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Storming the Brain                 207

                   Do-It-Yourself Lobotomy coaches and I see so many poor excuses for
                   brainstorming techniques, it’s no wonder there’s a rolling brownout of
                   creativity in business today.



                                               7

                           GREAT MINDS don’t THINK ALIKE

                      In 1998, I was leading a brainstorming session for Sears in one of its
                      major foreign markets. We were trying to come up with a “millennium
                      idea”—you know, a big PR, community-serving concept that would be
                      executed within the millennium context.
                         We had 35 people from the Sears marketing team and a few dozen
                      assorted dummies assembled for brainstorming. (Maybe I need to
                      explain this a bit more. We held the session in a very cool environment
                      for brainstorming, a retail display warehouse with, among other
                      things, over a hundred mannequins. Sorry if I misled you.)
                         We arranged our 35 people in groups of 5 in various corners of a
                      large room. One of our ground rules was that if more than one group
                      came up with an idea, it was immediately thrown out.
                         People often use duplication as validation of brilliance. “Great
                      minds think alike.” But the truth is that great minds have different ideas.
                      The great unwashed masses are the ones who think alike.
                         If the Sears millennium team found duplication with only 35 peo-
                      ple, weren’t the chances high that the idea would be developed by their
                      competition?
                                                  ❖



                      We see too many people in the room. We see too few people in the
                   room. We see processes that are billed as creative thinking sessions that
                   look more like Nazi Youth Camps. We see methods that are better suited
                   to tarring and feathering new ideas than discovering and nurturing
                   them. We see dominant managers organizing groups under the guise of
                   brainstorming, meetings that are nothing more than manipulation ses-
                   sions to get the whole group to agree with the leader’s preconceptions.
                      Brainstorming is a process with a lot of faces, and I must tell you
                   that most of them are as ugly as a maggot under a microscope.
                      To someone like me, a person who eats, breathes, sings, and yodels
                   creative thinking, going into these types of environments is like
                   Mother Teresa walking into a bordello on News Year’s Eve. Then
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