ABSTRACT
The resolution of problems in group context often leads to long meetings with exclusively contradictory standpoints or interminable discussions. By using the brainstorm model, enterprises can tackle these problems in a structural and controlled manner and develop them into a step-by-step plan with which everyone can agree. The brainstorm consists in a seven-step approach that leads to a concrete, feasible plan. To allow the brainstorm to proceed properly, a facilitator is appointed. In practice, one single brainstorming session is hardly ever enough. It often turns out that as many as three sessions are necessary for the brainstorming itself and then another one for the follow-up. Because arriving at ideas is in many cases a creative process, the facilitator must control the process tightly to prevent too much digression.
