The Step-by-Step Guide
Step 1 — Define the challenge before the session
The quality of a brainstorming session is largely determined before anyone steps into the room. A vague prompt (“How can we become more innovative?”) yields vague ideas; a prompt that’s too narrow (“What color should the new packaging be?”) leaves no room for creativity.
Work with an open-ended problem statement that begins with “How can we…” (HKW), specific enough to provide direction and open enough to allow for surprises. Check with the client: is this really the problem, or just a symptom? In the CPS framework, an entire component is dedicated to this—“understanding the challenge”—precisely because teams so often solve the wrong problem.
Step 2 — Carefully assemble the group
Six to ten participants is the sweet spot. More important than the number is the composition: bring in people with different areas of expertise and different thinking styles. People systematically differ in their orientation toward change, the way they process information, and how they make decisions—these are the three dimensions of the VIEW assessment of problem-solving styles. A group full of innovators produces wild ideas that never take hold; a group full of refiners optimizes what already exists. You want both in the room.
Step 3 — Separate ideation from refinement
This is the golden rule, the “heartbeat” of every good creative process. Make an explicit agreement: first, we generate ideas—no judgment, quantity counts, building on each other’s ideas is allowed, and crazy combinations are welcome. Only then, as a separate step in the process, do we focus and evaluate.
As a facilitator, you actively monitor that boundary. You gently point out and set aside any “yes, but…” comments that come up during the generation phase. This may sound strict, but it’s exactly what participants appreciate most afterward: finally, a session where their ideas weren’t immediately shot down.
Step 4 — Use Structured Methods
Open call-and-response within the group is the weakest method there is. Better alternatives:
Brainwriting. Everyone first writes down ideas individually and in silence; then they’re shared and expanded upon. This neutralizes creative blocks and dominance in one fell swoop.
Forced connections. Place a random object, image, or word next to the problem statement and ask: What does this suggest? Excellent for breaking out of well-trodden paths when the output remains too predictable.
Ladder of Abstraction. If the group is stuck, reformulate the HKW question to be one level more abstract (“Why do we actually want this?”) or more concrete (“What would be a first small example?”).
Alternate between individual work, pair work, and whole-group sessions—this way, both the quick thinkers and the reflective types get their chance to shine.
Step 5 — Converge based on criteria, not on a vote
The infamous “three stickers for everyone” approach is better than nothing, but it primarily selects based on familiarity: the safest ideas win. Converge in two steps. First, cluster related ideas and check that everyone understands them. Then evaluate them against explicit criteria you agreed upon in advance with the client—impact, feasibility, novelty. Deliberately keep one “bold outlier” in the selection, even if it scores low on feasibility: it pushes the thinking about the other options.
Step 6 — End with ownership, not with a roll of photos
Most brainstorming ideas die between the session and the following Monday. Therefore, never wrap up without addressing three things: who owns each selected idea, what is the next concrete action (small and within two weeks), and when will the group provide feedback? In CPS terms: the “preparing for action” component is part of the creative process, not after it
The facilitator makes the difference
You can apply everything above starting tomorrow. But anyone who regularly leads sessions—or sessions involving high stakes, large groups, or sensitive dynamics—will quickly realize that facilitation is a profession. Harvard Business Review recently named facilitation one of the most crucial leadership skills for organizations that want to innovate.
Do you want to learn this craft thoroughly, with real practice sessions and feedback from experienced trainers? Then check out the CPS 6.1™ Facilitator certification from o2c2 in Brussels. Would you rather hire an experienced process facilitator for an important session? Our certified
CPS process facilitators are ready to assist. For teams looking to embed this approach structurally, we also offer an in-company program.
o2c2 helps organizations get the most out of their teams using scientifically proven methods for creative problem-solving. Schedule an appointment.
