The NGT consists of six distinct problem-solving stages, summa-rized in Table 6.1 and described in more detail thus:
● Stage 1: Generate ideas. This first stage involves the silent gener-ation of ideas by individuals, who write them down.
● Stage 2: Share ideas. Individuals come together in the group to collect ideas on a round robin of one idea from each person, each round. A ‘pass’ technique can be used until all the ideas are submitted.
● Stage 3: Clarify and develop the ideas. All the ideas that have been collected are discussed in the group. Individuals explain their submitted ideas in turn, without interruption.
● Stage 4: Select the best idea. A preliminary secret vote takes place on the relative importance of ideas, using ranking, rating or voting systems.
● Stage 5: Check the decisions. Individuals now have the chance to argue again for their ideas if they have been discarded.
● Stage 6: Confirm/modify the decisions. A final secret vote is taken.
With NGT it is important to maintain discipline, and individuals must confine themselves to the requirements of the particular stage. For example, in Stage 2 ideas should be merely labelled and not described; the ideas can be described during Stage 3.
The majority of experiments have shown that when brainstorm -ing groups are compared with individuals us-ing brainstorm-ing- brainstorming-type instructions, individuals rather than groups produce the
Creativity in public relations
more creative ideas. Techniques such as NGT use the independent work of individuals to generate ideas.
The ideas generated are pooled systematically and without losses. Using a round robin allows everyone to build on and ‘spark off’ the ideas of others, increasing group productivity. The co-ordination of individuals is improved, and participation is equal-ized. Having a well-defined set of rules means ‘the amount you talk’ and ‘the amount you have to say’ are much more closely related than in normal ad hoc brainstorming groups.
The stages of idea generation, of idea clarification and develop-ment, and of idea evaluation are separated. Thus the premature rejection of ideas – and thus the failure to consider them all – and the premature acceptance of ideas are prevented.
The decision-making procedure is clear. Depending on the nature of the problem, different procedures can be used as agreed and as appropriate. Built into all of them is the discipline of re-examining the decision taken. Any differences are identified by anomalies and ‘splits’ in the voting, and these differences must be discussed and resolved before any final decision can be taken.
By using NGT, pressures to conform are eliminated, or at least minimized, through the use of secret voting. This eliminates indi-vidual pressures for consistency (which hinders the ability to change your mind in the light of new information).
The person who takes the chair in the group meeting acts simply as a coordinator. The Chair’s concern is with procedure, therefore minimizing conflicts of role.
The procedure can be used repeatedly, initially to identify and define the problem to be solved. It can then be used to schedule
Green Light thinking: brainstorming
Table 6.1 A stage-by-stage guide to the Nominal Group Technique Stage number Stage description
Stage 1 Generate ideas
Stage 2 Share ideas
Stage 3 Clarify and develop the ideas
Stage 4 Select the best idea
Stage 5 Check the decision
Stage 6 Confirm/modify the decisions
potential solutions, and then to plan action and evaluation. The procedure can also be readily subdivided, with each stage forming a natural point at which to adjourn.
SUMMARY
1. Brainstorming is just one among many techniques for gener-ating ideas. It is not suitable for all problem-solving tasks.
2. Individuals working alone are better at generating ideas.
Brainstorming is a good group technique for building upon ideas.
3. Techniques described in Chapter 5, used either by individuals or small groups of people, are better at generating new ideas than brainstorming.
4. Brainstorming has value outside the arena of creativity: in team-building, staff development, and in gaining acceptance of ideas.
5. ‘Structured Brainstorming’ is a highly effective creative tech-nique.
6. You can hold a meeting using NGT and no one outside the room will know.
7. If you are in a brainstorming session lasting more than 45 minutes, leave the room.
KEY WORDS FOR YOUR CREATIVITY VOCABULARY
● Brown Light thinking.
● Cheerleader.
● Premature evaluation.
● Rapport.
● Scribe.
● Structured brainstorming.
● Wallflower.
Creativity in public relations
Don’t ask what we can do for you, or what you can do for us; ask what can we do together
A consultation mantra This is a story about one of the all-time greats of advertising, Rosser Reeves – the man who first came up with the concept of the unique selling proposition – USP.
During one warm New York spring he and a colleague decided to have lunch in Central Park. Finishing their sandwiches they strolled back to the office on Madison Avenue. On the sidewalk a beggar stood, holding a sign and a cup for donations. Everyone ignored him. His sign read: ‘I am blind.’
Witnessing this scene Reeves said to his colleague: ‘He’s using the wrong message; I bet I can dramatically improve the response to him with just a few words.’ The wager on, Rosser explained to the beggar that he was one of the United States’ greatest copy-writers and he would like to help him. Perhaps feeling he had nothing to lose, the beggar agreed to let Rosser rewrite his sign.
Stepping well back, Rosser and his colleague observed this live