How to get better at brainstorming

Wikipedia defines “brainstorming” as a technique used to generate a large number of ideas aimed at solving a specific problem. At its heart, brainstorming is about quantity first, creating space for ideas to surface before judging their quality.

When done well, brainstorming allows strong ideas to rise to the top. Listening to one another sparks momentum, encourages creative thinking, and builds trust and engagement within a team. The simple act of sharing and building on ideas can accelerate innovation and strengthen collaboration.

Brainstorming is particularly useful when solutions are not obvious. It is typically a group activity led by a facilitator, and the facilitator’s role is crucial. With thoughtful guidance and clear structure, a brainstorming session can unlock new thinking and fresh solutions. Without it, the discussion can quickly stall or drift.

Used by organisations, educators and teams worldwide, brainstorming remains one of the most accessible and powerful creativity tools available. While it may appear informal, effective brainstorming relies on clear principles and practical structure.

Below are some practical guidelines that trainers, teachers and team leaders can use to make brainstorming sessions more productive and engaging.

Brainstorming is fundamentally an idea-generation tool. It invites every member of a group, whether in a workplace, classroom or committee, to contribute thoughts, challenges or solutions. Its strength lies in generating a wide range of ideas in a short period of time. Although it can look free-flowing, successful brainstorming works best when supported by agreed ground rules.

Rather than running sessions that are either too relaxed or overly rigid, aim for a balanced approach. Build the following “dos” and “don’ts” into an open, energetic process.

Brainstorming dos

• Begin with a clearly written question that defines the problem you want to solve. Keep it focused and avoid assuming the solution in how the question is framed.
• Establish a visible rule that prohibits critiquing or debating ideas during the session. This keeps the energy positive and encourages participants to share freely without fear of judgement.
• Keep to one conversation at a time. Encourage participants to build on existing ideas before moving on to new topics.
• Write down ideas as they are shared and number them sequentially. This helps track progress and makes it easier to revisit earlier suggestions.
• As a facilitator, encourage deeper exploration when energy is high around a topic, and gently redirect the group when momentum begins to fade.
• Use as much visible space as possible — whiteboards, papered walls or sticky notes — so ideas are clearly displayed and accessible to everyone.
• Revisit sections of the room where ideas were recorded. This visual reminder helps trigger further thinking and connections.
• Consider warm-up exercises, particularly if participants are unfamiliar with one another or feeling pressured. Simple word-association games or short creative tasks can loosen thinking and increase both the quantity and quality of ideas.
• Make use of mind maps, diagrams or quick mock-ups to make abstract ideas more concrete and engaging.
• Remember that brainstorming is not only about ideas — it is also about inclusion. Giving everyone the opportunity to contribute fosters ownership and team cohesion.

Brainstorming don’ts

• Don’t allow the most senior person to speak first, as this may unintentionally limit other contributions.
• Don’t force everyone to contribute in turn; participation should feel natural, not pressured.
• Don’t restrict input to recognised “experts.” Valuable ideas can come from unexpected sources.
• Don’t confine brainstorming to occasional retreats — make it part of everyday workplace culture.
• Don’t dismiss unusual or seemingly unrealistic ideas; creativity often begins with something unconventional.
• Don’t attempt to document every word — focus on capturing key ideas clearly and efficiently.

Finally, remember that brainstorming is only the first stage of problem-solving. Its purpose is to generate ideas.

After the session, it is up to the team and its leader to organise, evaluate and decide which ideas to develop further.