{"id":1923,"date":"2021-06-29T17:09:00","date_gmt":"2021-06-29T15:09:00","guid":{"rendered":"https:\/\/neu.kontextlab.com\/?p=1923"},"modified":"2022-07-08T17:14:08","modified_gmt":"2022-07-08T15:14:08","slug":"mind-mapping-as-a-brainstorm-method","status":"publish","type":"post","link":"https:\/\/www.kontextlab.com\/en\/mind-mapping-as-a-brainstorm-method\/","title":{"rendered":"Mind mapping as a brainstorm method"},"content":{"rendered":"\n

Time to brainstorm! Although there\u2019s many ways to approach this useful thinking process, mind maps are a great way to keep an eye on the larger picture when you\u2019re coming up with ideas. In this article, we discuss brainstorming and how you can benefit from mind mapping during the process.<\/strong><\/p>\n\n\n\n

Osborn\u2019s brainstorm sessions<\/strong><\/h4>\n\n\n\n

Although undoubtedly the concept of \u2018thinking things through\u2019 has been around for a long time, the name brainstorming is quite new. In 1939, advertising executive Alex F. Osborn<\/a> first coined the term \u2018brainstorm sessions\u2019. With this, he meant group thinking sessions with around 12 participants. In the sessions, those participants can share all their ideas in order to come up with a creative solution to an issue. According to Osborn, brainstorm sessions do not only stimulate the generation of new ideas, but also creativity levels. <\/p>\n\n\n\n

Osborn ended up writing several books about his brainstorming technique, such as Applied Imagination<\/a> (1953). Many successors took his ideas and developed them further. However, the basics still are the same. What might have been Osborn\u2019s most important condition to a successful brainstorm session is what he called \u2018ideative efficacy\u2019. In order to reach this ideative efficacy, brainstorm participants need to focus both on deferring judgement and putting quantity over quality. <\/p>\n\n\n\n

Visual mapping your brainstorm<\/strong><\/h4>\n\n\n\n

While there are many ways to brainstorm, we love using maps. Using the map format, you can easily see how one idea links to another, and you can see the bigger picture all at once. Because of this, interconnections are easily made. With linear notes, this is much more challenging.<\/p>\n\n\n\n

Mind or concept maps can also create some sort of synergy: having an overview of all the ideas you have been coming up with, you might just make new connections between these ideas, creating an even better solution. <\/p>\n\n\n\n

Brainstorming with maps is a great example of lateral thinking: problem solving in a creative, indirect way. Edward de Bono<\/a>, who was the first to write about the concept in 1967, used the Judgment of Solomon as a prime example of lateral thinking. According to this biblical story, king Solomon decided to cut a child in half when two women claimed to be its mother. Through his solution, it became clear who the real parent was, as the real mother begged for the baby not to be killed but to be given away instead.<\/p>\n\n\n\n

When we are thinking of a solution to a problem and come across something that seems impossible, we are quick to dismiss this option. That\u2019s not the case with lateral thinking<\/a>. Instead, lateral thinkers take such seemingly impossible options and start to elaborate on them. Take for example the following idea: imagine if cows could drive cars. You might immediately think \u201cthat\u2019s impossible\u201d. Because of this, you\u2019re not going to take the step of actually imagining cows driving cars. With lateral thinking, we would purposely go in that direction, as it could possibly result in very other useful and creative ideas.<\/p>\n\n\n\n

One of De Bono\u2019s most famous methods for lateral thinking is the method of the six thinking hats<\/a>. With this method, all participants wear the same \u2018hat\u2019 at the same time, forcing them to think in a certain direction. The six hats stand for different angles to look at an idea:<\/p>\n\n\n\n

  1. white hat: objectivity and factual information<\/li>
  2. red hat: emotions and intuition<\/li>
  3. black hat: weaknesses, what could go wrong?<\/li>
  4. yellow hat: optimism, the perks<\/li>
  5. green hat: creativity and originality<\/li>
  6. blue hat: the organizational aspect<\/li><\/ol>\n\n\n\n

    Just like mapping, the thinking hat method and brainstorming are tools to achieve as many perspectives as possible on your work. They challenge us to step out of our comfort zone.<\/p>\n\n\n\n

    To be or not to be alone<\/strong><\/h4>\n\n\n\n

    The original brainstorming by Osborn follows a clear design in which several people participate. No one is stopping you, however, from using brainstorming techniques on your own, without any other participants. In fact, researchers<\/a> have found that individual brainstorming might be more efficient than brainstorming in groups. Brainstorm groups might for instance, find only half the amount of ideas<\/a> an individual brainstorming session could.<\/p>\n\n\n\n

    Some ways in which groups might hinder brainstorm productivity could be:<\/p>\n\n\n\n