Brain-Writing in Organizations - Assignment Example

Brain-Writing in Organizations Table of Contents Letter of transmittal 3 Introduction 4 Question What is the difference between brainstorming and brain-writing? What are the limitations of brainstorming? 4 Difference between brainstorming and brainwriting 4 Limitations of brainstorming 5 Question 2: What is the evidence that brain-writing may be a more effective tool for idea generation than brainstorming in organisations? Why may this be the case? 6 Effectiveness of brainwriting as a tool 6 Rationale for the evidence 6 Question 3: Illustrate the main contextual factors under which brain-writing is most effective in organisational life? 7 Contextual factors suitable for brainwriting 7 Conclusion 7 References 9 Letter of transmittal April 25, 2015 [Recipient address] Dear Sir/Madam, In accordance with the group assignment, here is our report. The article reviews brainwriting as an effective substitute for brainstorming in the generation of ideas within an organization. The differences between brainstorming and brainwriting will be discussed. In addition, the various limitations of brainstorming will be looked at. The various evidences that support brainwriting as an effective tool for generation of ideas within an organization as compared to brainstorming will also be reviewed. Lastly, also discussed are the various contextual factors that determine the effectiveness of brainwriting as part of the life in an organization. We hope you find the report satisfactory. Yours Sincerely, [Sign] [Sender address] Introduction The generation of creative ideas forms part and parcel of any organization today in the view of the current rate of advancement in technology and international competition, coupled by the growing number of societal crises such as global warming, terrorism, and poverty. Brainstorming is the commonly used method in the development of innovative ideas that can be employed towards facilitating change within the organization and thus promoting success. According to Heslin (2009), brainstorming is not as effective as it may appear as individuals who meet to brainstorm end up generating fewer ideas than any other nominal groups that develop ideas alone. Heslin emphasizes that this could be attributed to the overestimation of the productivity of such people(Heslin, 2009). In order to facilitate organizational development, it is important for an understanding of the interaction of individuals within groups aimed at developing ideas to be enhanced in order to make fine alterationsthat would enhance productivity of such processes. Heslin proposes brainwriting as a more effective method in group idea generation, which involves the silent writing of ideas by individuals and hence sharing of such ideas. Question 1: What is the difference between brainstorming and brain-writing? What are the limitations of brainstorming? Difference between brainstorming and brainwriting Brainstorming involves the meeting of individuals in group settings and orally sharing different ideas with each member contributing towards the ideas and debating on their applicability(Heslin, 2009). The group members suggest and contribute towards various ideas, which are then refined in order to come up with the best ideas that can be implemented within the organization. On the other hand, brainwriting involves the silent writing of ideas by individuals within a group setting and sharing of the ideas in order to determine the best applicable ideas. This provides the members and opportunity to think independently and come up with unique ideas that would influence development within the organization positively. As such, unlike brainstorming, brainwriting involves minimal social interaction between the members of the group and gives each individual an opportunity to participate fully regardless of their status(Heslin, 2009). Limitations of brainstorming One of the most prominent limitations of brainstorming is the constant forgetting of some of the ideas raised by the members due to the sequential sharing of multiple ideas during the brainstorming session(Heslin, 2009). On the other hand, the long wait before sharing of ideas by some of the members of the group may lead to some of them changing their position on their ideas and discarding them when such ideas couldbe highly effective. In the same vein, the levels of evaluation apprehension are high in cases of brainstorming, with some of the members being restricted by their status from effectively contributing towards various ideas. In addition, unlike in brainwriting where each member works independently, brainstorming requires a facilitator that is skilled enough to balance the ‘air-time’ among the members and to prevent disruption from some of the members(Heslin, 2009). It is also important to note that mental resources are highly consumed during brainstorming in remembering ideas prior to presentation, interacting, and listening to others, when such resources could be effectively utilized in coming up with more ideas. Such inhibitory factors are encompassed in the ideas production blocking nature of brainstorming. Another important limitation is social loafing, which involves reduce participation of some of the members who feel less accountable and less important to the group. Downward comparison also inhibits generation of effective ideas as individuals are more concerned with matching their ideas with the other members of the group that they consider low performers. Lastly, production loss is further promoted by the exhibition of illusions of productivity by the members of the group with regards to their individual performance as compared to the group’s superiority, and to their individual contributions as compared to the rest of the group members(Heslin, 2009). Question 2: What is the evidence that brain-writing may be a more effective tool for idea generation than brainstorming in organisations? Why may this be the case? Effectiveness of brainwriting as a tool According to Heslin (2009), the experiment done by Paulus and Yang are a clear indication that brainwriting allows for generation of more ideas than brainstorming(Heslin, 2009). In the experiment, the individuals involved in brain-writing produced more ideas as compared to the nominal group and the memory group. The independence allowed for in brainwriting allows individuals to explore their mind and to come up with different ideas without being hindered by the perception of others. In addition, through exchanging of the paper slips during brainwriting and thus exposure to the ideas of other individuals, the various members of the group are stimulated to develop even more ideas as opposed brainstorming where some of the ideas among the members are suppressed by their status and the long wait before sharing. In addition, the quality of ideas shared between individuals is also influenced through social stimulation resulting from sharing of papers onto which different quality ideas from other members are written(Heslin, 2009). Rationale for the evidence Increased idea generation in brainwriting is as a result of minimized social loafing and production blocking as this in turn paves way for social and cognitive stimulation(Heslin, 2009). This encourages careful processing and proper sharing of ideas among members within a group. It is important to note that in the case of brainstorming, social loafing and brainstorming are among the major factors that hinder development of a high quantity of quality ideas, and thus by restricting them, the reverse is promoted where individuals are kept under social pressure, from their exposure to other ideas, to produce more unique and effective ideas. Question 3: Illustrate the main contextual factors under which brain-writing is most effective in organisational life? Contextual factors suitable for brainwriting There are various factors that would facilitate interactions between employees in terms of generating ideas through brainstorming for the general good of the organization. Some of the factors that allow for effectiveness of brainwriting within an organization include: time availability; the value of high quality decisions; low likelihood of employee conflict in terms of reaching a decision; leaders expertise in relation to their employees concerning the subject under research; and high acceptability among the employees of the adopted solution(Heslin, 2009). In this case, it is important for the leaders to ensure that the employees freely interact with each other in brainwriting sessions with enough time to generate ideas as this would facilitate independent contribution of ideas towards the shared subject without facing any objections. Conclusion It is evident that brainwriting is a more effective approach in the generation of new ideas within the organization towards meeting the goals of sustainability and development. The effectiveness of this method is well embedded in its role in minimizing any interpersonal conflicts, status differentials, domination of discussions by some of the group members, focal pointdigressions, and pressure to conform to the norms of the group. Instead, the approach allows for independent thinking among the participants towards developing ideas without interference from other members of the group and noting down their ideas which are later shared among the members of the group. In addition, the passing around of the papers identified by personal inks also initiates social stimulation among the members of the group to develop not just more ideas, but high quality ideas that would positively contribute towards the development of the organization. By having an array of ideas, it is easier for the organization to pick out the best ideas and implement them towards the general good of the organization while maintaining satisfaction among the group participants. References Heslin, P. A. (2009). Better than brainstorming? Potential contextual boundar y conditions to brainwriting for idea generation in organizations. Journal of Occupational and Organizational Psychology, 82, 129–145. Read More