MUST BE SOMETHING IDEATE：一定要有想法

ONE OF THE KEYS TO SUCCESS in any business lies in the ability to generate a tremendous amount of ideas, because when it comes down to it, almost every organization is at heart in the idea business. This is not a revolutionary concept. However, what is often overlooked—or simply misunderstood—is that the generation of great ideas is a numbers game.

任何業(yè)務(wù)成功的關(guān)鍵之一在于產(chǎn)生大量創(chuàng)意的能力，因?yàn)楫?dāng)涉及到這個(gè)想法時(shí)，幾乎每個(gè)組織都在創(chuàng)意業(yè)務(wù)中處于核心地位。這不是一個(gè)革命性的概念。但是，經(jīng)常被忽略（或只是被誤解）的是，偉大思想的產(chǎn)生是一場(chǎng)數(shù)字游戲。

?Businesses are ostensibly always looking for killer ideas that will boost profits and cut costs; ideas that streamline processes and maximize investments; and ideas that will have significant impact in the marketplace. To get to those killers, though, a business may have to cough up a mess of ideas that are ridiculous, budget-busting, unusable, or simply awful.

從表面上看，企業(yè)一直在尋找可以提高利潤(rùn)并削減成本的殺手ideas主意。簡(jiǎn)化流程并最大化投資的想法；和對(duì)市場(chǎng)產(chǎn)生重大影響的想法。但是，要找到那些殺手ers，企業(yè)可能不得不想出一堆荒謬，浪費(fèi)預(yù)算，無(wú)法使用或簡(jiǎn)直糟糕透頂?shù)南敕ā?/p>

I would contend that these loser ideas are not merely waste products—they are indicators of an extremely healthy brainstorming and idea-sharing process. This chapter will take the concepts that have been discussed in earlier chapters—“Yes, and . . . ,” postponement of judgment, EQ, divergent and convergent thinking—and make them practicable through the step-by-step process of leading successful collaboration sessions.

我認(rèn)為這些失敗者的想法不僅僅是浪費(fèi)產(chǎn)品，它們是極其健康的頭腦風(fēng)暴和想法共享過(guò)程的指標(biāo)。本章將采用前面各章中討論的概念：“是，和?！?。?！保芭袛嗔?，情商，發(fā)散和趨同思維的延遲”，并通過(guò)領(lǐng)導(dǎo)成功的協(xié)作會(huì)議的逐步過(guò)程使它們切實(shí)可行。

A business that runs on the assumption that it will come up with a great idea exactly when it needs one is severely limiting if not deluding?itself. That business is most likely achieving “greatness” by simply lowering the standard of what counts as great. The fact is, to get to unimpeachably great ideas—sharp, innovative, outright brilliant ones—you have to come up with an ugly pile of horrible ones too. By way of analogy think about the old process of gold panning. As you might remember from elementary school studies of the California Gold Rush,panning is the art of extracting gold from a river by scooping up sediment with a large pan. Panning is a sloppy, difficult process, and it can get results.

如果一家企業(yè)假設(shè)自己會(huì)在需要時(shí)提出一個(gè)好主意，那這將嚴(yán)重限制甚至不自欺欺人。該企業(yè)很可能通過(guò)簡(jiǎn)單地降低重要的標(biāo)準(zhǔn)來(lái)實(shí)現(xiàn)“卓越”。事實(shí)是，要想出無(wú)可挑剔的好主意—銳利，創(chuàng)新，徹頭徹尾的絕妙主意—您還必須提出丑陋的可怕主意。以類推的方式考慮淘金的舊過(guò)程。您可能還記得在加州淘金熱的小學(xué)研究中，淘金是一種通過(guò)用大鍋鏟挖出沉積物從河流中提取黃金的藝術(shù)。平移是一個(gè)草率，困難的過(guò)程，可以得到結(jié)果。

Jebediah, a hungry prospector on a quest for gold, might try to? speed things up by avoiding the pan altogether and simply sticking his finger in the river in the hope that when he withdraws it from the water it will be sporting a perfectly polished gold ring. But with that approach ol’ Jeb is probably going to end up with nothing more than a wet finger. If he takes a slightly more ambitious approach and grabs a fistful of river bottom, he’s probably going to end up a little wetter,and not much richer.?

渴求黃金的探礦者Jebediah可能會(huì)嘗試通過(guò)完全避開平底鍋并只是將手指伸入河中來(lái)加快速度，希望當(dāng)他將其從水中撤出時(shí)，它會(huì)擁有完美打磨的金戒指。但是用這種方法，杰布可能最終只剩下一根濕手指。如果他采取更雄心勃勃的方法并抓住一小撮河床，那他可能最終會(huì)變得有點(diǎn)濕，但并不富有。

Instead, if fortune-seeking Jeb knows his business, he’ll understand that he is going to have to use the biggest pan possible and invest some sweat equity, sieving through as much river muck and goo as he can to boost the probability of success. As Jeb pulls his pan through the water, he will not expect to come up with a panful of sparkly gold nuggets every time he sifts what he’s dredged up.?

相反，如果尋求財(cái)富的Jeb知道自己的生意，他就會(huì)明白，他將不得不盡可能地利用最大的鍋并投資一些汗水資產(chǎn)，盡可能多地篩分泥濘和泥濘，以提高成功的可能性。 。隨著Jeb將鍋拉入水中，他不會(huì)指望每次篩分挖出的東西時(shí)都會(huì)冒出一堆閃亮的金塊。

He knows this is a longer process and he’s going to have to work his way through a heck of a lot of mud, slime, weeds, foul-smelling detritus, and even fool’s gold to find the small flecks of real treasure.He also knows that those raw flecks aren’t an end in themselves—all gold has to be refined to become truly valuable.

他知道這是一個(gè)更長(zhǎng)的過(guò)程，他將不得不通過(guò)大量泥土，煤泥，雜草，臭味碎屑，甚至是傻瓜的黃金來(lái)找到真正的珍貴斑點(diǎn)。那些原始斑點(diǎn)本身并不是目的-所有黃金都必須精煉才能真正有價(jià)值。

So it is with the process of group ideation, which we commonly? refer to as brainstorming. Brainstorming is a process of communication and adaptive problem solving, and to the improvisational way of thinking, great brainstorming sessions are only possible when failure is not just tolerated, it’s welcomed. Such sessions require everyone in the room to understand that sorting through clumps of mud and muck is a necessary part of the process in order to get to the?prized gold.?

集體構(gòu)思的過(guò)程也是如此，我們通常將其稱為頭腦風(fēng)暴。頭腦風(fēng)暴是溝通和解決問(wèn)題的過(guò)程，按照即興的思維方式，只有在不僅僅容忍失敗的情況下，才能進(jìn)行出色的頭腦風(fēng)暴會(huì)議，這是受歡迎的。這樣的會(huì)議需要房間中的每個(gè)人都明白，為了獲得珍貴的金幣，對(duì)成團(tuán)的泥和渣進(jìn)行分類是該過(guò)程的必要部分。

The fostering of failure is perhaps a bit counterintuitive in most corporate cultures, and failure itself is of course never the explicit objective. The point is that if a business truly encourages a “Yes,and . . . ” approach to open communication and if the culture also embraces the possibility that great ideas can come from anyone and anywhere, then failures—dead-end ideas—are actually an indication of a very vital and vibrant corporate culture.3 Just as in life outside the workplace, you can learn more from failure, and failure allows you to learn more from success.

在大多數(shù)公司文化中，促進(jìn)失敗可能有點(diǎn)違反直覺，并且失敗本身當(dāng)然不是明確的目標(biāo)。關(guān)鍵是，如果企業(yè)真正鼓勵(lì)“是，那么。。?！伴_放式溝通的方法，如果這種文化還包含了好主意可以從任何地方和任何地方來(lái)的可能性，那么失?。ㄋ篮?shí)際上就是一種非常重要和充滿活力的企業(yè)文化的標(biāo)志。3在工作場(chǎng)所，您可以從失敗中學(xué)習(xí)更多，失敗可以使您從成功中學(xué)習(xí)更多。

?Even the most naturally talented musician does not first pick up a violin and instantly sound like a virtuoso. We understand that the young fiddler is probably going to sound fairly crappy for a while. There will be wrong notes and muffed passages—failures—on the way to musical excellence. A surfer who has never fallen off his board is either preternaturally gifted or has not actually put his board in the water. It is falling off the board (or the bike) that helps build technique and develop ability. A beautiful ride will be better appreciated when we are fully aware of the falls it took to get there.Within the improvisational workplace, failures can almost always be framed as steps toward success.

即使是最有天賦的音樂家，也不會(huì)首先拿起小提琴，而立即聽起來(lái)就像是大提琴演奏家。我們知道，年輕的提琴手可能會(huì)聽起來(lái)有些cr腳。在通往卓越音樂的道路上，將會(huì)出現(xiàn)錯(cuò)誤的音符和錯(cuò)誤的段落（失?。?。從未滑過(guò)木板的沖浪者要么是天生的才華，要么實(shí)際上沒有將木板滑入水中。它從板子（或自行車）上脫落下來(lái)，有助于建立技術(shù)和發(fā)展能力。當(dāng)我們充分意識(shí)到到達(dá)那里所經(jīng)歷的跌倒時(shí)，會(huì)更好地欣賞優(yōu)美的旅程。在即興創(chuàng)作的工作場(chǎng)所中，失敗幾乎總是可以歸結(jié)為成功的步驟。

We’ve examined why improvisational skills and tools should be used in a business setting, and we’ve examined how those skills and tools can be used by an individual, between individuals, and within a group. Now we’re stepping into the “when,” looking at a very specific, common, concrete part of the workday—the ideation meeting,collaborative conversation, idea-sharing chat, and brainstorming session—in which improvisational techniques can improve process and facilitate success.?

我們已經(jīng)研究了為什么在業(yè)務(wù)環(huán)境中應(yīng)該使用即興技能和工具，并且已經(jīng)研究了個(gè)人，個(gè)人之間以及團(tuán)隊(duì)內(nèi)部如何使用這些技能和工具?，F(xiàn)在，我們進(jìn)入“何時(shí)”工作，著眼于工作日中非常具體，常見，具體的部分-想法會(huì)議，協(xié)作性對(duì)話，想法共享聊天和集思廣益會(huì)議，通過(guò)這些即興技巧可以改善流程并促進(jìn)成功。

I’ve stressed that one of the most powerful blocks to overcome is the very basic, primal emotion of fear, and this is perhaps never truer than in the creative process. In a workplace permeated by a fear of failure, it’s virtually impossible for anyone to feel comfortable offering up a new idea, let alone an unusual idea that might in fact make all the difference in a marketing strategy, a product development plan, a customer-focus drive, or a new in-house bookkeeping system.?

我已經(jīng)強(qiáng)調(diào)，要克服的最有力的障礙之一是非?；镜?，原始的恐懼情緒，也許這在創(chuàng)造過(guò)程中從來(lái)沒有像現(xiàn)在這樣真實(shí)。在充滿了對(duì)失敗的恐懼的工作場(chǎng)所中，幾乎沒有人會(huì)愿意提出一個(gè)新的想法，更不用說(shuō)一個(gè)不尋常的想法了，它實(shí)際上可能在營(yíng)銷策略，產(chǎn)品開發(fā)計(jì)劃，客戶，聚焦驅(qū)動(dòng)器或新的內(nèi)部簿記系統(tǒng)。

When the fear of failure is eliminated and the participants in?a brainstorming session are encouraged to fail early and often, they have the greatest chance of succeeding at whatever task they’ve been asked to handle. (Keep in mind, we are talking about strategic failure protected by a specific time and place, and not about thoughtless, repeated failure.)

如果消除了對(duì)失敗的恐懼，并且鼓勵(lì)集思廣益的參與者早且經(jīng)常失敗，那么他們有最大的機(jī)會(huì)成功完成要求他們處理的任務(wù)。（請(qǐng)記住，我們?cè)谡f(shuō)的是在特定時(shí)間和地點(diǎn)保護(hù)下的戰(zhàn)略失敗，而不是無(wú)意識(shí)的反復(fù)失敗。）

Before we get deeper into how a successful brainstorming session should be run, let’s take a look at the dynamics of business meetings in general. If you were suddenly pinged by a coworker right now and were told that it was necessary for you to put this book down and head off to an ad hoc problem-solving meeting of some sort, would you bolt out of your chair with enthusiasm? If you’re anything like millions of other inhabitants of the corporate world, your response to such a request might not be a hoot of unbridled enthusiasm but instead a good deal of sighing, slumping, eye rolling, and muttering along the lines of “Another &$*!@ meeting?”

在深入探討如何成功進(jìn)行頭腦風(fēng)暴會(huì)議之前，我們先來(lái)看一下商務(wù)會(huì)議的動(dòng)態(tài)。如果您現(xiàn)在突然被同事打聽，并被告知您有必要放下這本書并前往某種形式的臨時(shí)解決問(wèn)題會(huì)議，您是否會(huì)滿懷熱情地退出會(huì)議？如果您像企業(yè)界的數(shù)百萬(wàn)其他居民一樣，您對(duì)這種要求的回應(yīng)可能不是熱情高漲的源頭，而是沿著“另一個(gè)”的嘆息，沉悶，眼神滾動(dòng)和喃喃自語(yǔ)。 ＆$ *！@會(huì)議？”

Why should this be the case? The answer is simple: most meetings are run terribly, and for a great deal of businesspeople meetings have become the bane of their existence rather than a boon to getting the job done.Much too often the actual purpose of a meeting is just to say that the meeting took place, and participants end up in a highly frustrating and morale-sapping Groundhog’s Day loop of inaction: they end up having a meeting that covers the meeting they had last week. Then they need to schedule yet another meeting to discuss what hasn’t gotten settled in previous meetings.?

為什么會(huì)這樣呢？答案很簡(jiǎn)單：大多數(shù)會(huì)議都是可怕的會(huì)議，對(duì)于很多商人來(lái)說(shuō)，會(huì)議已成為其生存的禍根而不是完成工作的福音。會(huì)議的實(shí)際目的常常只是說(shuō)會(huì)議開始了，與會(huì)人員最終陷入了令人沮喪且鼓舞士氣的“土撥鼠日”無(wú)所作為的循環(huán)中：他們最終召開了涵蓋上周會(huì)議的會(huì)議。然后，他們需要安排另一次會(huì)議，以討論以前的會(huì)議中尚未解決的問(wèn)題。

The downside of poorly run meetings isn’t just measured in annoyance and frustration, however. Bad meetings waste time and energy, which means that they waste money. Bad meetings are bad business.If a meeting consists of a group of smart, dedicated people around a conference table and that group is open and willing to take on whatever challenge is at hand, how is it that things go in the dumper?There are two typical trajectories.?

但是，會(huì)議運(yùn)行不佳的缺點(diǎn)不僅在于煩惱和沮喪。糟糕的會(huì)議浪費(fèi)時(shí)間和精力，這意味著他們?cè)诶速M(fèi)金錢。不好的會(huì)議是不好的生意。如果一個(gè)會(huì)議由一群聰明，專注的人組成，他們圍在會(huì)議桌旁，并且這個(gè)小組是開放的并且愿意接受即將到來(lái)的挑戰(zhàn)，那么在垃圾箱中情況如何呢？?jī)蓷l典型的軌跡。

First, as we discussed in Chapter 4,there’s a question of energy and energy maintenance. If the meeting leader doesn’t accept responsibility for setting a level of energy that?invites people to stay engaged, that meeting has as much chance of sparking great ideas as a warm blanket and a sedative. If attendees feel they have the ability or even the right to disengage and allow their own energy to plummet—again, good night, Irene.

首先，正如我們?cè)诘?章中討論過(guò)的，這是一個(gè)能源和能源維護(hù)的問(wèn)題。如果會(huì)議負(fù)責(zé)人不承擔(dān)設(shè)定邀請(qǐng)人們保持精力投入的精力水平的責(zé)任，那么與溫暖的毯子和鎮(zhèn)靜劑一樣，該會(huì)議也有很多激發(fā)創(chuàng)意的機(jī)會(huì)。如果與會(huì)者感到自己有能力甚至有權(quán)脫離接觸，并讓自己的精力驟減-再次晚安，艾琳。

This doesn’t mean that the person running a meeting has to crank up the karaoke machine, put on a goofy hat, and belt out “Born in the USA.” It’s more about being aware that every room and every group has an energy, and that energy can—or must—be manipulated (see Chapter 4 if this doesn’t ring a bell).

這并不意味著開會(huì)的人必須搖動(dòng)卡拉OK機(jī)，戴上高高的帽子，并宣揚(yáng)“在美國(guó)出生”。更重要的是要意識(shí)到每個(gè)房間和每個(gè)組都有能量，并且可以（或必須）對(duì)能量進(jìn)行操縱（如果不響，請(qǐng)參閱第4章）。

The other big problem with meetings is a basic matter of communication. A huge part of what’s not working in a lousy meeting is that people don’t feel comfortable contributing. There may be some great ideas inside the heads in that conference room and they don’t ever get expressed because people don’t feel they have a stake in pitching in.

會(huì)議的另一個(gè)大問(wèn)題是溝通的基本問(wèn)題。在糟糕的會(huì)議中無(wú)法正常工作的很大一部分是人們不愿意做出貢獻(xiàn)。那個(gè)會(huì)議室的腦袋里可能有一些很棒的主意，但它們從未被表達(dá)出來(lái)，因?yàn)槿藗儾挥X得自己有參與進(jìn)來(lái)的利益。

There are a number of reasons why people don’t feel they have buyin at meetings. Some folks think that by simply showing up they have fulfilled their workplace obligation. Some meeting leaders may fail to communicate the focus of a meeting or may pedantically overcommunicate, in either case shutting down the opportunity for real engagement.?

人們?cè)跁?huì)議上沒有買賬的原因有很多。有些人認(rèn)為，僅僅通過(guò)露面就可以履行工作場(chǎng)所的義務(wù)。一些會(huì)議負(fù)責(zé)人可能無(wú)法傳達(dá)會(huì)議的焦點(diǎn)，或者可能會(huì)因過(guò)于隨意而交流過(guò)度，這兩種情況都可能切斷了真正參與的機(jī)會(huì)。

Then there’s that most common obstacle to communication,our old friend fear—fear of judgment, fear of rejection, fear of being wrong, fear of looking like a fool. A climate may exist in which people feel that if they speak up they’ll be judged harshly, perhaps by people who are of higher rank or status in the corporate hierarchy. As we discussed in the previous chapter, a roomful of meeting participants can be so acutely aware of the status of everybody around the conference table that everyone plays defense: whatever the most powerful VP in the room thinks, that must be the right way to go, so let’s all just nod and get on with it.

然后是溝通中最常見的障礙，我們的老朋友恐懼-害怕判斷，害怕拒絕，害怕做錯(cuò)事，害怕看起來(lái)像個(gè)傻瓜。人們可能會(huì)感到一種氣氛，如果他們大聲疾呼，就會(huì)受到嚴(yán)厲的評(píng)判，也許是那些在公司層級(jí)中處于較高地位或地位的人。正如我們?cè)谏弦徽轮兴懻摰?，一整間會(huì)議參與者可以如此敏銳地意識(shí)到會(huì)議桌旁每個(gè)人的狀況，以至于每個(gè)人都在防守：無(wú)論會(huì)議室中最有權(quán)力的副總裁認(rèn)為，這都是正確的選擇，所以讓我們所有人都點(diǎn)頭并繼續(xù)吧。

Sometimes these fears are not simply the result of “climate.” They may be based on real experience. If somebody has had a hand figuratively slapped at a meeting for saying something that didn’t fall in line with a boss’s or a company’s philosophy (“That idea is too far out there. Let’s stay focused on the problem. Remember our budget?parameters”), that person is going to remember the sting of that slap and will be reluctant to speak up again. Further, others who witnessed this negative reaction to a voiced idea aren’t going to want to speak up either, because they do not want the same thing to happen to them.

有時(shí)，這些恐懼不僅僅是“氣候”的結(jié)果。它們可能基于實(shí)際經(jīng)驗(yàn)。如果某人在會(huì)議上打了個(gè)比喻拍手，說(shuō)出的話與老板或公司的理念不符（“這個(gè)想法太過(guò)分了。讓我們集中精力解決這個(gè)問(wèn)題。記住我們的預(yù)算參數(shù)”） ），該人將記住該耳光的刺痛，因此不愿再說(shuō)出來(lái)。此外，見證了對(duì)表達(dá)想法的負(fù)面反應(yīng)的其他人也不會(huì)想要大聲疾呼，因?yàn)樗麄儾幌Ｍ患掳l(fā)生在他們身上。

?A reluctance to expose oneself to negative consequences isn’t just a matter of workplace habit; it’s a survival instinct deeply rooted in brain science.5 If our core reactions reduce down to two basic instincts—fight or flight—this reluctance to speak up is the mental equivalent of fleeing, or curling up into a ball in the corner of a room. With fear and status at the front of everyone’s thinking, a meeting can become so dispiriting that it suffocates any sense of intrinsic motivation. Nobody feels they have any skin in the game, so they see no point in giving their best effort.

不愿暴露于負(fù)面后果不僅僅是工作習(xí)慣的問(wèn)題。這是一種植根于大腦科學(xué)的生存本能。5如果我們的核心反應(yīng)減少到兩個(gè)基本本能（戰(zhàn)斗或逃跑），這種不愿大聲說(shuō)出的心理等同于逃跑或，縮成一個(gè)房間角落的球。 ?？謶趾偷匚粩[在每個(gè)人思考的最前面，會(huì)議可能會(huì)令人沮喪，以至于窒息了任何內(nèi)在動(dòng)力。沒有人認(rèn)為他們?cè)谟螒蛑杏腥魏纹つw，因此他們認(rèn)為盡最大努力是沒有意義的。

The solution quite simply is to create a culture in that meeting room in which communication is open and everyone wants to contribute. Of course that kind of culture can’t be ordered up along with the office furniture; it’s the result of choices made and efforts expended to make those choices a reality. The choice to utilize improvisation in the workplace is primarily a choice to make real, honest communication a top priority.?

解決方案非常簡(jiǎn)單，就是在該會(huì)議室中創(chuàng)建一種文化，在這種文化中，溝通是開放的，每個(gè)人都希望有所作為。當(dāng)然不能與辦公家具一起訂購(gòu)這種文化。這是做出選擇的結(jié)果，并且付出了很多努力才能實(shí)現(xiàn)這些選擇。在工作場(chǎng)所利用即興演奏的選擇主要是使真實(shí)，誠(chéng)實(shí)的溝通成為重中之重的選擇。

That choice can help create a culture in which people want—passionately want—to contribute and to succeed, as opposed to a culture in which people do not even want to try because they are taught not to try.When it comes specifically to ideation and brainstorming, that culture is created through a focused application of some of the techniques we’ve already discussed: “Yes and-ing,” postponing judgment,choosing a constructive energy and attitude, and designing a wellmanaged process of divergent and convergent thinking based on accountability.?

這種選擇可以幫助創(chuàng)造一種人們渴望（熱情地）貢獻(xiàn)和成功的文化，而不是人們甚至不想嘗試的一種文化，因?yàn)槿藗儽唤虒?dǎo)不要嘗試。集思廣益，這種文化是通過(guò)集中應(yīng)用我們已經(jīng)討論過(guò)的一些技術(shù)來(lái)創(chuàng)建的：“是的，是-”，推遲判斷，選擇建設(shè)性的精力和態(tài)度，并根據(jù)以下內(nèi)容設(shè)計(jì)一個(gè)管理良好的發(fā)散性和聚合性思維過(guò)程問(wèn)責(zé)制。

These techniques can make all the difference in getting the individual members of a collaborative, brainstorming team to feel they’re being talked with rather than talked at—something that may sound small but can actually be the difference between a session that gets serious results and one of those meetings that merely creates the serious need for another meeting.

這些技術(shù)可以使協(xié)作，頭腦風(fēng)暴團(tuán)隊(duì)的各個(gè)成員感到與他們交談而不是在交談，這一切都與眾不同-聽起來(lái)雖然很小，但實(shí)際上可能是在一次會(huì)議中取得重大成果與這些會(huì)議中的一個(gè)僅嚴(yán)重引起另一次會(huì)議的需要。

As I’ve stressed repeatedly and emphatically, effective improvisation is not some abstract, touchy-feely, let’s-hold-hands-and-skipthrough-a-field-of-poppies philosophy, but is instead a simple, honest,results-driven approach to communication. This is especially true for ideation, during which the application of improv techniques should result not just in a roomful of smiley people but in a roomful of smiley people who have worked together to generate a usable, profitable, killer idea. How do you get to that great idea? I humbly submit the following guide for successful ideation—the Laws of Effective Brainstorming:

正如我一再?gòu)?qiáng)調(diào)的那樣，有效的即興創(chuàng)作不是某種抽象的，費(fèi)勁的，讓我們手握和跳過(guò)罌粟花田的哲學(xué)，而是一種簡(jiǎn)單，誠(chéng)實(shí)，結(jié)果驅(qū)動(dòng)的溝通方式。對(duì)于構(gòu)思尤其如此，在此期間，即興創(chuàng)作技術(shù)的應(yīng)用不僅會(huì)導(dǎo)致一群笑臉人，而且還會(huì)導(dǎo)致一群笑臉人共同努力產(chǎn)生一個(gè)有用的，可盈利的，殺手級(jí)的想法。您如何想到這個(gè)好主意？我謹(jǐn)此提交以下有關(guān)成功構(gòu)想的指南-有效頭腦風(fēng)暴法則：

1. Participate (or go do something you want to do).

2. Embrace “Yes, and . . . ”

3. Postpone judgment (for a specific period of time).

4. Suspend critiquing and overanalyzing.

5. Have fun and celebrate ridiculous ideas (remember, it’s about the number of ideas here).

6. Stay energized and focused.

7. Support every person in the group (100% participation,100% engagement).

8. Give and take the right to speak.

9. Remain positive.

10. Hold each other accountable to follow the rules.

1.參與（或去做你想做的事情）。

2.擁抱“是，然后。。。

3.推遲判斷（在特定時(shí)間段內(nèi)）。

4.暫停批判和過(guò)度分析。

5.玩得開心，慶祝荒謬的想法（記住，這是關(guān)于這里的想法的數(shù)量）。

6.保持精力充沛和專注。

7.支持小組中的每個(gè)人（100％參與，100％參與）。

8.給予并享有發(fā)言權(quán)。

9.保持積極。

10.使彼此負(fù)責(zé)以遵守規(guī)則。

Of course some of the above may be easier said than done, so let’s go a little deeper into the river to pan for gold.

當(dāng)然，上述某些說(shuō)起來(lái)容易做起來(lái)難，所以讓我們深入河中淘金。

If there are indeed “l(fā)aws” of effective brainstorming, then someone has to administer those laws. That would be the leader of the ideation session. Perhaps it goes without saying that successful brainstorming begins with effective leadership, but I’ll say it anyway:successful brainstorming begins with effective leadership. The dismantling of cognitive blocks to creativity must come from leadership. The freedom to ideate and openly share ideas begins with understanding that the dynamics of a room are established from the top down. Why?Because the leader is in the position to demand that everyone commit?to the process, and in the position to guide the team to success. The leader needs to mentally and physically embody the spirit he or she wishes to see reflected in a team.

如果確實(shí)存在有效進(jìn)行頭腦風(fēng)暴的“法律”，那么有人必須執(zhí)行這些法律。那將是構(gòu)想會(huì)議的負(fù)責(zé)人。也許毋庸置疑，成功的頭腦風(fēng)暴始于有效的領(lǐng)導(dǎo)，但我還是要說(shuō)：成功的頭腦風(fēng)暴始于有效的領(lǐng)導(dǎo)。消除認(rèn)知障礙的創(chuàng)造力必須來(lái)自領(lǐng)導(dǎo)才能。自由構(gòu)思和公開分享想法的起點(diǎn)是理解房間的動(dòng)態(tài)是自上而下建立的。為什么？因?yàn)轭I(lǐng)導(dǎo)者有權(quán)要求每個(gè)人都致力于這一過(guò)程，并且能夠指導(dǎo)團(tuán)隊(duì)取得成功。領(lǐng)導(dǎo)者需要在精神上和身體上體現(xiàn)他或她希望看到的精神在團(tuán)隊(duì)中的體現(xiàn)。

It is a wrong-headed assumption that simply calling a meeting and having everyone in one room together for a certain amount of time is actually accomplishing anything in and of itself. Additionally it’s a terrible mistake for a leader and for participants to assume that since everyone in the room got the memo calling for the meeting, they all know why they’re here. If you as leader want the meeting to actually work, lay down the law. A leader needs to state explicitly and simply what the meeting needs to accomplish, and what is expected of all participants. A clear time limit needs to be set so that people know how to pace their energy (great brainstorming can be done in as little as 10–30 minutes). Technology should be banned—the meeting is about presence, engagement, and connection.

一個(gè)錯(cuò)誤的假設(shè)是，簡(jiǎn)單地召開會(huì)議并將每個(gè)人都聚集在一個(gè)房間中一定的時(shí)間，實(shí)際上可以完成任何事情。此外，對(duì)于領(lǐng)導(dǎo)者和與會(huì)人員來(lái)說(shuō)，假設(shè)會(huì)議室中的每個(gè)人都收到了要召開會(huì)議的備忘錄，這是一個(gè)可怕的錯(cuò)誤，他們都知道為什么會(huì)在這里。如果您作為領(lǐng)導(dǎo)人希望會(huì)議切實(shí)進(jìn)行，請(qǐng)制定法律。領(lǐng)導(dǎo)者需要明確，簡(jiǎn)單地陳述會(huì)議需要完成的事情以及所有參與者的期望。需要設(shè)置一個(gè)明確的時(shí)間限制，以便人們知道如何調(diào)整自己的能量（可以在短短的10-30分鐘內(nèi)完成大范圍的頭腦風(fēng)暴）。技術(shù)應(yīng)該被禁止—會(huì)議是關(guān)于存在，參與和聯(lián)系的。

The “l(fā)aws” governing an improv-based brainstorming session are specific and need to be restated at the top of each session. The guidelines I favor are simple and clear. Everybody in the room is expected to participate and come up with ideas. To not participate is not an option. Team members should not let self-editing prevent them from expressing ideas. Fail early and fail often. Members who are stuck in their heads are making a selfish choice to only think of themselves and will bring limited value to a group. If brainstorming is panning for gold, then don’t psych yourself out thinking about the cold water.

管理基于即興創(chuàng)作的頭腦風(fēng)暴會(huì)議的“法律”是具體的，需要在每次會(huì)議的開頭重申。我贊成的指導(dǎo)方針簡(jiǎn)單明了。希望房間中的每個(gè)人都能參與并提出想法。不參加不是一種選擇。團(tuán)隊(duì)成員不應(yīng)讓自我編輯阻止他們表達(dá)想法。早期失敗，經(jīng)常失敗。陷入困境的成員正在做出自私的選擇，只想著自己，只會(huì)給一個(gè)團(tuán)隊(duì)帶來(lái)有限的價(jià)值。如果頭腦風(fēng)暴是在淘金，那就不要為冷水而煩惱。

Don’t try to tiptoe into the river either; go for the cannonball. Get in the water fast and get those ideas out and splashing around. Once everybody’s in the water, every idea that is tossed around will not just be accepted, but be accepted enthusiastically as if it’s the best idea anyone’s ever heard. Support of every team member by every other team member is mandatory. You are panning for gold here, so it’s about the amount you can pull out of the river (the number of ideas) rather than trying to pull a single pinch of dirt out of moving water. Keep individual and group awareness and respect high: have one voice speak at a time and encourage every member of the group to participate.

也不要試圖to腳到河里。去炮彈?？焖偕纤?，將那些想法發(fā)揚(yáng)光大。一旦每個(gè)人都沉浸在水中，被拋棄的每個(gè)想法都將不僅被接受，而且會(huì)被熱情地接受，就好像這是任何人聽到的最好的想法一樣。每個(gè)其他團(tuán)隊(duì)成員都必須對(duì)每個(gè)團(tuán)隊(duì)成員提供支持。您在這里淘金，所以它等于您可以從河中抽出的數(shù)量（想法的數(shù)量），而不是試圖從移動(dòng)的水中抽出一小撮污垢。保持個(gè)人和團(tuán)體的意識(shí)和尊重：一次發(fā)言，鼓勵(lì)團(tuán)體中的每個(gè)成員參與。

Keep in mind that the collective consciousness of the group is greater than that of any individual, including the leader. Participants need to commit to the process, then, and keep their energy level high—and so should the leader, equally. Everyone should be encouraged to make eye contact with other team members to engage the team. When the majority of people in the meeting buy in and participate following these rules of collaboration, a level of pressure for positive conformity will be created so that no one would feel comfortable being the person who is not committed to the process, and who is not in the river having fun.

請(qǐng)記住，團(tuán)隊(duì)的集體意識(shí)比任何個(gè)人（包括領(lǐng)導(dǎo)者）的集體意識(shí)都要強(qiáng)。然后，參與者需要致力于該過(guò)程，并保持精力充沛-領(lǐng)導(dǎo)者也應(yīng)同樣平等。應(yīng)鼓勵(lì)所有人與其他團(tuán)隊(duì)成員進(jìn)行目光交流，以吸引團(tuán)隊(duì)參與。當(dāng)會(huì)議中的大多數(shù)人都遵循這些合作規(guī)則參加會(huì)議并參加會(huì)議時(shí)，就會(huì)產(chǎn)生一定程度的積極合規(guī)壓力，以使沒有人愿意成為一個(gè)不致力于該過(guò)程且不愿意參與該過(guò)程的人在河里玩。