Groupthink: The brainstorming myth

Jonah Lehrer in The New Yorker:

BrainIn the late nineteen-forties, Alex Osborn, a partner in the advertising agency B.B.D.O., decided to write a book in which he shared his creative secrets. At the time, B.B.D.O. was widely regarded as the most innovative firm on Madison Avenue. Born in 1888, Osborn had spent much of his career in Buffalo, where he started out working in newspapers, and his life at B.B.D.O. began when he teamed up with another young adman he’d met volunteering for the United War Work Campaign. By the forties, he was one of the industry’s grand old men, ready to pass on the lessons he’d learned. His book “Your Creative Power” was published in 1948. An amalgam of pop science and business anecdote, it became a surprise best-seller. Osborn promised that, by following his advice, the typical reader could double his creative output. Such a mental boost would spur career success—“To get your foot in the door, your imagination can be an open-sesame”—and also make the reader a much happier person. “The more you rub your creative lamp, the more alive you feel,” he wrote. “Your Creative Power” was filled with tricks and strategies, such as always carrying a notebook, to be ready when inspiration struck. But Osborn’s most celebrated idea was the one discussed in Chapter 33, “How to Organize a Squad to Create Ideas.” When a group works together, he wrote, the members should engage in a “brainstorm,” which means “using the brain to storm a creative problem—and doing so in commando fashion, with each stormer attacking the same objective.” For Osborn, brainstorming was central to B.B.D.O.’s success. Osborn described, for instance, how the technique inspired a group of ten admen to come up with eighty-seven ideas for a new drugstore in ninety minutes, or nearly an idea per minute. The brainstorm had turned his employees into imagination machines.

More here.