Brainstorming brings new ideas to bear on a problem. The freethinking
atmosphere encourages fresh approaches. Creativity is enhanced, because
individuals are encouraged to bring up all ideas -- even those that
might appear outrageous. Even imperfectly developed thoughts may jog the
thinking of other participants.
Problems are defined better as questions arise. Alternatives appear
in a new or different perspective. Brainstorming can help reduce
conflict. It helps participants see other points of view and possibly
change their perspective on problems. It may not be useful in resolving
deeply felt conflicts but can help set the stage for a different
technique if an impasse has been reached.
Civility is required of each participant. Brainstorming is
democratic. All participants have equal status and an equal opportunity
to participate. No one person's ideas dominate a brainstorming session.
Brainstorming heightens the awareness of community and sensitizes
individuals to the behavior of the group and its participants. It helps
mold participants into a working group.
People participate by bringing their ideas to the table, working in
groups of 6 to 10. If the group is too small, participants are not
stimulated to generate ideas; if it is too large, the more vocal few may
dominate the meeting. At large meetings, participants are divided into
groups. Usually each group has a facilitator.
A brainstorming session usually has a simple agenda:
- introductions with brief outlines of participants'
backgrounds;
- discussion of the brainstorming process and how it fits into the
overall process;
- generation of ideas, listed on newsprint without evaluation or
criticism;
- clarifying and explaining ideas, as required;
- review, grouping, and elimination of redundant ideas;
- prioritization; and
- presentation of each group's results by the moderator to the
larger group.
People can prioritize their ideas by different means, such as using
strips of colored adhesive dots. About seven dots per person works well.
Working individually, participants use dots to indicate their
preferences. The dots can be divided among several good ideas or
concentrated on one idea that is very important. The sheets of paper
with dots are an effective display of the prioritization and help
identify the group's top priorities. Participation is furthered when
notes of the meeting and subsequent events can be distributed to the
participants.
Visioning
Visioning normally consists of a series of meetings focused on
long-range issues and leads to a goals statement that can be the basis
for a long-range plan, public investments, and government programs.
Visioning aims to be democratic in its search for different opinions
from all stakeholders. It looks for common ground among participants in
exploring and advocating strategies for the future.
Invitations to participate are given to the general public or to a
representative panel. Provision of background information is essential
so that participants can enter the process in an informed way. This
information must be simply presented, attractive, and rendered important
and timely. It should also include clear goals of participation and show
how comments will be used in the process.
The process usually involves meetings and surveys. A typical method
of involving local people is through a questionnaire format, seeking
comments on present issues and future possibilities.
Design/Planning Charrettes
"Charrette" is a French word meaning "small cart or
wheelbarrow." The term (as we use it here) originated at the Ecole
des Beaux-Arts architectural school in 19th Century Paris. There, teams
of students were given challenging design problems to creatively solve
under the pressure of time. The intense team work continued right up to
the time when a cart or "charrette" was used to carry the
students' competition submissions from the studio to the rooms where the
reviews would take place. Today we use the term "charrette"
for an intense design session in which a team concentrates on a
particular problem and proposes solutions. It is an active approach that
involves "learning by doing." The charrette model is
frequently used in the design professions as a means for applying theory
and concept to a real problem. These sessions tend to gather energy,
excitement and ideas (from Dover, Kohl & Partners, South Miami, FL http://www.doverkohl.com).
The sponsoring group usually sets the goals and time limit and
prepares materials for the session. The charrette has a facilitator or
leader whose responsibility is to bring out all points of view from
participants.
The components of a typical charrette include:
A charrette is oriented toward problem solving. The breadth of
background of participants should assure full discussion of issues,
interrelationships, and impacts. Its time limits challenge people to
examine the problem rapidly, openly, and honestly and help potential
adversaries reach consensus on an appropriate solution. A charrette
produces visible results. It is often used early in a planning process
to provide useful ideas and perspectives from concerned interest groups.
In mid-process, a charrette helps resolve sticky issues. Late in the
process, it is useful to resolve an impasse between groups.
The charrette leader should be familiar with group dynamics and the
substantive issues the group faces. The leader tailors the setting,
background materials, and issues to the goal of the charrette and
elicits participation from all group members within the allotted time.
To avoid chaos in a charrette, a high level of discipline is required.
A minimum of four hours is essential for a charrette focused on a
modest problem. While the average ranges from one to several days, some
agencies hold one- and two-week charrettes or organize them as multiple
sessions over a period of time.
Resources & Links:
Community Toolbox: Bringing
Solutions to Light
University of Kansas Work Group on Health Promotion
and Community Development in Lawrence, KS, and AHEC/Community Partners
in Amherst, Massachusetts
Making
Decisions
Generating and
choosing Solutions
Conducting Public
Forums
The Citizens
Handbook: A Guide to Building Community in Vancouver
Vancouver
Citizens Committee
Meeting
and Deciding
Public
Involvement Techniques for Transportation Decision Making
Federal
Highway Administration, September 1996
Brainstorming
Charrettes
Small
Group Techniques
Improving
Meeting Attendance
Visioning
