Support the Big Idea支持大创意
A couple of times now I’ve mentioned Del Close’s wisdom that “the worst idea with great support will go much further than the best idea with no support.” I’ll point out here that Del was not giving a shoutout to terrible ideas. Quite the opposite. He protected the art of improv and the quality of performance in his classroom as fiercely as a lion protects his pride. Rather his words were a strong reminder that the great idea needs the full support of the team.
现在我已经提到过两次，德尔·克洛斯（Del Close）的智慧是：“在没有支持的情况下，最糟糕的想法会比在没有支持的情况下最好的想法走得更远。”在这里我要指出的是，Del并未大声疾呼可怕的想法。恰恰相反。他像狮子一样保护自己的自尊心，在自己的教室里保护即兴艺术和表演质量。相反，他的话强烈提醒着这个好主意需要团队的全力支持。
That support is created when every member feels their participation is valuable and valued, and that the ideas they generate are valuable and valued. If someone comes up with that great idea and gets no support, nothing is going to happen and the whole point of idea sharing has been defeated. You need a team to support the great idea, with the understanding that “greatness” is not always evident right from square one.By creating a team environment in which there are initially no bad ideas and everyone has to participate, intrinsic motivation to recognize and support greatness emerges from each individual.
当每个成员都觉得自己的参与是有价值和有价值的，并且他们产生的想法是有价值和有价值的时，就会建立这种支持。如果有人提出了这个好主意，却得不到任何支持，那将什么也不会发生，并且思想共享的整个重点都被打败了。您需要一个团队来支持这个好主意，同时要理解，“伟大”并不总是从一开始就显而易见。通过创建一个团队环境，最初没有坏主意，每个人都必须参与其中，这是内在动力来认识和认可支持的伟大来自每个人。
It is in this environment where we should once again take advantage of the opportunity to embrace diversity. Though race, gender,religion, ethnicity, and age are all ways to measure diversity, what we are talking about here is a celebration of diverse perspectives. These perspectives are informed and influenced by unique circumstances:education, background, family, habits and rituals, and general life experiences. In creating a culture of acceptance through divergent thinking, we have a true opportunity to dive into the nuances that make each of us unique and to peak inside the heads of each person in our team.
在这种环境下，我们应该再次利用机会拥抱多样性。尽管种族，性别，宗教，种族和年龄都是衡量多样性的方法，但我们在这里谈论的是庆祝各种观点。这些观点受独特情况的影响并受到影响：教育，背景，家庭，习惯和礼节以及一般生活经历。通过不同的思维创建一种接受文化，我们有机会深入了解使我们每个人都与众不同的细微差别，并深入团队中每个人的头脑。
Repeat as Necessary根据需要重复
Brainstorming can and should be part of the infrastructure of a company—its “idea factory.” Along those lines I recommend that improvisational, creative, idea-sharing sessions be made a regular part of the business week, perhaps something that happens every Monday morning for (only) 15 or 30 minutes. Look for opportunities to practice,practice, practice. If decisions need to be made about how to present something to a client, how to reorganize a department, or even how to plan a company party, collaborate and brainstorm when appropriate opportunity arises.
头脑风暴可以而且应该成为公司基础架构的一部分，即“理想工厂”。因此，我建议在工作周中定期进行即兴的，创造性的，想法共享的会议，也许是每个星期一早上（仅）15或30分钟发生的事情。寻找练习，练习，练习的机会。如果需要就如何向客户展示某些东西，如何重组部门甚至是如何计划公司聚会做出决策，则在适当的机会出现时进行协作和集思广益。
The more the process is practiced, the stronger the team gets at it and the easier it is to get to great ideas. The process is incredibly difficult to develop during a crisis, when it is needed most;a business’s ideation team should not be instantly stressed out every time a session is called because they know something has gone terribly wrong. Keep your elite Special Forces Ideation Team trained and in shape!
实践的过程越多，团队就越有能力，更容易获得出色的想法。在危机中（最需要的时候），很难开发出难以置信的流程；每次会议召开时，都不应立即让业务构想团队感到压力，因为他们知道发生了严重错误。让您的精锐特种部队构想团队训练有素！
It’s understandable that people who are not used to an improvisational approach to ideation are at first going to feel constrained by it.When I’m confronted by status quo bias (“We can’t do that because it’s not the way we’re used to doing that”), I like to evoke the challenge of learning to ride a bicycle. The first time any of us got on a Schwinn minus the training wheels, the challenge of staying upright,moving forward, and steering around obstacles was completely awkward and daunting.
可以理解的是，那些不习惯即兴创作方法的人一开始会感到受其束缚。当我面对现状偏见时（“我们不能那样做，因为这不是我们习惯的方式做到这一点”），我喜欢唤起学习骑自行车的挑战。我们中的任何一个人第一次都没有踩到Schwinn的训练轮时，保持直立，向前移动和绕过障碍物的挑战是完全尴尬而艰巨的。
It’s highly likely that a maiden ride ended with a fall, a skinned knee, or a collision with a tree. However, it’s almost universally true that this challenge was not anxiety filled at all the 50th or 500th time you mounted the bike. Experience, managed expectation,and muscle memory made riding a bike a pleasure rather than a challenge. (For those who grew up without getting on a Schwinn, think of the act of typing: was your very first time at a computer keyboard different from your 500th time?)
处女骑很可能以摔倒，膝盖皮肤剥落或与树木碰撞而告终。但是，在世界上第50或第500次骑自行车时，这种挑战并没有消除焦虑，这在世界各地几乎都是真实的。经验，期望值和记忆力使骑自行车成为一种乐趣，而不是挑战。（对于那些没有使用Schwinn成长的人，请考虑打字的行为：您第一次使用计算机键盘与您的第500次不同吗？）
The “conscious competence” learning model in psychology was originally developed at Gordon Training International in the 1970s and is a good way to frame the learning stages to get to muscle memory.13 Originally chronicled as “Four Stages for Learning Any New Skill,” the development paradigm shows the arc of mastering a new skill (muscle memory) through four psychological conditions in the course of growing from totally incompetent to completely competent in a skill, like riding a bike, learning new software, or using improv techniques. In a nutshell:
心理学的“有意识能力”学习模型最初是在1970年代由戈登培训国际（Gordon Training International）开发的，是一种构架学习阶段以获取肌肉记忆的好方法。13最初被称为“学习任何新技能的四个阶段”。发展范例显示了在从完全无能力的技能发展为完全熟练的技能（例如骑自行车，学习新软件或使用即兴技巧）的过程中，通过四种心理条件来掌握新技能（肌肉记忆）的过程。简而言之：
1. Unconscious incompetence. You do not know what you do not know. You are blissfully ignorant.
2. Conscious incompetence. You know that you do not know how to do something; however, you choose not to learn. You are intentionally ignorant.
3. Conscious competence. You know how to do something. You are no longer ignorant; however, it takes concentration and a concerted effort to accomplish the task.
4. Unconscious competence. You have mastered the task and you can execute it flawlessly, without thinking about it.
1.无意识的无能。你不知道你不知道什么。你真是愚昧无知。
2.自觉的无能。您知道自己不知道该怎么做。但是，您选择不学习。你是故意无知的。
3.有意识的能力。你知道该怎么做。您不再无知；但是，需要集中精力和共同努力才能完成任务。
4.无意识的能力。您已经掌握了该任务，可以毫无问题地完美执行它。
Practice makes collaboration something important. If a business wants a team to be working at the highest possible level, the process deserves time and attention. If you make the decision not to practice this process, you are assuming that whatever you come up with when you need to brainstorm will automatically be the best idea you can come up with. In other words you are saying that you can stick your hand in the mud anywhere along the brainstorming river and pull out a gold ring.
实践使协作变得很重要。如果企业希望团队以最高水平开展工作，则该过程值得时间和关注。如果您决定不执行此过程，则假设您需要进行集体讨论时提出的任何建议都将自动成为最好的想法。换句话说，您说的是可以将手伸入头脑风暴河沿岸的任何地方的泥泞中，然后拔出金戒指。
Given a choice, I’d rather work with an expert, find a precise location on the river, take a large pan, and pull up as much as I can from the river, and thereby increase the probability of finding gold. Practicing “Yes, and” and divergent thinking is about increasing the probability for success when you need it most.
如果有选择，我宁愿与专家合作，在河上找到一个精确的位置，拿起一个大锅，从河里尽可能多地拉起我，从而增加找到黄金的可能性。练习“是，并且”和分歧的想法是在最需要的时候增加成功的可能性。
Sometimes you need a little encouragement to take a first step, a first bike ride, or a first dip into the river. So I would encourage you to begin practicing improvisational ideation by using this pair of simple guidelines for two initial brainstorming meetings:
有时，您需要一点鼓励来迈出第一步，骑自行车或第一次潜入河中。因此，我鼓励您通过在两次初次头脑风暴会议中使用这对简单指南来开始即兴创作想法：
Meeting 1. Review the concepts above, then assemble your team. Be honest about what you’re doing (“We are going to try a new way of coming up with and sharing ideas”). Lay down the laws of the room as necessary; be clear about your expectations for the meeting and for each and every participant. Assign somebody the role of scribe, whose job it is to record all ideas, postponing judgment about what he might think is a “real” idea or just a goofball joke.Everything gets captured. If the meeting room doesn’t feel conducive to a new way of thinking, move the damn chairs around. Set the proper energy level; use a warm-up when necessary.
会议1.回顾以上概念，然后组建团队。对您正在做的事情诚实（“我们将尝试一种提出和共享想法的新方法”）。必要时放下房间的法律；明确您对会议以及每个参与者的期望。指派一名抄写员，他的工作是记录所有想法，推迟对他认为是“真实”想法或愚蠢笑话的判断。一切都会被抓住。如果会议室不适合采用新的思维方式，请移动该死的椅子。设置适当的能量水平；必要时使用热身。
State your real and specific challenge to the group (“We need to shift to a customer-focused sales strategy”).Diverge (15–30 min.). How many odd, inventive, wild, improbable, even crackpot ideas can your team come up with to address this challenge under brief time constraints? Everything is game and must be captured by the scribe even if it does not directly address the challenge you’ve presented. Lead by example by occasionally saying the craziest ideas that would never work (there’s that elephant parade again).
向小组陈述您的实际和特定挑战（“我们需要转向以客户为中心的销售策略”）。分散讨论（15-30分钟）。在短暂的时间限制下，您的团队可以提出多少个奇怪的，有创造力的，狂野的，不可能的，甚至是骗子的想法来应对这一挑战？一切都是游戏，即使不是直接解决您提出的挑战，抄写员也必须抓住。以身作则，偶尔说出永远不会起作用的最疯狂的想法（那又是大象游行）。
With that in mind maintain a balance between getting wild and staying on task. Coming up with ideas that are not directly relevant does not mean going on a tangent and losing your way for 15 minutes. Loosely guide the team rather than forcefully confine them. Each idea is stated and captured, and then you move on to the next idea without exploration, explanation, examination, or even consideration.
考虑到这一点，请在野蛮和坚持任务之间保持平衡。提出不直接相关的想法并不意味着要切线并迷路15分钟。宽松地指导团队，而不是强行限制他们。每个想法都被陈述和捕获，然后您无需探索，解释，检查甚至考虑就可以继续进行下一个想法。
Converge (15–30 min.). Prioritize, organizing like ideas into tiers if necessary. Discuss and deconstruct the ideas at the top of each tier, and prioritize those. Talk about the plusses and minuses of ideas. When a number one idea (or at least a top tier of ideas) is agreed on, the meeting is over.
收敛（15–30分钟）。确定优先顺序，如有必要，将类似的想法组织到各个层中。在每个层级的顶部讨论和分解构想，并对它们进行优先排序。谈论想法的优缺点。当一个想法（或至少一个顶层想法）被商定时，会议结束。
Meeting 2. Assemble your team and repeat the brainstorming setup initiated in Meeting 1. Keep your team focused on the end goal by restating your mission to the group (“We need to shift to a customer-focused sales strategy”).
会议2.组建您的团队，并重复在会议1中启动的集思广益设置。通过向团队重新提出任务，使团队专注于最终目标（“我们需要转向以客户为中心的销售策略”）。
Diverge (15–30 min.). Using your previously established number one idea (or one from your top tier of ideas) as a starting point, direct team members to freely explore ways this idea might be strategically executed. Use simple, critical questions (who? what? where? when? how? why?) as a way to flesh out every important detail of the idea. Diverge on specific parts of the number one idea to help figure out possible best action plans for success. Think big, fail early, and fail often—and reach for the stars here! Budgets, timelines, and other constraints can be postponed to get the greatest number of ideas.
分散（15–30分钟）。以您先前建立的第一个想法（或您的顶层想法中的一个）为起点，指导团队成员自由探索该想法在战略上的执行方式。使用简单的关键问题（谁？什么？哪里？何时？如何？为什么？）来充实该思想的每个重要细节。分散在第一创意的特定部分上，以帮助找出可能的最佳成功行动计划。大胆思考，尽早失败，并经常失败-并争取这里的星星！预算，时间表和其他限制因素可以推迟以获取最多的想法。
Converge (15–30 min.). Put on the serious thinking caps. Now all ideas must be judged against real-world constraints (budgets,timelines, personnel, etc.). Critique, edit, discuss, debate, and finetune, quickly reentering the divergent phase when ideas need to be fleshed out more fully, until the team has settled on an action plan for executing the number one idea.
收敛（15–30分钟）。戴上认真的思考帽。现在，必须根据现实世界的限制条件（预算，时间表，人员等）来判断所有创意。批判，编辑，讨论，辩论和微调，当需要更充分地充实想法时，会迅速重新进入分歧阶段，直到团队制定出执行第一个想法的行动计划为止。
I hope this approach to brainstorming sounds easy, because it is. However, I’ve been a human being long enough to understand that simply asking a group of people to be better, more supportive communicators in no way guarantees better, more supportive communication. In the brainstorming process one of the common obstacles to creativity occurs in the convergent thinking phase.
我希望这种头脑风暴的方法听起来很简单，因为确实如此。但是，我作为一个人类已经足够长的时间了，以至于仅仅要求一群人成为更好，更具支持性的交流者并不能保证更好，更具支持性的交流。在集思广益的过程中，创造力的常见障碍之一出现在融合思维阶段。
People will generally embrace the idea of being divergent—of being free to speak and supporting everyone else’s freedom to speak. When it comes to getting convergent though, the same people can get nasty: you’ve been sitting there for 20 minutes working hard to be accepting of wild ideas;now’s your chance to shoot them down with extreme prejudice. In the convergent phase you want the strongest idea rather than the strongest personality to dominate.
人们通常会接受发散的想法，即言论自由和支持其他所有人的言论自由。但是，当要融合时，同一个人可能会讨厌：您已经坐在那里20分钟，努力接受荒唐的想法；现在您有机会以极端的偏见击落他们。在融合阶段，您想要最强的想法而不是最强的个性来支配。
Here are some additional tips for fostering successful convergent thinking while being respectful and protecting each and every member of your team. If you are trying to lead a group discussion of each idea that was raised in the divergent phase, you may be up against faulty memories and a blurring or forgetting of details. Instead of talking through the ideas, write each of them down in simple form—a one, two, or three-word bullet—and post them on the walls (sketches are welcome!).
这里有一些其他技巧，可在尊重他人并保护团队中的每个成员的同时促进成功的融合思维。如果您试图就在不同阶段提出的每个想法进行小组讨论，则可能会遇到错误的记忆以及细节的模糊或遗忘。与其讨论所有想法，不如以简单的形式（一个，两个或三个单词的项目符号）将它们写下来，然后将其张贴在墙上（欢迎使用草图！）。
Then have the group vote for them anonymously (Postit notes, stars, a ballot box, Hello Kitty stickers, etc.). If this project is large and affects the entire company or a larger group than just the team brainstorming, send out the big, messy list of ideas (or at least the top two tiers) to the larger group via e-mail, and ask the masses to vote for the ideas through a free polling software (such as Survey Monkey). This will allow the larger, more objective group to vote anonymously, thereby promoting honesty and at the same time increasing company ownership of the change, direction, decision, or ideas. Here are the voting rules:
然后让小组匿名投票给他们（便笺，星星，投票箱，Hello Kitty贴纸等）。如果这个项目很大，并且不仅影响团队，更会影响整个公司或更大的团队，则通过电子邮件将庞大，凌乱的想法列表（或至少是前两层）发送给更大的团队，并询问大众通过免费的投票软件（例如Survey Monkey）投票给这些想法。这将允许更大，更客观的团体匿名投票，从而促进诚实，同时增加公司对变更，方向，决定或想法的所有权。以下是投票规则：
1. Only vote for the ideas you like; there is little need to discuss anything you do not like. This keeps the focus on the positive rather than the negative.
2. Mob rules: the group mind makes the decision. You are not trying to create meshing cogs in a groupthink machine. Rather you want to facilitate the ability of intelligent people to exercise their individual right to make choices in a group setting (especially when anonymous). Whatever the results, they will be shared and mutually supported.
1.只投票支持您喜欢的想法；几乎不需要讨论您不喜欢的任何事情。这将重点放在正面而不是负面。
2.暴民规则：集体决策。您不是要在groupthink机器中创建啮合齿轮。而是要增强聪明的人行使其在小组环境中进行选择的个人权利的能力（尤其是在匿名的情况下）。无论结果如何，它们都将共享并相互支持。
As I’ve said often enough by now, improvisation is a tool and not every tool is right for every job. Undoubtedly there are times in every business when “good enough” truly is good enough. There are times when it is simply not necessary to reinvent the (bicycle) wheel or brainstorm through a simple idea; or when there just isn’t time and “No” is the only right answer (Get those elephants out of here!).
正如我现在经常说的那样，即兴演奏是一种工具，并不是每一种工具都适合每个工作。毫无疑问，每项业务中有时都有“足够好”确实足够好的情况。有时候，根本不需要通过一个简单的想法来重新发明（自行车）车轮或头脑风暴。或者在没有时间的情况下，唯一的正确答案是“否”（把那些大象赶出来！）。
As always, it’s up to every business and every leader to decide when this particular approach will be useful and effective.The trick to making use of improvisational ideation is often a matter of mental framing: think about where this approach to brainstorming might really work as opposed to all the situations in which it definitely won’t. You will find that you’ll be able to apply it much more often than you thought. If you can’t utilize improvisational brainstorming for every decision the company needs to make, then don’t.
与往常一样，每个企业和每个领导者都要决定何时使用这种特定方法是有用和有效的。即兴使用想法的技巧通常是心智框架的问题：思考一下这种集体讨论的方法在什么地方可能真正起作用反对它绝对不会出现的所有情况。您会发现，您将可以比您想像的更多地应用它。如果您不能在公司需要做出的每个决定中都利用即席头脑风暴，那就不要。
Use it when it will be of value. Just remember that “good enough” isn’t much of a business plan. If you’re truly interested in getting to great ideas, then don’t be afraid of panning through the muck to get to the gold.
在有价值的时候使用它。只需记住，“足够好”并不是一项商业计划。如果您真的对提出伟大的想法感兴趣，那么不要害怕在烂摊子上淘金。
And don’t forget: gold needs to be invested, not simply hoarded.With that in mind, let’s explore how poor team dynamics can lead to wealth being siloed rather than shared, and how that siloing can be avoided in a more open, improvisational corporate culture.
别忘了：需要投资而不是简单地gold积黄金。考虑到这一点，让我们探究团队动态不佳如何导致财富被孤立而不是共享的情况，以及如何在更加开放，即兴的情况下避免孤立企业文化。
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