Group Lit Review Paper - Final

Group Lit Review Paper - Final - TITLE Title Introduction...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
TITLE 1 Title Introduction Brainstorming is a concept that can make or break an organization. Successful brainstorming sessions may trigger million-dollar ideas; unsuccessful brainstorming sessions may cause tension or division in the workplace. Brainstorming practices may be determined by an organization’s goals, values, and team members’ personalities. Success rates, referring to how satisfied employees feel about their ability brainstorm, vary from organization to organization, and several factors affect the process: in order to maximize the potential of employees during brainstorming sessions, organizations should take employees’ feelings into consideration, experiment with different methods to determine which one is right for the organization, and implement a training program to ensure that members understand how brainstorming will function. Understanding Employees Concepts such as personality clashes and confidence levels affect an employee’s ability to contribute to a brainstorming session. A study by Jablin, Sorenson, and Seibold focuses on the differences between people who feel slightly apprehensive while brainstorming and those who feel very apprehensive. The study analyzes relationships in relation to perceptions of status, satisfaction, oral contributions, and ideas shared among high and low apprehensive communicators (1978). Jablin’s study involved analyzing data from 72 undergraduate students enrolled in communication courses at a university in the Midwest. In the experiment, each participant was assigned a role based on his or her scores from a report testing a person’s tendency to be apprehensive in various situations. The students were grouped, put into a room, and given a sheet
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
TITLE 2 with “Rules for Brainstorming” that stated that criticism is forbidden; that all contributions, including ones that are off-the-wall, are encouraged; that the quantity of ideas is important; and that ideas and solutions should be mentioned, where bouncing ideas off of one another is helpful (Jablin 1978). The experimenters provided students with a hypothetical situation to contemplate. Based on the assumptions that people who contribute a lot of ideas are viewed as overpowering and slightly intimidating to those who are more reserved, the experimenters made the following hypotheses: highly apprehensive people would see a bigger difference in status in terms of power than less apprehensive employees; both high and low apprehensive employees would feel satisfied with their personal brainstorming experience; and less apprehensive individuals would be more satisfied with the group’s performance than those with high apprehension (Jablin 1978). Researchers were surprised by their results and found that employees who were less
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 03/27/2011 for the course COM 240 taught by Professor Lillie during the Spring '07 term at Michigan State University.

Page1 / 8

Group Lit Review Paper - Final - TITLE Title Introduction...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online