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    Sutton, Robert I. & Hargadon, Andrew (1996) - "Brainstorming Groups

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    puk krismayadi
    Researchers have concluded that brainstorming is an inefficient technique. Authors suggest that organizations that use brainstorming routinely will benefit from this technique in a variety of ways. The study was based on an ethnographic study of a product design consulting firm.

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    Sutton, Robert I. & Hargadon, Andrew (1996) - "Brainstorming Groups

    Uploaded by

    puk krismayadi
    388 views2 pages
    Researchers have concluded that brainstorming is an inefficient technique. Authors suggest that organizations that use brainstorming routinely will benefit from this technique in a variety of ways. The study was based on an ethnographic study of a product design consulting firm.

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    Researchers have concluded that brainstorming is an inefficient technique. Authors suggest that organizations that use brainstorming routinely will benefit from this technique in a variety of ways. The study was based on an ethnographic study of a product design consulting firm.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOC, PDF, TXT or read online from Scribd
    Download as doc, pdf, or txt
    388 views2 pages

    Sutton, Robert I. & Hargadon, Andrew (1996) - "Brainstorming Groups

    Uploaded by

    puk krismayadi
    Researchers have concluded that brainstorming is an inefficient technique. Authors suggest that organizations that use brainstorming routinely will benefit from this technique in a variety of ways. The study was based on an ethnographic study of a product design consulting firm.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOC, PDF, TXT or read online from Scribd
    Download as doc, pdf, or txt
    of 2

    Sutton, Robert I.

    & Hargadon, Andrew (1996) - "Brainstorming Groups in Context:


    Effectiveness in a Product Design Team"

    Authors' Key Points:


    The conclusion drawn by psychology researchers that brainstorming is an inefficient technique
    is based on a single measure of efficiency (idea generation) and is detached of organizational
    context (based on experimental research). The authors contest that approach by suggesting
    that organizations that use brainstorming routinely will benefit from this technique in a
    variety of ways that can be best understood by understanding its organizational context. The
    authors also contest the validity of the notion that brainstorming is a widely used technique
    and discuss in great detail the problems of defining performance variables.

    Theoretical Strain:

    Osborn's concept of Brainstorming is the departure point and extensive literature on


    experimental psychology is analyzed and contested (see Stroebe and Diehl, 1994, for an
    illustrative example of this approach). Literature on organizational effectiveness is referred to
    express the need of developing multidimensional constructs for organizational performance
    and a specification of Hackman's
    (1985,1987) groups performance criteria is suggested. A diverse literature is called
    upon to sustain or help explain the findings of the study.

    Research Methods Used:

    ethnographic study of a product design consulting firm (IDEO). The study took more than 2
    years and was intended to discover how IDEO was able to be so innovative. Afterwards the
    focus was directed to brainstorming giving the extensive use of this technique at IDEO. The
    research methodology involved observing 24 brainstorming sessions, conducting 60 semi-
    structured interviews, having hundreds of informal conversations, tracking the development
    of several design teams, collecting company and public data and developing a survey. The
    approach to theory used in the study is "knowledge growth by extension" (Weick, 1992, 177).

    Findings:

    Face to face brainstorming sessions at IDEO serve as more than idea generators, having six
    other important consequences:
    supporting the organizational memory of design solutions (IDEO acts as a broker of
    knowledge)
    providing skill variety (and motivation for employees)
    supporting an attitude of wisdom (knowledge with awareness of doubt and ignorance)
    and experimentation
    creating a status auction (competition based on technical skill - peer oriented
    meritocracy)
    impressing clients
    providing income (cost of sessions were billed to clients)
    Strengths of Paper:

    excellent use of a variety of literature to explain and expand the main points. Very strong and
    well developed arguments.

    Weaknesses of Paper:

    The fact that the study is based in only one case study (and assumedly an extreme one in the
    use of brainstorming) hinders the generalization of the results (but is excellent to illustrate
    the author's points).

    Contribution to the Literature:

    extraordinary, in the sense that contests an extensive line of experimental psychology


    research and argues for a closer proximity of researchers to the organizational context.
    Copyright © 2002 mmorten@stanford.edu.

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