Mind mapping and problem solving

In the beginning of our study year we had a number of different mind mapping and brainstorming exercises. (by the way my first project work and my research file were very unsuccessful. I didn’t understand what to do at all). So what is brainstorming and mind mapping and what are their main goals.

Mind mapping

Mind Maps™, developed by Tony Buzan are an effective method of note-taking and useful for the generation of ideas by associations. To make a mind map, one starts in the center of the page with the main idea, and works outward in all directions, producing a growing and organized structure composed of key words and key images. Key features are:

Organization

Key Words

Association

Clustering

Visual Memory - Print the key words, use color, symbols, icons, 3D-effects,arrows and outlining groups of words

Outstandingness - every Mind Map needs a unique center

Conscious involvement

Mind Maps are beginning to take on the same structure as memory itself. Once a Mind Map is drawn, it seldom needs to be referred to again. Mind Maps help organize information.

Because of the large amount of association involved, they can be very creative, tending to generate new ideas and associations that have not been thought of before. Every item in a map is in effect, a center of another map.

The creative potential of a mind map is useful in brainstorming sessions. You only need to start with the basic problem as the center, and generate associations and ideas from it in order to arrive at a large number of different possible approaches.

The mind forms associations almost instantaneously, and "mapping" allows you to write your ideas quicker than expressing them using only words or phrases.

To tell you the truth me and my class work partner L.A. we use mind mapping every time but unfortunately it is not always helps.

Braistorming

Brainstorming combines a relaxed, informal approach to problem-solving with lateral thinking. It asks that people come up with ideas and thoughts that can at first seem to be a bit crazy. The idea here is that some of these ideas can be crafted into original, creative solutions to the problem you're trying to solve, while others can spark still more ideas. This approach aims to get people unstuck, by "jolting" them out of their normal ways of thinking.

During brainstorming sessions there should therefore be no criticism of ideas: You are trying to open up possibilities and break down wrong assumptions about the limits of the problem. Judgments and analysis at this stage stunt idea generation.

Ideas should only be evaluated at the end of the brainstorming session – this is the time to explore solutions further using conventional approaches.

It is better to work in team. Teams should consist at least of 2-3 persons but not more than 7-9 because it would be a crowd and it is hard to work in such environment.

To run a group brainstorming session effectively, do the following:

Find a comfortable meeting environment, and set it up ready for the session. 


Appoint one person to record the ideas that come from the session. These should be noted in a format than everyone can see and refer to. Depending on the approach you want to use, you may want to record ideas on flip charts, whiteboards, or computers with data projectors.


If people aren’t already used to working together, consider using an appropriate warm-up exercise or ice-breaker.


Define the problem you want solved clearly, and lay out any criteria to be met. Make it clear that that the objective of the meeting is to generate as many ideas as possible.


Give people plenty of time on their own at the start of the session to generate as many ideas as possible.


Ask people to give their ideas, making sure that you give everyone a fair opportunity to contribute.


Encourage people to develop other people's ideas, or to use other ideas to create new ones.


Encourage an enthusiastic, uncritical attitude among members of the group. Try to get everyone to contribute and develop ideas, including the quietest members of the group.


Ensure that no one criticizes or evaluates ideas during the session. Criticism introduces an element of risk for group members when putting forward an idea. This stifles creativity and cripples the free running nature of a good brainstorming session.


Let people have fun brainstorming. Encourage them to come up with as many ideas as possible, from solidly practical ones to wildly impractical ones. Welcome creativity! 


Ensure that no train of thought is followed for too long. Make sure that you generate a sufficient number of different ideas, as well as exploring individual ideas in detail.


In a long session, take plenty of breaks so that people can continue to concentrate.

rainstorming is a useful way of generating radical solutions to problems, just as long as it's managed well. During the brainstorming process there is no criticism of ideas, and free rein is given to people's creativity (criticism and judgment cramp creativity.)

This tends to make group brainstorming sessions enjoyable experiences, which are great for bringing team members together. Using brainstorming also helps people commit to solutions, because they have participated in the development of these solutions.

We’ve been taught a number of brainstorming exercises that help to lead to creative idea and help to catch it.

Six thinking hats

The de Bono Hats system (also known as "Six Hats" or "Six Thinking Hats") is a thinking tool for group discussion and individual thinking. Combined with the idea of parallel thinking which is associated with it, it provides a means for groups to think together more effectively, and a means to plan thinking processes in a detailed and cohesive way. The method is attributed to Dr. Edward de Bono and is the subject of his book, Six Thinking Hats.

Each "Thinking Hat" is a different style of thinking. These are explained below:

White Hat:
With this thinking hat, you focus on the data available. Look at the information you have, and see what you can learn from it. Look for gaps in your knowledge, and either try to fill them or take account of them.

This is where you analyze past trends, and try to extrapolate from historical data.

Red Hat:
Wearing the red hat, you look at the decision using intuition, gut reaction, and emotion. Also try to think how other people will react emotionally, and try to understand the intuitive responses of people who do not fully know your reasoning.

Black Hat:
When using black hat thinking, look at things pessimistically, cautiously and defensively. Try to see why ideas and approaches might not work. This is important because it highlights the weak points in a plan or course of action. It allows you to eliminate them, alter your approach, or prepare contingency plans to counter problems that arise. Black Hat thinking helps to make your plans tougher and more resilient. It can also help you to spot fatal flaws and risks before you embark on a course of action. Black Hat thinking is one of the real benefits of this technique, as many successful people get so used to thinking positively that often they cannot see problems in advance, leaving them under-prepared for difficulties.

Yellow Hat:
The yellow hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it, and spot the opportunities that arise from it. Yellow Hat thinking helps you to keep going when everything looks gloomy and difficult.

Green Hat:
The Green Hat stands for creativity. This is where you can develop creative solutions to a problem. It is a freewheeling way of thinking, in which there is little criticism of ideas. A whole range of creativity tools can help you here.

Blue Hat:
The Blue Hat stands for process control. This is the hat worn by people chairing meetings. When running into difficulties because ideas are running dry, they may direct activity into Green Hat thinking. When contingency plans are needed, they will ask for Black Hat thinking, and so on.

You can use Six Thinking Hats in meetings or on your own. In meetings it has the benefit of defusing the disagreements that can happen when people with different thinking styles discuss the same problem.

Ping-pong exercise (my favorite and to my opinion is the most effective)

The main goal of this exercise is to play with your idea bouncing it like a ping-pong ball from a partner and developing it each time. Firstly you throw an idea to a partner your partner returns it to you bud with a new aspect or aspects than you bounce it back to him with your thoughts, etc.