Brainwriting: The Team Hack To Generating Better Ideas

schedule Oct 16th 01:00 PM - 01:45 PM place Ballroom B people 23 Attending
Brainstorming has long been held as the best way to get ideas from teams for decades, but what if we are wrong? Can we take the successful aspects of collaboration and create a better environment for quality concepts? Come learn about brainwriting and get more from your team today!
 
Description:
If you work in an office, your boss has probably forced you into a brainstorming session or two (or 12). Invented in the 1940s by an advertising executive, the purpose was to solicit a large amount of ideas in a short period of time. By putting a collective of creative people in the same room, better concepts should come. Sounds very agile. 
 
However, science has shown several times that brainstorming is a terrible technique. It’s cumbersome due to all of the interdependent activities happening at once. When spending time generating ideas as a group, you often spend more time thinking of others ideas than your own. 
 
Fortunately, a relatively unknown technique is starting to gain popularity called brainwriting. Incorporating it into your team events can produce more diverse ideas and provide a friendlier environment for collaboration. In this session, we will workshop them and leave the audience with all of the tools to bring the technique back to their offices.
 
What Makes It Compelling:
I was skeptical when I first read an article on the technique, mainly because I had always believed brainstorming produced quality ideas. As a “stickies and sharpies” type of coach, I’d seen so many teams collectively throw out ideas during planning and retrospective sessions. But in the ensuing weeks, I started seeing where the article was on point in terms of producing quality ideas.
 
After contrasting the ideas generated after using brainwriting for a few weeks, my mind was changed forever. Even better was the events themselves didn’t seem that different to teams. 
 
3 favorite thumb_down thumb_up 0 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist
 

Outline/structure of the Session

This will be a typical back of the class style workshop. We will cover some basic information on the history of brainstorming. Then move to some challenges with the tool. From there we will move to some overview about brainwriting and try it out in an exercise.

Learning Outcome

Articulate the difference between Brainstorming and Brainwriting

Teach others about the social components of idea generation

Facilitate brainwriting sessions with your own teams

Have fun with your table-mates along the way!

Target Audience

Anyone who has used brainstorming to generate ideas with teams.

Prerequisite

There aren't any for this session.

schedule Submitted 6 months ago

Comments Subscribe to Comments

comment Comment on this Proposal

  • Liked Colleen Johnson
    keyboard_arrow_down

    Colleen Johnson - End to End Kanban for the Whole Organization

    45 Mins
    Talk
    Intermediate
    We often look to our engineering teams first to drive efficiency and speed to deliver but as we optimize the flow of our development processes we quickly create pressure in the organizational workflow with the activities that feed into and out of product delivery.  Product definition struggles to keep pace and establish a queue of viable options to pull from.  Marketing efforts begin to pile up as features release faster than we can share the news.  All of this stems from optimizing only one part of the overall system.  In this talk we will look at how to scale Kanban practices to the entire organization to provide the visibility, flexibility and predictability to make every part of the business truly agile.  
  • Liked James Gifford
    keyboard_arrow_down

    James Gifford - 5 Metrics to Create Safety and High Performing Teams

    45 Mins
    Tutorial
    Intermediate

    Description:

    I see that a lot of organizations use metrics in inappropriate ways to measure teams. At the heart of these metrics, nine times out of ten, are velocity and story points. These metrics lead to a lot of mistrust, fear, and bad technical practices. This talk will focus on shifting the focus to diagnostic metrics.

     Before shifting focus to diagnostic metrics, we need to understand what inappropriate metrics are. When questioning teams about why their velocity was lower from one sprint to another, teams are more likely to inflate their estimates to avoid questions in the future. This is one of my scenarios. We will explore this case and my other top-ten based on the 165 teams I have interacted with. Focusing on one metric does not provide a balanced view of the team.

    For balance, I promote five metrics. The combination of metrics balances each other. These five metrics are lead time, quality, happiness, agile maturity, and business value. Focusing on these five metric areas can be used as a diagnostic tool to help teams grow and support coaching. During the session, we will use my Excel-based tool and visual model to simulate this balance.

    When you push shorter lead times (how fast) on a team with a lower agile maturity, the first thing to change is quality, followed by happiness and then the delivery of value. Conversely, if a team focuses on TDD, the first thing to change is quality, followed by agile maturity, reduction in lead time, and increased delivery of value.  

    Teaching teams to harness data in a positive way will help them to flourish.

  • Liked Sanjiv Augustine
    keyboard_arrow_down

    Sanjiv Augustine - 5 Steps to Disruptive Innovation with Hyper-Performing Teams

    Sanjiv Augustine
    Sanjiv Augustine
    President
    LitheSpeed LLC
    schedule 6 months ago
    Sold Out!
    45 Mins
    Talk
    Intermediate

    For too many organizations, Agile is primarily seen as merely an IT delivery system. Within this archaic and limited mindset, New Product Development is so manageable with Scrum. We amble along with 30-day Sprints, a single product owner, a neat product backlog, and a collocated Scrum team. But, today’s business environment is a tsunami of global hyper competition, with companies entering and being forced off the S&P 500 every 15 years. The classic Innovator's Dilemma is now even more pressing, and quite candidly, archaic Agile is of limited use.

     To be competitive now, organizations need to look at the gestalt ... the entire value-stream of activities that are required to bring solutions to market. In this session, we will show concrete examples of how major organizations have innovated along the full path from product ideation to requirements to budgeting to delivery and to operations. Each part of a typical value-stream will be explored to show how agility has impacted these traditionally silo'ed functions and how forward-thinking organizations have reached the next level of performance through tight integration and agile thinking.

    Learn the essential steps to conquer the entire value-stream from the “fuzzy front end” of innovation, product discovery, lean experimentation, and modern requirements discovery, to pipeline management, to agile budgeting and incremental funding, to high-performance product-centric teams, and enabling agile engineering techniques.

    The result is the architecture of an entire organizational system that is designed to rapidly and effectively discover what customers want and delivery with utmost efficiency.

  • Liked David Horowitz
    keyboard_arrow_down

    David Horowitz - Stop complaining and start learning! Retrospectives that drive real change.

    David Horowitz
    David Horowitz
    Cofounder and CEO
    Retrium
    schedule 6 months ago
    Sold Out!
    45 Mins
    Talk
    Intermediate

    Good retrospectives (you know, the ones that actually lead to real change?) rest on three pillars:

    1. people,
    2. process, and
    3. follow-through

    What makes retrospectives so difficult is that if any of these three pillars starts to crack, it's next to impossible to succeed. Ultimately, getting the right people in the room, utilizing a good process to facilitate the conversation, and following-through on the learning outcomes depend on having an organizational culture that encourages learning, transparency, feedback loops, and continuous improvement.

    If this sounds like your company already, then great! This talk is not for you. For everyone else, join us to explore the current trends of employee engagement, how they overlap with agile retrospectives, and the true opportunity each team member has to improve the quality, speed, and outcome of their work. 

  • Liked Chris Murman
    keyboard_arrow_down

    Chris Murman - Things Are Broken: A Case Study In Moving Tooooooooooo Fast

    Chris Murman
    Chris Murman
    Sr. Agile Consultant
    Solutions IQ
    schedule 6 months ago
    Sold Out!
    45 Mins
    Experience Report
    Beginner

    Speed.

    It's been a driver in our industry before it was even an industry. The more Agile becomes more mainstream, the more we think it's part of the package. Books are out promising that certain frameworks can deliver twice as much in half the time. And yet, teams still struggle delivering what's expected of them.

    Once I started asking people of all levels of leadership what they thought speed would give them, it allowed me to develop some experiments around those expectations.

    Please join me for a case study where we discuss the need for speed, the origins of that desire, and the ways it manifests itself into deliverables. My desire is for the audience to take away some powerful learning into their places of work. Only by understanding the expectations around speed can we reset them into an environment built around trust and support for motivated individuals.

  • Liked James Gifford
    keyboard_arrow_down

    James Gifford - Descaling the Enterprise Instead of Scaling Agility

    45 Mins
    Workshop
    Intermediate

    In spite of all of the nuanced discussions, debates and frequent diatribes, scaling agile is about one thing: getting large groups of teams to deliver value in an organized fashion while maintaining empathy, rapport, trust, safety, and ownership across the enterprise. During this session, we will explore the case study of the Value Steam Container, looking at organization design, challenges and success. Focusing in on topics ranging from

    • Organization designs used by WL Gore, The Dunbar number

    • Delivery Triads - Product, Delivery, Technical Excellence

    • Venture capital style funding

    • Focusing on business value

    The second half of the session is a workshop focused on creating a Value Stream Container and resource based on team funding 

  • Liked Ben Morris
    keyboard_arrow_down

    Ben Morris - The 12 Factor App, a primer on the 'manifesto' for DevOps & cloud-native apps

    Ben Morris
    Ben Morris
    Consultant
    STSI
    schedule 5 months ago
    Sold Out!
    10 Mins
    Talk
    Beginner

    If you haven't heard of The 12 Factor App, you probably will soon. Think of it as "the agile manifesto for DevOps." This talk helps you quickly become familiar with the basics of the 12 Factors that make applications cloud ready or "cloud native."

    This talk allows you to trade 10 minutes of your time in order to get a bit smarter. Learn *just* enough to be dangerous, and use that knowledge to impress developers by spewing buzzwords like persistence, disposability, statelessness, and port binding. At least be able to push back intelligently when someone is telling you the app can't be put on the cloud. Learn what is meant by "livestock, not pets" and where to find out more if the talk sparks your imagination.

  • Liked Jason Cusack
    keyboard_arrow_down

    Jason Cusack - Facebook Agile: From Green to Greener, plus other lies and bull$#!t

    Jason Cusack
    Jason Cusack
    Agile Coach
    White Shark Consulting
    schedule 6 months ago
    Sold Out!
    45 Mins
    Talk
    Executive

    All companies tell lies. All executives endorse lies. And all employees live lies.

    We must pretend we are amazing, and brag to our peers about how much farther ahead we are, than they are. We change the narrative to suit our lies. We have reports to prove our lies.

    This happens at EVERY company.

    When you look at Facebook feeds – all you see is pictures of vacations. Smiling kids. BBQs. Clean pools. You never see the miserable couple, the dirty laundry, or the crying kids.

    Enter Facebook Agile.

    We are conditioned to hide the bad $#!t that is going on around us. There’s no reason anyone has to know what’s really going on (even though most people know what’s going on).

    Our leaders are afraid of what other peers might think. Or worse, what other “senior management” might perceive or judge. So they choose not to be leaders, despite the obvious need for leadership.

    This session will provide an experience report on what leaders can do to embrace transparency, trust, and courage. Building a culture of continuous improvement starts with embracing the things that aren't working, instead of hiding them to avoid overhead.

  • Liked Ben Morris
    keyboard_arrow_down

    Ben Morris - Start testing in one day: a practical on-ramp to add automated testing to an existing app

    Ben Morris
    Ben Morris
    Consultant
    STSI
    schedule 5 months ago
    Sold Out!
    45 Mins
    Tutorial
    Intermediate

    Test automation is hard. Adding test automation to a complex existing application is harder. Worry not, a pragmatic, incremental path to roll out automated testing does indeed exist, despite what some developers will tell you. 

    The talk lays out the process to get started small, with working automated tests on day 1, and work from there. We describe and demonstrate the tools, including cucumber, selenium, rspec, and more. We discuss how we start simply, then gradually integrate tests into an automated process, i.e. your CI pipeline.

    The talk is mostly practical. A few overview slides provide context of the moving parts. Most of the time is spent on giving you the path to begin testing tomorrow!

  • Liked JeffreyMFarley
    keyboard_arrow_down

    JeffreyMFarley - Better Than Booleans

    JeffreyMFarley
    JeffreyMFarley
    Solution Architect
    STSI Inc.
    schedule 5 months ago
    Sold Out!
    10 Mins
    Talk
    Beginner

    Every developer has used a boolean flag to solve a problem with their code.

    This is wrong and it should stop

  • Liked JeffreyMFarley
    keyboard_arrow_down

    JeffreyMFarley - The Cathedral & The Bizarre: Open Source Development with ~100 developers

    JeffreyMFarley
    JeffreyMFarley
    Solution Architect
    STSI Inc.
    schedule 5 months ago
    Sold Out!
    45 Mins
    Talk
    Intermediate

    Unlike most government agencies, the Consumer Financial Protection Bureau (CFPB) uses open source to develop their public website.  They have evolved a set of best practices to help manage the mostly remote contributors over the 5 years of developing the site.

    This talk will focus on what works and what other agencies can do to emulate their success. It will also talk about current pain points and ideas for mitigating these

  • Liked Avinash Tripathi
    keyboard_arrow_down

    Avinash Tripathi - Retrospectives - They Are Not Just About What Went Good, What Went Bad and What To Improve

    45 Mins
    Talk
    Intermediate

    Retrospectives are one of the events in Scrum which give opportunities to a Scrum Team to inspect itself and create a plan for improvement. However, very often, this event tends to become boring and get away from the answers to three basic questions, What Went Good, What Went Bad and What To Improve. For that matter, at times team may not have food for thought and hence they disengage from these questions. So, what needs to be done or in fact, what can be done in such scenarios? Well, Retrospectives are all about figuring out what needs to be done. But, how do you know what to do, if you do not know what you did?. For starters, measuring a team’s progress on Sprint by Sprint basis might be a solution. Having such data might not solve many problems, but, it could certainly expose them. There are three basic metrics, which have been found to be beneficial for teams’ progress and also thought triggers in Retrospectives. As Mike Cohn once said, measure only what can be measured. Metrics can be misleading, hence it is up to us to measure what makes sense and use it to improve the team.