Collaborative Ideation Tools

Anonymous Voting
Aimed at overcoming the main disadvantage of Brainstorming (the same applies to focus groups, btw): peer-pressure, peer-predominance, shyness and/or feelings of inferiority, inadequacy.
When plenary voting for preferred ideas, members may not express their true believes, which is avoided by asking to rank them on a balloting paper and by creating sufficient space for participants to feel free of third party scrutiny.

Bodystorming
A type of projective identification, sometimes used in collaborative ideation for product design, where the designer “embodies” – imagines to be – the final product. See also: Observer and Merged Viewpoints.

BrainSketching
VanGundy, Techniques of Structured Problem Solving (1988). Group work tool in which a group of people – seated in a circle – draw a number of sketches on how the given problem could be solved, passing them on to the person on their right when finished. The passed-on sketches are then either further developed, or used as a stimulus for new sketches. At the end of the exercise, the sketches are collected, explained if necessary, categorized and evaluated, after which the best, or most appropriate for solving the given problem are selected.

Brainstorming
Osborn, Applied Imagination (1967). Currently, the best-known and most widely used collaborative problem solving method, which has engendered a large offspring of similar group work tools. Its fundamental concept is postponing judgement during the process of ideation.

Tools & Techniques for Ideation

Introduction to Ideation
Before briefly describing creative thinking tools or techniques, there are three points which need attention.

One: the old adage that two know more than one is most certainly true for creative thinking.
It is no coincidence that the advertising industry introduced the concept of so-called Creative Teams (Art Director and Copywriter) in the early 1960’s, that tools for collaborative systematic inventive thinking or group work are – after ideation – by far the largest group of related tools, nor that the most universally used and well-know model for collective ideation – Brainstorming – was created by an advertising man, BBDO co-founder Alex Osborn.

Two: Listing is extremely useful in virtually any structured, systematic thinking and/or Ideation effort. Listing synonyms, antonyms, advantages, disadvantages, alternatives, assumptions, bugs, categories, limitations, opposites, parts, relations, rules, suppositions and so forth, is practically always a good starting point for personal and collective thinking processes.
Listing is an integral part of many of the systematic creative processes or methods described here, because – as established earlier – quantity is, especially at the initial stages of the creative process, more important than quality.
Fluency – the ability to generate large amounts of ideas or alternative solutions for a problem – is also an integral part of virtually all creativity tests, for starters the Torrance Tests of Creative Thinking (TTCT).
In my experience Listing is the simplest, most practical and most productive precursor for creative thinking, even with totally untrained subjects or individuals with exceptionally well developed creativity inhibitors. After all: almost anybody can make a shopping list.

Methods and Tools for the Creative Production Process

The following is a series of methodologies to structure the problem solving or creative process.
I describe them here briefly with the purpose of indexing the methods I have found.
If you want to know more about a particular one, I'd suggest you Google the term, since the majority of them were found on the Web during my research.

15 Sparks
A method originally used for internal staff training by the advertising agency McCann Erickson, but by now extensively tried by myself and others in academic practice throughout Latin America.
Although oriented at, and illustrated with, examples from advertising and marketing, it has also proven useful in classes and seminars on branding, innovation, strategic thinking, and so forth.
As the name suggests, it consists of 15 statements directed at changing the mind-set: Instead of asking who we are talking to, ask who we are NOT talking to, Turn your biggest threats into opportunities, Co-create with your consumers, How can your brand, product or service become a tangible part of culture? and If you product were a service, what would it be?, among others.

Analisys. No creative process can do without it.

In previous articles we have already established that creativity is a process, and that certain levels of preparation, critical thinking and analysis are necessary for successful creative production.
Even so, in the ICPP or 7-Step model for Integrated Creative Planning & Production I describe here, analysis (or review) is virtually permanent; present in some form or another at every step of the way.

It starts with the client briefing in step 1, but kicks in at full creative force once data gathering has been completed and the “Intelligence” generation process begins (step 2.3).
From there on to the very end of the process, critical thinking and analysis are necessary – for example – to determine which strategic proposal is likely to be the most successful, which idea or ideas have the most potential, which arguments are the most appropriate to “Sell” and/or “Bullet-prove” the creative product, or which media are the most effective to reach specific target audiences.

Analysis is ongoing even when the creative production cycle has ended in step 7, because after publication, the media- and research departments keep tracking and analyzing the consumer- and marketing data generated by any given campaign.
These data and their respective analysis are not only used to measure the impact and effectiveness of the effort, but also as input for the next campaign cycle, for example to fine-tune or modify strategy.

In advertising the strategic-creative process is a permanent, virtuous cycle, with every next campaign building on the knowledge generated by previous ones, combined with the profundization of the team's knowledge of the brand, product(s) customers and markets.
Contrarily, in many organizations  – even large ones – this permanent feed-back and analysis cycle appears to be rather less habitual, in spite of the sometimes astounding pace of change which can be observed in virtually any marketplace, today.