INTRODUCTION

When developing corporate knowledge management systems, the bottleneck is not the software aspect, as many 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 ability to simultaneously "absorb" 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 laborious and expensive than the individual ones, due to the complexity of their organization.

Active group methods are usually used as a kind of hot seasoning at the stage of knowledge extraction, by themselves they cannot serve as a source of more or less complete knowledge. They are used as an addition to traditional individual methods (observations, interviews, etc.), for the sake of activating the thinking and behavior of the enterprise's specialists.

The exchange of views on controversial issues has a long tradition in the history of mankind (remember ancient Greece, India). To this day, literary monuments have survived related to the discussion of controversial issues (for example, "The Art of Arguing" by Protagoras, 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 Latin discussio - research) contains an indication that this is a method of scientific knowledge, and not just disputes (for comparison: polemics, from the Greek polemikos - belligerent, hostile)

One of the most well-known and widely used methods of finding ideas through the creative collaboration of a group of specialists is the brainstorming method. As a single brain, the group tries by storm to overcome the difficulty that prevents the solution of the problem in question.

The purpose of the work is to consider the method of brainstorming when analyzing the work of a food enterprise.

The essence of brainstorming techniques

"Brainstorming" or "brainstorming" is one of the most common methods of liberating and activating thinking. Other methods (method of focal objects, synectics, method of test questions) are used much less frequently due to their lower efficiency.

To maximize the effect, brainstorming must obey certain rules, otherwise the brainstorming turns into an ordinary meeting. The brainstorming method is very effective in solving organizational and managerial problems, for example, finding new applications for manufactured products, coming up with an appropriate response to a competitor's actions, improving advertising, etc.

Brainstorming is a method of increasing the number of sentences. The goal of this method is to create as many of any, even “crazy” ideas as possible, some of which may be surprisingly useful.

It is difficult to create new things relying on our own strengths. 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 is locked in a room early in the morning, then the only thing they can think of is new curses about their work in general and the task in particular. Or even worse: one of them will be struck by a thought that is generally useless, and the rest will seize it with delight and defend it with the sole purpose of ridding themselves of the need to think. If you are hoping to awaken the creativity of your colleagues, it is better to use a structured, collaborative method. This means that you have to convince the group to take part in what are known as brainstorming and brainstorming activities. When using this method, people very often resist trying to involve them in the discussion. But don't panic. Don't give up without a fight. Ask your colleagues what they will lose by spending half an hour discussing your idea. By using one of the ideas below, they will see for themselves how productive collective creativity is and participate 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 the participants in the group discussion of the 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 15 to 30 minutes;

The number of offers is more important than their quality;

Any participant can adopt and develop the ideas of the other;

Any criticism is prohibited;

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

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

Brainstorming is one of the most effective forms of group discussion. This method is designed to collectively generate a large number of ideas for solving a particular problem. Research has revealed that the number and quality of proposed alternatives increase significantly when the initial generation of ideas is clearly separated from their evaluation and final formulation. It is this principle that forms the basis of the brainstorming method, which is also known as "brainstorming" (brainstorming), "collective idea generation", "conference of ideas", "method of exchange of opinions."

All participants in the solution of the problem are preliminarily divided into two groups - "generators of ideas" ("visionaries") and "critics". The fact is that some people are more inclined to generate ideas, others to critically analyze them. In ordinary discussions, "visionaries" and "critics" end up together and interfere with each other. Therefore, during a brainstorming, the stages of generating and analyzing ideas are strictly separated. The task of "idea generators" is to put forward as many proposals as possible about the problem being solved. There may be many stupid, fantastic and even absurd ideas among the received ideas, 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 among them of the most valuable ideas used to solve the problem. It is possible that individual participants in the discussion can work in both groups.

The basic rules for conducting a brainstorming include the following provisions: complete prohibition of any criticism and remarks about 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; the brevity and clarity of the experts' statements, the 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; a ban on reading in a row a list of proposals that may be prepared in advance.

There are six main stages of brainstorming. At the preparatory stage, groups of participants in the brainstorming are formed. Experience shows that the optimal size of the group of "idea generators" is 10-15 people. The 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 principles of selection 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 the participants. It is not recommended to invite people who think categorically, as well as outside observers and employees who have strong differences in their positions. At the same time, it is desirable to include active-minded amateurs in this group who are able to offer a fresh, original solution. A group of "critics", as a rule, is formed from narrow specialists with an analytical mindset and soberly assessing the real possibilities of implementing the proposed ideas.

At the stage of posing the problem, the participants in the brainstorming session must familiarize themselves with the problem being solved and tune in to active mental activity. For this, the brainstorming organizers provide them with a comprehensive description of the problem situation, including: a statement of the essence of the problem; analysis of the causes of the problem and the possible consequences of the development of the problem situation; analysis of experience in solving similar and related problems; classification of possible approaches and solutions to the problem; the formulation of the main constraints and objectives of the decision.

During the idea generation phase, brainstorming organizers must create an atmosphere of sympathy and support that frees participants from undue constraint. The environment in which the discussion takes place should be conducive to the open and free expression of various ideas, opinions and assumptions. The facilitator should reaffirm to the participants that any ideas are welcome, that many ideas are needed, and that brainstorming participants should try to combine or improve on ideas put forward by others.

In the beginning, each member of the group works independently, thinking about the problem posed. The moderator then asks the participants to speak up. At the same time, he can use forced polling to quickly arouse their activity. 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, handing over 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 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 the ideas are over - just thinking is going on. The facilitator can re-energize the participants by asking them to read the notes on the board or 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 a brainstorming session. After a short delay, the rise of creative activity usually begins again. The stream of new ideas grows like a snowball. The ideas of each of the participants generate in the minds of the rest a specific reaction, which, due to the prohibition of criticism, is formed as a new, absent idea. Moreover, the ideas that are directly related to previously expressed thoughts or arose as a result of their combination are of the greatest value. The effectiveness of brainstorming is amazing. Research shows that collective thinking in a non-critical environment 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: a general list of all expressed ideas is drawn up; 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 come together in groups; 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 criticizing ideas, a group of "critics" begins to work. At this stage, each idea is subjected to comprehensive criticism, due to which the "destruction" (destructuring) of unpromising and unrealistic ideas occurs. The main principle is to consider each idea only from the point of view of obstacles to its implementation, i.e. participants in the discussion should put forward arguments that refute the idea under discussion. But in the process of “destroying” an idea, it is important to preserve its “rational kernel” (if any) and to receive on its basis a counter-idea containing a real proposal for solving the problem. The result of this stage is a list of criticisms of each idea or group of ideas, as well as a list of counter-trips.

And finally, at the stage of developing alternatives, an assessment of all the ideas, counter-trials and criticisms received is made in order to draw up 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 assessed on such indicators as responsiveness, human resources, technology, financial costs, benefit, ethical and legal aspects. Only ideas that meet all of the established constraints 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 method 635. This method is characterized by a fixed number of participants and a certain procedure for interaction between them at the stage of generating ideas. 6 people take part in the work of the group. Each of them is given a special form for collecting ideas. All participants write down 3 main ideas on their form and pass it around in a circle to the next participant, who studies the received form and supplements it with three new ideas, etc. After 5 iterations, all the forms are filled out and eventually contain 108 ideas that are passed on to the “critics”. The practice of using the “635 method” shows that ideas presented in writing are more valid and clear than those expressed orally, although they are often less original.

Despite the fact that this method is a group procedure, nevertheless, 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. Then a network of predetermined criteria is established and the most promising standards are selected.

Research shows that significantly more good ideas are generated through brainstorming (both individual and group) than more conventional approaches to generating them.

Thus, the merit of the "brain attack" method is a high performance of obtaining the required solution. Its main disadvantage is the difficulty of organizing the expertise, since sometimes it is impossible to combine the required specialists, to create an unproductive

Brainstorming method

The concept of "brainstorming" has become widespread since the early 50s as a "method of systematic training of creative thinking" aimed at "discovering new ideas and reaching agreement of a group of people on the basis of intuitive thinking." Methods of this type are also known under the names of brainstorming, conferences of ideas, collective idea generation (CGI).

Usually, when conducting a brainstorming session, or OIG sessions, they try to follow certain rules, the essence of which boils down to ensuring as much freedom of thinking of OIG participants as possible and expressing new ideas; For this, it is recommended to welcome any ideas, even if they initially seem dubious or absurd (discussion and evaluation of ideas is carried out later), criticism is not allowed, a false idea is not announced and the discussion of any idea does not stop. It is required to express as many ideas as possible (preferably non-trivial), to try to create, as it were, chain reactions of ideas.

Depending on the adopted rules and the rigidity of their implementation, direct brainstorming, the method of exchanging 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. are distinguished. Recently, sometimes brainstorming has been carried out in the form of a business game.

In practice, various kinds of meetings are similar to OIG sessions - constructors, meetings of scientists and scientific councils, specially created temporary commissions.

In real conditions, it is rather difficult to ensure strict implementation of the required rules, to create a "brainstorming atmosphere"; the influence of the organization's official structure hinders the constructors' meetings and councils: it is difficult to gather specialists for interdepartmental commissions. Therefore, it is advisable to use methods of attracting competent specialists, which do not require their mandatory presence in a specific place and at a specific time and verbally express their opinions.

During the meeting, experts, "getting infected" from each other, express more and more extravagant considerations. Two hours later, the meeting recorded on a tape 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 development, out of 5-6 make it possible to formulate applied projects, and 2-3 turn out to be ultimately bringing a useful effect - profit, increased environmental safety, improvement of the natural environment, etc. At the same time, the interpretation of ideas is a 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 dawn on a participant and the necessary solution will be found. The usual number of participants in a "brainstorming" is 11-12 people, but this number can vary from four to several dozen people.

There are a few rules to follow when organizing a brainstorming process.

• 1. You can not criticize or pull back the speaker. Uncompromising conclusions are also unacceptable, since for one the position is indisputable, while for the other it is ambiguous.
• 2. Never say that the idea is unreal or absurd.
• 3. Collect the number of ideas, not paying attention to quality. Brainstorming creates the prerequisites for creative thinking, therefore, the more sentences, the better.
• 4. Celebrate creativity. Each participant can develop ideas previously proposed by the speaker.

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 way to prepare a solution.

There are some principles that have emerged from the brainstorming process.

• 1. Objectives and limits should be clearly stated.
• 2. All participants in the method should be given maximum freedom, expressed in:
  • * unlimited freedom of ideas;
  • * obligatory expression of the opinion of each participant.
• 3. The formation of the composition of the participants must be careful, it is necessary to remember:
  • * on limiting the number of groups;
  • * on the definition of the names of specialties required to complete the task;
  • * on the creation of an appropriate psychological atmosphere;
  • * on determining the level of qualifications of participants;
  • * about the possibility of purposeful introduction of a dissenting participant into the group.
• 4. It is necessary to determine in advance how the "brainstorming" will proceed. For example, collecting all the options at each level, then assessing 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 implies the following:
  • * availability of skills to create the necessary atmosphere;
  • * availability of group management skills.

In the process of using the method of "brainstorming" in various situations in many spheres of life, this method was divided into nine types that 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 assessment of ideas;
• - reverse method;
• - "ship board";
• - "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.

The positive effect of the individual method lies in the economy and efficiency in obtaining the result.

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 transmitted to the host of the event. The effectiveness of this method is that it is possible to attract the most highly qualified specialists from one or several 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 their time and area of \u200b\u200bresearch. An informal atmosphere is created in the group, which should dispose the participants to communication and creativity.

Bulk method

The main characteristic feature of this method is that the entire global problem is broken down into its component parts and a "brainstorming" is carried out for each part. Then the leaders of all groups who took part in solving the problem are gathered, 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 environment is less formalized, which means that communication flows more naturally.

Ship advice method

The ship's advice 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 his turn and an opinion already expressed, the participant does not have the right to vote and cannot add his 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, which must be performed correctly, otherwise the whole process will fail due to the incorrect execution of one stage. Most often, this method can contain the following steps:

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

The method is called reverse, since it is used not to create new ideas, but to analyze existing phenomena or plans for the presence of shortcomings.

Idea evaluation method

The idea-scoring method is essentially the sum of several methods: reverse, double and individual. This combination of properties and qualities of the three methods allows you to solve urgent problems. The method "with assessment of ideas" can consist of several stages, which depend on the task itself set for the participants:

• * generating ideas;
• * clarification by the participants of all sides of each idea, collecting comments and independent evaluation points for each idea;
• * selection of the best options, while indicating the positive and negative aspects of each option;
• * discussion of each option using "mini-brainstorming";
• * selection from the best list of the most viable options;
• * conducting presentations of each option;
• * collective ranking of all remaining options.

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

Double method

The dual 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 at hand, the list of stages can be different, for example:

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

Research of control systems: lecture notes Shevchuk Denis Alexandrovich

Lecture 15. The method of "brainstorming"

The manager is a hired manager, the boss!

If you do not have a single subordinate, you are not a manager, but a specialist at most!

Denis Shevchuk www.deniskredit.ru

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

This method is used when searching for solutions in an insufficiently studied 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 leader interrogates the participants of the meeting in turn, who name problems that negatively affect the efficiency of the enterprise or unit. At the end of the meeting, a list of issues is drawn up, which is then posted up for public review. In case of an ineffective idea process, the meeting is postponed to another day;

Conducting a round-robin meeting: subgroups of 3-4 people are formed. Each member of the group writes down 2-3 ideas on paper, which they then exchange with other members within their group.

The ideas put forward are studied by other participants and supplemented by new ones. In each subgroup, a three-fold exchange of ideas is carried out, after which a consolidated list of the ideas put forward is drawn up. Subgroup lists are then submitted to the group for review. This form of application of the brainstorming method has the following advantages:

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

Eliminates waiting for their turn in the process of putting forward ideas;

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

When carrying out the "brainstorming" method, you must be guided by:

There is a prohibition on criticizing the ideas put forward;

The proposed ideas are evaluated after brainstorming;

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

The likelihood of valuable ideas emerging 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 proposing new ideas, a chain reaction of ideas must be observed;

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

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

What 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 highest efficiency of the generated ideas. A complex task requires preliminary dismemberment into its component parts.

To consider this problem, 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 responsibilities of the leader include: defining the task to be solved with the help of "brainstorming", selecting and teaching participants the necessary working techniques, ensuring the activities of the participants in the session, evaluating the ideas put forward, summing up the results of the storm. The leader must:

Be creatively active;

Be kind to ideas expressed by other people;

Combine the positive qualities of a generator and an analyst;

Have a reaction speed, good analytical skills and a sober mind;

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

An invitation to a session is received 2 to 3 days in advance, along with written or oral information on the agenda items.

Basic information about the problem being solved can be provided to the participants immediately before its beginning.

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

Quantity is preferred over quality.

During this method, the manager should pay attention to all the little things, even if they are insignificant: creating 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 ideas of value 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 relate to the ideas put forward with great confidence.

Reverse brainstorming is similar to conventional 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 the discussions must take place correctly in relation to each participant) and the ways to eliminate them are proposed.