, and the very concept of "synectics" includes a whole range of tools and methods.

“The method is based on the use of unconscious mechanisms that manifest themselves in a person’s thinking at the moment of creative activity. In a situation where people are united in a group, they are required to express their thoughts and feelings about the creative task. An irrational form of discussion is the reason for the manifestation of metaphors, images, symbols in the memory.

A feature of synectics that distinguishes it from the usual method of brainstorming is the organization of the influence of the group on the creative activity of individuals. At the same time, attention is paid to attempts to surpass oneself, the rejection of standard approaches. Creative competition has in the group of participants in synectics great importance, everyone strives to "take over" the largest part of the creative solutions put forward.

An important criterion for the selection of group members is the emotional type. It affects how a person approaches a given task. Here one more significant line of differences between synectics and brainstorming is revealed. The selection of a group of brainstorming generators consists in identifying active creators with different knowledge. Their emotional types are not particularly taken into account. In synectics, it is quite the opposite. Rather, two people with the same baggage of knowledge and experience will be chosen, if at the same time they are completely different in the emotional sphere.

Synectics defines the creative process as mental activity in a situation of setting and solving a creative problem, where the result is a creative or artistic solution. In general, synectics includes two basic processes:

Turning the Unfamiliar into the Familiar

Turning the familiar into the unfamiliar

To turn the familiar into the unfamiliar means to turn over, change the everyday, routine, generally accepted view and reaction to things. Synectics believes that the consideration of the known as the unknown is the basis of creativity.

The purpose of synectics is to direct the spontaneous activity of the brain and nervous system of the meeting participants to the study and transformation of the project problem.

The organization of the synectics session (synectic session) is borrowed from brainstorming, but still differs from it in the use of some psychological tuning techniques, including the very active use of analogies.

When developing an idea or concept, the human brain performs some activity, which is a system of various actions. This is the collection and processing of information, its comprehension, the generation of ideas, forecasting, decision-making, their implementation, control. The impulse to start the creative process is possible in a situation of choice.

For an idea to appear, you need insight or the use of special heuristic ideas generation technologies, which include synectics. Especially often the phenomenon of "insight" is manifested in the work of a well-trained, prepared group, when it acts in a coordinated manner, fixing itself on a more or less irrational basis of its reasoning on the problem, for some time, avoiding attempts to formulate finally completed ideas and thoughts.

The use of analogies in the creative process is an intermediate link between intuitive and logical thinking procedures. In solving creative problems, various analogies are used: concrete and abstract, analogies of animate and inanimate nature, etc.

In synectics, the following chain of actions is implemented sequentially:

· Analysis of the problem;

· Discussion of the issue (to what extent the problem is understood by the participants);

· Identification of the main difficulties and contradictions that impede the solution of the problem;

· Asking leading questions;

Search for analogies that allow expressing a given problem in terms that are familiar to the members of the group from their work experience;

The transformation of the ordinary into the habitual;

· Development and formulation of a promising idea and its packaging in terms of real actions.

The presentation of ideas and their subsequent selection largely depends on the leader of the meeting, his professional and communicative skills, tact, mobility and resourcefulness, the ability to create a creative atmosphere and activity.

The process of organizing creative work in synectics includes the following main points:

The initial statement of the problem;

· Analysis of the problem and communication of the necessary background information;

Finding out the possibilities of solving the problem;

· Reformulation of the problem;

· Joint choice of one of the variants of the reformulated problem;

· Promotion of figurative analogies;

· Fitting the approaches to the solution outlined by the participants of the synectic assault or ready-made solutions to the requirements embodied in the problem statement.

In the actual practice of conducting a synectic assault at a meeting, the participants, as a rule, seek to immediately, without observing all the listed synectic procedures, find a solution to the problem.

sustained success, and help understand the deeper causes of change.

1.3. Stages of brainstorming

1) Organizational issues (space, people), problem statement

We find people to generate ideas, (approximate number 7+- 2)

Let them know what the task is.

We choose a group moderator (a moderator is someone who will follow the rules of brainstorming at all its stages, write down ideas, offer their own). It is better if it is an energetic, active person, and, most importantly, knowledgeable brainstorming method.

Table 1.

"Possible difficulties at the stage of choosing a suitable idea and ways to solve them"

Complexity	Solution
Wrong time for group brainstorming or no people available to do it.	Conduct individual brainstorming.
	It is advisable in advance, when planning a brainstorming session, to warn the authorities that this event is intended for ordinary employees. For leadership, it is worth holding separate brainstorming sessions.
During a brain attack, the energy of the voice rises. Everyone wants to be heard. This is especially true if there are many members in the group.	Find a place where you can speak loudly. The moderator makes sure that the discussion does not turn into a "bazaar".

2) Self brainstorming (idea generation)

· You can briefly introduce the participants to the features of the brainstorming method, but this is not a prerequisite.

· The moderator writes the problem on the board.

· Group members are given 1-5 minutes to reflect on the topic and write down the ideas that came up on a piece of paper.

Before discussing ideas, it is necessary to communicate the rules for discussion:

Table 2.

Complexity	Solution
Group members have few or no ideas. This can happen if the task is too global or the participants have a brain block.	Divide a big problem into many small ones and solve them one by one. Offer to think about an abstract topic. Do a warm-up, walk around, sit comfortably, preferably in a dreamer's position, leaning back in your chair.
Participants are lethargic and don't want to do anything.	Offer to play a game: "How else can you use a plastic bottle." Any simple object is taken, for example, a plastic bottle, a pen rod, etc. Next, the task is to come up with as many applications as possible in 5 minutes. this subject(even the most absurd and unrealistic ones). Offer a prize for more ideas. Then move on to the main topic of brainstorming.
People can't resist criticism	The moderator needs to clearly follow the rules of brainstorming: first ideas, then everything else. There are no good or bad ideas. All ideas are good in their own way.
There are a lot of ideas, how to write everything down?	Recorded by the moderator using the technique mental maps . Recording in this form will give even more creative ideas, plus it will help you concentrate on the task.

3) Choosing the right idea (idea analysis)

Before you start choosing the right idea, you need to remove repetitive ones that are not related to the topic or problem.

We set priorities (in accordance with the criteria that are most significant for us in solving this problem). Criteria can be such: speed, time is money, etc.

We work on the most preferred ideas (what and how to do, who is responsible for what, deadlines, resources, stages, etc.)

Table 3

"Possible difficulties at the stage of choosing a suitable idea and ways to solve them"

Difficulties	Solutions
Arguments over prioritization and weeding out unrealistic ideas.	Take a break for 5-7 minutes before starting to choose an idea. The moderator proposes criteria for evaluating the idea (budget, deadlines, etc.). Prioritizes criteria and selects ideas according to them.
At the stage of working out the details, the idea becomes unrealistic.	Work on weaknesses or take the next idea.
There is a dilemma of two ideas, we do not know which one to choose.	Use the mind map method to solve dilemmas. Generate a 3rd idea that will have the strengths of the first two ideas.

The brainstorming method is effective way solving many problems, however, in conditions of limited time and space, it is not advisable to conduct a brain attack. As an option - the individual application of the brainstorming method using mental maps, this technology saves time, both one's own and other people's, it is more accessible and practical.

4. Advantages and disadvantages of the brainstorming method

Brainstorming, like many other collective decision-making methods, has certain advantages and disadvantages.

One of the most important benefits of brainstorming is that brainstorming encourages creative thinking and generates ideas in a comfortable creative environment. There is an activation of all participants in the process. They are deeply involved in the process of generating ideas and discussing them, master new ideas more flexibly, and feel equal.

Laziness, routine thinking, rationalism, lack of emotional “fire” in the conditions of using this technology are removed almost automatically. Looseness activates intuition and imagination.

It goes beyond standard thinking. Interactive interaction generates a synergistic effect. Other people's ideas are finalized, developed and supplemented, the chance to miss a constructive idea decreases.

A large number of ideas and proposals are attracted, which makes it possible to avoid the stereotype of thinking and select a productive idea.

Brainstorming is a simple technique that is easy to understand and easy to apply in a business meeting. It does not require sophisticated equipment, technology, a lot of time and a specially organized spatial environment.

It is also necessary to highlight the disadvantages of brainstorming, which will help to avoid problems when solving problems by brainstorming.

Due to the fact that when brainstorming is encouraged to generate any ideas, even fantastic ones, its participants often move away from the real problem. In the flow of various proposals, it is sometimes quite difficult to find rational and productive ideas. In addition, the method does not guarantee a thorough development of the proposed idea.

Due to the high degree of involvement of the participants in the meeting, the responsibility for final result everyone carries, and if everyone has ideas, the time spent on discussing them increases.

With poor staff training in cooperation and teamwork, meeting participants may not be satisfied with the effectiveness of their activities. In addition, many participants may claim ownership of the ideas discussed and prefer to lead the creative process at the expense of those who are less developed and prepared.

The underdeveloped ability to carry out distillation makes it difficult to choose from a large number of developed ideas only those that will really contribute to solving a problem or task and, therefore, they can be translated into concrete actions.

So, having considered the methodology of brainstorming, we can conclude that the basis of the methodology is to overcome stereotypes of thinking and communication barriers, i.e. ensuring the process of generating ideas, without their critical analysis and discussion; the success of brainstorming is based on the principle of synergy and the prohibition of stopping the generation of ideas by subjective evaluation.

5. Features of the application of the "brainstorming" method in a food enterprise

Consider the application of the "brainstorming" method using the example of the Wimm-Bill-Dann Foods OJSC enterprise.

Wimm-Bill-Dann Foods OJSC was founded in 1992.

OAO Wimm-Bill-Dann Foods, today the leading producer of juices and dairy products in Russia, has been a leader among related companies for a decade now. This trademark is widely known in the Russian market and has long been loved not only by children, but also by adults. The basis of the company's activities is the main principle - the production of high-quality natural food products suitable for long-term storage, freed from artificial additives, impurities and preservatives as much as possible, which was immediately noted by the Russian consumer.

This made it possible to quickly enter the market, having won high stable positions. At least 1100 types of dairy products, over 170 types of juices, nectars, soft drinks are successfully supplied to Canada, the USA, Germany, Israel, the Netherlands, and the UK. At Wimm-Bill-Dann, quantity has long grown into quality.

Today the company includes 33 production enterprises in 22 regions of Russia and the CIS, and the company's trade branches are open in 26 largest cities of Russia and the CIS countries. The company employs more than 18 thousand people.

Distributors of the company work in more than 40 cities.

In ten years it included twenty-three manufacturing enterprises in nineteen cities of Russia, in twenty-six it has trade branches (including those in the CIS countries). About seventeen thousand people consider it prestigious to work in a company that creates all conditions for normal, full-fledged work, while at the same time taking care of their social guarantees.

The performance indicators of Wimm-Bill-Dann have long received an excellent rating from international experts. Thus, the company took second place in Russia in the Standard and Poors transparency rating, and fourth in the Brunswick UBS Warburg corporate governance survey in Russia, received the Best European Equity of 2002 award from Euroweek and Institutional Investor magazines.

Wimm-Bill-Dann Foods is constantly on the rise, tirelessly expanding the scope of its activities and the market for its products. All this leads to the use of such an effective method of adoption management decisions like brainstorming.

Brainstorming at Wimm-Bill-Dann Foods is commonly used as a technique to collect information when necessary:

Bring together all opportunities for improvement and/or problem areas (subject).
Conduct a causal analysis.
Suggest possible countermeasures.
Identify interference and aids and methods.

As a rule, the assault does not last long (about 40 minutes). Participants (up to 10 people) are invited to express any ideas (joking, fantastic, erroneous) on given topic(criticism is prohibited). More than 50 ideas are usually expressed. Time limit for speeches - up to 2 minutes. The most interesting moment of the assault is the onset of the peak (hype), when ideas begin to “gush”, i.e., the participants involuntarily generate hypotheses.

Upon further analysis, only 10-15% of ideas turn out to be reasonable, but some of them are very original. The results are usually evaluated by a group of experts from Wimm-Bill-Dann Foods, which did not participate in the generation.

Leading "brainstorming" - an analyst who must be fluent in the audience, select an active group of specialists from the enterprise "Wimm-Bill-Dann Foods" - "generators", do not suppress bad ideas - they can serve as catalysts for good ones. The art of the presenter is the art of asking questions to the audience, "warming up" the generation. Questions serve as a "hook" through which ideas are extracted. Questions can also stop overly verbose experts and serve to develop the ideas of others.

The main motto of the assault at Wimm-Bill-Dann Foods is "The more ideas, the better." Recording the progress of the session at the enterprise is traditional (protocol or tape recorder).

Brainstorming at Wimm-Bill-Dann Foods includes the following steps:

The first stage is the formation of a group of brainstorming participants (in terms of size and composition).

The optimal size of a group of participants is found empirically: groups of 10–15 people are recognized as the most productive. The composition of the group of participants involves their targeted selection:

1) from persons of approximately the same rank, if the participants know each other
friend;

2) from persons of different ranks, if the participants do not know each other
(in this case, each of the participants should be leveled by assigning
number to him, followed by addressing the participant by number).

The second stage is the compilation of a problem note by a brainstorming participant.

It is compiled by the problem situation analysis group and includes a description of the problem situation.

The third stage is idea generation.

The duration of a brainstorming session at the Wimm-Bill-Dann Foods enterprise lasts at least 20 minutes and no more than 1 hour, depending on the activity of the participants. The ideas expressed are recorded on a tape recorder so as not to “miss” a single idea and be able to systematize them for the next stage.

The fourth stage is the systematization of ideas expressed at the generation stage.

The systematization of ideas by the problem situation analysis group at the Wimm-Bill-Dann Foods enterprise is carried out in the following sequence:

a nomenclature list of all ideas expressed is compiled; each of the ideas is formulated in commonly used terms;
duplicate and complementary ideas are identified;
duplicating and (or) complementary ideas are combined and formed into one complex idea;
signs are distinguished by which ideas can be combined;
ideas are combined into groups according to the selected features;
a list of ideas is compiled by groups (in each group, ideas are written in the order of their generality from more general to particular, supplementing or developing more general ideas).

Step Six – Evaluate Criticisms and Make a List
practical ideas.

The form of positive-negative evaluation of ideas is given below.

Table 4

"Form of negative-positive evaluation of ideas"

Description of ideas	Advantages of ideas	Idea flaws
1...	1.1...	1.1...
	1.2...	1.2...
2...	2.1...	2.1...
	2.2...	2.2...

Thus, at the Wimm-Bill-Dann Foods enterprise, the method of collective generation of ideas has been tested in practice and makes it possible to find a group solution when determining possible options for the development of the forecasting object, excluding the path of compromises when a unanimous opinion cannot be considered the result of an impartial analysis of the problem.

Conclusion

Using the brainstorming method, the group can quickly create an impressive list of ideas, problems, tasks that require development, quickly explain and evaluate them. There are three phases of brainstorming: idea generation, refinement, and evaluation. These phases must pass one into another, alternately. The emphasis is on the quantity of ideas, not on their quality. Brainstorming is a great way to use the team's creative thinking.

It has been noted that the fear of criticism interferes with creative thinking, so the main idea of the assault is to separate the procedure for generating ideas in a closed group of specialists from the process of analyzing and evaluating the ideas expressed.

Brainstorming helps us to know ourselves as a team, to document what we as a team know. It also stimulates the creative activity of the team, allows everyone to be included in the activity.

Bibliography

Almanac "The Golden Book of Moscow Entrepreneurship. Year 2003". ASMO-press, 2013
Anfilatov V.S. and others. System Analysis in Management: Ed. A.A. Emelyanov. – M.: FiS., 2011.-450 p.
Armstrong M.: Fundamentals of Management; - Rostov-on-Don, 2012
Afanasiev M.Yu., Suvorov B.P. Research operations in the economy: models, tasks, solutions: Proc. settlement. - M.: INFRA-M, 2011.-450 p.
Vesnin R.R.: Fundamentals of management; - M: Institute of International Law and Economics, 2011
Goncharov VV In search of management excellence: a guide for senior management personnel. - M .: MP "Souvenir", 2012
Demidova A.V. Study of control systems: Lecture notes / A.V. Demidov. - M.: Prior-izdat, 2011.-320 p.
Ignatieva A.V. Study of control systems Proc. – M.: Unity-Dana, 2011.-469 p.
The study of operations in the economy: Proc. settlement for universities. / N.Sh. Kremer, B, A. Putko, I.M. Trishin, M.N. Friedman; Ed. prof. N.Sh. Kremer. – M.: UNITI, 2011.-320 p.
Kazantsev A.K.: Management in entrepreneurship; - Moscow, 2012
Kravchenko A. I.: History of management; - M: Academic project, 2012
Makasheva Z.M. Study of control systems Uche. settlement – M.: Knorus, 2012.-469 p.
Mukhin V.I. Study of control systems. Textbook. – M.: Exam, 2011.-469 p.
Mylnik V.V. Research of control systems: Proc. settlement / V.V. Mylnik, B.P. Titarenko. - M.: Academic Prospect, Triksta, 2011.-320 p.
Polzunova N.N. Study of control systems. Proc. settlement - M.: Academic project, 2011.-469 p.
Freidina E.V. Study of control systems. Proc. settlement – M.: Omega-L, 2011.-469 p.

Other related works that may interest you.vshm>
16062.		FEATURES OF THE SUBJECT AND METHOD OF AIC STATISTICS	17.23KB
	The agro-industrial complex (AIC) is a set of sectors of the economy that are closely interconnected in a single technological chain, starting with the production of raw materials, obtaining the finished product and ending with bringing it to the consumer.
17848.		FEATURES OF THE CASE METHOD IN PROFESSIONALLY ORIENTED TEACHING FOREIGN LANGUAGES	13.08KB
	1 FEATURES OF THE CASE METHOD IN PROFESSIONALLY ORIENTED TEACHING FOREIGN LANGUAGES The article discusses the features of the case method in teaching foreign languages in non-humanitarian universities. Key words: case study case method professionally oriented teaching foreign language innovative technologies At this stage of society development, there is no doubt that modern system education should expand the innovative and creative potential of students. As a fairly effective innovative...
16056.		Features of using the project method in the pedagogical process of teaching a foreign language	61.78KB
	The development of the educational process in a modern school shows that teaching methods are in demand that do not just form skills, but competencies, that is, skills that are directly related to practical activities.
13843.		Methods for analyzing an investment project at an operating enterprise: characteristics, conditions of application	31.36KB
	Evaluation of the effectiveness of investments is the most important step in making an investment decision, the results of which largely determine the degree of implementation of the investment goal. In turn, the objectivity and reliability of the results obtained are largely due to the methods of analysis used.
6492.		Features of the use of digital microcircuits	237.08KB
	The inputs and outputs of the elements can be connected to discrete elements (diodes, transistors) or other ICs. At the same time, it is important to observe the correspondence of the levels and values of the signals
13190.		Features of the electronic textbook and the possibility of its use in teaching	935.57KB
	To view student test scores, select the Results Report tab from the Reports menu. Firstly, it allows the learner himself to choose both the time and place for learning; secondly, it gives an opportunity to get an education to people who are deprived of receiving traditional education for various reasons; thirdly, to use new information technologies in teaching; fourthly, it reduces the cost of education to a certain extent. Thus, the development of information technology provides a wide opportunity for invention ...
12202.		DEVELOPMENT OF A PROGRAM FOR FIXING ATTEMPTED ATTACKS ON A PROTECTED OBJECT	1.7MB
	Description of MySQL DBMS tables. You can use emulators like Denver or free hosting for these purposes, but in my opinion it is much easier and more convenient to use a bunch called LMP which means Linux pche MySQL PHP. Based on the chosen set of tools, the MySQL 5.php DBMS will be used a small configuration file containing the information necessary to connect to the MySQL DBMS and used by other script files.
18824.		PECULIARITIES OF APPLICATION OF PR TECHNOLOGIES IN THE MODERN MEDIA DISCOURSE OF KAZAKHSTAN	86.08KB
	It is worth noting the fact that the increase in the role of information flows in modern society contributes to the constant search by the same politicians for new effective means of influencing the electorate. The result of this kind of communicative integration is the interpenetration of texts into each other, which is expressed in the borrowing of individual fragments or features of other texts. The difficulty of analyzing the language of the newspaper lies in the fact that the social situation of the period we are experiencing, as well as the situation that has developed earlier, is ...
10026.		FEATURES OF APPLICATION OF THE CUSTOMS TRANSIT PROCEDURE IN ACCORDANCE WITH THE TIR CARNET IN THE CUSTOMS UNION	37.89KB
	International transportation of goods is the transportation of goods between two or more states on the terms provided for by certain agreements concluded between the states on whose territory such movement is carried out. International transportation plays a huge role in the development of foreign trade relations.
11113.		PECULIARITIES OF ACCOUNTING FOR CASHLESS SETTLEMENTS AT THE ENTERPRISE OF OAO TFC KAMAZ	80.81KB
	In cash settlements, funds are transferred in the form of banknotes and coins, and in non-cash settlements, the right to a sum of money is transferred by issuing relevant settlement documents and making entries on accounts. Essence value and types of cashless payments Cashless payments these are settlements made by banks transferring funds to customer accounts on the basis of payment documents drawn up according to uniform standards and rules. Cashless payments are made through credit institutions and or the Bank of Russia on accounts ...

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.