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开 会 方 法 论
An Alex Huang Production
2019.6.7
The things about
Brainstorming
Contents
BS简介01
BS四大基本原则02
BS的详细流程03
基本要求与注意事项04
思维模型介绍05
BS简介
/01
头脑风暴法
头脑风暴法又称脑力激荡法、智力激励法、BS法、自由思考法,
是由美国创造学家A•F•奥斯本(1888.5.24–1966.5.4)于1939年首
次提出、1953年正式发表的一种激发性思维的方法,
头脑风暴法是快速大量寻求解决问题构想的集体思考方法,目的是
通过找到新的和异想天开的解决问题的方法来解决问题。
Alex Faickney Osborn
创造学和创造工程之父
头脑风暴法之父
BBDO广告公司创造人
容易受权威影响
会出现评判的现象
群体思维,部分与会者沉默或不够积极
普通会议 头脑风暴法
自由提出想法
禁止评判,营造轻松气氛
相互启发,诱发更多灵感
01.准备
重温头脑风暴法的步骤与规则
在活页纸或黑板上记下欲讨论的问
题或议项
02.发表意见
03.总结
若无新的意见产生,如果必
要,可要求组员解释、确认
先前发表的意见。必要时,
主持人应设法激发更多的观
点
04.评价
这些步骤完成后,结束头脑风
暴法,用其他的分析工具来正
式评价这些观点的质量和有效
性
非结构化:
每人随意发表意见
结构化:
1. 每人独自写下尽可能多的建议
2. 每人轮流发表一条意见
3. 在继续轮流发言时,若无意见,则
说“通过”
4. 轮流发言至人人皆无意见为止
典型流程
优点
非
结
构
化
结
构
化
•未经雕琢的见解
•很自然
•鼓励创造性
•易在他人的基础上发挥
•快节奏
•难以主持
•外向型、强势型成员易占主
导地位
•当成员不思考而立刻发表见
解时易迷失主方向
• 不易让某个人主导整个过程
• 强迫性地参与
• 易主持
• 允许成员有时间考虑
• 难以等到一个人的轮次
• 慢节奏
• 不易在他人的基础上再发挥
• 团队能量的某些损失
缺点
8
卡片式脑暴(CBS法)
简介
由日本创造开发研究所所长高桥诚创立,其特点是对每
个人提出的设想可以进行质询和评价。
操作方法:
召开由3人至8人参加的会议,会前宣布发明课题,会议
时间为一小时。会上发给每人50张卡片,桌上放200张卡
片备用。
在头10分钟内,与会者独自在卡片上填写设想,每张卡
片填写一个设想。接着用30分钟,按座次每位与会者轮
流宣读自己的设想,一次只能介绍一张卡片(宣读时将
卡片放在桌子中央,让大家能看清楚)。
然后其他与会者即可质询,也可将受启发所得的新设想
填入备用卡片。最后20分钟,大家可以相互评价和探讨
各自的设想,以便从中诱发出新设想。
9
默写式脑暴(635法)
简介
它是由德国学者鲁尔巴赫根据德意志民族善于沉思的性
格,以及由于数人争着发言易使点子遗漏的缺点,对奥
斯本头脑风暴法进行改造,创立的用书面畅述的方法。
操作方法:
召开由6人参加的会议,主持人在会上阐明议题,发给与
会者每人3张卡片。
在第一个5分钟内,每人针对议题在3张卡片上各写上一
个点子,然后传给右邻;自第二个5分钟内,每人从传来
的卡片上得到启发,再在3张卡片上各写出一个点子,之
后再传给右邻。
这样继续下去,经过半小时可传递6次,共得6*3*6=108
个点子。由于这种方法是6人参加,每人3张卡片,每次5
分钟,因此得名"635"法。
BS四大基本原则
/02
原则一
自由思考
即要求与会者尽可能解放思想,无拘无束地思考问题并畅所欲言,不必
顾虑自己的想法或说法是否“离经叛道”或“荒唐可笑”;欢迎自由奔
放、异想天开的意见,必须毫无拘束,广泛地想,观念愈奇愈好。
思考的几个模型
01 5W2H
02 奥斯本检查法
03 12组对照思路
04 六顶思考帽
模型会在后面章节具体介绍
原则二
拒绝批评
禁止与会者在会上对他人的设想评头论足,排除评论性的判断。至于对
设想的评判,留在会后进行,也不允许自谦。
会议中忌讳性的语句
太新奇了!
不实际;
没意义(无聊);
无法成功;
不符合目的;
成本会增加;
不合道理;
想法陈旧;
原则三
以量求质
鼓励与会者尽可能多地提出设想,以大量的设想来保证质量较高的设想
的存在,设想多多益善,不必顾虑构思内容的好坏。原因有三:
1. 由量可以产生质,笨拙的枪手射多了也会击中目标
2. 需要的是创意
3. 要求量则没有批评的时间
以量求质的诀窍
01 接连不断地发言
02 指名发言方式
03 一想到就发言
04 1分钟就出1个创意
05 累了就休息一会
原则四
搭便车
见解无专利
BS鼓励盗用别人的构思,借题发挥,根据别人的构思联想另一个构思,
即利用一个灵感引发另外一个灵感,或者把别人的构思加以修改。
“借题发挥”的要求
01 不因为是某人的创意而客气
02 领导的构思一样可以盗用
03 对原有创意进行变化,看是否到一个更好
的创意
04 把2个创意结合看看
BS的详细流程
/03
组织人员 宣布主题
确认主题 准备会场
会后评价
BS阶段 整理构思
准备阶段 头脑风暴 评价选择
头脑风暴的三个阶段
会前:精心准备
• 1、选定讨论的主题;
• 2、选定参加者(一般不超过10名),其中记录员1名;
• 3、确定会议时间和场所;
• 4、准备好海报纸、记录笔等记录工具;
• 5、布置场所:
将海报纸(大白纸)贴于白板上;
座位的安排以“凹”字形为佳。
• 6、会议主持人对BS流程、原则有充分了解
与会人要求
召集人
• 拟订明确的研讨主题和目标
• 确定合适的参会者
• 有合适的时间分配计划
• 事先对参会者知会相关的会议内容
• 漫无边际或主题不明确
• 让无关人员参与,或让关键人物缺席
• 一视同仁地平均分配时间,忽视重点问题
• 搞突然袭击,让临会人员措手不及
• 阅读相关材料
• 积极思考相关问题
• 对会议内容一无所知
参与人
Don’tsDos
会中:积极参与
• 介绍基本原理、四大原则
• 介绍主题
• 如组员感到困惑,可做一
简单练习
• 主持人负责引导
• 记录人在看板记录所有构思
• 组员自由提出构思
到各个组员都无法再
提出构思时,立即结
束会议
明确阐述主题和
介绍头脑风暴法
主持人引导
记录员记录
成员提出构思
结束会议
与会人要求
召集人
• 围绕主题讨论,保持中立
• 倾听、归纳参会者的观点
• 发现积极的和消极的参会者,适当地使用权力
• 保证研讨会有明确的结果
• 保证每个人都做贡献
• 漫无边际,或不控制会议内容
• 主观地选择、限制参会者的发言
• 没有时间控制
• 不归纳总结,让会议不明不白地结束
• 对参加会议有积极的心态
• 事先对研讨主题有一定的思考
• 围绕会议主题积极发言
• 倾听发言
• 事不关己,高高挂起
• 不知所云,发言空洞,或评论批评他人的想法
• 在无关的问题上高谈阔论
• 表现出消极的身体语言
参与人
Don’tsDos
会后:总结落实
• 会后以鉴别的眼光讨论所有列出的构思;
• 也可以让另一组人来评价;
• 将会议记录整理分类后展示给参加者;
• 从效果和可行性两个方面评价各构思;
• 选择最合适的构思,尽可能采用会议中激
发出来的构思。
与会人要求
召集人
• 对会议结果有书面总结
• 将会议结果与有关领导沟通
• 关注任务的落实进展
• 对会议结果不管不问
• 按会议分配的责任行动
• 会后的言行与会议决定保持一致
• 不履行职责
• 发表不负责任的言行
参与人
Don’tsDos
基本要求与注意事项
/04
注意事项
• 要有单一主题(不能有主题混合);
• 问题太大时,要细分成几个小问题;
• 创造力强,分析力亦要强
• 头脑风暴要在45到60分钟内完成;
• 构思要写在白板上,字体清晰,让所有人都看得到
以启发其它人的联想;
• 在头脑风暴后,对创意进行评价(会后评价);
• 评价创意时,作分类处理:
可以立即实施的构思;
须较长时间,加以研究或调查的构思;
缺少实用性的构思。
场地要求
• 较集中的封闭空间(15平方米)
• 装饰简单
• 足够的白板,可以记录
• 有水喝
人员组成
• 5-10人
• 有主持人
• 有记录员
主持人要求
• 对主题有深刻的理解
• 不独断
• 有激情
• 能控制场面和进度
• 会戴2顶帽子,一顶帽子充当主持人,一顶
帽子充当参与者
• 有引导能力
记录员要求
• 依照发言顺序标号记录点子
• 在发言内容含糊不清时,应向发言者确认
• 发言内容过长时,仅记录要点即可
• 字迹要清晰海报纸版面应简洁整齐
会后整理要求
• 会后对点子分类整理,并补充,
• 进行筛选,主要从可行性、应用效果、经济
回报率、紧急性等多个角度进行,以选择最
恰当的点子。
• 此外,BS产生的构想,大部分都只是一种提
示,很少是可以用来直接解决问题的。因此
整理和完善构想就显得相当重要。
思维模型
/05
35
What
Where
When
Who
Why
How
how much
5W2H
1. 能否他用
2. 能否借用
3. 能否改变
4. 能否扩大
5. 能否缩小
奥斯本检查法
6. 能否替代
7. 能否调整
8. 能否颠倒
9. 能否组合
37
1、剔除
2、正与反
3、定数与变数
4、正常与例外
5、合并与分离
6、集中与分散
12组对照思路
7、扩大与缩小
8、附加与削除
9、调换顺序
10、平等与直列
11、共同与差异
12、代替与满足
1. 白色:中立而客观
2. 绿色:创造与想象
3. 黄色:希望与建设性
4. 黑色:否定与怀疑
5. 红色:直觉与情感
6. 蓝色:控制与调节
六顶思考帽
2019.6
Alex Huang
Thanks

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The things about brainstorming