Estimated reading time: 3 minutes
I’ve been writing about problem solving lately because it’s an important topic. At any given moment, we might be faced with a challenge and having a process to work through it is essential. And by “we” I mean individually, as part of a team, or an organization.
I believe one of the big mistakes that people (and companies) make when problem solving is generating ideas and evaluating them at the same time. I think when that happens there’s a possibility probability that ideas aren’t shared for fear of rejection. This leads to good ideas never being considered. If the “generating ideas” activity is separate from the “evaluating ideas” activity, then there’s a good chance that more ideas will be generated and maybe even that a couple of ideas could be merged together.
This means when organizations are entering an idea generation session, it’s important to create a safe environment. Here are a couple of things to consider:
- Some individuals might find it helpful to start at the beginning. Others might want to reject this as being elementary. Try to find some common ground that will support everyone’s thinking.
- De-emphasize the need to be “right”. This isn’t a meeting to show off or impress anyone. It’s about generating ideas.
- Don’t reject any idea right away. Keep the ideas coming.
- Let people step away from the problem for a while. The refresh might spark more ideas.
Meeting leaders might find it helpful to use some structured activities to generate ideas. Here are a few to remember:
Brainstorming is often the term used for any type of casual discussion to generate ideas. But the truth is, good brainstorming sessions often have structure. Remind the team about the common rules of brainstorming like all ideas will be recorded (and evaluated later). Criticism will not be tolerated. Humor is allowed. And set a time limit for idea generation.
Another option is a variation of the nominal group technique. Each person spends some quiet time generating ideas. Then after the allotted quiet time has passed, each person reads their list aloud and the ideas are recorded. Again, to be evaluated later. If more than one person shares the same idea, that’s totally fine and is still recorded.
And if you’re looking to have smaller groups work on idea generation, you could do something like the Delphi method where teams are asked to generate possible solutions that are outside the norm. This is a time when solutions that might be considered humorous or “off the wall” are not only acceptable but encouraged. I like to think of them as ideas outside of the organization’s culture. Once the allotted thinking time has ended, then each team would share their idea, and those ideas are recorded.
After an idea generating session, the group can evaluate the recorded ideas starting with these four questions.
- Does the idea solve the problem?
- Can the organization successfully implement it (with or without assistance)?
- Will key stakeholders buy-into it?
- Can the organization modify it – if internal or external conditions change?
Separating idea generation from evaluation encourages people and teams to focus on all the possible solutions without worrying about “What would people think if I suggest this?”. Or “They might laugh at me.” It’s possible that “laughable” idea is exactly what the organization needs to hear.
Image captured by Sharlyn Lauby while exploring the streets of Boston, MA
