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Brainstorming method. Brainstorming Techniques

Delphi type method

Script Type Method

Round table method

Group Decision Making Method Phases

Introductory - familiarizing participants with the problem being solved; establishing order of conduct and discussion.

Nodal - free expression of ideas and opinions without fear of consequences.

Final - generalization and summing up. The final one is decision making.

A method of preparing and coordinating ideas about a problem or object in writing

Includes a description of development trends, relationships between the characteristics of the solution, a list of possible conditions and dangers.

Makes it possible to assess the most likely course of events and possible consequences decisions made.

Scenario models:

Descriptive (fixation of properties and parameters);

Exploratory (use of quantitative assessment methods);

Regulatory (systematization of problems by importance, time and resources).

Scenario development is a combination of forecasting techniques such as brainstorming, deduction, extrapolation, analogy, analysis and synthesis. The main idea of the scenario is the assumption that events will continue to develop as before, that the trends that have emerged in the past will largely continue.

The purpose of the scenario is to study the conditions and find the moment when the enterprise under study begins to experience a crisis and begins to collapse under the influence of internal reasons, even if there are no outsiders external influences will not follow.

Iterative procedure for brainstorming

Based on a sequential individual survey of experts and iterative reduction of opinions to a single one.

It is held in several rounds.

The results of processing the questionnaires from the previous round are returned to the experts.

The effectiveness of the method depends on the coordinator and organizer of the experts’ work.

Developed in the USA in the 50s of the twentieth century.

It was named after the city of Delphi, which arose near the temple of Apollo (built in 880 BC), whose priests formed an expert council for predicting future events.

The procedure of group creative thinking, more precisely, is a means of obtaining a large number of ideas from a group of people in a short period of time. It is considered normal if within 1.5 hours (two academic hours) the group produces up to a hundred ideas.

The concept of brainstorming has gained widespread acceptance since the early 1950s as a “method of systematically training creative thinking” aimed at “discovering new ideas and gaining agreement among a group of people based on intuitive thinking.”

Methods of this type are also known as:

brainstorming,

conferences of ideas,

Collective idea generation (CGI).

Depending on the adopted rules and the severity of their implementation, they are distinguished:

Direct brain attack

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),

Brainstorming in the form of a business game.

Brainstorming phases.

1. Preparation

The first phase involves selecting a problem and working through it through individual reactive techniques.

For example:

a) the problem - “how to succeed in modern market?»;

b) elaboration of the problem using the questions proposed in the previous section;

c) choosing the main way to solve the problem raised;

d) testing of all paths appearing in the field of consciousness. Such preparatory work allows the manager to assess the essence of the problem and draw a conclusion about the main directions of group work.

2. Formation of a creative group

Greatest success brainstorming will be provided subject to following conditions:

The group should consist of approximately ten people;

The social status of the participants should be approximately equal;

There should be only a few people in the group who are knowledgeable about the problem at hand, to give free rein to the imagination of the participants. Persons with specialized knowledge are not desirable. Their desire to interpret the ideas expressed in accordance with their experience can hamper their imagination;

Discussion of the problem should take place in a comfortable and relaxed atmosphere. Participants should be in a state of “relaxation”.

The leader must preside. He should refrain from putting pressure on participants;

Observer secretaries are appointed in the group, who record the statements and behavior of the speakers.

3. Brainstorming procedure

There are three stages here:

1. Introduction

Lasts up to 15 minutes. The presenter talks about the essence of the method, explains the rules of action for the participants. Presents a problem, for example: “How to succeed in today's market?” Problems are written on the board. The presenter explains the reason for proposing the chosen topic, then asks the participants to propose their own wording options, which are also written on the board.

2. Generating ideas

Discussion participants freely express their ideas, which are recorded on the board. For this purpose, appointed secretaries or assistants are involved. As soon as there is a delay in coming up with new ideas, the facilitator asks the participants to think about the problem and look at the board. After a pause, a new burst of ideas usually begins. If this does not occur, the presenter will throw out forms with questions, the answers to which will give rise to such an outbreak.

3. Questions

4. Conclusion

There are two options here:

"Classic" option. The presenter thanks the participants for the work done and informs that the ideas expressed will be brought to the attention of specialists who can evaluate them from the point of view of application in practice. If brainstorming participants have new ideas, they can submit them in writing to the discussion leader. As you can see, this is not best procedure completion of the brainstorming session. In this regard, other options for the final part of the classes are practiced.

Lightweight option. The evaluation of ideas is carried out by the brainstorming participants themselves. Various techniques are used here:

1. Discussion participants develop criteria for evaluating ideas. These criteria are posted on the board, ranked in order of importance.

2. Highlighted ideas are grouped according to appropriate grounds, which are determined by the content of the ideas.

3. The most promising group of ideas is determined. Each idea in this group is evaluated according to the evaluation criteria.

4. Testing ideas using the “by contradiction” method: “How will this idea, if implemented, fail?”

5. The most “wild” ideas are identified, which they try to transform into practically possible ones.

6. Each participant, as it were, again performs a “brainstorming” for himself personally, creating something new based on already recorded ideas.

7. The group selects the most valuable ideas, ranks them in order of importance and proposes them for implementation in practice.

8. Dissemination of valuable ideas on how to succeed in the market across industries:

Planning and forecasting;

Marketing;

Operational production management;

Personnel Management.

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History and description

The brainstorming method first appeared in 1930, and it was described much later - in 1953. The author of this concept is American researcher Alex Osborne. At one time, this scientist defended free speech and recommended his method primarily 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 increases, profits increase, new ideas appear as if by themselves.

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

Direct brainstorming

This is the most common option, allowing you to quickly solve a pressing problem. Direct brainstorming implies that during the process the most significant and current issues related to the implementation of certain projects, development of activities, etc. Not many modern managers realize that it is possible to conduct ordinary meetings, planning sessions and various gatherings using a creative approach. One has only to add a little variety to the boring course of professional everyday life, and employees themselves begin to generate stunning ideas. The manager can only wonder where all this potential has been hidden until now. The use of this method allows you to improve relationships in an established team and overcome various psychological obstacles and barriers.

Reverse brainstorming

It is used when a certain concept has turned out to be unprofitable for some reason, has reached a dead end, and there is an urgent need to develop a new one. This implies that the participants in the process will actively challenge each other’s thoughts. Disputes and entering into polemics are permissible here. The reverse brainstorming method is useful when the enterprise has insoluble contradictions that require radical intervention.

Employees can express whatever they really think, their freedom is not limited in any way. It is unlikely that you will find anything as effective and efficient as the reverse brainstorming method. A description of the problem and concentrated attention to detail from several people at once will allow you to approach the issue in a timely manner and from the best perspective.

Individual brainstorming

It can be used in cases where a person urgently needs to achieve a specific result, but for some reason he has suffered a professional crisis. 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 affects even one person who is alone with his own thoughts. You can arrange internal dialogues with yourself and come to bold, unexpected decisions. The result of such actions will soon pleasantly surprise you. All that is required is to allow yourself to think in a limited time period (say, a few minutes), with a specific, clearly formulated task in front of you. Unfortunately, many people from childhood become accustomed to thinking in common stereotypes. Brainstorming methods allow you to overcome stereotyped perceptions of the world and reach a higher level of worldview.

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 and the necessary information is collected. Participants in the process must be aware of the type of information they are offered for consideration. All voiced ideas are usually recorded 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 who have a developed creative orientation and imagination. They offer non-standard methods as a solution to the problem. Experts discover the value of each idea put forward, whether they agree with it or not, motivating their choice.

3. Analysis and selection of proposals. Criticism and active discussion of proposals are appropriate here. First, idea generators speak, after which the floor is given to experts. Proposals are selected based on logical inference and creativity. Any non-standard approach is welcomed and therefore considered with special interest.

The manager must control the process and monitor the progress of the discussion of the problem. In the event of controversial issues, he makes sure to clarify, clarify details, and direct further development thoughts.

Additional terms

Despite the emerging desire of young and promising managers to immediately start using this psychological tool, a competent approach is required. You can’t 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 carrying out is the suddenness of use. Participants should not specifically prepare for the meeting or think through the moves to be used.

The manager needs to know the general direction of the conversation, but in any case he will not be able to determine in which direction the discussion will go. The great thing about brainstorming methods is that they allow you to openly express your point of view. People may not be tied to the consequences of what is said.

Brainstorming method: reviews

Participants in this concept note that its use makes any meetings more interesting and productive. The method is reminiscent of simultaneously turning on several “light bulbs” that light up in the heads of different people. Brainstorming allows you to take into account not only the judgments of specialized experts, but also related industries. In other words, it covers many spectrums and helps to look at the same situation from different angles. In addition, relationships in the team after the implementation of the method become more open and trusting.

Involvement in the process

Usually at meetings and planning sessions there is a “one-man show”. One boss speaks, and his 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 and finds itself 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 and do not strive for self-expression.

As a result, the motivation to work “with a spark” is lost, putting your soul into the process. The brainstorming method allows you to remove psychological pressures and barriers, allowing employees to express their individuality. 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 they resort to it when the issue requires some kind of ambiguous solution. The method has become widespread in creative teams, where there is a need to move away from everyday life and immerse oneself in a solution. As a rule, a positive result does not take long to arrive.

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

Grade 11

The technology for introducing Alex Osborne's concept can be used to organize graduate classes. At the senior level, students are often given assignments that encourage unconventional ideas. This is a very useful acquisition, since individual personality characteristics are taken into account, existing abilities are developed, and necessary skills are strengthened. The more freedom is given to realize the thoughts that arise in the head, the more daring the endeavors of young researchers will be able to become. The method provides that students themselves will strive to achieve their goals. Feedback from participants is entirely positive, as teenagers appreciate Attentive attitude to them.

Instead of a conclusion

Brainstorming is a method that has gained popularity relatively recently. More and more managers are choosing to use a non-standard approach to solving everyday issues.

Introduction

Conclusion

Application

Introduction

Psychology of creativity - a branch of psychology that studies the process of scientific discoveries, inventions, creation of works of art - an area of psychological research creative activity people in science, literature, music, visual and performing arts, in invention and innovation. One of the creative search methods is brainstorming.

Its creator, Alex Osborne (USA), used it for the first time back in 1938, calling it “brainstorming”. The problem Osborne wanted to solve is this: a creative problem involves many possible solutions. In searching for a successful solution, a person does not act as arbitrarily as it might seem: as a rule, the search begins in the most familiar, generally accepted direction. An ancient instinct says: act by analogy, act like everyone else. And this is good, because in ordinary, “non-creative” situations it eliminates the need to think again. For example, when you need to buy a given magazine, you, without experiencing creative pangs, take money out of your pocket and buy the magazine. The complexity of a creative situation is that its solution often lies far beyond the boundaries of ordinary ideas. At the same time, every person has certain “filters” in his head (social, professional, etc.) that do not allow unexpected, original ideas to develop. A person rejects decisions that seem too bold to him - fearing criticism, ridicule from colleagues and superiors, etc. If you remove these filters, then you can, if not improve the quality of ideas, then at least increase their number. Osborne's main idea is simple: to separate the process of generating ideas from criticizing them.

The use of the method has shown undeniable effectiveness in creatively solving many complex research and other research problems. It is used in the development of management decisions of various classes.

The purpose of this work: a comprehensive study and characterization of the features of finding solutions using the brainstorming method.

clarify the concept and essence of the “brainstorming” method;

review types of brainstorming;

consider the essence, principles and stages of the brainstorming technique.

The work consists of an introduction, two chapters of the main part, a conclusion, a list of sources used and applications.

Chapter I. The concept and essence of the brainstorming method

Brain attack, brainstorming (from English Brainstorming - brainstorming) is a procedure of group creative thinking, more precisely, it is a one-time exchange of opinions of a group of people in the same room.

The brainstorming method is widely known and widely used in practice - one of the most effective forms of group discussions. Designed for the collective generation of a large number of ideas to solve a particular problem. The brainstorming method is built on a specific combination of methodology and organization of research, separate use of the efforts of visionary researchers and intuitionists with research analysts, systems specialists, skeptics, and practitioners.

The brainstorming session generates many ideas, which are evaluated in a final discussion. It is considered normal if within 1.5 hours (two academic hours) the group produces up to a hundred ideas. Then, from the total number of ideas expressed, the most successful ones are selected that can be used in practice.

The main goal of brainstorming is to find as many wide range ideas and solutions to the problem under study, going beyond the boundaries of those ideas that exist among specialists of a narrow profile or among people with rich past experience and a certain official position.

The essence of the brainstorming method is that a group of qualified experts is selected, but assessments and conclusions are made during the meeting. People of different specialties, practical experience, scientific temperament, individual qualities, as a rule, master different research methods. Combining these methods can be very useful in solving complex research problems. This is the essence of brainstorming. Another quality of it is the combination of logic and intuition, scientific imagination and scrupulous calculation.

The main principle of this method is the uncontrolled generation and spontaneous interweaving of ideas by participants in a group discussion of a problem.

To conduct a brainstorming session, two groups are usually created:

participants proposing new options for solving a problem;

members of the commission processing proposed decisions.

A brainstorming session involves a team of several specialists and a facilitator.

Before the brainstorming session itself, the facilitator clearly states the problem to be solved. During a brainstorming session, participants express their ideas aimed at solving the problem, both logical and absurd. If people of various ranks or ranks take part in a brainstorming session, then it is recommended to listen to ideas in ascending order of rank, which eliminates the psychological factor of “agreement with superiors.”

In the process of brainstorming, as a rule, at first the solutions are not highly original, but after some time the standard, template solutions are exhausted, and the participants begin to have unusual ideas. The facilitator writes down or otherwise records all the ideas that arise during the brainstorming session. Then, when all the ideas have been expressed, they are analyzed, developed and selected. As a result, the most effective and often non-trivial solution to the problem is found. The idea that most experts agree with is considered correct.

This method is specifically designed to get the maximum number of offers. Its effectiveness is amazing: 6 people can come up with 150 ideas in half an hour. A design team working with conventional methods would never have realized that the problem they were considering had such a variety of aspects.

To successfully use this method, a number of conditions must be met:

from 7 to 12 people should take part in the meeting;

the optimal duration of the meeting is from 15 to 30 minutes;

the quantity of proposals is more important than their quality;

any participant can adopt and develop the ideas of another;

criticism of any kind is prohibited;

Logic, experience, arguments against only get in the way;

the hierarchical level of the participants should not be too different, otherwise psychological barriers may arise that interfere with communication and the building of associations.

The brainstorming technique is as follows. A group of individuals selected to generate alternatives gathers. The main principle of selection is the diversity of professions, qualifications, and experience (this principle makes it possible to expand the fund of a priori information available to the group). It is reported that all ideas that arise both individually and by association while listening to the proposals of other participants are welcome, including those that only partially improve other people’s ideas (it is recommended to write down each idea on a separate card). Everyone takes turns reading out their idea, the rest listen and write down on cards new thoughts that arose under the influence of what they heard. All the cards are then collected, sorted and analyzed, usually by another group of experts. At the same time, any criticism is strictly prohibited - this is the most important condition for brainstorming: the very possibility of criticism inhibits the imagination. This technique works on the basis that everyone's ideas are equally good, and no one's idea is better than others. The number of alternatives can subsequently be significantly increased by combining the generated ideas. Among the ideas obtained as a result of brainstorming, there may be many stupid and unfeasible ones, but stupid ideas can then be easily eliminated by subsequent criticism.

Thus, the “brainstorming” method can be considered as a tool for updating the creative potential of a team of specialists. This updating is achieved through the following:

firstly, participants in a collective idea generation session train their brains to be able to come up with new ideas to solve problems;

secondly, the session participant gets the opportunity to see a problem in a new and unexpected way through the eyes of his colleagues;

thirdly, subsequent study of the entire set of ideas expressed allows us to take a new, with greater confidence approach to ideas that, although previously expressed by colleagues, did not attract sufficient attention in the routine environment of the organization’s current affairs;

fourthly, the habit of negative and critical assessments of new and insufficiently substantiated ideas acquired in the process of numerous meetings and discussions in the process of collective generation of ideas is complemented by creative thinking skills.

The process of putting forward new ideas during a “brainstorming” proceeds in a certain sense like an avalanche: an idea expressed by one of the group members generates either a creative or a critical reaction. However, due to the rule of prohibition of criticism, negative reactions also give rise to positive ones, i.e. productive results. The presence of this effect is confirmed not only by qualitative analysis, but also statistically. Thus, studies on the effectiveness of brainstorming conducted at US universities showed that groupthink produces 70% more valuable new ideas than the sum of individual independent proposals.

The feasibility of using the brainstorming method is determined by an assessment of the complexity and originality of the research problem and the availability of specialists who can effectively participate in the brainstorming processes.

brainstorming storm thinking

Chapter II. Brainstorming: rules, conditions and stages of implementation

2.1 Rules for brainstorming

There are certain rules, the observance of which will allow you to brainstorm more productively. The basic rules for brainstorming are:

Rule 1: Any criticism of ideas expressed during a brainstorming session is prohibited. The principle of brainstorming is to prioritize the quantity of ideas expressed over their quality. The ideas expressed by the participants, even the craziest ones, can serve as a starting point for development thought process other participants. This is the advantage of collective thinking over individual thinking. Any, even the smallest, assessment of the idea expressed can affect the entire brainstorming process. It will be successful if each participant directs their efforts in a constructive direction.

Rule 2: Free flight of thoughts and encouragement of the most “crazy” ideas. The purpose of brainstorming, as a collective creative process, is to search for non-standard, non-traditional ideas. Otherwise, this process can turn into a regular meeting, at which standard ideas and solutions are most often proposed and discussed, which are not always effective and efficient.

For creative ideas to appear, a certain mood is required, when thoughts rush freely through our heads. This state is characterized by the inclusion of our subconscious in the work. To create such a mindset, brainstorming participants should conduct a special warm-up with tasks on analysis and synthesis, associative connections, etc.

When expressing their ideas, participants need to remember that it does not matter at all whether they are applicable in practice or not, one way or another, many of them may help to find an effective solution.

Rule 3: Put forward as many ideas as possible. As already mentioned, the quantity of ideas expressed is more important for brainstorming than their quality. Since participants should (and can) generate ideas within a short limited time, they must learn to use ideas already expressed by other participants to quickly think about and propose new ones.

In the practice of such groups, it can be noted that the goal of brainstorming is to put forward more than 100 ideas in 20 minutes. The most productive (successful) brainstorming is the one in which 200-250 ideas are proposed in 20 minutes.

Rule 4: Mandatory recording of all ideas. When brainstorming, every idea should be recorded, even if it is repeated. All group members should see all the recorded ideas, so you should prepare for this in advance.

Ideas are usually written down with markers on large sheets paper It is better to hang them in advance, before the start of brainstorming, and place them on the walls so that they are clearly visible to each participant.

Rule 5: Incubation of ideas. After all the ideas have been expressed and recorded, time is needed to think about and evaluate them. Why is this stage needed? The fact is that the incubation period allows a person to recover from the fatigue associated with solving the problem. Taking a break from a difficult problem also allows you to forget inappropriate approaches to it.

Functional consolidation may interfere with problem solving, and it is possible that during incubation period a person forgets old and unsuccessful ways to solve it. Experience shows that during the incubation period a person continues to work on a task unconsciously. In addition, during a break in the process of solving a problem, reorganization of the material may occur.

2.2 Conditions for brainstorming

There are no strict rules and restrictions for brainstorming, but the experience of many years of practice allows us to develop certain conditions for its use. Conditions and techniques for conducting brainstorming include:

Categories of participants. There are no strict restrictions, but it is better to include workers with relatively little work experience in the group - they do not yet have developed stereotypes. When solving specific problems, it is necessary to invite specialists (but they will be invitees, not participants).

It is recommended to form mixed groups (men and women). As a rule, the presence of representatives of different genders enlivens the work atmosphere. In addition, when conducting a brainstorming session, it is desirable that the number of active and moderate group members be approximately equal. It is also necessary that the difference in age and official position between group members be minimal. The presence of superiors also constrains and limits the progress of the brainstorming session. It is not recommended to invite a skeptical leader to a brainstorming session, even if he participates as an observer. It is advisable to introduce new people into the group from time to time; new people bring new views and ideas that stimulate thinking.

Number of participants: optimal group composition is from 6 to 12 people. The optimal number of participants is 7. It is not recommended to split group members into smaller ones (2 or more).

The number of people in a group also depends on the number of active and moderate members in it. If there are more active people, then the number of people in the group should be less, more moderate - vice versa.

Setting, venue. To conduct a brainstorming session, it is advisable to use the venue in an auditorium or a separate room, away from extraneous noise. It is recommended to hang a poster on the wall with the basic rules of brainstorming. It is advisable to have a board that participants can use to display their ideas. We recommend placing tables and chairs in the shape of the letter P, O, circle or semi-ellipse. This facilitates contact between participants and increases communication skills. If the group is small (5-6 people), a round table is most convenient. It is advisable to have a tape recorder: a person may not have time to understand the idea and miss it.

Duration and time. As a rule, the duration of brainstorming and time ranges from 40-60 minutes. This is the most effective period of time. When deciding simple problems or if there is a time constraint, the most appropriate length of discussion is 10-15 minutes.

The most suitable time for brainstorming is the morning (from 10 to 12 o'clock), but you can also do it in the afternoon (from 14 to 18 o'clock).

Types of problems solved by brainstorming. The brainstorming method allows you to solve any problem that can be solved using a method that has several possible solutions. Problems brainstormed with only one answer or a limited number possible solutions, are not suitable for solution by this method. It is also necessary to avoid solving too general, abstract problems. It is recommended to avoid completely solving the problem in one session. If the initial formulation is too broad and general, it should be divided into a number of sub-problems. It is recommended to formulate problems for discussion simply and clearly.

Brainstorming can be successfully used to collect information rather than ideas, i.e. to find out sources or formulate survey questions.

Voicing the problem. The topic of the brainstorming session is revealed to the participants in advance, a few days before the discussion. In this case, the presenter (chairman) represents summary topics or problems (up to 5 minutes, half a sheet of paper), distributes it to the participants in advance. Familiarizing brainstorming participants with a topic or problem directly during brainstorming. There is also a mixed way of presenting a topic or problem for brainstorming. That is, partial rather than complete information on the problem is provided in advance.

show or illustrate the way a problem or situation develops. If possible, it would be better graphically.

summarize the existing points of view, show their advantages and disadvantages. Re-emphasize the need for a solution.

The role of the manager (leader). In the practical use of the brainstorming method, the personality and activities of the leader are of great importance. After all, the work of both the first and second groups must be appropriately organized and regulated in the process of their implementation. This role is played by the presenter.

The main functions of the leader are to inform all participants about the rules of brainstorming, to (leader) monitor their compliance, and also to general control behind the discussion so that it remains within the framework or boundaries of the topic or problem being discussed. Various options are possible: the leader can be the same for the first and second groups, or the leaders can be differentiated. But in both cases, the leader must be a person with great creative activity, goodwill, a deep understanding of the problem being solved, and the ability to organize and support the intellectual process.

It is important that the leader himself participates in generating ideas. An effective leader constantly throws in wild and reckless ideas and suggestions to demonstrate that they are encouraged. It should simultaneously serve as a stimulator or catalyst in case the pace of idea generation slows down. A good leader will usually have a list of possible solutions to a problem in advance. The role of the leader is also to select brainstorming participants at least 2 days before it takes place. Sometimes it happens that it is difficult for a group of participants to get rid of traditional approaches and stereotypes in solving a problem. In this case, we recommend using a little trick: the leader stops the brainstorming process and introduces restrictions: within 2-3 minutes, offer only impractical, most unusual ideas. It often happens that participants continue to generate interesting ideas after the meeting. In this case, the leader's task is to gather the group after a few days and record these ideas.

Evaluating ideas. To evaluate ideas, you need to select criteria. Evaluation criteria can be relevance, practical implementation, solvability, novelty, etc. The evaluation of ideas can be carried out by the same or a different group in composition. If the assessment is carried out by the same group of participants, then, as a rule, it is carried out several days later.

2.3 Stages of brainstorming

Having studied the rules of brainstorming, you can now pay attention to the individual stages of successful brainstorming and evaluating ideas after they are “incubated”. A properly organized brainstorming includes several mandatory stages. The stages differ in their organization and rules for their implementation.

Stage 1. Statement of the problem. The participants in the assault are selected, the leader is determined, and other roles of the participants are distributed depending on the problem posed and the chosen method of conducting the assault. The leader should familiarize the group members with the rules of brainstorming. It is best to write these rules on a poster and post it on the wall at each group meeting so that it is clearly visible to all participants.

Stage 2. To successfully conduct a brainstorming session, participants need to be in a creative mood. The leader conducts a warm-up with the participants, solving various tasks on associative thinking, analysis and synthesis, etc. It is best for employees who are members of a permanent team to constantly develop their creative abilities. Then it is recommended to conduct a brainstorming rehearsal. The group needs to choose a problem (preferably of an everyday nature), in which each of the participants is to some extent competent, and conduct a brief brainstorming session (warm-up) in order to reorganize thinking into the creative process.

Stage 3. Group members should prepare for brainstorming, hang large sheets of paper on the walls on which incoming ideas will be recorded. At the same time, it must be remembered that with the rapid pace of putting forward ideas, difficulties may arise in the need to record them on paper. In this case, 2-3 people can record ideas in turn. You can also accept the following conditions: participants record their ideas on a small sheet of paper and express them one by one at the request of the facilitator.

the problem has already been formulated, but its definition is too general and requires clarification. In this case, the original statement should be placed as a heading on a large piece of paper.

The group does not know what problem it will work on, but in this case it must try to formulate a general direction for the search. In this case, the best way to start the general title might be: "How can we." and then finish the phrase (transform something, improve it, etc.). After the topic is finally selected, its definition in the form of a title is also placed on a large sheet of paper.

Stage 5. Ideation process. Idea generation is the main stage on which the success of the entire brainstorm largely depends. Therefore, it is very important to follow the rules for this stage:

) The main thing is the number of ideas. Don't make any restrictions.

) A complete ban on criticism and any (including positive) evaluation of the ideas expressed, since evaluation distracts from the main task and disrupts the creative spirit.

) Unusual and even absurd ideas are welcome.

There are many various techniques, based on the principles of brainstorming, but with different options When brainstorming, there are usually two approaches to the idea generation process:

an approach. Participants can express ideas one at a time, in a specific order. Usually the leader invites the next group member to speak. If one of the participants does not know what to propose, then he says: “I pass” and the right to speak passes to the next participant. The leader (or a group member specially designated for this) records the ideas expressed on large sheets of paper. Participants are advised to record their ideas on small pieces of paper so as not to forget them while they are waiting for their turn to speak. In this case, ideas come in order and are easy to record. In addition, all group members participate in the process.

an approach. The second approach is unsystematic, since each group member can express their ideas at any time. IN in this case ideas are expressed freely and naturally, but there is great difficulty in recording ideas. In this case, you can increase the number of people who will record ideas (usually 2-3 people). The disadvantage of this approach is that such an approach does not stimulate the direction of thought and does not guarantee the involvement of all participants in the process of putting forward ideas.

Stage 6. After all the ideas are recorded, time is needed to think about and evaluate them. After brainstorming, group members are advised to separate for at least a week to reflect on all the ideas expressed. It is best to hang the idea sheets in a visible place where group members can see them at all times. In addition, to the discussion of the ideas expressed during the brainstorming, other employees of the enterprise add their ideas to the hanging sheets (brainstorming on the board). Then, after some time has passed (usually a week), the group members conduct a new brainstorming session based on the list of ideas compiled at the previous meeting.

Step 7: This begins the evaluation process. This usually happens at the next group meeting. The best way to organize the evaluation of ideas from a list is to group them into themes, before some proposals are rejected as unrealistic. Once you have a list of ideas grouped by topic, you should review each one to identify the best ideas that can be implemented quickly and easily. Further actions groups depend on the subject of the brainstorm. If the goal was to identify a problem to work on, the group should choose a major topic and then focus on ideas related to it to identify those most suitable for consideration. In another case, if, as a result of brainstorming, the group received a set of possible options for solving a problem, then the next step would be to analyze them to identify one or two of the most suitable options. Methods for analyzing and evaluating ideas can be very different. The success of this stage directly depends on how “equally” the participants understand the criteria for selecting and evaluating ideas.

2.4 Methods based on the principle (technology) of brainstorming

The brainstorming method as a method of exploring problems and finding their solutions has many varieties.

One of them is method of collective discussion of fixed ideas. Its essence lies in the fact that all participants in the creative process record their ideas regarding solving a problem on special cards. Next, the cards are mixed and distributed in random order to all participants. Each of them must give a public assessment of the idea that came to him. Controversy may arise around this, which allows you to refine the idea or discard it as unrealistic. In the process of debate, new ideas may arise.

Brainwriting. This technique is based on the brainstorming technique, but group members express their proposals not out loud, but in writing. They write their ideas on pieces of paper and then exchange them with each other. The neighbor's idea becomes the stimulus for a new idea, which is added to the received piece of paper. The group exchanges sheets of paper again, and this continues for a certain time (no more than 15 minutes). The rules of brainstorming also apply to writing down thoughts: strive for more ideas, do not criticize the proposals put forward before the end of class, encourage “free associations.” For example, managers of a perfume company decided to use the recording method in search of ideas for business development. Each participant in the meeting wrote down his idea on a piece of paper and exchanged it with his neighbor. One of the managers thought about producing a new brand of soap and laundry detergent, while another listed a proposal to develop a new line for the production of shampoo and hair conditioner. Well, the third one, when he received this piece of paper with these 2 ideas, combined them and proposed to create a unique product: soap, shampoo and conditioner in one bottle.

Brainstorming on a whiteboard. In work areas, you can hang a special board on the wall so that employees can place sheets of paper on it with notes on the creative ideas that come to them during the working day. This board should be hung in a visible place. In the center of it should be written - in large bright (multi-colored) letters - the problem that needs to be resolved. Anyone who has an interesting idea that can help solve this problem can pin a piece of paper with the idea recorded on it on the board.

Brainstorming in Japanese. This technique, developed by the Japanese Kobayashi and Kawakita, is based on the awareness of the need for a common approach to defining and solving a problem for all group members. This technique is called "Rice hail".

) Definition of the problem. The team leader lists all the concepts relevant to the topic (eg, sales, costs, distribution, competition). Each participant writes down factors related to the issue under consideration on cards - one fact per card. Facts must be significant and directly related to the topic under study. The presenter collects and redistributes the cards so that no one gets the same ones. Group members choose those cards that are related to the statement brought to their attention. A set is made up of these cards. The presenter reads out the contents of one of the cards. The group gives the set a name that, in their general opinion, reflects the essence of all the facts presented in the set. The name must meet the following requirements: its meaning must be derived from a set of facts, it must not be too general, it must not be a simple listing of facts from a set. By giving the set a name, the group summarizes all the facts at its disposal and then extracts from them the essence of the problem. Group members combine the remaining facts into sets - each under its own name. All sets are then combined into one, which the group gives a name that reflects the essence of the final set. This final comprehensive set will get as close as possible to the essence of the problem and its definition. It may be necessary to rearrange the keywords to create a clear and concise definition of the problem.

When a common understanding of the task appears in the group, the positions of the participants converge; everyone present agrees with the definition of the problem; In the process of joint discussion, group members begin to feel a “sense of common ground.”

) Solution to the problem. Each participant writes down their solutions to the problem on separate cards - one option on each card, the number of options is not limited. The group leader collects and redistributes the cards so that no one gets the same ones. Participants select cards associated with this solution option. Once all offers have been selected, they are grouped. The presenter reads out one of the options. The set is given a name. During further discussion, the remaining proposals are also combined into sets of options for solving the problem, and from them the final set is compiled. This set should contain the essence of all proposed solutions. The title of the final set should express the essence of all sentences. The facilitator asks the group a question: “What unites all the proposed ideas?” The search for an answer will generate many thoughts, and the presenter will be able to select and group the most interesting of them.

Multi-stage (cascade) brainstorming.In this case, all participants in meetings (meetings) are divided into two groups: the “idea generation group” and the “evaluation group.” It is desirable that the “idea generation group” consist of people of equal rank. This group includes widely erudite brainstorming employees who are prone to imagination, but clearly understand the essence of the task facing them. Great importance has an approximate equality of group members in temperament. The optimal number of members of an “idea generation group” aimed at solving a problem of medium complexity is 10 people. The “assessment group” includes people with a critical mindset. The presence of superiors with certain powers is required here. This is necessary so that a positive assessment of an idea has a real basis for its implementation. Both groups must have leaders whose role is extremely important. This is the conductor of the “synthetic brain”. A lot depends on his erudition, tact, and ability to win over group members. It should be noted that the problem of selecting both groups is very important and complex.

Let us formulate the main stages of a multi-stage brainstorming session.

Stage 1 "Reconnaissance". The first brainstorming session is held, during which the “idea generation group” puts forward the first ideas. Considered as a stage of idea generation.

Stage 2 "Counterdictation". At this stage, participants continue to put forward ideas, but one limitation is imposed on statements about the problem: the same problem must be solved without resorting to proposals already made. Ideas that are contrary to those previously expressed are approved and supported. As a result of implementing this approach, two opposing lists of proposals for solving the problem are compiled. In total, they contain a maximum of proposals and counterproposals. The greatest effect is obtained when the brainstorming participants at the first and second stages are different people: emphasizing the need to “not touch” previously received proposals that are presented as dead ends, the presenter does not prohibit their use.

Stage 3 "Synthesis". At this stage, the “evaluation group” joins the discussion. It combines the proposals made during the first and second discussions in one system and develops solutions.

Stage 4 "Forecast". Based on a “synthetic” list of ideas, it is proposed to predict the opportunities and difficulties arising from the solution.

Stage 5 "Generalization". The meaning of this stage is to generalize the ideas received, reducing their diversity to a small number of principles.

Stage 6 "Destruction". This stage is carried out to check the results obtained “for strength”. His task is to “defeat” proposals from various positions: logical, factual, social. In this case, criticism is permissible only in relation to the formulated ideas, but not each other. To increase the effectiveness of this stage, it is necessary to form a group of different qualities in intellectual and professional terms; ensure the administrative and legal independence of its members from the organizers of the development; do not name the authors of the ideas.

After all stages are completed, the final decision is made. It should be noted, however, that the technique does not replace the talent, knowledge, or experience of people, it only multiplies their thoughts. The atmosphere of emotional elation that is created during collective thinking helps to reveal the deep creative reserves of the human personality.

Exists reverse brainstorming method, within which criticism of the ideas expressed is allowed, which, however, must be constructive.

Often, after 3-5 minutes of a brainstorming session, the rate of presentation of ideas by its participants decreases, and it begins to fade. What to do in this case? It is recommended that the manager have a questionnaire on hand to generate ideas. If a brainstorming session is carried out one-on-one with a problem, then the questionnaire will provide indispensable help. The Appendix presents A. Osborne's idea generation questionnaire.

Thus, brainstorming is a great technique to harness the creative thinking of a team. The “brain attack” method is an effective way to solve many problems: it is quite efficient and reliable; this is a maximum of ideas in a short period of time; it is the absence of any criticism; it is the development, combination and modification of both one's own and others' ideas.

The advantage of the method is the high efficiency of obtaining the required solution. However, when time and space are limited, it may not be practical to conduct a brainstorming session. Its main disadvantage is the difficulty of organizing the examination, since sometimes it is impossible to bring together the required specialists, create a relaxed atmosphere and exclude the influence of officials relationships. As an option - individual application method of brainstorming using mental maps, this technology allows you to save time, both your own and other people’s, it is more accessible and practical.

Conclusion

Brainstorming (brain attack) is a widely used method of generating new ideas for solving scientific and practical problems. Its goal is to organize collective mental activity to find unconventional ways to solve problems.

Brainstorming is a means of getting a maximum number of ideas from a group of people in a short period of time. It is considered normal if a group produces up to a hundred ideas within 1.5 hours.

The idea of brainstorming was proposed by Alex Osborne in the mid-20th century. The main idea is to isolate the formation of an idea from its criticism.

To conduct a brainstorming session, two groups are usually created: participants proposing new options for solving the problem; members of the commission processing proposed decisions.

There are individual and collective brainstorming sessions.

The brainstorming technique involves gathering a group of at least two people, but no more than 12. One of the group members is appointed as the leader. Before starting work, the leader explains to the members of the creative group what the problem is facing the group and how the work will proceed.

The essence of the method is based on the psychological effect: if everyone in the group is invited, independently of others, to individually express ideas and proposals for solving a given problem, then in total we will get fewer ideas than if we invite this group to collectively express ideas on the same problem.

Correct technique brainstorming includes its own rules, principles, and conditions, as well as three essential stages: problem statement; generation of ideas; grouping, selection and evaluation of ideas, their justification and public defense. As a result, the most effective and often non-trivial solution to the problem is found.

The success of a brainstorming session highly depends on the psychological atmosphere and activity of the discussion, so the role of the facilitator in brainstorming is very important. It is he who can “break the deadlock” and breathe fresh energy into the process.

Thus, brainstorming technologies are of great importance, because... useful not only for collective problem solving at a business meeting, developing the creative potential of its participants, increasing the value of company resources, but also for developing the semantic, communicative and emotional competence of managers and specialists, forming their effective speaking and listening skills.

Bibliography

1.Granovskaya R.M. Elements of practical psychology / R.M. Granovskaya. - L.: Leningrad State University, 1998. - 560 p.

2.Vesnin R.R.: Fundamentals of management / R.R. Vesnin. - M: IMPiE, 2005. - P.114.

.Efimov V.V. Knowledge Management: tutorial/ V.V. Efimov. - Ulyanovsk: UlSTU, 2005. - 111 p.

.Ilyin E.P. Psychology of creativity, creativity, giftedness / E.P. Ilyin. - St. Petersburg: Peter, 2009. - 434 p.

.Kuryanov M.A. Active learning methods: method. allowance / M.A. Kuryanov, V.S. Polovtsev. - Tambov: Publishing house of the Federal State Budgetary Educational Institution of Higher Professional Education "TSTU", 2011. - 80 p.

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.Mikalko M. Intuition training. / M. Mikalko. - St. Petersburg: Peter, 2001. - 192 p.

.Panfilova A.P. Brainstorming in collective decision making / A.P. Panfilova. - St. Petersburg: Peter, 2005. -

.Pirogova E.V. Management decisions: textbook / E.V. Pirogov. - Ulyanovsk: Ulyanovsk State Technical University, 2010. - 176 p.

.Ponomarev Ya.A. Psychology of creativity: general, differential, applied / Ya.A. Ponomarev. - M.: Nauka 1990. - 222 p.

.Robson M. From idea to decision: using the potential of the management group / M. Robson. - M.: TriL, 2000. - 192 p.

.Samsonova M.V. Technology and methods of collective problem solving. Textbook / M.V. Samsonova, V.V. Efimov - Ulyanovsk: Ulyanovsk State Technical University, 2003. - 152 p.

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Application

LIST OF QUESTIONS FOR STIMULATING IDEAS GENERATION

ON A.F. OSBORNE

What new use can you suggest for a technical object?

Are new uses possible?

How can known uses be modified?

Is it possible to solve an inventive problem through adaptation, simplification, reduction?

What does this technical object remind you of?

Does the analogy evoke new idea?

Are there similar problem situations in the past that can be used?

What can you copy?

Which technical object should you stay ahead of?

What modifications of a technical object are possible?

Is modification possible by rotation, bending, twisting, turning?

What changes in purpose, function, color, movement, smell, shape, outline are possible?

Other possible changes?

What can be increased in a technical object?

What can be added?

Is it possible to increase the service time and exposure?

Increase frequency? sizes? strength?

Improve quality?

Add a new ingredient?

Duplicate?

Is it possible to multiply working parts, positions or other elements?

Is it possible to exaggerate, hyperbolize elements or the entire object?

What can be reduced in a technical object?

What can be replaced?

Is it possible to compact something, compress it, condense it, condense it, apply the method of miniaturization, shorten it, narrow it, separate it, crush it, multiply it?

What can be replaced in a technical object?

What and how much can be replaced and with what?

Another ingredient?

Different material?

Another process?

Another energy source?

Different location?

Different color/sound, lighting?

What can be transformed in a technical object?

Which components can be interchanged?

Change model?

Change the layout, layout, layout?

Change the sequence of operations?

Transpose cause and effect?

Change speed or pace?

Change mode?

What can be reversed in a technical object?

Transpose positive and negative?

Is it possible to swap oppositely placed elements?

Turn them backwards?

Flip upside down?

Swap places?

Switch roles?

Reverse the clamps?

What new combinations of elements of a technical object are possible?

Is it possible to create a mixture, an alloy, a new range, a set?

Combine sections, units, blocks, units?

Combine goals?

Combine attractive features?

Combine ideas?

Brain attack

The brainstorming method is a group solution to a creative problem, provided and facilitated by a number of special techniques. Brain attack was proposed in the late 30s as a method aimed at activating creative thought; for this purpose, means are used that reduce a person’s criticality and self-criticism, thereby increasing his self-confidence and demonstrating the mechanisms of the creative act. As you know, the creative effectiveness of most people is determined not only by their talent, but also by the possibility of maximizing their creative potential, therefore the brainstorming method is based on the assumption that reducing a person’s criticality towards their capabilities optimizes the conditions for creativity. IN initial period creativity, many inventors and scientists spend significant effort to drown out the voice of the inner critic (while a work of creative thought is still “in an embryonic” state, it may look unattractive even in the eyes of its creator).

Reducing criticality during the brainstorming process is achieved in two ways. The first is a direct instruction: be free, creative, original, suppress criticism of yourself and your ideas, and do not be afraid of the assessment of others. The purpose of the instruction is to change the internal position, the attitude of the individual in relation to his abilities. The second way is to create favorable external conditions: sympathy, support and approval of partners. The presenter makes special efforts to create a special inviting atmosphere. In such an environment, internal control weakens and inclusion in the creative process becomes easier. After all, sometimes one critical remark is enough for an interesting, but risky proposal to be replaced on the fly by another - proven, but uninteresting. In a brainstorming session, it not only makes it easier to overcome internal barriers for individual group members, its advantage is that it opens up the possibility of switching to someone else's logic - the logic of a neighbor, thus, the creative potentials of all participants in the attack are, as it were, summed up.

During the training, participants acquire the ability to argue kindly, listen, ask questions, encourage, and criticize. Very often people cannot separate what they actually see from what they are determined to see under the pressure of their prejudice, so we need to teach a person to observe with an open mind and as objectively as possible. Along with the development of observation, the ability for self-observation also improves and at the same time the attitude towards oneself becomes more objective.

In a brainstorming session, each participant freely puts forward his proposals for solving the problem under consideration, while criticism is completely prohibited.

The method not only helps to overcome thought patterns, but also removes social and subordination prohibitions that each person imposes on their statements during normal conversation! When working in a group, it is easier to see flaws in attack partners' ideas than in your own. The member of the group who is formulating the current proposal, whose attention is fully occupied, may not notice or appreciate the hint of a solution contained as a minor detail in his proposal. The other, watching from the outside, finds himself in more favorable conditions. For him, these minor details act as a hint to the desired solution, and he can use it when analyzing the quality of the proposal and improving it.

Since the basic rules of brainstorming exclude any criticism, each participant is convinced that any idea can be expressed without fear of being considered funny or untenable. During the work, the leader asks questions and in every possible way encourages the unbridled association of group members. The facilitator's questions should be phrased in a way that breaks the ice and encourages participants to start talking, for example: “Do you fully agree with this idea?” The presenter asks the participants to reformulate their statements in such a way as to turn them from evaluative into meaningful: “This is not just good, but good because...” The more wild (unlikely) the idea is proposed, the more encouragement it receives from the presenter. The number of ideas should be as large as possible; during the attack, everyone is allowed to combine, modify and improve the ideas expressed by other participants in any way they like. Usually, before a participant begins to present an amendment, addition, or development of the previous comrade’s idea, the facilitator recommends briefly repeating his idea and asking whether he was understood correctly. Mutual encouragement contributes to the birth of many proposals; their interaction often gives rise to new ideas that none of the participants would have thought of on their own.

The effectiveness of a group’s collective work is influenced not only by its quantitative composition, but also by the experience, work style and profession of each of its members. The psychological barrier of an individual can be overcome more easily if the group is more heterogeneous in composition. The group form of work makes the internal barriers of individual group members more vulnerable and less stable. Having different life and professional experiences, different attitudes and personal taboos, they ask each other questions that they could not ask themselves, being limited by their own internal barriers and attitudes. Thus, in the conditions of a group attack, contradictions in reasoning and logical errors of individual participants are quickly discovered and overcome.

The lesson is conducted as follows. The placement of participants in the brainstorming session is deliberate, as it has a significant impact on their activity, unity and integrity in the work of the group. For those sitting at the back or on the edge, it is more difficult to join the general conversation, so it is advisable to place the participants facing each other. The facilitator then poses a problem to the group and asks group members to propose as many possible solutions as possible without pre-thinking in a short period of time. The attack time ranges from several minutes to an hour. Not a single one of the proposed options is criticized, but, on the contrary, is encouraged in every possible way, and the promotion of unusual and even completely unrealistic ideas is stimulated. The speaking time for each participant is, as a rule, no more than 1–2 minutes; you can speak many times, but preferably not in a row. All speeches are recorded as accurately as possible, all proposals, including the most valuable ideas, are the fruits of collective labor and are not personalized. Brainstorming usually ends when the flow of suggestions dries up.

In the classroom they use special moves activating thinking: lists test questions, dissection, presentation of the problem to a non-specialist. Using a list, the search is guided by leading questions. For each special area, a list of various questions is compiled, each participant in the attack asks himself them sequentially in the process of solving the problem, which activates his thought, allowing him to turn and consider the issue from different angles. Answering questions from the list sometimes allows you to find a way out of an impasse. Here are typical questions: “What if we do the opposite? What if we replace this task with another? What if you change the shape of an object? What if we take another material?

Why else can this product (unit, material) be used exactly in the form in which it is now? What about changes (if you make it bigger, smaller, stronger, weaker, heavier, lighter, etc.)? In combination with something else? Is it possible to rearrange, combine, replace?”

Dissection involves four sequential steps. First, all the components of the structure to be improved are recorded on separate cards. Then, on each one, the maximum number of characteristic features of the corresponding part is sequentially listed. After this, it is necessary to evaluate the meaning and role of each feature for the functions of a given part (should they remain unchanged from the point of view of the implementation of their functions) and highlight in different colors those features that cannot be changed at all, those that can be changed within specified limits, and those that which can be changed within any limits. Finally, all cards are laid out on the table at the same time and analyzed as a common field of effort. The essence of the dissection technique lies, from our point of view, in the simultaneous visibility of the entire set of elements to be transformed, that is, in the activation of not only the analytical capabilities of the left hemisphere of the brain, but also the synthetic ones of the right.

When deciding new task It may be helpful to seek the opinions of others. The very act of presenting a difficult problem to someone often helps to crystallize thoughts and bring the solution closer. However, if the problem is discussed with specialists, then many details are omitted as understandable in themselves, so it is useful to present the problem to a non-specialist in the field, which forces it to be simplified. A simple statement of the problem clarifies the problem for the author and thereby brings closer the solution, which at first is obscured by technical details.

The attack process encourages the creation of unexpected associations. To do this, they suggest straining your memory and imagining possible connections between the details of this task and other tasks of the same plan, then relax and link the problem being solved with what first comes to mind. Sometimes it seems that the thought that has arisen has absolutely nothing to do with solving a given problem, and only later does it become clear that it is precisely this thought that contains the desired answer.

The conditions of the problem to be solved must necessarily be freed from special terminology and presented in the most generalized form possible, since the terms impose old and unchanged ideas about the object (we have already pointed out the benefit of reformulating the problem in the section on thinking). If in the conditions of the problem we are talking, for example, about increasing the speed of an icebreaker, then the term “icebreaker” immediately limits the range of ideas under consideration: it is necessary to chop, break, destroy the ice. The simple idea that the point is not at all about destroying the ice and that the main thing is to move through the ice and not break it, in this case turns out to be beyond the psychological barrier.

During the lesson, the leader presents the problem and asks each group member to express their thoughts on how to solve it, without being embarrassed by putting forward the most incredible assumptions. The manager does not allow any discussion of the merits and demerits of the ideas expressed until the flow of new ideas stops. The group is confident that any idea expressed, no matter how far from the solution and stupid it may turn out to be, can make a certain contribution to clarifying the problem, which, in turn, will bring the solution of the problem closer. It is helpful for the brainstorming leader to have a few appropriate cues ready to guide the group, such as: “Please, now you try. Who else would like to add and complement something, further define it?” It should demonstrate confidence in success, instill optimism in the participants and maintain a relaxed atmosphere. When the group has exhausted its supply of ideas, a discussion opens to combine and develop the proposed considerations into a coherent whole - a practical solution to the problem at hand.

Brainstorming is used not only for learning, but also as a practical technique for solving complex and creative problems. For this purpose it is sometimes modified. One of the modifications is the shuttle method. As you know, some people are more prone to generating ideas, others - to their critical analysis. For example, the famous physicist P. Ehrenfest constantly suffered from the fact that his critical abilities were ahead of his constructive ones. Such increased criticality did not allow even his own ideas to mature and strengthen. In ordinary discussions of problems, creators and critics, when they find themselves together, interfere with each other. In a shuttle brainstorming session, this incompatibility is eliminated by selecting two groups of participants taking into account each person's abilities - for generating ideas and for criticizing. These groups work in different rooms. The brainstorming session begins in the idea generation group, the leader outlines the problem, asks everyone to make suggestions, writes down all the suggestions received, announces a break in this group and passes them on to the criticism group. Critics select the most interesting and promising proposals and, based on them, further define the task, which, after a break, is again proposed to the idea generation group. The work is repeated cyclically until an acceptable result is obtained. A group of just six people can come up with up to 150 ideas in 30 minutes during an attack. A group working by conventional methods would never have come to the idea that the problem it was considering had such a variety of aspects.

The “synectics” technique, close to brainstorming, is a way to stimulate the imagination. Literally, synectics is the joining together of dissimilar elements. A synectics group usually consists of specialists from different fields. The collision of the most unexpected opinions and incredible analogies leads to the expansion of the field of ideas, the birth of new approaches to solving the problem and allows one to go beyond narrow professional capabilities; analogies from other fields of knowledge or fantastic analogies are more often used, in which the problem is solved mentally, as in a fairy tale.

A group working using the synectics method uses various analogies to promote spontaneous thinking: direct, subjective, symbolic and fantastic. Direct analogies are often found in biological systems that solve similar problems. For example, observing a carpenter worm drilling a tubular channel in wood led Brunel to think about the caisson method of constructing underwater structures.

Subjective analogies force you to imagine how you can use your body to achieve the desired result or what a person will feel if he imagines himself as a given detail. With symbolic analogies, the characteristics of one object are identified with the characteristics of another, and fantastic analogies require us to imagine things the way we would like to see them. Ignoring is allowed physical laws, such as the use of anti-gravity. Synectics excites and uses analogies as a means of shifting the process from the level of conscious thinking to the level of subconscious activity.

The brainstorming method is widely used in the USSR. Considerable experience has been accumulated in its use in universities, industry and research organizations. Brainstorming is used both as a method of problem solving and as a method of assimilation of knowledge, since the knowledge and experience of all participants in the discussion become accessible to everyone and can be effectively absorbed during the discussion. As they gain experience in group discussion of problems, participants acquire such useful skills as the ability to briefly and accurately state their position, correctly perceive someone else’s, and the ability to obey given rules of discussion.

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Cerebral organization of the paradigmatic structure of speech processes Until now, we have been talking about those disorders of speech activity that arise when certain stages of the transition from thought to a detailed statement are affected. Described speech impairments

Attack Most modern martial arts and self-defense systems focus specifically on countering the attack itself, missing the three stages preceding it, at which the attack itself could have been prevented. The disadvantages of this approach are obvious: 1. Self defense on this

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Attack on the Hippocampus Glucocorticoids (a type of steroid hormone), which the body releases during emotional outbursts and under conditions of chronic stress, destroy hippocampal neurons. When Jessie is stressed, she gravitates toward something close and familiar. U