Performance and Perceptions of Brainstormers in an Organizational Setting

Paulus, Paul B.; Larey, Timothy S.; Ortega, Anita

doi:10.1207/s15324834basp1701&2_15

Cited by 69 publications

(74 citation statements)

References 36 publications

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“…A limited number of brainstorming studies have been carried out in natural settings (e.g., Paulus, Larey, & Ortega, 1995;Sutton & Hargadon, 1996). For example, Sutton and Hargadon (1996) studied brainstorming in a real organizational context to explore the benefits and implications of this process, but they did not specifically compare individual and group brainstorming.…”

Section: Creativity Research Journal 287mentioning

confidence: 99%

“…For example, Sutton and Hargadon (1996) studied brainstorming in a real organizational context to explore the benefits and implications of this process, but they did not specifically compare individual and group brainstorming. Paulus et al (1995) did compare group brainstorming to individual brainstorming in an organization that had undergone extensive change to its "team culture." Groups for the study were formed of people in the same department, but these individuals were not necessarily on existing teams together.…”

Section: Creativity Research Journal 287mentioning

confidence: 99%

“…Indeed, despite objective evidence to the contrary, research consistently has shown that people perceive brainstorming in groups to be more effective (Homma, Tajima, & Hayashi, 1995;Paulus et al, 1995) and believe that groups will help to produce higher quality ideas (Rowatt, Nesselroade, Beggan, & Allison, 1997) than individuals brainstorming alone. Indeed, despite objective evidence to the contrary, research consistently has shown that people perceive brainstorming in groups to be more effective (Homma, Tajima, & Hayashi, 1995;Paulus et al, 1995) and believe that groups will help to produce higher quality ideas (Rowatt, Nesselroade, Beggan, & Allison, 1997) than individuals brainstorming alone.…”

Section: Creativity Research Journal 287mentioning

confidence: 99%

See 2 more Smart Citations

From Guilford to Creative Synergy: Opening the Black Box of Team-Level Creativity

Kurtzberg¹,

Amabile

2001

Creativity Research Journal

327

222

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Previous research, from Guilford's founding tradition to more modern research on individual creativity and general group processes, falls short of adequately describing team-level creativity. Alhough researchers have addressed brainstorming in groups with mixed findings, little is known about how creative minds interact in group processes. In this article, we examine the specific group processes and dynamics that may affect team-level creative production and present a description of the ways in which diversity and different types of conflict in groups may affect the creative process. Finally, we offer suggestions for future research on creativity as a dynamic, team-level process.

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Section: Creativity Research Journal 287mentioning

confidence: 99%

Section: Creativity Research Journal 287mentioning

confidence: 99%

Section: Creativity Research Journal 287mentioning

confidence: 99%

See 1 more Smart Citation

From Guilford to Creative Synergy: Opening the Black Box of Team-Level Creativity

Kurtzberg¹,

Amabile

2001

Creativity Research Journal

327

222

View full text Add to dashboard Cite

show abstract

“…such buildup neither create more ideas, nor are the ideas that build on previous ideas better" (p. 591). Thus, the relationship between the level of idea stimulation and performance in CMGs remains somewhat unclear (e.g., Paulus, Larey, & Ortega, 1995).…”

mentioning

confidence: 99%

The Moderating Effect of Extraversion–Introversion Differences on Group Idea Generation Performance

Jung

Lee

Karsten

2011

Small Group Research

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Previous research provides evidence that individual differences in the personality characteristic of extraversion/introversion can play a significant role in group idea generation. Cognitive stimulation has also been shown to have a significant, though inconsistent, influence on idea generation in computer-mediated groups. We conducted two controlled experiments using a web-based group simulator to empirically test the impacts of these factors on group idea generation. In the first experiment, extraverts outperformed introverts in computer-mediated groups. In the second experiment, we exposed participants in computer-mediated groups to four levels of idea stimulation ranging from none to extremely high. Extraverts generated more unique and diverse ideas than did introverts in moderate-and high-stimuli conditions only. In sum, our study provides empirical evidence regarding the significant effect of individual differences, in this case the personality characteristic of extraversion/introversion on idea generation in a computer-mediated group. We have at UNIV OF VIRGINIA on October 4, 2012 sgr.sagepub.com Downloaded from Jung et al. 31 also demonstrated that a relationship exists between the level of cognitive stimulation and idea generation, with moderate levels of idea stimulation optimal for extraverts in computer-mediated groups. Theoretical and practical implications of these findings are discussed.

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“…The most widely adopted process for generating creative ideas within organizations is brainstorming (Devine, Clayton, Philips, Dunford, & Melner, 1999; Rietzschel, Nijstad, & Stroebe, 2006; Sutton & Hargadon, 1996). Despite its immense popularity, when groups of people interact for the purpose of brainstorming, they significantly overestimate their productivity (Paulus, Dzindolet, Poletes, & Camacho, 1993) and produce fewer unique ideas than nominal groups of people generating ideas alone (Diehl & Stroebe, 1987, 1991; Mullen, Johnson, & Salas, 1991; Paulus, Larey, & Ortega, 1995; Rietzschel et al , 2006; Taylor, Berry, & Block, 1958). Yet people insist on habitually coming together for tasks such as generating ideas (Leonard & Swap, 1999).…”

mentioning

confidence: 99%

Better than brainstorming? Potential contextual boundary conditions to brainwriting for idea generation in organizations

Heslin

2009

J Occupat & Organ Psyc

129

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Organizations and societies all need good, useful ideas to survive and prosper. People often enjoy brainstorming, though it is not as productive as they tend to believe. Groups can potentially generate more and better ideas when ‘brainwriting’; that is, silently sharing written ideas in a time‐ and sequence‐structured group format. This conceptual paper identifies likely boundary conditions to the promising findings from brainwriting laboratory research generalizing to real‐world organizational contexts. Important dimensions of organizational context may be revealed by drawing on the journalistic principle to examine what, who, when, where, and why certain outcomes result from particular organizational practices (Johns, 2006). Multiple potential contextual moderators are suggested in each of these five areas. Subsequent field research will inform the idea‐generation literature as well as those concerned with eliciting high‐quality, useful ideas to address particular organizational and societal challenges.

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Performance and Perceptions of Brainstormers in an Organizational Setting

Cited by 69 publications

References 36 publications

From Guilford to Creative Synergy: Opening the Black Box of Team-Level Creativity

From Guilford to Creative Synergy: Opening the Black Box of Team-Level Creativity

The Moderating Effect of Extraversion–Introversion Differences on Group Idea Generation Performance

Better than brainstorming? Potential contextual boundary conditions to brainwriting for idea generation in organizations

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