Download this content brainstorming key and you'll be generating long lists of content you can produce in practically no time. This is a round up of the best and essential mind mapping and brainstorming web apps to help you work as a group. Brainstorming and Voting Amazingly Easy. Embed a tricider widget on your website as easy as a youtube video. Completely free and no one has to register. You can let your readers participate in idea discussions, votings and brainstorming. It's your own little crowdsourcing. Free and no registration. More than a survey. Polls are nice. But voting alone is a bit dreary. It gets really interesting when readers contribute their own ideas and start debating. But not as unstructered as in comments. Fuel for the next blog post. Attract new readers. An exciting question will be spread by your readers via Facebook and Twitter. If you turn it into an online contest with little rewards, even more readers will recrute their friends to vote for their ideas. See how Bloggers use tricider. Brainstorming - Wikipedia. Brainstorming is a group creativity technique by which efforts are made to find a conclusion for a specific problem by gathering a list of ideas spontaneously contributed by its members. The term was popularized by Alex Faickney Osborn in the 1. Applied Imagination. Advertising executive Alex F. Osborn began developing methods for creative problem- solving in 1. He was frustrated by employees. 19 Steps to the Perfect Company Name, Product Name or Tag Line; Free business name generator, Free company name generator guidelines.In response, he began hosting group- thinking sessions and discovered a significant improvement in the quality and quantity of ideas produced by employees. Osborn outlined his method in the 1. Your Creative Power in chapter 3. The assumption is that the greater the number of ideas generated, the bigger the chance of producing a radical and effective solution. Withhold criticism: In brainstorming, criticism of ideas generated should be put 'on hold'. Instead, participants should focus on extending or adding to ideas, reserving criticism for a later 'critical stage' of the process. By suspending judgment, participants will feel free to generate unusual ideas. Welcome wild ideas: To get a good long list of suggestions, wild ideas are encouraged. They can be generated by looking from new perspectives and suspending assumptions. Quick Brainstorming Activities for Busy Managers: 50 Exercises to Spark Your Team's Creativity and Get Results Fast provides brainstorming exercises and is a pick for. These new ways of thinking might give you better solutions. Combine and improve ideas: As suggested by the slogan . It is believed to stimulate the building of ideas by a process of association. Participants are encouraged to provide wild and unexpected answers. Ideas receive no criticism or discussion. The group simply provides ideas that might lead to a solution and apply no analytical judgment as to the feasibility. The judgments are reserved for a later date. Then the facilitator collects the ideas and the group votes on each idea. The vote can be as simple as a show of hands in favor of a given idea. This process is called distillation. After distillation, the top ranked ideas may be sent back to the group or to subgroups for further brainstorming. For example, one group may work on the color required in a product. Another group may work on the size, and so forth. Each group will come back to the whole group for ranking the listed ideas. Sometimes ideas that were previously dropped may be brought forward again once the group has re- evaluated the ideas. It is important that the facilitator be trained in this process before attempting to facilitate this technique. The group should be primed and encouraged to embrace the process. Like all team efforts, it may take a few practice sessions to train the team in the method before tackling the important ideas. Group passing technique. This continues until everybody gets his or her original piece of paper back. By this time, it is likely that the group will have extensively elaborated on each idea. The group may also create an . On the first page is a description of the problem. The first person to receive the book lists his or her ideas and then routes the book to the next person on the distribution list. The second person can log new ideas or add to the ideas of the previous person. This continues until the distribution list is exhausted. This technique takes longer, but it allows individuals time to think deeply about the problem. Team idea mapping method. It may improve collaboration and increase the quantity of ideas, and is designed so that all attendees participate and no ideas are rejected. The process begins with a well- defined topic. Each participant brainstorms individually, then all the ideas are merged onto one large idea map. During this consolidation phase, participants may discover a common understanding of the issues as they share the meanings behind their ideas. During this sharing, new ideas may arise by the association, and they are added to the map as well. Once all the ideas are captured, the group can prioritize and/or take action. It can be done manually or with computers. Directed brainstorming works when the solution space (that is, the set of criteria for evaluating a good idea) is known prior to the session. If known, those criteria can be used to constrain the Ideation process intentionally. In directed brainstorming, each participant is given one sheet of paper (or electronic form) and told the brainstorming question. They are asked to produce one response and stop, then all of the papers (or forms) are randomly swapped among the participants. The participants are asked to look at the idea they received and to create a new idea that improves on that idea based on the initial criteria. The forms are then swapped again and respondents are asked to improve upon the ideas, and the process is repeated for three or more rounds. In the laboratory, directed brainstorming has been found to almost triple the productivity of groups over electronic brainstorming. This type of brainstorming removes all cause for conflict and constrains conversations while stimulating critical and creative thinking in an engaging, balanced environment. Participants are asked to adopt different mindsets for pre- defined period of time while contributing their ideas to a central mind map drawn by a pre- appointed scribe. Having examined a multi- perspective point of view, participants seemingly see the simple solutions that collectively create greater growth. Action is assigned individually. Following a guided brainstorming session participants emerge with ideas ranked for further brainstorming, research and questions remaining unanswered and a prioritized, assigned, actionable list that leaves everyone with a clear understanding of what needs to happen next and the ability to visualize the combined future focus and greater goals of the group. Individual brainstorming. It typically includes such techniques as free writing, free speaking, word association, and drawing a mind map, which is a visual note taking technique in which people diagram their thoughts. Individual brainstorming is a useful method in creative writing and has been shown to be superior to traditional group brainstorming. Theoretically, this technique should not inhibit participation as there is no need to provide solutions. The answers to the questions form the framework for constructing future action plans. Once the list of questions is set, it may be necessary to prioritize them to reach to the best solution in an orderly way. When using these electronic meeting systems (EMS, as they came to be called), group members simultaneously and independently entered ideas into a computer terminal. The software collected (or . Other elements of these EMSs could support additional activities such as categorization of ideas, elimination of duplicates, assessment and discussion of prioritized or controversial ideas. Later EMSs capitalized on advances in computer networking and internet protocols to support asynchronous brainstorming sessions over extended periods of time and in multiple locations. Introduced along with the EMS by Nunamaker and colleagues at University of Arizona. By utilizing customized computer software for groups (group decision support systems or groupware), EBS can replace face- to- face brainstorming. As group members simultaneously type their comments on separate computers, those comments are anonymously pooled and made available to all group members for evaluation and further elaboration. Identified by Gallupe and colleagues, . EBS also enables much larger groups to brainstorm on a topic than would normally be productive in a traditional brainstorming session. For example, ideas might be . Some software programs show all ideas as they are generated (via chat room or e- mail). The display of ideas may cognitively stimulate brainstormers, as their attention is kept on the flow of ideas being generated without the potential distraction of social cues such as facial expressions and verbal language. Conversely, the production gain associated with EBS was less found in situations where EBS group members focused too much on generating ideas that they ignored ideas expressed by others. The production gain associated with Group. System users. Despite the advantages demonstrated by EBS groups, EBS group members reported less satisfaction with the brainstorming process compared to face- to- face brainstorming group members. Some web- based brainstorming techniques allow contributors to post their comments anonymously through the use of avatars. This technique also allows users to log on over an extended time period, typically one or two weeks, to allow participants some . This technique has been used particularly in the field of new product development, but can be applied in any number of areas requiring collection and evaluation of ideas. Participants were divided into three conditions. In Condition I, a flat fee was paid to all participants. In the Condition II, participants were awarded points for every unique idea of their own, and subjects were paid for the points that they earned. In Condition III, subjects were paid based on the impact that their idea had on the group; this was measured by counting the number of group ideas derived from the specific subject's ideas. Condition III outperformed Condition II, and Condition II outperformed Condition I at a statistically significant level for most measures. The results demonstrated that participants were willing to work far longer to achieve unique results in the expectation of compensation. Isaksen showed that a misunderstanding of the tool, and weak application of the methods (including lack of facilitation), and the artificiality of the problems and groups undermined most such studies, and the validity of their conclusions. Members may also conform their ideas to those of other members, decreasing the novelty or variety of ideas, even though the overall number of ideas might not decrease. If the assumption of collective assessment were in place, real- time judgment of ideas, ostensibly an induction of evaluation apprehension, failed to induce significant variance.
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