Kelley study finds electronic brainstorming displeasing for employees

Various research studies have suggested electronic brainstorming will be a widely used business tactic of the future. According to a study published by Alan Dennis, the John T. Chambers Chair of Internet Systems and professor of information systems, and Bryan A. Reinicke, a doctoral student in information systems for the IU Kelley School of Business, however, electronic brainstorming has not displaced, or even joined, verbal brainstorming -- often and face-to-face -- as a widely accepted practice in many companies.\nElectronic brainstorming typically involves an employer eliciting feedback through computer technology. Employees pose as a virtual team by making suggestions, asking questions, and contributing knowledge via the internet or private network. Special electronic brainstorming software enables the virtual team to collaborate efficiently, effectively, and collectively. \nIBM adopted electronic brainstorming as a business tool, and showcased the benefits of this technology in IBM's 2001 World Jam in which 50,000 employee participants from all over the world collaborated to collect ideas in solving a dozen separate company questions. \n"Most research found electronic brainstorming far superior on every measure considered: quality, quantity, creativity, and novelty of idea generation," Dennis said. "In our research we attempted to solve the problem of brainstorming by reframing the issue." \nFace-to-face and electronic media are not the only choices available to employers wishing to gain competitive business advantages through employee ideas. Nominal group brainstorming, for example, in which team members sit around a table scribbling in notebooks, exists as an often overlooked, undervalued tool. \n"If you think about it, people want many different things from their work environment," Dennis said. "The team leader is concerned with producing a product based on group tasks. The agenda of team members is often to build and strengthen relationships with other people." \nSome people are interested in overall performance, others are focused on relationships and individual growth. Conflicting communication goals often results in agitated workplace environments. \n"When brainstorming ideas with colleagues, team members need to know who the other people are and learn how they think," Dennis said. "Growth and development is essential to strong team work, which is of greater benefit to any business in the long run."\nOliver Winery is one local business desiring to improve work atmosphere through team building.\n"We ask our staff to continually see how things are going, to keep their feedback ongoing, and to meet frequently with us to discuss any questions or suggestions they might have," said Jesika Hane, tasting room manager at the winery. \nThe researchers believe that no one sure method of brainstorming for any business exists.\n"The number of ideas, or units, produced in the short-run is purely tangible for the team leader," Dennis said, "Although the intangible benefits for the team members in the long-run, such as growth and development, should not be undervalued. A good mix of virtual work and traditional face-to-face communication should by employed." \nOliver Winery recognizes no benefit in electronic brainstorming currently.\n"We value friendly, outgoing, energetic, people-people, who enjoy meeting new people," Hane said, "Our customers are best served when we work together to meet a variety of their needs, A team environment values team work. You can't drink wine through the computer."\n-- Contact staff writer David A. Nosko at dnosko@indiana.edu.