Rethinking Brainstorming: Every Idea Counts

In conference rooms, on shop floors, or during virtual huddles, brainstorming sessions often begin with optimism and end in frustration. Why? Because somewhere along the way, we start judging ideas before they’re fully formed, confusing opinions for facts, or settling on solutions too quickly. But what if we changed how we thought about brainstorming entirely?

What if every idea was treated as valid—not because all ideas are equally good, but because every idea is a stepping stone to clarity?

This blog aims to provoke discussion about rethinking the problem-solving process—how we frame problems, check our biases, reason logically, and select the right solution—not just the first or loudest one.

Why Traditional Brainstorming Fails

“Let’s brainstorm” has become a corporate ritual. But often, it leads to:

• Dominance of extroverts or senior voices

• Fear of looking foolish

• Groupthink disguised as consensus

• Idea evaluation too early in the process

• No structured method for selection

The core issue is this: we rush toward solutions without fully understanding the problem or exploring divergent thinking. In other words, we mistake activity for progress.

Step 1: Reframe Brainstorming as Structured Problem-Solving

Instead of treating brainstorming as a free-for-all, think of it as a five-phase process:

1. Problem Framing

2. Bias Recognition

3. Clarity Development

4. Idea Generation

5. Idea Evaluation & Selection

Let’s dive into each.

1. Framing the Problem: You Can’t Solve What You Don’t Understand

Albert Einstein once said, “If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.”

Most teams do the reverse.

To solve a problem, we first need to ask:

• What exactly are we trying to solve?

• Is this a symptom or the root cause?

• Who is affected, and how?

• What assumptions are we making?

Tools that help:

• 5 Whys – Ask “why?” repeatedly to get to the root cause.

• Fishbone Diagrams – Explore causes across categories like process, people, equipment, materials.

• Problem Statement Templates – Define the issue, context, and desired outcome clearly.

When a problem is clearly framed, solutions become clearer and more relevant.

2. Recognising Bias: Are We Seeing the Problem Clearly?

Cognitive bias distorts how we perceive problems and solutions. If we don’t recognise and confront our biases, we limit creativity and risk solving the wrong problem.

Common biases in problem-solving:

• Confirmation Bias – Only seeking evidence that supports our views.

• Anchoring – Relying too heavily on the first piece of information offered.

• Groupthink – Prioritising consensus over critical thinking.

• Availability Heuristic – Judging based on information that’s easiest to recall, not what’s most relevant.

Discussion prompts:

• Are we privileging one idea because it came from a leader?

• Are we dismissing ideas too quickly?

• Have we challenged our initial assumptions?

Recognising bias creates space for genuinely new thinking.

3. Clarifying the Problem: What Does Success Look Like?

Problem clarity is different from problem framing. It means defining what success looks like in measurable terms. This includes:

• What are the key constraints (time, budget, technical limits)?

• What are the trade-offs we’re willing to accept?

• What would a “great” solution achieve?

When a team has clarity, idea generation becomes purposeful rather than chaotic.

Helpful tools:

• SMART goals – Specific, Measurable, Achievable, Relevant, Time-bound outcomes.

• Success criteria checklists – Define how you’ll judge whether a solution works.

4. Idea Generation: Every Idea Is Valid (at First)

Here’s where we flip the script: During brainstorming, all ideas must be treated as valid—until it’s time to evaluate. Why?

Because in the early stages, the goal isn’t correctness—it’s divergence. Creativity thrives in a no-judgment zone.

Think of ideas as raw material. The more you have, the better your chances of forming something great.

Techniques for idea generation:

• Round-Robin Brainstorming – Everyone shares one idea in turn, promoting equal participation.

• SCAMPER – Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, Reverse.

• Mind Mapping – Visually link concepts to spark connections.

• Crazy 8s – Rapid sketching of 8 ideas in 8 minutes to force speed and variety.

Set a rule: No evaluation until we’ve collected all ideas.

5. Evaluation & Selection: From Ideas to Impact

This is where logic, data, and group discussion play their role.

You’ve got a list of possible solutions. Now what?

Start by categorising:

• Low cost, high impact – Quick wins

• High cost, high impact – Strategic bets

• Low cost, low impact – Low-priority

• High cost, low impact – Eliminate

Then, evaluate against your previously defined success criteria and constraints.

Selection techniques:

• Weighted Scoring Matrices – Score each idea on factors like cost, time, impact, and risk.

• Dot Voting – Team members allocate dots to preferred ideas.

• Decision Trees – Map out consequences and trade-offs of each choice.

Remember: selecting a solution is about making trade-offs visible—not just picking the most popular idea.

The Role of Psychological Safety

Even the most structured process will fail without psychological safety—the belief that team members can express ideas, doubts, or mistakes without fear.

As a leader or facilitator, you can promote safety by:

• Actively encouraging “wild” ideas

• Thanking people for dissent

• Allowing space for silence and thinking

• Rewarding curiosity, not just accuracy

When people feel safe, they think boldly. That’s where breakthrough ideas are born.

From Ideas to Implementation: The Final Hurdle

It’s not enough to select a solution—you have to test and refine it.

Start small. Fail fast. Learn quickly.

Pilot ideas in a limited setting, gather data, and iterate. Build feedback loops into the implementation plan so you stay responsive.

This prevents “analysis paralysis” on one end or “shiny object syndrome” on the other.

Conversation Starters: Let’s Rethink How We Solve Problems

This blog isn’t just a how-to guide—it’s a provocation. Here are some questions to start a discussion in your own team or organisation:

• Are we solving the right problems—or just the most visible ones?

• How do we handle bad or unconventional ideas during brainstorming?

• What biases show up in our decision-making process?

• When was the last time we challenged our own assumptions?

• Do we value speed over clarity—or clarity over consensus?

Final Thought: Every Idea Is a Doorway

In structured problem-solving, every idea is a doorway, not a dead end. Even flawed or impractical suggestions help clarify thinking, reveal constraints, and generate new pathways. When we treat ideas as fuel rather than finish lines, we unlock deeper reasoning, better decisions, and more inclusive innovation.

So next time you’re in a room, virtual or physical, and someone throws out a seemingly oddball idea—pause. Ask “what’s behind that thought?” Dig in. Explore. That’s where real problem-solving begins.