Toward More Creative and Innovative Group Idea Generation: A Cognitive-Social-Motivational Perspective of Brainstorming

In many meetings and work sessions, group members exchange ideas in order to come up with novel, creative solutions for problems and to generate ideas for future innovations. This type of group idea generation or brainstorming process has been studied in detail, and we have discovered much about the cognitive and social processes that underlie group idea generation. It appears that the brainstorming performance of groups is often hindered by various social and cognitive influences, but under the appropriate conditions, group idea exchange can be quite effective. In this article, we summarize the present state of knowledge, point out some significant gaps in our knowledge, and suggest a cognitive-social-motivational perspective to integrate the major findings and to guide future research in the area of group creativity and group idea generation.     

Production blocking and idea generation: Does blocking interfere with cognitive processes?

Production blocking (group members must take turns expressing their ideas) is an important cause of productivity loss in brainstorming groups. However, it is not yet clear why production blocking has this detrimental effect. We hypothesized that delays between the generation and articulation of ideas, arising when group members wait for their turns, interfere with the cognitive process of generating ideas. In three experiments, production blocking was simulated for individuals working at computer terminals. Production blocking interfered with idea generation in two ways. First, it disrupted the organization of idea generation when delays were relatively long. Second, it reduced the flexibility of idea generation when delays were unpredictable. Implications for group information processing are discussed.     

When paying attention pays off: the mindfulness skill act with awareness promotes creative idea generation in groups

ABSTRACT

Past work has linked mindfulness to improved individual-level creativity, but remained silent about group-level creativity. Of all mindfulness skills, the ability to observe and attend to various stimuli (Observation) is the most powerful predictor of individual-level creativity. Studies examining effects of specific mindfulness skills on factors pertinent to group creativity suggest that for group-level creativity, the ability to focus attention with full awareness (Act with awareness), may be equally, or even more, important. We tested the relation between mindfulness and group-level creative idea generation using two brainstorming studies: one exploratory and one confirmatory. Mindfulness skills were either measured (Study 1; N = 88 groups) or the Act with awareness skill was targeted with a short, incidental guided meditation session (Study 2; N = 68 groups). Results from both studies showed differential relations between mindfulness and group creative idea generation: Only Act with awareness positively predicted the originality of ideas (Study 1 and 2) and the number of creative ideas in groups (Study 2). How mindfulness skills relate to creativity thus depends on the particular mindfulness skill involved and whether creativity happens at the individual or group level.     

面对面和计算机群体决策在观点产生上的比较

以144名被试组成32个群体,通过实验室模拟实验,对群体规模、群体类型和交流方式等3个变量在观点产生的数量和质量等指标上进行了比较。结果表明：（1）在所有实验条件下,CM（以计算机为中介的）决策群体都比FTF（面对面的）决策群体产生了更多数量的有效观点;CM名义群体比FTF名义群体产生了更多数量的有效观点。有效观点和创新观点产生的数量,主要受产生式障碍和评价恐怖的影响。（2）交流方式影响群体创新观点的数量,但对观点产生的深度和广度没有影响。群体规模和群体类型影响观点产生的深度和广度。名义群体比互动群体产生范围更广的观点。一般来说,名义群体比互动群体产生的观点深度高。匿名性和平行沟通是促进群体成员产生大量创新观点的主要原因。（3）相对于传统的FTF头脑风暴法,运用电子头脑风暴法的群体成员对自己或群体所产生的观点用于解决实际问题的信心不足。     

Time pressure and group performance: Exploring underlying processes in the Attentional Focus Model

The Attentional Focus Model (Karau & Kelly, 1992) predicts that time pressure should lead group members to focus on a restricted range of task-relevant cues and to adopt task completion as their major interaction objective. Although this prediction has been supported in several studies (e.g., Karau & Kelly, 1992; Kelly, Jackson, & Hutson-Comeaux, 1997; Kelly & Karau, 1999; Parks & Cowlin, 1995), the exact processes that underlie information restriction have not been specified. We propose that two processes are involved. Specifically, the restriction of information may occur because time pressure affects the way in which information is initially encoded or attended to before a group enters its decision-making phase, or because group members filter out what they judge to be less important information during group discussion and decision making. We assessed both of these processes within a decision-making experiment where time pressure was manipulated prior to learning information that would be used to perform a task. Recall of information learned prior to group discussion did not differ by time pressure condition, arguing against an encoding process. In contrast, interaction data demonstrated information restriction by group members, arguing for a filtering process. Thought listings collected 1 min into the group discussion in some groups also supported a filtering process, as did questionnaire data. Implications of these findings for the Attentional Focus Model and for effective group decision making are discussed.     

Emotions are not always contagious: Longitudinal spreading of self-pride and group pride in homogeneous and status-differentiated groups

The members of task groups are emotionally more similar to each other than to others outside the group; yet, little is known about the conditions under which this emotional similarity emerges. In two longitudinal studies, we tested the idea that emotions only spread when they contain information that is relevant to all group members. We compared the spreading of group pride (relevant) with self-pride (not relevant). The first study followed emotions in 68 task groups (N = 295) across 4 moments. Multilevel cross-lagged path analyses showed that group members mutually influenced each other's group pride, but not self-pride. The second study followed emotions in 27 task groups (N = 195) across 3 moments in time. Longitudinal social network analyses showed that group members adjusted their group pride, but not their self-pride, to members they perceived to be more influential. Findings from both studies are consistent with a social referencing account of emotion spreading.     

The use of recognition in group decision-making

Goldstein and Gigerenzer (2002) [Models of ecological rationality: The recognition heuristic. Psychological Review, 109 (1), 75-90] found evidence for the use of the recognition heuristic. For example, if an individual recognizes only one of two cities, they tend to infer that the recognized city has a larger population. A prediction that follows is that of the less-is-more effect: Recognizing fewer cities leads, under certain conditions, to more accurate inferences than recognizing more cities. We extend the recognition heuristic to group decision-making by developing majority and lexicographic models of how recognition information is used by groups. We formally show when the less-is-more effect is predicted in groups and we present a study where three-member groups performed the population comparison task. Several aspects of our data indicate that members who can use the recognition heuristic are, not in all but in most cases, more influential in the group decision process than members who cannot use the heuristic. We also observed the less-is-more effect and found that models assuming that members who can use the recognition heuristic are more influential better predict when the effect occurs.     

Building on the ideas of others: An examination of the idea combination process

Two experiments were conducted to explore the process of building on ideas in brainstorming. Although this is presumed to be an important role of brainstorming, this has never been explored experimentally. In one experiment individual and group brainstormers generated ideas which were subsequently presented to these same individuals and groups to combine and build on for additional ideas, either as groups or individuals. The combination process was influenced by whether the participants had previously brainstormed alone or in groups and the phase of the combination period (early vs. late). In a second study participants were presented lists of rare or common ideas to combine and build on either as individuals or groups. Although groups generated fewer combinations than nominal groups, they generated more novel and feasible combinations when combining rare ideas. These findings indicate that groups are able to benefit from the exchange process in building on each other's ideas and are interpreted in the context of past research on idea generation and evaluation in groups.     

Beyond Idea Generation: The Power of Groups in Developing Ideas

Brainstorming research has claimed that individuals are more creative than groups. However, these conclusions are largely based on measuring creativity by the number of ideas generated, and researchers have tended to neglect other important components of creativity, such as the quality of developed ideas. These studies aim to address this gap in the literature and investigate how well individuals and groups develop ideas. The first study compared collaborative groups, nominal groups (i.e., groups composed of individuals working separately), and individuals on developing an original design for a language-learning game. No differences were revealed between conditions on the game ratings. In the second study, one idea was preselected and given to the participants for further development. Groups received higher ratings in the marketability and overall categories than both nominal groups and individuals, and higher ratings in the fun category than individuals. The qualitative data showed that groups discussed a wider range of topics and topics related to marketability more than individuals did. Thus it appears that there are benefits to developing ideas in a collaborative group rather than individually. Possible explanations for the present findings are explored.     

Category assignment and relatedness in the group ideation process

When groups gather to generate creative ideas on a particular topic, they can consider many aspects or components of the problem. Because such a multitude of alternatives can be overwhelming, groups may find it helpful to focus on specific aspects or categories of the problem. However, it is not clear whether it is best for group members to focus on the same components of the problem at the same time or whether it is better for group members to focus on different components of the problem. Furthermore, the impact of this type of focus may depend on the extent to which the different components of the problem are closely related semantically. It may be easier to generate ideas in semantically related areas but semantically unrelated areas may stimulate generation of more creative ideas. The present study provided a comprehensive test of the effects of task components or category assignment and the degree of relatedness of the assigned categories on the creativity of groups. Groups that were jointly assigned a small set of categories to focus on at the beginning of their session generated more ideas, explored more categories and exhibited higher clustering of similar ideas than the groups whose members were assigned their own unique category. The groups assigned with low related categories surveyed more categories than those assigned with categories of high relatedness. This study suggests that interdisciplinary or diverse groups or teams should have some common focus in the initial phase of their creative sessions and focus on unrelated aspects of the problem in this phase.     

Mood—Creativity Relationship in Groups: The Role of Equality in Idea Contribution in Temporal Mood Effects

As people working in groups might fare better in solving complex problems than those working alone (e.g., Laughlin, Hatch, Silver, & Boh, Journal of Personality and Social Psychology, 90 , 2006 and 644), organizations have increasingly assigned creative projects to groups. Group members contribute their collective efforts over time until the creative project has come to fruition. Although mood is identified as an important antecedent to creativity, little is known about the temporal pattern of how group mood enhances or inhibits group creativity, as well as the underpinning group process that explains the mood—creativity link in groups. We set out to address these questions by taking a within-group approach to study the temporal trends of how group mood precedes group creativity and to examine idea contribution equality (ICE) as a mediating group process. We conducted a three-wave longitudinal study among student workgroups tasked to complete a creativity project over a 1-month span. Evidence showed that positive mood is positively associated with concurrent ICE and negative mood is negatively associated with lagged ICE. Furthermore, a mediation model showed that negative mood eventually hampered expert-rated group creative performance by reducing ICE over time. These findings add new knowledge to the temporal mood—creativity relation within the group context.     

Effect of backchannel utterances on facilitating idea-generation in Japanese think-aloud tasks

The relation between backchannel utterance and idea-generation has hardly been studied. Based on preliminary investigations, we formulated a hypothesis that a listener's backchannel utterances facilitate a speaker's idea-generation. This study experimentally manipulated the frequency of backchannel utterances by listeners during speakers' idea-generation for think-aloud tasks. 16 Japanese female undergraduates participated. Analysis indicated that frequent backchannel utterances increased not only the number of ideas generated but also the speaking time for the tasks.     

Cognitive stimulation and interference in groups: Exposure effects in an idea generation task

The effects of idea sharing on cognitive processes and performance were assessed in an idea exposure paradigm. Participants generated ideas while being exposed to stimulus ideas that were semantically homogeneous or diverse, and were offered in an organized or a random sequence. As compared to a control condition, participants generated more diverse ideas when exposed to ideas from a wide range of semantic categories, and they generated more ideas per category when exposed to many ideas from only a few categories. The semantic organization of ideas was higher when participants were exposed to ideas that were organized in semantic clusters than when participants were exposed to unorganized ideas. Idea exposure had positive effects in general, because it reduced response latencies for category changes. Implications for information processing in groups are discussed.     

The Effects of Competition on the Decision Quality of Diverse and Nondiverse Groups

Research has validated that intragroup cooperation, rather than competition, produces more positive group interaction and interpersonal acceptance which leads to better performance. The unique values of culturally diverse group members, however, may influence group processes and performance if these group members respond differently to situational cues. Research on the interaction between cultural diversity and competitive team situations would benefit organizations that employ an increasingly diverse work force. The primary purpose of this study is to explore the effects of cultural diversity on group performance and group processes by comparing culturally diverse and culturally nondiverse groups under conditions of intergroup competition and noncompetition. This experiment was conducted using 500 upper-level undergraduate students enrolled in a principles of management course at a large university in the southwestern United States. The results of this experiment indicate that the competitive nondiverse groups performed better than did the noncompetitive diverse groups in terms of quality of performance. Results also suggest that both the culturally diverse and culturally nondiverse groups outperformed their best individual members' scores when they were matched with competitive situations that enhanced their innate group processing styles. Organizations can increase their effectiveness by appreciating that diverse and nondiverse groups respond differently under conditions of competition and noncompetition.     

Public good provision in inter‐team conflicts: Effects of asymmetry and profit‐sharing rule

A fundamental problem in organizations is designing mechanisms for eliciting voluntary contributions from individual members of a team who are entrapped in a social dilemma. To solve the problem, we utilize a game‐theoretical framework that embeds the traditional within‐team social dilemma in a between‐team competition for an exogenously determined prize. In equilibrium, such competition enhances the incentive to contribute, thereby reducing free‐riding. Extending existing literature, we focus on asymmetric competitions between teams of unequal size, and competitions between more than two teams. Comparing two protocols for sharing the prize—egalitarian and proportional profit‐sharing rules—we find that (i) free‐riding diminishes and (ii) team members contribute more toward their team's effort when they belong to the larger team and when the profit‐sharing rule is proportional. (iii) Additionally, under the egalitarian profit‐sharing rule team members contribute more than predicted by the equilibrium solution. We discuss implications of our findings for eliciting contributions in competitive environments. Copyright © 2009 John Wiley & Sons, Ltd.     

Better than brainstorming? Potential contextual boundary conditions to brainwriting for idea generation in organizations

Organizations and societies all need good, useful ideas to survive and prosper. People often enjoy brainstorming, though it is not as productive as they tend to believe. Groups can potentially generate more and better ideas when ‘brainwriting’; that is, silently sharing written ideas in a time‐ and sequence‐structured group format. This conceptual paper identifies likely boundary conditions to the promising findings from brainwriting laboratory research generalizing to real‐world organizational contexts. Important dimensions of organizational context may be revealed by drawing on the journalistic principle to examine what, who, when, where, and why certain outcomes result from particular organizational practices (Johns, 2006). Multiple potential contextual moderators are suggested in each of these five areas. Subsequent field research will inform the idea‐generation literature as well as those concerned with eliciting high‐quality, useful ideas to address particular organizational and societal challenges.     

The Influence of Feedback and Expert Status in Knowledge Sharing Dilemmas

Groups and organisations set cooperative goals for their members, yet in reality some team members contribute more than others to these goals. Experts, in particular, face a social dilemma: from the group's perspective they should share their knowledge, whereas individually they are better off not sharing, because acquiring knowledge is costly and they would give up a competitive advantage. Two experiments (N₁ = 96, N₂ = 192) tested the hypothesis, derived from indirect reciprocity theory, that experts contribute more if their status is being recognised. Expert status was manipulated under different performance feedback conditions and the impact on people's contributions in two different knowledge sharing tasks was analysed. In both studies, experts contributed more when feedback was individualised and public, ensuring both individual status rewards and public recognition. In contrast, novices contributed more when performance feedback was collective, regardless of whether it was public or private feedback. Novices did not have to fear negative performance evaluations under group feedback and could gain in social status as members of a successful group. Social value orientation moderated expert contributions in Study 2, with proself‐oriented experts being particularly susceptible to reputation gains. The studies contribute to the neglected aspect of motivation in knowledge sharing dilemmas where collective and individual interests are not necessarily aligned.     

Political ideology,helping mechanisms and empowerment of mental health self‐help/mutual aid groups

Self‐help/mutual aid groups share common attributes such as they are peer‐led, address a common problem or condition, have a voluntary character and little or no connection with professionals. However, these groups may vary according to their political ideology and focus on personal or/and societal change. This study examines the role of political ideology of self‐help/mutual aid groups and differences in psychosocial characteristics of group members. Fourteen mental health self‐help/mutual aid groups in England were studied. On the basis of stated aims and principles and following semi‐structured interviews with group leaders (facilitators/chairpersons), these were classified according to Emerick's typology as conservative (eight groups), combined (three groups), and radical (three groups). Group members (n = 67) completed questionnaires to assess personal empowerment, mental wellbeing, social networks and support, group identification and helping processes in the groups. Findings suggested that all self‐help group members experienced a large number of naturally occurring helping process and felt empowered whilst they shared limited social networks and support and marginal mental wellbeing. Different ideological types of self‐help groups may be related to specific helping processes and particular aspects of personal empowerment. Specifically, members of conservative and combined groups reported more expressive group processes like sharing of feelings and self‐disclosure, while radical group members reported more optimism/control over their lives. Furthermore, group identification was associated with specific helping processes and aspects of personal empowerment in the three group categories. Copyright © 2002 John Wiley & Sons, Ltd.     

Seeking a Variable Standard of Individual Moral Responsibility in Organizations

Relatively few authors attempt to assess individuals’ moral responsibility for collective action within organizations. I draw on fairly technical recent work by Seamus Miller, Christopher Kutz, and Tracy Isaacs in the field of collective responsibility to see what normative lessons can be prepared for people considering entry into large hierarchical, compartmentalized organizations like businesses or the military. I will defend a view shared by Isaacs that group members’ responsibility for collective action depends on intentions to contribute to particular collective actions, against Miller and Kutz’s more inculpating standards. Miller and Kutz fail to achieve their goal of articulating a variable standard for measuring individual responsibility within organizations, for reasons suggesting we might not be able to do better with their theoretical commitments than a threshold warning for all potential entrants to be wary of the groups they enter. Isaacs sketches an approach that is more successful at creating a variable standard for assessing high echelon actors; I build on and refine her theory to argue that organization members can be held responsible for their unique interpretations of the organization mission and unique contributions to their role duties. High echelon actors may share personal responsibility for their subordinates’ behavior when they have created the conditions for those actions through their unique orders.     

Socio-spatial cognition in vervet monkeys

Safety in numbers is thought to be the principal advantage of living in groups for many species. The group can only provide protection against predators, however, when group cohesion is maintained. Vocalisations are used to monitor inter-individual distances, especially under conditions of poor visibility, but should be avoided in the presence of predators. Mentally tracking the movements of silent and invisible group members would allow animals foraging in dense vegetation to stay close to their group members while reducing the use of vocal contact. We tested the socio-spatial cognitive abilities of wild vervet monkeys (Chlorocebus pygerythrus) by comparing their reactions to plausible and implausible displacements of group members simulated by sound playbacks. Our methods are comparable to those used in studies of ‘object permanence’ and ‘invisible displacements’ of inanimate objects. Our results show that vervets can track the whereabouts of invisibly and silently moving group members, at least over short periods of time.