Page 194 - 100 Great Business Ideas: From Leading Companies Around the World (100 Great Ideas)

',pc( 1‘, ( )1 tilt' rock.. FIi results may enicrric It is

of these processes and criticism that distinguishes

synectics from brainstorming!"

SUMMARY OF STEPS

1. The problem is identified. The owner of the problem defines it, begin-
ning with "How to

2. The problem is analyzed briefly. The owner of the problem describes
why it is a problem, what solutions have been attempted, and the ob-
jectives for the session.

3. Goals and wishes are stated. Participants write down personal goals
and wishes for the problem. These are the vague, often "wild and crazy"
beginnings of solutions.

4. Group goals and wishes are listed. Once individuals have completed
their lists of goals and wishes, these are listed by the facilitator on a
board. A round-robin approach such as is used with the nominal group
technique works well.

5. The problem owner attempts to identify a possible solution.
6. The problem owner lists three strengths and three weaknesses of the

possible solution.
7. The group critiques the proposed solution.

95/3 1 . TAKE FIVE

"Take five" is a game that goes beyond brainstorming in its
use of the small group. 71 The game takes about forty min-
utes. "Take five" lends itself to all sorts of problem solving,
from strategic planning and forecasting to construction of
questionnaires.

SUMMARY OF STEPS

1. A topic is selected.
2. The leader describes it to the participants and clarifies issues if neces-

sary.
3. Participants spend two minutes preparing lists of ideas related to the

topic.
4. Dividing into teams of five, they pool their ideas to produce longer lists

of items, which they rank in order of importance.
5. All the groups, meeting together, create a short list composed of the

most important items from each group, limiting the total to ten.
6. These items are discussed and assessed.

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