#5 - The Brainstorming Myth
Why group brainstorming doesn’t work, what to do instead, plus ground rules for inclusive discussion
Read time: 6 minutes
Today at a Glance
Why group brainstorming doesn’t work
A better way to brainstorm
Ground rules for inclusive discussion
Powerful Introvert Update
Group brainstorming doesn’t work
For many introverts, few situations are more uncomfortable than group brainstorming. As you may have experienced, it typically brings a group together for a chaotic, verbal free-for-all, aimed at generating as many ideas as possible and capturing them on whiteboards or oversized Post-it Notes. Revered by corporate marketing and executive teams, this ritual is repeated endlessly in boardrooms and resort conference centers across the globe, almost as a sacrament for unlocking creativity.
The Brainstorming Myth
Brainstorming is a Mad Men era technology, invented by advertising executive Alex Osborn, lead partner at the legendary agency BBDO and perhaps one of the many prototypes for Don Draper.
Osborn wrote influential books on imagination and creativity in the 1940s and 1950s, and reading them, you can almost smell the lunchtime Manhattans and smoke swirling in the midcentury offices where his ideas took root.
According to Osborn, the key to unlocking group creativity was to eliminate social inhibitions:
1. Don’t judge or criticize ideas
2. Be freewheeling. The wilder the idea, the better.
3. Go for quantity. The more ideas you have, the better.
4. Build on the ideas of fellow group members. [1]
Why it’s broken
Issue #1: It silences introverts
Group brainstorming is almost perfectly engineered (as if in a lab) to silence introverts. It favors thinking aloud, verbal agility, and a noisy, competitive environment—conditions that naturally elevate the loudest voices in the room. This can leave introverts—who typically think before they speak—and other quiet individuals feeling marginalized, as though they are less creative or have less to contribute than their extroverted counterparts.
Issue #2: It doesn’t work
For this and other reasons, group brainstorming simply doesn’t work. This isn’t even remotely controversial—forty years of scientific research have consistently shown that individuals working alone generate more ideas, and of higher quality, than groups engaged in brainstorming sessions. [1,2,3,4]
In fact, the scientific evidence is so overwhelming that academics like Adrian Furnham are left to marvel “that business people must be insane to use brainstorming groups.” (Emphasis mine)
“[E]vidence from science suggests that business people must be insane to use brainstorming groups.” - Adrian Furnham
Moreover, studies show that “performance gets worse as group size increases” due to the growing noise and chaos.[1]
So what explains brainstorming’s enduring popularity despite overwhelming evidence of its ineffectiveness? Part of the answer lies in Alex Osborn’s storytelling and myth-making prowess. No slouch of an ad man, he crafted a powerful, enduring concept that has persisted on a deeper, emotional level.
Is there some addictive quality to brainstorming—something akin to nicotine or alcohol—that keeps us relying on old myths in the face of contradictory evidence (e.g., “smoking is good for you” or “a glass of red wine a day is healthy”)?
In a word, yes.
Group brainstorming is fun!
Despite its ineffectiveness, group brainstorming is undeniably fun! For extroverts especially, it’s deeply satisfying—and even liberating—to open up and flex their verbal skills. The permissive, non-judgmental atmosphere feels good, allowing participants to relax, get a little silly, and enjoy themselves. It’s lighthearted, boosts the mood, and fosters social connection—benefits that can’t be ignored. But if you’re trying to generate the best and most ideas, group brainstorming consistently falls short.
A better way to brainstorm
The most effective way to brainstorm is a hybrid approach that combines solitary work with group discussion and refinement. I recently introduced this method during a company strategy offsite, and the results were transformative. Our executive team had relied on the traditional freewheeling style for years, but shifting to this new format brought immediate relief and appreciation. Several team members even told me it was our best strategy meeting by far.
1. Assign pre-work
Give people the chance to develop their ideas individually before the meeting and bring them to the discussion. This approach gives introverts the space to work in a way that suits them, while extroverts who prefer to think aloud can collaborate with others during the pre-work phase. By the time the meeting begins, everyone is prepared to contribute thoughtfully. Providing a simple template—such as “Challenge,” “Solution,” and “Expected Impacts”—can help participants present their ideas clearly and concisely, ensuring a productive and focused discussion.
2. Take turns presenting
Go around the room, giving each person the opportunity to present their ideas one at a time. This ensures that every voice is heard and allows the group to fully consider each idea. If participants have multiple ideas, you can cycle through the group as long as time allows. To ensure each idea receives equal attention, set a time limit (e.g., 5 minutes) and use a timer to enforce it.
3. Use an idea triage framework
A simple triage framework can help identify the best ideas to pursue. The group leader can complete it in real-time during the discussion, using a whiteboard, spreadsheet, or slide to record the results. Include 2-3 criteria, such as impact, feasibility, and strategic value, rated on a 1-5 scale. The goal isn’t to be overly scientific but to capture group sentiment quickly, making it easier to sort and prioritize ideas afterward.
Ground rules for inclusive discussion
Last week, we talked about handling interruptions and noted that the best way to address them is to prevent them before they happen. Here’s how:
The key is to establish discussion norms within your team or organization that encourage the best contributions from everyone. This involves creating an environment where all voices—especially introverts and quieter individuals—can be heard, allowing them to express themselves fully and without interruption.
If you’re a leader, share these ideas with your team. Explain that you’re working to establish new norms, and invite their help in adopting and reinforcing them, as well as keeping you accountable.
However, you don’t need to be a leader in your organization to suggest and implement these changes. You can use these approaches in any meeting you attend, and especially in those you lead, to create a more inclusive and productive environment.
1. Call out the dynamic
If you observe a situation where one person or a small group is dominating, interrupting, or talking over others, bring attention to it. Make an observation to help everyone recognize the issue without blaming anyone. For example:
“This is clearly an exciting topic. I’m noticing that a lot of us are eager to contribute, but not everyone is getting a chance to speak.”
2. Take turns
Propose that the group take turns speaking to give everyone a chance to contribute. Nominate the first person to speak, preferably someone who appeared to have difficulty joining the conversation.
For remote or hybrid meetings, use the “raise hand” feature, which creates a queue for speakers. The moderator or meeting leader can call on participants in order.
For in-person meetings, consider using a “conversation object” such as a stuffed animal, an eraser, or another small item. The person holding the object has the floor, and they pass it to the next speaker when they’re finished.
3. Nominate a moderator
If meeting ownership is unclear or the organizer isn’t stepping up, propose nominating someone to moderate the discussion. You can volunteer yourself or invite another participant to take on the role. An effective moderator ensures the conversation stays organized and balanced, creating space for everyone to contribute.
4. Suggest a follow-up
If the discussion becomes too chaotic, consider recommending a follow-up meeting with pre-work (see “A better way to brainstorm” above). This ensures everyone has the opportunity to prepare and bring their ideas to the table.
These methods help balance participation and create a more inclusive environment.
Powerful Introvert Update
First, the good news: I’ve kept my weekly newsletter commitment, publishing five weeks in a row, now!
I have not met my bi-weekly podcast goal: with my full-time job, editing a podcast on my own is currently beyond my skill set and available time. To keep things moving, I’ve enlisted the help of a friend of my son’s—an accomplished YouTube creator. He will help me edit my next and potentially future podcast episodes, ans well as a series of short videos I have planned.
I’ve been conversing with the creators of The Introvert App this week, a kind group of folks who share a similar mission. I hope to interview them in the coming weeks and tell you more about their project.
I discovered several introvert-focused podcasts on Spotify, which will be a great source of potential future guests. I’ll let you know which are my favorite podcasts and episodes down the line.
Last, I read today that in just four short weeks, the days will start getting longer again (this means more in the Pacific Northwest than other parts of the country). Meanwhile, this Thanksgiving week, let’s give thanks for the time we have now with our family and loved ones. Here’s to cherishing these moments—and to a brighter future with more space for quiet voices and introverts in the years ahead!
References
Cain, Susan. Quiet: The Power of Introverts in a World That Can’t Stop Talking. 1st pbk. ed, Broadway Paperbacks, 2013: 86-88.
Marvin D. Dunnette et al., “The Effect of Group Participation on Brainstorming Effectiveness for Two Industrial Samples,” Journal of Applied Psychology 47, no. 1 (1963)
Paul A. Mongeau and Mary Claire Mort, "Reconsidering Brainstorming," Group Facilitation 1, no. 1 (1999): 14.
Karan Girotra et al., "Idea Generation and the Quality of the Best Idea," Management Science 56, no. 4 (April 2010): 591-605.
Adrian Furnham, "The Brainstorming Myth," Business Strategy Review 11, no. 4 (2000): 21-28.