NGT, GDSS, Walt Disney, Method 635 and the innovation funnel

This chapter covers structured alternatives and supplements to brainstorming, the role of AI, and what happens after ideas are generated: the trap of creativity and the innovation funnel.

Nominal Group Technique (NGT)

The Nominal Group Technique is a structured alternative to brainstorming. Participants first work individually, interaction is limited during idea generation, and everyone contributes ideas independently. The goal is to increase participation and reduce typical brainstorming problems.

NGT addresses three issues:

• Social inhibition: people may hesitate to share ideas in front of others.
• Free-riding: participants cannot rely on others because everyone must contribute individually.
• Production blocking: people generate ideas independently instead of waiting for their turn to speak.

Requirements: 5 to 9 participants, around 4 hours, an appropriate workspace and a facilitator (sometimes external).

Stages of NGT

1. Introduction: explain objectives and process.
2. Individual idea generation: participants silently write down ideas.
3. Sharing ideas: ideas are collected and recorded without discussion.
4. Clarification and consolidation: ideas are discussed and clarified, similar ideas may be combined; no criticism or elimination yet.
5. Ranking: participants vote; ideas are ranked by number of votes; the highest-ranked ideas become priorities for further development.

Brainstorming versus NGT

NGT often produces more ideas, better participation, more structured decision-making and clear prioritization. It is particularly useful when broad participation and consensus are important.

Group Decision Support Systems (GDSS)

Both brainstorming and NGT can be supported by digital tools. A GDSS collects ideas electronically, displays and categorizes responses, allows anonymous participation and supports participation across locations and time zones. Advantages: parallel idea generation (which removes production blocking), faster processing, immediate reporting, easier discussion of sensitive topics and higher meeting productivity.

The Walt Disney Method

This technique uses three perspectives that the team moves through sequentially, possibly repeating the cycle:

1. The Dreamer: generates ideas freely, no criticism or limitations, focus on possibilities.
2. The Realist: examines how ideas can be implemented: resources, feasibility, execution.
3. The Critic: evaluates weaknesses and risks and tests whether the idea is truly valuable.

Advantages: breaks thinking patterns, combines creativity with feasibility, lets participants experience different perspectives, useful for refining ideas. Limitations: time-consuming, requires participants to fully adopt the roles, and does not guarantee a final solution.

Method 635

Method 635 is a structured written brainstorming technique: 6 participants each write 3 ideas, and every 5 minutes the ideas are passed to the next participant, who improves and expands them. This repeats several times. Advantages: many ideas quickly, building on others' ideas, less fear of sharing unusual ideas, no criticism during generation. Limitations: risk of copying instead of creating, group influence may reduce originality, and participants may contribute less if they rely on others' ideas.

AI and creativity

AI can support both phases: in divergence it generates many alternatives, explores possibilities and stimulates creativity; in convergence it organizes ideas, evaluates options and supports decisions. AI can act as an individual assistant, a team participant or a facilitator.

The trap of creativity

Many ideas do not automatically create innovation. Teams sometimes focus on generating ideas and forget implementation: resources go into idea generation, customer needs are overlooked and valuable ideas never reach the market. Innovation requires testing, prototyping, experimentation and continuous evaluation. Ideas only create value when they are successfully implemented.

The innovation funnel

1. Early stage: many opportunities and ideas are generated.
2. Screening: ideas are evaluated and filtered. Is it worth pursuing? Does it fit the organization's goals? Is development feasible?
3. Development: promising ideas become concepts, prototypes and innovations.
4. Commercialization: only a few ideas reach the market.

The funnel helps organizations focus resources on the most promising opportunities.