Opening one's own mind to find truly new ideas, concepts that have never been discovered before, can be a challenge, but the rewards are certainly worth the effort. There has always been and always will be all kinds of forces working against new ideas. Yet creative thinking is increasingly called for in business today, so it simply must be done to grease the skids of progress.
Of course, that's what this book is all about — helping you, as an individual, become a better creative thinker. All the chapters to this point have been aimed at increasing your ability to come up with great, fresh ideas when you need them, with the exception, of course, of the previous chapter, which focused on cultivating fresh thinking in others.
But let me tell you in no uncertain terms:
It's one thing to be a creative thinker and it's quite another thing altogether to inspire an entire roomful of people to be fresh thinkers.
This is a process most commonly referred to as brainstorming, ideation, and groupthink. I'll use those terms interchangeably in this chapter, with brainstorming carrying most of the load. I want to tell you that brainstorming is an entirely different kettle of fish, and they just might be sharks.
The first thing I'll point out about brainstorming is how amazingly ill understood this process is. When we go into companies, my fellow
Do-It-Yourself Lobotomy coaches and I see so many poor excuses for brainstorming techniques, it's no wonder there's a rolling brownout of creativity in business today.
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