An experiment is proposed which will compare the effectiveness of individual versus group brainstorming in addressing difficult, real world challenges. Previous research into electronic brainstorming has largely been limited to laboratory experiments using small groups of students answering questions irrelevant to an industrial setting. The proposed experiment attempts to extend current findings to real-world employees and organization-relevant challenges. Our employees will brainstorm ideas over the course of several days, echoing the real-world scenario in an industrial setting. The methodology and hypotheses to be tested are presented along with two questions for the experimental brainstorming sessions. One question has been used in prior work and will allow calibration of the new results with existing work. The second question qualifies as a complicated, perhaps even wickedly hard, question, with relevance to modern management practices.
An experiment was conducted comparing the effectiveness of individual versus group electronic brainstorming in order to address difficult, real world challenges. While industrial reliance on electronic communications has become ubiquitous, empirical and theoretical understanding of the bounds of its effectiveness have been limited. Previous research using short-term, laboratory experiments have engaged small groups of students in answering questions irrelevant to an industrial setting. The current experiment extends current findings beyond the laboratory to larger groups of real-world employees addressing organization-relevant challenges over the course of four days. Findings are twofold. First, the data demonstrate that (for this design) individuals perform at least as well as groups in producing quantity of electronic ideas, regardless of brainstorming duration. However, when judged with respect to quality along three dimensions (originality, feasibility, and effectiveness), the individuals significantly (p<0.05) out performed the group working together. The theoretical and applied (e.g., cost effectiveness) implications of this finding are discussed. Second, the current experiment yielded several viable solutions to the wickedly difficult problem that was posed.
An experiment was conducted comparing the effectiveness of individual versus group electronic brainstorming in addressing real-world 'wickedly difficult' challenges. Previous laboratory research has engaged small groups of students in answering questions irrelevant to an industrial setting. The current experiment extended this research to larger, real-world employee groups engaged in addressing organization-relevant challenges. Within the present experiment, the data demonstrated that individuals performed at least as well as groups in terms of number of ideas produced and significantly (p < .02) outperformed groups in terms of the quality of those ideas (as measured along the dimensions of originality, feasibility, and effectiveness).
An experiment was conducted comparing the effectiveness of individual versus group electronic brainstorming in order to address difficult, real world challenges. While industrial reliance on electronic communications has become ubiquitous, empirical and theoretical understanding of the bounds of its effectiveness have been limited. Previous research using short-term, laboratory experiments have engaged small groups of students in answering questions irrelevant to an industrial setting. The present experiment extends current findings beyond the laboratory to larger groups of real-world employees addressing organization-relevant challenges over the course of four days. Employees and contractors at a national security laboratory participated, either in a group setting or individually, in an electronic brainstorm to pose solutions to a 'wickedly' difficult problem. The data demonstrate that (for this design) individuals perform at least as well as groups in producing quantity of electronic ideas, regardless of brainstorming duration. However, when judged with respect to quality along three dimensions (originality, feasibility, and effectiveness), the individuals significantly (p<0.05) out-performed the group working together. When idea quality is used as the benchmark of success, these data indicate that work-relevant challenges are better solved by aggregating electronic individual responses, rather than electronically convening a group. This research suggests that industrial reliance upon electronic problem solving groups should be tempered, and large nominal groups might be the more appropriate vehicle for solving wicked corporate issues.
The present paper explores group dynamics and electronic communication, two components of wicked problem solving that are inherent to the national security environment (as well as many other business environments). First, because there can be no ''right'' answer or solution without first having agreement about the definition of the problem and the social meaning of a ''right solution'', these problems (often) fundamentally relate to the social aspects of groups, an area with much empirical research and application still needed. Second, as computer networks have been increasingly used to conduct business with decreased costs, increased information accessibility, and rapid document, database, and message exchange, electronic communication enables a new form of problem solving group that has yet to be well understood, especially as it relates to solving wicked problems.
A web-based brainstorm was conducted in the summer of 2007 within the Sandia Restricted Network. This brainstorming experiment was modeled around the 'yellow sticky' brainstorms that are used in many face-to-face meetings at Sandia National Laboratories. This document discusses the implementation and makes suggestions for future implementations.