INTRODUCTION

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.

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)

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.

The purpose of the work is to consider the method of brainstorming in the analysis of the work of a food enterprise.

The essence of brainstorming

"Brainstorming", or "brainstorming" - one of the most common methods of liberation and activation of thinking. Other methods (focal object method, synectics, control questions) are used much less often due to their lower efficiency.

To have the maximum effect, brainstorming must follow certain rules, otherwise brainstorming turns into a regular meeting. Brainstorming is very effective in solving organizational and managerial problems, such as finding a new use for a product, coming up with an appropriate response to a competitor's action, improving advertising, etc.

Brainstorming is a method of increasing the number of sentences. The purpose of this method is to generate as many ideas as possible, even "crazy" ideas, some of which may be surprisingly useful.

Create something new based on own forces, difficult. It is much easier (both in marketing and in any work in general) to look for a solution with the whole team or a team of like-minded people.

If a group of people are locked early in the morning in some room, then the only thing they can invent is new curses about their work in general and the task in particular. Or even worse: some of them will be struck by a thought that is no good at all, and the rest will enthusiastically seize on it and defend it with the sole purpose of saving themselves the need to think. If you hope to awaken creative potential colleagues, it is better to use a structured collective method. This means that you must convince the group to take part in activities known as brainstorming and brainstorming. When using this method, people very often resist attempts to involve them in the discussion. But there is no need to panic. Don't give up without a fight. Ask colleagues what they will lose by spending half an hour discussing your idea. By applying one of the methods of generating ideas suggested below, they will see for themselves how much more productive team creativity is and will take part in a group discussion.

The brainstorming method was developed in 1953 by Osborne, an American advertising consultant. The main principle of this method is the uncontrolled generation and spontaneous interweaving of ideas by participants in a group discussion of a problem. For the successful application of this method, a number of conditions must be met:

The meeting should be attended by 7 to 12 people;

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

The number of offers is more important than their quality;

Any participant can adopt and develop the ideas of another;

Criticism in any form is prohibited;

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

The hierarchical level of participants should not differ too much, otherwise psychological barriers may arise that interfere with communication and association building.

Brainstorming is one of the most effective forms of group discussion. This method is intended for collective generation a large number ideas for solving a particular problem. Research has revealed the fact that the number and quality of alternatives put forward increase significantly when the initial generation of ideas is clearly separated from their evaluation and final formulation. It is this principle that underlies the brainstorming method, which is also known as brainstorming (brainstorming), collective idea generation, idea conference, opinion exchange method.

All participants in the solution of the problem are preliminarily divided into two groups - "generators of ideas" ("dreamers") and "critics". The fact is that some people are more inclined to generate ideas, others - to their critical analysis. In ordinary discussions, "dreamers" and "critics" find themselves together and interfere with each other. Therefore, during brainstorming, the stages of generating and analyzing ideas are strictly separated. The task of "idea generators" is to put forward as many suggestions as possible about the problem being solved. Among the ideas received, there may be many stupid, fantastic and even absurd, but "stupid ideas are easily excluded by subsequent criticism, because competent criticism is easier to receive than competent creativity." The task of the "critics" is to systematize and critically analyze the proposals received, followed by the selection of the most valuable ideas among them, used to solve the problem. It is possible that individual participants in the discussion can work in both groups.

The main rules for brainstorming include the following provisions: a complete ban on any criticism and comments about the participants and their speeches; the need to get rid of the idea that the problem under discussion has only one solution; the need to express as many different ideas as possible; consideration of all ideas, even the most incredible and absurd, regardless of their authorship; brevity and clarity of experts' statements, optional detailed justification; the right of each of the participants to speak many times; giving the floor, first of all, to those persons who had ideas under the influence of the previous speech; prohibition on reading in a row a list of proposals that can be prepared in advance.

There are six main stages of brainstorming. At the preparatory stage, groups of brainstorming participants are formed. As experience shows, the optimal size of the group of "generators of ideas" is 10-15 people. A group of "critics" can number up to 20-25 people. The most stringent requirements are imposed on the personnel of the first group. The main selection principles for this group are broad erudition, flexibility of thinking, imagination, a tendency to fantasize, as well as a variety of professions, qualifications and experience of participants. It is not recommended to invite people who think categorically, as well as outside observers and employees with strong differences in official position. At the same time, it is desirable to include in this group active-minded amateurs who are able to offer a fresh, original solution. The group of "critics", as a rule, is formed from narrow specialists with an analytical mindset and a sober assessment of the real possibilities of implementing the proposed ideas.

At the stage of setting the problem, brainstorming participants should familiarize themselves with the problem being solved and tune in to active mental activity. To do this, the organizers of brainstorming provide them with a comprehensive description problem situation, which includes: a statement of the essence of the problem; analysis of the causes of the problem and possible consequences development of a problem situation; analysis of experience in solving similar and related problems; classification of possible approaches and ways of solving the problem; the formulation of the main constraints and objectives of the decision.

At the idea generation stage, brainstorming organizers must create an atmosphere of benevolence and support that frees participants from excessive constraint. The environment in which the discussion takes place should be conducive to the open and free expression of various ideas, opinions and suggestions. The facilitator should once again make it clear to the participants that any ideas are welcome, that many ideas are needed, and that brainstorming participants should try to combine or refine the ideas put forward by others.

At first, each member of the group works independently, thinking about the problem posed. The facilitator then asks the participants to speak. However, he can use forced polling to arouse their activity faster. After that, the process of generating ideas develops, as a rule, spontaneously and like an avalanche. The facilitator plays a passive role in this process, passing the floor to those who wish to speak and coordinating the work of the group. The next speaker reads out his ideas, the rest listen and write down on separate cards new ideas that arose under the influence of what they heard. In addition, all ideas can be recorded by the secretary on a special board or screen. After a burst of activity in the discussion process, there may be some lull. This does not mean that all ideas are over - just thinking is going on. The facilitator can again activate the participants by inviting them to read the notes on the board or pre-prepared questions on the topic of discussion on special cards. Moreover, these cards with questions can be issued both before starting work, and directly during the brainstorming session. After a short delay, there is usually a rise in creative activity again. The flow of new ideas grows like a snowball. The ideas of each of the participants generate in the minds of the others a specific reaction, which, due to the prohibition of criticism, is formed as a new, missing idea. Moreover, ideas that are directly related to previously expressed thoughts or have arisen as a result of their combination have the greatest value. The effectiveness of brainstorming is amazing. Studies show that collective thinking under the conditions of the prohibition of criticism produces 70% more valuable ideas than a simple sum of ideas received individually. In one hour of work, the group can put forward up to 150 new ideas. This is due to the basic concept of brainstorming - to give new ideas a way out of the subconscious. At the stage of systematization of ideas, the following actions are performed: common list all the ideas expressed; each idea is formulated in generally accepted terms; recurring and complementary ideas are identified, which are then combined into one complex idea; signs are formed according to which various ideas can be combined into groups; ideas are grouped; there is a systematization of ideas in groups. At the same time, in each group, ideas are written from more general to more specific, complementing or developing general ideas.

At the stage of criticism of ideas, a group of "critics" begins to work. At this stage, each idea is subjected to comprehensive criticism, due to which there is a “destruction” (destructuring) of unpromising and unrealistic ideas. The main principle is to consider each idea only from the point of view of obstacles to its implementation, i.e. the participants in the discussion must put forward arguments that refute the idea under discussion. But in the process of "destroying" the idea, it is important to preserve its "rational kernel" (if it exists) and obtain, on its basis, a counter-idea containing a real proposal for solving the problem. The output of this step is a list of criticisms of each idea or group of ideas, as well as a list of counter ideas.

Finally, during the alternatives development phase, all the ideas, countermeasures, and criticisms received are evaluated in order to compile a final list of practically acceptable alternatives aimed at solving the problem. To this end, a list of indicators is being developed to assess the feasibility and acceptability of each idea. For example, ideas can be judged on indicators such as promptness, human resources, technology, costs financial resources, useful effect, ethical and legal aspects. Only those ideas that satisfy all the established restrictions are included in the final list. These ideas play the role of alternative choices and are presented to the decision maker (head of the organization) for deeper analysis and decision making.

The brainstorming method has many varieties and modifications. In particular, one of its variants is the so-called 635 method. This method is characterized by a fixed number of participants and a certain procedure for interaction between them at the idea generation stage. The group consists of 6 people. Each of them is given a special collection of ideas. All participants write down 3 main ideas on their form and pass it around to the next participant, who studies the received form and supplements it with three new ideas, etc. After 5 iterations, all forms are filled in and as a result contain 108 ideas that are transferred to the “critics”. The practice of using the "method 635" shows that the ideas presented in writing are more reasonable and clear than those expressed orally, although they are often less original.

Despite the fact that this method is a group procedure, however, it can be applied individually. Sometimes ideas fly so fast that a tape recorder is recommended. In the next two or three days, the brainstorming ideas can be printed out for careful analysis. A network of predetermined criteria is then established and the most promising standards are selected.

Research shows that much more good ideas obtained by brainstorming (both individual and group) than by more conventional approaches to their generation.

Thus, the advantage of the "brain attack" method is the high efficiency of obtaining the required solution. Its main drawback is the complexity of organizing an examination, since it is sometimes impossible to bring together the required specialists, create a relaxed atmosphere and exclude the influence of false relationships.

Brainstorming method

The concept of "brainstorming" has become widespread since the early 1950s as a "method of systematically training creative thinking" aimed at "discovering new ideas and reaching agreement among a group of people based on intuitive thinking." 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 participants in the OIG 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. It is required to express as many ideas as possible (preferably non-trivial ones), to try to create, as it were, a chain reaction of ideas.

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. IN Lately 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 job structure organizations: 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.

During the meeting, the experts, "infecting" each other, express more and more extravagant considerations. Two hours later, the session recorded on a tape recorder or video camera ends, and the second stage of brainstorming begins - the analysis of the ideas expressed. Usually, out of 100 ideas, 30 deserve further elaboration, out of 5-6 they make it possible to formulate applied projects, and 2-3 ultimately turn out to bring a beneficial effect - profit, increased environmental safety, improvement of the natural environment, etc. At the same time, the interpretation of ideas creative process. For example, when discussing the possibilities of protecting ships from a torpedo attack, the idea was expressed: "Line up the sailors along the side and blow on the torpedo to change its course." After elaboration, this idea led to the creation of special devices that create waves that knock the torpedo off course.

During the "brainstorming" ideas can overshadow any participant and the desired solution will be found. The usual number of brainstorming participants is 11-12 people, but this number can vary from four to several dozen people.

There are several rules that must be observed when organizing the brainstorming process.

• 1. You can not criticize or pull the speaker. Uncompromising conclusions are also unacceptable, because for one, the position is indisputable, and for the other, it is ambiguous.
• 2. Never say that an idea is unrealistic or absurd.
• 3. Collect the quantity of ideas, not paying attention to the quality. Brainstorming sets the stage for creative thinking, so the more suggestions the better.
• 4. Welcome creativity. Each participant can develop the ideas proposed by the speaker earlier.

Usually the brainstorming time is limited. All proposed ideas are recorded, and the decision on them is made by a person who did not participate in the brainstorming process. Brainstorming is not a panacea, but only one of the ways to prepare a solution.

There are some principles that have been formed in the process of using the brainstorming method.

• 1. Goals and limits must be clearly defined.
• 2. All participants in the method should be given maximum freedom, expressed in:
  • * unlimited freedom of ideas;
  • * Mandatory expression of the opinion of each participant.
• 3. The formation of the composition of participants must be thorough, it is necessary to remember:
  • * on limiting the number of groups;
  • * about definition of the names of the specialties necessary for accomplishment of a task in view;
  • * about creating an appropriate psychological atmosphere;
  • * on determining the level of qualification of participants;
  • * about the possibility of purposeful introduction of a dissident participant into the group.
• 4. It is necessary to determine in advance how the brainstorming will proceed. For example, collecting all options at each level, then evaluating the viability of each option and choosing the best one, and then "expanding" each approved option.
• 5. The role of the leader in the group includes the following:
  • * the ability to create the necessary atmosphere;
  • * Ability to manage a group.

In the process of using the brainstorming method in various situations in many areas of life, this method has been divided into nine types, which can be used in accordance with the requirements of the field of study.

Types of brainstorming:

• - individual method;
• - written method;
• - direct method;
• - mass method;
• - double method;
• - "brainstorming" with the evaluation of ideas;
• - reverse method;
• - "ship council";
• - "conference of ideas".
• - Individual method

When using this method, the number of participants can be reduced to a minimum, to one person. Its essence is that within ten minutes the employee must record his idea on a dictaphone or on paper, but without evaluation.

Positive effect individual method is to save money and get results quickly.

The written method

The written method is most often used when the group members are far away. All possible solutions, ideas are recorded in writing and transferred to the host of this event. The effectiveness of this method is that it is possible to attract the most highly qualified specialists from one or more countries.

The disadvantages of this method include the duration of the process itself.

direct method

The direct method is characterized by the fact that its implementation is reduced to a minimum of time and a maximum of communication. In other words, the facilitator can directly ask each participant, while limiting his time and scope of research. An informal atmosphere is created in the group, which should encourage the participants to communicate and create.

Bulk Method

The main feature of this method is that all global problem is broken down into its component parts and brainstorming is carried out for each part. Then a meeting of the leaders of all groups that took part in solving the problem is held, at which all the identified ideas and options for solving the problem are discussed.

When complex and massive problems arise, the “mass method” is often used as a kind of “brainstorming”.

Idea conference method

This type of brainstorming is different in that it allows positive criticism. Thus, the situation is less formalized, which means that communication flows more naturally.

Method of "ship advice"

The shipboard method is a variation of the brainstorming method. Its main and only difference is the strict sequence of expressing one's opinion. The disadvantages of the method include the fact that after passing their turn and having already expressed their opinion, the participant does not have the right to vote and cannot add their new thoughts and ideas. Thus, the losses when using this method can be very significant for the organization.

reverse method

When using this method - a kind of "brainstorming" - the whole process of searching for a new idea is divided into separate stages that must be performed correctly, otherwise the whole process will fail due to the incorrect execution of one stage. Most often, this method may contain the following steps:

• * Making a list of all possible deficiencies that already exist, may or may not appear in the future.
• * Their subsequent ranking according to the level of complexity or the amount of possible damage.

The method is called inverse because it is not used to create new ideas, but to analyze existing phenomena or plans for deficiencies.

Idea Evaluation Method

The “ideas-evaluated” method is essentially the sum of several methods: reverse, dual, and individual. This addition of the properties and qualities of the three methods allows us to solve urgent problems. The method “with the evaluation of ideas” can consist of several stages, which depend on the task set for the participants:

• * idea generation;
• * clarification by the participants of all sides of each idea, the collection of comments and independent evaluation scores for each idea;
• *selection the best options, while it is obligatory to indicate the positive and negative aspects of each option;
• *discussions of each option using a "mini-brainstorm";
• * selection from the best list of the most viable options;
• * presentations of each option;
• * collective ranking of all remaining options.

The use of this metope is possible only if it is possible to assemble a highly qualified team with experience, knowledge and skills in certain specialties, in other words, there are increased requirements for participants.

double method

The double method as a kind of brainstorming method differs from all other methods in that it contains an additional stage of mandatory criticism of each idea. Depending on the task, the list of stages may be different, for example:

• * "brainstorm";
• * discussion of each proposed option;
• * generating new ideas based on the two stages studied above.

The study of control systems: lecture notes Shevchuk Denis Alexandrovich

Lecture 15

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The method of "brainstorming" ("brainstorming") is a method that allows, with a minimum investment of time, to find a set of solutions put forward spontaneously by the participants for the problem posed. This method was developed by A. Osborne in 1953. It is also called the CGI method (collective idea generation) or the creative problem solving method.

This method is used when searching for solutions in an insufficiently explored area, when identifying new directions for solving a problem, and when eliminating shortcomings in an existing system.

There are 2 following forms of application of the "brainstorming" method:

Regular meeting: a meeting is held at which the head of the meeting interrogates the participants in turn, who name the problems that adversely affect the efficiency of the enterprise or unit. At the end of the meeting, a list of problems is compiled, which is then posted for public review. In the case of an inefficient ideation process, the meeting is rescheduled for another day;

Conducting a meeting in a circular system: subgroups are formed, consisting of 3 - 4 people. Each representative of the group writes down 2-3 ideas on paper, which they then exchange with other participants within their group.

The ideas put forward are studied by other participants and supplemented by new ones. In each sub-group, ideas are exchanged three times, after which a consolidated list of ideas put forward is compiled. The completed lists of subgroups are then submitted to the group for consideration. This form of brainstorming has the following advantages:

Increases the activity of participants through the written form of presentation of ideas;

Eliminates waiting for one's turn in the process of putting forward ideas;

Allows you to improve the presented ideas and develop new ones based on them.

When conducting the brainstorming method, it is necessary to be guided by:

There is a ban on criticism of put forward ideas;

Suggested ideas are evaluated after brainstorming;

Among the ideas put forward, first of all, original and unusual and impromptu ideas are welcome;

The likelihood of valuable ideas coming up depends on the number of ideas put forward: the more, the better;

Preference is given to combined (combining several ideas into one) and improved ideas (development of an already expressed idea);

When putting forward new ideas, a chain reaction of ideas must be observed;

Brainstorming participants can speak several times, but each time no more than one idea should be expressed for better perception;

The organization of the method of "brainstorming" is carried out according to the following methodology. At the first stage, the task is formulated on the basis of 2 provisions:

What do we want to get as a result;

What prevents us from achieving our desires.

The internal structure of the problem to be solved should be simple and specifically formulated for the greatest efficiency of the generated ideas. A complex task needs to be broken down into its component parts.

To consider this task, a creative group is formed, consisting of 5 - 7 people (but not less than 3). The creative group consists of two subgroups:

A permanent core consisting of a team leader and employees who easily generate ideas. The duties of the leader include: defining the problem to be solved with the help of brainstorming, selecting and training participants in the necessary work methods, ensuring the activity of session participants, evaluating the ideas put forward, summing up the results of the assault. The leader must:

Be creatively active;

Be kind to the ideas expressed by other people;

Combine the positive qualities of a generator and an analyst;

Possess a speed of reaction, good analytical skills and a sober mind;

Temporary participants who are invited depending on the nature of the task being solved.

An invitation to a session is received 2-3 days in advance, together with information about the agenda items in written or oral form.

Basic information about the problem being solved can be provided to participants immediately before it starts.

The duration of the session is 25 - 30 minutes. The ideas put forward, the proposed solutions and their improvements are recorded in the minutes. All ideas are expressed in short sentences.

Preference is given to quantity over quality.

During the implementation of this method, the manager should pay attention to all the little things, even if they are insignificant: the creation of a friendly relaxed microclimate (jokes, tea, coffee). First of all, it is necessary to introduce all newcomers. A favorable friendly environment will contribute to a balanced psychological state of people.

The advantages of the brainstorming method are as follows:

Groupthink generates 70% more new valuable ideas than the sum of individual independent proposals;

Trains the mental abilities of the participants;

Provides an opportunity to get new unexpected visions of the problem under consideration;

Allows you to treat the ideas put forward with great confidence.

The method of "reverse brainstorming" is similar to the usual "brainstorming". The main feature of this method is the permission to express criticism. During the implementation of this method, the shortcomings of the proposed ideas are revealed (but discussions should take place correctly in relation to each participant) and ways to eliminate them are proposed.