Brainstorming: One of the Most Effective Group Decision Making Techniques
- Roseanna Galindo, CCBA, CAVS
- Jun 13
- 8 min read
When we think of brainstorming, we often picture sticky notes and rapid-fire ideas being tossed around a group. But brainstorming isn’t just a creativity exercise, it’s a powerful tool in the group decision-making process. When done well, it can generate insight, engagement, and direction. And when done poorly, it can reinforce biases, waste time, and give the illusion of progress.
In this article, the real value of brainstorming will be unpacked through both a business analysis as well as an organizational communication lens. Then we’ll see it in action through a community-based nonprofit scenario example.
The Role of Groups in Decision Making
In the world of business analysis, decision making is a key underlying competency. Decision making requires gathering relevant information, exploring options, and selecting the most desirable course of action.
Whether you call them tasks, steering committee, initiative teams, boards, advisory councils, or the like, many organizations employ the use of groups to explore challenges and recommend solutions. While managers may shy away from using their team's collective hive mind due to potential conflicts, the benefits of involving teams in decision making greatly outweigh the challenges.
Groups can produce solutions to complex problems that are better than solutions produced by individuals. However, this kind of synergy does not happen in the absence of effective communication practices. Systematic procedures usually produce better decisions than unsystematic ones.
Why Brainstorming Matters in Decision Making
Brainstorming is a structured way to generate many ideas quickly without judgment. At its core, it's about possibility.
Brainstorming is about possibility.
It’s about pushing beyond the first idea or most comfortable solution suggested to uncover novel insights or overlooked options that drive innovation. And while it may feel informal, the most effective brainstorming sessions are intentional and well-planned.
The Business Analysis Lens
Brainstorming is an established Business Analysis technique. The International Institute for Business Analysis BABOK® Guide (v3), identifies Brainstorming as Technique 10.5,
For a business analyst, brainstorming is an essential during problem identification, requirements elicitation and strategy analysis. It surfaces stakeholder needs, uncovers hidden assumptions, and highlights potential risks. It is best used in a group setting for generating ideas collaboratively.
The Communication Lens
Beyond its practical application for yielding options, brainstorming is also a communication-centric business practice. From a communication-skills standpoint, an effective brainstorming session fosters open dialogue, breaks down hierarchical barriers, and ensures every voice is heard. These are the same group dynamics that build trust and collective ownership. Brainstorming sessions conducted in a supportive communication climate will get the best outputs.
Because the real power of brainstorming is what happens next: selecting, refining, and acting on the ideas. That’s where decision-making begins. During the group decision-making process, brainstorming has real potential to help a group avoid arriving at a stale solution.
Case Scenario: Friends of Riverview Park
Let’s introduce the guidelines and put the process together in a scenario from a nonprofit organization to illustrate their application.
Imagine you’re the board chair of a small nonprofit called Friends of Riverview Park. Your group organizes quarterly park cleanups and nature events, but lately, volunteer turnout has been low. You know something has to change before your next event.
At your monthly board meeting, you set a clear goal: How might we reenergize community participation in our events?
Rather than jumping straight to a familiar recruiting tool or social-media boost, you decide to facilitate a dedicated brainstorming session devoted to generating creative and innovative options. The goal: cast a wide net of ideas before deciding on any one particular path.
Brainstorming Techniques for Strategic Group Decision Making
With the challenge clearly defined, the Riverview Park board doesn’t jump straight into solutions. Instead, they take a deliberate approach to idea generation, one rooted in best practices for group creativity and critical thinking.
Although BABOK includes pre-session preparation (selecting participants, defining scope, logistics, etc.), with our Riverview Park board, we’ll assume that groundwork is already in place since the members are already known to one another and meet regularly to conduct decision-making business.
Let's focus on the how how the brainstorming session itself unfolds as the Riverview Park board applies a thoughtful brainstorming process relying on communication-centric guidelines for effective group communication. These guidelines are adapted from the Adams & Galanes text Communication in Groups (2015).
Set the Rules:
You set the stage for the brainstorming session. A brief set of rules are shared with the board at the start of the meeting. They are simple but nevertheless time is taken to review each one to be sure everyone knows and understands them.
Suspend judgement; all ideas are welcome
Avoid commentary or explanation; quantity is the goal
Allow lulls and avoid ending early; use the whole time allotted
Stay focused on the task of idea generation; encourage more or review the developing categories
Record all suggestions for everyone to see; on paper, whiteboard - digital or electronic
Evaluation will come later, in a separate step at at later time
Frame the Problem Precisely:
With the group ready to focus on the problem, you provides a specific and concrete problem phrased in the form of a question: “What are ways to boost turnout for our spring cleanup?” A focused question keeps ideas targeted.
Generate Ideas:
Participants start calling out ideas. With judgement temporarily suspended and quantity the goal, the board members let their imaginations run wild, allowing innovative and novel ideas to emerge. Team members shout out everything from “partner with scout troops” to “host a dog-friendly cleanup” to “feature a live local band.” One board member suggests a “nature-themed art contest” where kids draw their favorite park scene. Another proposes “volunteer badges” that local businesses might sponsor. Building from that, another suggests a passport-style book to collect multiple badges, to which another member adds a game theory reward leading to prizes. The group is energized and stay committed to follow the rules for ideas to flow.
Capture Ideas Visibly:
The board chair (acting as facilitator) keeps the group on topic, captures ideas verbatim, and gently redirects if conversation veers into debating or troubleshooting too soon.
Every idea is recorded in real time on a whiteboard so the brainstorming flow isn’t interrupted. Nothing gets lost or quietly dismissed.
In addition to listing ideas, the facilitator notes any recurring themes or frequently cited concerns (e.g., “lack of weekday availability” or “desire for family-friendly activities”). This becomes critical input for later requirements analysis.
Pause Before Evaluating: By design, no one critiques or analyzes any idea in this moment. Explanations can come later. This delay reduces fear of speaking up and ensures creative thought isn’t stifled. The board agrees to reserve discussion until the next meeting.
This initial session surfaces far more possibilities than any one person could have thought of alone. And by honoring the process, they’re setting themselves up to make a stronger, more informed decision.
But it’s only the first step! By treating brainstorming as a formal elicitation activity, with clearly defined roles, rules, and deliverable, these raw ideas then feed directly into the next phase: analysis and prioritization.
From Brainstorm to Better Decisions
A week later, the team reconvenes. Ideas are reviewed. While the brainstorming session itself required the temporary suspension of judgement, now is the time for critical evaluation. After having a moment to sit, the ideas are reviewed, similar ideas combined, and glaringly implausible ideas eliminated.
Using a decision matrix, they evaluate each remaining ideas based established criteria related to feasibility, cost, and impact. These criteria provide a data-driven approach to the analysis.
“Pet-friendly day” scores high, it’s low-cost, community-focused, and could bring in a new segment of volunteers. They also decide to reach out to the faculty adviser of the local community college’s sustainability club to form an ongoing partnership. Additionally, the business partnership badge idea is adopted as a longer-term goal to explore and an ad hoc committee assigned to report back at the next meeting for further discussion.
The brainstorming session didn’t solve the problem, but it did surface new possibilities. The brainstorming techniques informed the group decision making process. The decision-making came afterward, through structured evaluation and collaborative discussion.
Because the board separated brainstorming from evaluation, they avoid prematurely dismissing creative out-of-the-box options. Instead, they focus on what’s realistic and impactful, grounded in clear criteria.
Best Practices That Bridge Analysis and Communication
Whether you lead a group such a nonprofit board or manage program teams, the strength of the group’s decisions depends on the quality of the thinking, and the diversity of its input.
Here are key practices to maximize the effectiveness of brainstorming techniques during a group decision making session.
Set Clear Expectations:
Define your objective (e.g., volunteer engagement, process improvement, new service line) and the scope (budget, timeline).
Clarify whether you want big-picture themes or detailed, actionable ideas.
State the objective as a problem solving question that elicits solutions
Confirm that all participants understand the same analysis criteria,dates, budget constraints, and any existing partnerships
Use Structured Formats:
Consider brainwriting (silent idea generation on paper), mind maps, or digital whiteboards, especially to ensure quieter participants contribute.
Rotate facilitation roles over time so the same person doesn’t always lead, keeping the process fresh.
Separate Generation from Evaluation:
Encourage freewheeling suggestions; avoid premature judgment.
Emphasize that even “wild” ideas are welcome, they often spark more practical offshoots.
Reinforce a “defer evaluation” mindset: evaluation comes later, not during this session.
Suspend judgment entirely during idea generation, no comments, no side conversations about feasibility.
Schedule a follow-up session solely for sorting, prioritizing, and deciding. This reduces bias and encourages freer thinking during the initial brainstorm.
Capture and Categorize All Input:
Record ideas verbatim (don’t paraphrase). Enlist the help of a recorder if needed.
During the session, begin to group ideas into themes (outreach, incentives, partnerships, event format) to make evaluation more systematic.
To ensure no single voice dominates, the facilitator may use round-robin prompts or ask quieter members for input.
During lulls in discussion, review the developing categories.
Follow Through with Decision Criteria:
Use established objective criteria such as cost, impact, and alignment, to assess ideas rather than personal preference.
Create a matrix of criteria and solution suggestions to visually see the strengths and challenges of each.
Document why certain ideas were chosen or deferred; this transparency builds trust and makes future discussions more efficient.
Leverage Communication Skills:
Use active listening and open-ended questions to draw out deeper insights (“What else might appeal to families with young kids?”).
Watch for nonverbal cues, if some participants seem hesitant, invite them specifically (“Jess, you had a hand-raising gesture, what were you thinking?” or "Emile, I can see you are deep in thought, what did you want to add?").
By weaving together Business Analysis rigor (clear objectives, decision matrices, requirement themes) and Communication skills (active listening, inclusive techniques, delaying evaluation), you ensure brainstorming doesn’t become a chaotic “idea dump” but instead fuels deliberate, creative, collaborative decision-making.
Business Analysis Services provide a framework for implementing change in nonprofit organizations through practical tools and techniques.
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Summary
Brainstorming isn’t just for creatives or consultants, it’s a critical tool for nonprofit leaders, volunteer managers, and anyone facing complex decisions. It encourages divergent thinking, builds ownership, and opens space for innovation.
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So next time you face a challenge, whether it’s low volunteer turnout, a stalled initiative, or a new pilot program prototype, start with a well-run brainstorming session. Focus on generating possibilities first, defer evaluation, and then apply clear criteria to decide which ideas move forward.
Because the best solutions often emerge when you give people space to imagine, without fear of judgment, before you ask them to justify or refine their ideas. Let brainstorming light the path; let structured analysis guide your next steps.
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Roseanna Galindo is Principal at Periscope Business Process Analysis, specializing in organizational learning and development. She is dedicated to advancing data literacy, enhancing healthcare experiences, and empowering nonprofit leaders.
Explore Roseanna’s expertise and insights on her blog, The Periscope Insighter, starting with the opening post, "Venn the Time is Right."
Roseanna offers a range of professional development services, including training workshops, keynote speaking, and executive coaching.
Visit PeriscopeBPA.com for more information or click on the button below to schedule a time to talk.
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