Brainstorming Groups in Context: Effectiveness in a Product Design Firm

Robert I. Sutton, Andrew B Hargadon. 1996. (View Paper → )

Experimental research indicates that people in face-to-face brainstorming meetings are less efficient at generating ideas than when working alone, This so-called productivity loss has led many brainstorming researchers to conclude that there is overwhelming evidence for the ineffectiveness of these sessions, We question this conclusion because it is based on efficient idea generation as the primary effectiveness outcome and on studies that do not examine how or why organisations use brainstorming. We report a qualitative study of a product design firm that uses brainstorming sessions. These sessions had six important consequences for this firm, its design engineers, and its clients that are not evident in the brainstorming literature…

This paper argues that brainstorming should be evaluated beyond just idea quantity. The authors identified six valuable outcomes of brainstorming at IDEO that are often overlooked:

1. Organisational memory - Brainstorming sessions help acquire, store, and share design knowledge across the organisation, creating a repository of solutions that can be applied to future problems.
2. Skill variety - These sessions give designers opportunities to learn about different products, industries, and techniques, providing a refreshing break from routine work.
3. Attitude of wisdom - Brainstorming fosters a culture where designers act with knowledge while doubting what they know, encouraging them to seek help from others.
4. Status auctions - The sessions create a meritocracy where respect is earned through technical skill and helpfulness rather than formal position.
5. Client impressions - Clients are often impressed by the creativity, enthusiasm, and collaborative problem-solving they witness in brainstorming sessions.
6. Income generation - Though only representing a small percentage of billable hours, brainstorming sessions can be an effective revenue source.

Rather than focusing solely on idea quantity (where traditional brainstorming may underperform compared to individual work), product managers should consider the broader organisational benefits. The authors suggest that in a real-world context, the "effectiveness at what" and "effectiveness for whom" questions are crucial when evaluating brainstorming's value.