Osborn claimed significant success for his technique. As one example of brainstorming’s effectiveness, he cited a group of United States Treasury employees who came up with 103 ideas for selling savings bonds in 40 minutes. Corporations and institutions including DuPont, IBM, and the United States government soon adopted brainstorming.
Obsborn认为这种技巧是非常成功的。就头脑风暴的有效性的一个例子,他提到了美国财政部的工作人员在40分钟内能够想到了103种推销储蓄债券的方法。包括Dupont和IBM在内的一些公司或机构,甚至是美国政府内部都陆续采用头脑风暴的方式解决问题。
By the end of the twentieth century, its origins forgotten, brainstorming had become a reflex approach to creating in many organizations and had entered the jargon of business as both a noun and a verb. It is now so common that few people question it. Everybody brainstorms; therefore, brainstorming is good. But does it work?
在20世纪末,头脑风暴的起源已经被遗忘了,但它已经成为各大组织机构的一种习惯性思维模式了,同时也作为行业术语中的一个动词和名词使用。如今头脑风暴已经非常普遍,几乎没有人对它提出过质疑。每个人都头脑风暴,所以头脑风暴就是好的,但它真的管用吗?
Claims about the success of brainstorming rest on easily tested assumptions. One assumption is that groups produce more ideas than individuals. Researchers in Minnesota tested this with scientists and advertising executives from the 3M Company. Half the subjects worked in groups of four. The other half worked alone, and then their results were randomly combined as if they had worked in a group, with duplicate ideas counted only once.
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