Many companies use brainstorming. As you might expect, team members make their suggestions aloud. Brainwriting has become a creative alternative in recent years.
In every organisation, there are “hidden gems” who are shy and uncomfortable in certain group dynamics. Poor communication, conflicts, unfair turns, etc. make it hard to make comments and proposals when working with coworkers.
This more intimate, profound, and thoughtful reasoning helps writing by replacing brainstorming's out loud thinking. This creativity and innovation tool may now ask questions.
Business efficiency is often affected by brainstorming, according to Advances in Experimental Social Psychology research. The following facts may help explain this important factor. Maybe some of these are familiar:
Top talent can go unnoticed. Especially introverted ones.
This causes social anxiety since we worry about others judging our offers.
We waste a lot of time since we can spend hours there without everyone contributing.
Allowing others to decide is common. This causes many workers to conform.
A misleading perception of efficiency results. We've internalised the idea that brainstorming is useful, so we don't always try different methods.
This makes us think swiftly and chaotically. When so many individuals are thinking at once, it's hard to reason and innovate.
The objective of brainwriting?
Bernd Rohrbach described the technique in Absatzwirtschaft in 1968 as an ordered, democratic, and efficient creativity process. Write thoughts to establish a platform where everyone may share ideas and contribute innovative perspectives through writings.
Saving time and being democratic and efficient are the key benefits of this resource.
The “6-3-5 technique” boosts creativity and innovation. Every company should explore this easy, cost-efficient, and effective resource. This is a wonderful idea if we want more competitive, adaptable companies.
According to SAGE Open, creativity at work can have an influence if there is explicit and significant organisational support. Thus, the “6-3-5 technique” can have many benefits if properly executed.
The moderator guides the teams' ideation process. He informs, guides, and energises. The goal is for all members to understand the specified goals and follow each tool guideline.
Phase 1: six persons, three ideas, five minutes.
The process involves six participants writing three ideas in groups. To do this, the moderator does:
State a problem or goal.
Gather six people in small groups.
Staff should sit at a table with paper and pencil.
Have them come up with three matching ideas.
Tell groups they have five minutes to finish.
The written ideas are then given to a partner to start a new cycle. After reading the proposals, everyone will come up with three more. The cycle concludes when the six members read and complete all partner sheets.
30 minutes yield 108 handwritten thoughts.
Sharing and evaluating ideas finishes the creativity and innovation tool. We will swap written support for oral communication to discuss, analyse, and choose the best suggestions. Establishment is all that remains.
The benefits?
Multiple advantages come from this method. Procedia, Social and Behavioural Sciences lists several benefits: