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.

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.

Models for the Creative Production Process

The creative process consists of a series of identifiable stages, documented in models such as the 5-step model (Wallas - 1926), 7-step models (Rossman - 1931; Osborn - 1953), 3-step model (Creative Problem Solving or CPS; Osborn - 1979), 6-step model (revised CPS model; Isaksen/Treffinger - 1985), and the “Model for Creative Strategic Planning” (Bandrowski - 1985), the latter aimed at achieving a better balance between the creative and analytical aspects of the afore mentioned models.
The existence of many more models – like the Basadur Simplex Process, for example – has been confirmed through desk research, however, none of these appear to contain significant new insights into the processes as described in the mentioned models; they generally either recombine steps from one or more of these, add intermediate steps, or are a combination of process and method, as is the case of TRIZ (Teoriya Resheniya Izobreatatelskikh Zadatch), for example.

The following models are universally recognized by experts and educators as either the most relevant or easiest applicable theories on the subject.
As their names aptly suggest, all consider a series of sequential processes or steps, some of which coincide, while others not.