Brainstorming: An examination of idea production rate and level of speculation in real managerial situations

Abstract

AbstractThe usefulness of brainstorming (Osborn type) as a management technique has been examined i n a series of exercises over the period 1972‐ 1974. In a considerable proportion of the exercises the material produced was interpreted as arising from low levels of speculation within the groups.It is argued that the procedures of brainstorming will not automatically lead to highly speculative material, and that managers using brainstorming as a means of bringing about suspension of judgment may not achieve that result.In real situations the intrusion of longer term belief systems may be influencing the group in the brainstorming process. Nevertheless, the principle of separating the idea generation and evaluation stages within managerial problem‐solving exercises can be constructively adapted into regular management practice.