Demonstrate uncertainty and structure brainstorming
Two pieces of insight struck me this week:
- a fresh take on sometimes being open about your uncertainty
- make brainsteering, not brainstorming sessions
Dare to be uncertain
A podcast by Harvard Business Review this week puzzled me: Experts are more persuasive when they’re less certain. Zakary Tormala, a Stanford professor in marketing, explained how his team had researched the power of experts expressing uncertainty in certain contexts. It was an eyeopening experience.
Tormala claims that experts can engage their listeners by expressing uncertainty rather than the ‘I know it all’ attitude. The research had demonstrated that people being exposed to experts opening up for pondering and hesitation actually paid more attention, became more engaged and trusted the expert more. Why? Because they were not expecting an expert to do so. They were surprised, the different attitude represented a fresh contrast to conventional behaviour.
Brainsteering is focused brainstorming, not ranting
I must confess that I have initiated my share of brainstorming sessions that did not materialise into more than endless post-it notes on a wall or a flip chart ending up in the bin afterwards. Apologies.
Therefore I was delighted to come across McKinsey Quarterly’s post on brainsteering: Seven steps to better brainstorming. The main point in the article is that simply by posing more focused questions a huge improvement in the output quality is likely to happen.
Instead of cheering a team into brainstorming by enthusiastically claiming ‘anything goes!’ or ‘the more questions, the better!’, rather make it easy: Strip it down to a few sharp and well articulated questions. Then make small teams work on one question (yep, that is one as in ‘1’) for 30 minutes. That’ll get some real and valuable output from a team’s work on a question.
For a more detailed how-to-do-it description, follow the steps in the article linked above.