Hot Wire Your Brain with New Research

As recent as ten years ago – if you claimed a human brain rewired itself – you’d likely lose your position as a brain researcher. Not so today.

Nevertheless … the key is to use these new facts in ways that activate dormant circuits and trigger new neurons. How so?

If you were able to rewire your own brain to function better on a daily basis you’d likely rejuvenate areas such as learning leading and laughing. Right?

Good news is that we are getting weekly hints from brain research that will rejuvenate key areas of our brains to operate more effectively.

Here are 5 tips that emerge from the most recent facts about how to rewire your brain for practical benefits.

1. Use what you read as you read it. Hook any insights that stand out in memos, directions or reports … onto some improvement need in the job you’ll do today.

2. Create a simple diagram or sketch to rearrange one new fact into a doable project idea. Then use the illustration to propose that idea to your supervisor.

3. Revise one part of your workplace operations and teach the revision to another worker. Collaborate for an application that will benefit your firm.

4. Read one article from a journal or trade magazine on an unfamiliar topic. Translate the topic into a lunch time conversation … and draw in a fellow worker you respect – asking further questions to understand and share new points.

5. Gather a few key statistics that indicate one problem area where you work. First discuss the numbers with other interested people – and then suggest one way to use similar statistics for a practical plan to ratchet up the bottom line in your department.

What’s helped you take advantage of your brain’s amazing plasticity to rewire itself for a practical benefit?

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Research to Discover Opposite Views

Research is a bit like setting sail in the general direction of a rich shoreline, and then adding or building a new port in the exact location your ship finally docks. Not a bad plan, when you think of rich discoveries that research will bring to those who steer their vessels toward interesting and new destinations.

Perhaps the best way to satisfy curiosity about any topic is to put off your imagination or rigid opinions about the topic. Instead look for data to support two opposite sides – as a way to understand both better. In other words, open your mind’s eye to possibilities you had not before considered. Can you see how new discoveries will likely drown when researchers go after topics as a way to prove and support one side only – their own?

When people simply search out facts only to prove their pre-conceived beliefs, research loses its discovery, revokes its wonder and steers the brain away from new insights or applications. Mind-bending research ideas often lie hidden in the opposite waters – in open seas – across from prior assumptions and comfortable opinions. How so?

Let’s say you begin to research a topic … Lectures are effective tools for university and training sessions.

Now let’s say you have very strong opinions about effective lectures based on personal experiences and what others tell you. Or perhaps you train people through talks and lectures. Perhaps you use humor, get good feedbacks and come away from a lecture hall feeling fulfilled. So you search for and find facts to support this widely accepted view. Armed with facts, you simply affirm how lectures are here to stay….

Some researchers use former assumptions to find facts that prove their prior perceptions. After all, they’d heard many good lectures and they see secondary schools, universities and workplaces use them with decent results. So what else is there to know? Why not simply add these few facts to support what they already know to be true? No additional discoveries can possibly be made, they conclude. Or can they?

Now let’s say you add the exact opposite to your research topic … Lectures are ineffective tools for university and training sessions.

As soon as you stated this opposite you created new open waters and a wonderful research dilemma to explore! Can you see the value in sailing into even choppier waters at times? You may not have experienced or considered the problems lectures can present to the human brain. First, the research against lectures is rather new, and secondly, lectures benefit speakers more than listeners – which is enough to keep them alive. Why not find facts to genuinely support this opposite view, and you’ll be off to affirm new conclusions that balance a research project. Can you see advantage for research treasures that await you in different waters?

On this topic, for instance a trip into open seas might jog your memory about boring lectures, and you could visualize talks with very few takeaways for any listener? Or you might recognize how you learn more from moving, and doing. When opposites begin to move your sailboat into fresh waters, your mind can often grasp alternative facts. In this case you’d see how lectures actually work against human brains.

Oops! Do you still feel you want to support one side only – and show only how effectively lectures work for delivering information? What about readers who know and want to read more about the ineffective lecture problems? What about those who looked to your research results with a plan to change outmoded practices where they work? Think of the adventure people miss when they paddle mere punts in murky waters … compared to sea worthy vessels that navigate vast seas, and you’ll see the challenge of research to see and report an opposite view.

Would you agree that smart skills could help you explore the opposite of your original ideas on even somewhat controversial topics?

Research is like sailing your vessel into open seas. Expect to see feel the sun on your shoulders and winds in your sails as you open to new ideas that lie hidden in the opposite of your topic – ideas you have yet to explore and apply as a way to test their reliability.

Bring an openness to the opposite of your idea … and watch where your vessel lands you. Then build newer, more prosperous ports that show readers treasures you gathered from both sides of an ocean. Hold back biases and expect research to give you the sail of a lifetime – regardless of the topic that steers your vessel to new destinations.

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Unique Capabilities of an Entrepreneur’s Brain

Entrepreneurs often act as lighthouses in workplaces marked by unrelenting consumerism and desperate lives. But what defines a successful entrepreneur’s brain?

Scott Allen says that entrepreneurship is not for all. Do you agree? Consider what’s going on inside the entrepreneurial brain, and you’ve already begun to hrewire new neuron patways into your own brain’s plasticity.

We’ve all seen how an average day at work will find these innovators building a ladder and climbing it toward a new target at the same time. Whether they are tossing the dice with their own money at stake, or laying their good name on potentially unsafe lines for a good idea, struggle often describes the adventure on one side in tug of war with adventure on the other.

Entrepreneurs make leadership and learning more fun along the way to success in much the way that Einstein played with enterprising new ideas. Perhaps that’s because money’s rarely the final goal to most entrepreneurs. They focus more on engines that drive peak-performances rather than bottom line profits.

Observe entrepreneurs can be observed for new approaches, but cannot be confined to any of the ways we observe in them. Nor can we cluster them together as if they are all one of a kind. Over years of working with leaders of all fields and researching human brains I developed a skeletal form to gage and empower entrepreneurial brains.

At the MITA Brain Based Center we use 10 criteria to define entrepreneurs who tend to perform well in their fields.

1. Entrepreneurial workers do most things better than drive peak-performances

2. They work harder than most – to improve on limiting systems

3. They look to causes and go after targets rather than dwell on past mistakes

4. They maximize benefits to workers and firms in ways that take care of both

5. They get more from less in mental resources often hidden or unused at work

6. They see barriers more as bridges to cross than chasms to stop advancement

7. They inspire ordinary people to more successful achievement

8. They transform best practices into sustainable resources for ongoing growth

9. They tend to focus on what drives peak performances, rather than on what kills it

10. They move past people in ruts to signposts that gauge lucrative achievements

Strategies learned from entrepreneurs who score at the top of this list can help people who hope to transform a low performing organization into one characterized by peak-performances and mind-bending growth. That’s because entrepreneurs think success and often empower others by helping them to become more competent – in spite of the limitations that mark most sluggish organizations.

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5 Reasons a Brain Should Unwire for the Weekend

People worry about addiction to online activity … but there are better reasons for unwiring a day or two each week. believe it or not – it’s actually good for the brain to move offline occasionally. How so?

Here are 5 benefits to your brain – if you go unwired for the odd weekend….

1. When you put yourself in unfamiliar places – you are less likely to fall into ruts. It’s called Hebbian learning and it stifles productivity, because it literally reshapes your brain for narrow outputs that can slow you down.

2. A weekend offline will rewire dendrite brain connectors for growing new intelligences. You have at least eight distinctive intelligences of which 3 or 4 at the most are engaged while online. Take in music, attend the theater, hike, or just plain play and you’ve already activated new brain cells off screen.

3. Relate to people and places that are less tuned into online networks, and watch new synergies fly. Ideas emerge, solutions seem simpler, and a wider vision is often scoped – simply because you jumpstart hidden and unused parts of the brain.

4. See things from new angles because you are looking at your day through different windows of your mind. Believe it or not your brain waves will actually shift to facilitate different results from your online beta, alpha, theta, delta wave patterns

5. Move more than computer work allows, and that activity increases blood flow and oxygen to fuel your brain. Kick up your heals to a dance and the rhythms can induce enzymes for better moods.

Not a bad takeaway for the brain – simply by stepping away from the online screen for a weekend break.

Any other benefits do you see for the unwired brain?

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Multiple Intelligence Growth Survey

On a quick read check about 15 statements which show your strongest intelligences that generate smart skills.

1. __ I often fidget rather than sit still; I’d rather be up and active.

2. __ I generally organize a time schedule for weekly events.

3. __ I enjoy taking photographs from different angles.

4. __ Designing a web page would be a relaxing activity for me.

5. __ I love to participate in throwing and catching games.

6. __ I’d select icons for a PowerPoint to showcase ideas with graphics.

7. __ Preparing key points to win a debate, would capture my interest.

8. __ When waiting, I tend to tap rhythms on a table.

9. __ Telling stories to others, is great fun.

10. __ For me, sketching a building seems easier than baking a cake.

11. __ When working in a group, I enjoy summing up people’s ideas.

12. __ Multiple choice tests are usually easy for me.

13. __ To show concern for others, someday I’d like to join a march.

14. __ I would really enjoy learning to play a musical instrument.

15. __ One of my favorite activities is keeping a personal journal.

16. __ As I read factual books, I tend to outline chapters.

17. __ Choosing an great metaphor to write a poem, is fun for me.

18. __ I love interacting with others on team projects.

19. __ When dining in a restaurant, I listen to background music.

20. __ I enjoy walking alone rather than having someone with me.

21. __ In novels, I compare characters’ choices with my own.

22. __ By following a map, I usually find destinations easily.

23. __ Days after I attend a concert, the melodies replay in my mind.

24. __ Whenever I catch fish, I enjoy cooking them on a campfire.

25. __ I like singing in a choir, even on a busy week.

26. __ When I write, I often tell stories based on personal experience.

27. __ I can easily identify patterns and larger meanings from data.

28. __ In all four seasons, I enjoy changes connected to nature.

29. __ My best thinking occurs when I brainstorm with other people.

30. __ Helping others complete a project brings much satisfaction.

31. __ Finding solutions for numerical problems is fun.

32. __ I’d rather write a team public release than write one alone.

33. __ Every chance I get, I participate in some sport

34. __ I’d leap to challenges of using accurate gestures in a play role.

35. __ I’d like to try a new career by completing an interest inventory.

36. __ Learning new dance steps or moving to music is satisfying.

37. __ As I walk in woods I pause quietly to observe animals’ habits.

38. __ I am drawn to water such as lakes, creeks, rivers or oceans.

39. __ I would enjoy writing an essay for a contest.

40. __ Sometimes I awake early just so to watch the sunrise.

Answers for preferred activities from survey are listed after each intelligence below. Find your strengths, and then see your intellectual mix in real life below.

Verbal-Linguistic: 7, 9, 11, 17, 39

Logical-Mathematical: 2, 12, 16, 27, 31

Visual-Spatial: 3, 4, 6, 10, 22

Musical: 8, 14, 19, 23, 25

Bodily-Kinesthetic: 1, 5, 33, 34, 36

Interpersonal: 13, 18, 29, 30, 32

Intrapersonal: 15, 20, 21, 26, 35

Naturalistic: 24, 28, 37, 38, 40

Take this survey again soon to measure your growth. originator of multiple intelligences, Harvard’s Howard Gardner defines intelligence as… “the ability to solve real-life problems, to generate new problems, and to create something meaningful or offer a service that is valued within a person’s culture or community.”

Typical strengths for persons gifted in a specific area are listed. Adapted from my book, Student Assessment that Works: A Practical Approach.

Verbal-Linguistic: tell stories, write essays, participate in interviews, converse easily with peers.

Visual-Spatial: paint, draw, design web pages, decorate rooms, make cards, create scrapbooks.

Logical-Mathematical: solve problems, balance checkbooks, make and keep schedules, budget their money.

Musical: attend concerts, play an instrument, hum melodies, sing along with others, enjoy rhythm and rhyme.

Intrapersonal: keep a personal journal, enjoy reading alone, study to answer personal questions about life.

Bodily-Kinesthetic: engage in sports, enjoy moving body to music, enjoy walking tours, use body language.

Interpersonal: join a discussion group, engage in family and community projects, enjoy debates, join chat rooms on the web.

Naturalistic: collect wildflower specimens, enjoy hunting expeditions, follow an animal’s footprints, photograph landscapes, visit the zoo.

In this survey you begin to awaken new intelligences and hopefully will ask questions linked to traditional ideas about who’s brainy and whose not. Evidence exists in neuroscience for life-changing applications to improve personal lives and careers. How does that evidence show up in your day?

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Business Logic; Bad Logic, Poor Business

We see and read fallacies in logic every day. I am sure that there is a chance that even in this august newspaper there has been the odd fallacy in logic which escaped the eagle eyes of the editors. In this very column, I am sure that at times I have made an error in logic even though I pride myself in being logical.

Fallacies in logic in a journal or newspaper or a conversation between people creates frustration and perhaps heated discussion. Fallacies in logic in business create a bad business.

A simple fallacy that occurs when market research is poorly interpreted is to argue from selected observation. Data from a handful of people is interpreted as being representative of a whole population. This happens frequently when the boss has a pet theory about the market, commissions some market research and concentrates their argument on the few pieces of data which support their argument.

The impact of business decisions being made from selected observations is to put the marketing campaign or the entire company at a risk equivalent to deciding by “gut feel”. Some leaders have a great gut feel for their business and the businesses thrive on it. Most of us, however, actually need information to make logical decisions.

In one organisation I have seen good market research which was carried out annually for ten years demonstrating clearly that the single channel strategy of the organisation was causing a decline in volumes of an average of 7.5% per annum as other channels blossomed. It also contained some data which showed that the new channels had a lower sell out price.

The argument was that the lower sell out price would reduce profit whilst the lower volume from the single channel strategy was ignored. Only the information which justified the status quo was ever used out of the data.

Another fallacy common in business is internal contradiction. This clearly occurs with the topic of company values. That is, we have company values but leaders do not have to portray them. It also occurs with strategy and tactics.

For example, the statement, “Our strategy is to grow the market through an aggressive marketing and sales campaign and to dominate the new market we create” on page five of a corporate plan, followed on page ten with no increase in advertising costs, marketing costs or sales costs and no other plan to increase productivity of sales either. Growing the market aggressively without some increase in sales costs or sales productivity is not believable.

Another favourite of mine is argument by slogan. The most common one I hear is “best practice”. The CEO announces “We are adopting best practice in the area of corporate governance; therefore we need to increase the remuneration of the directors”. What in the world did that mean? There is no way to understand specifically what best practice means and whether it has any relevance to the director’s remuneration.

Best practice is very hard to actually achieve. It is difficult between different organisations in different environments to define processes in a similar enough way to make it worthwhile to go the next step and define KPIs measured the same way to begin to compare results to see who has best practice.

Even if the foregoing is achieved, it is incredibly difficult to take one practice from one business culture and place it in another. Instead, it is a lot easier to argue by slogan.

Another favourite is the monthly reports which hit the CEO’s desk and declare that sales were down this month because a segment of our market did not buy as much. Statements like these abound in monthly and annual reports begging the question, “Why did they not buy as much?”

Sadly, the begged question is rarely answered. Worse still, too frequently, it is not challenged by the CEO for the poor piece of analysis with rotten logic that it is.

Of course, the time honoured fallacy of logic in business is the appeal to widespread belief or the “Bandwagon argument”. For example, “Everybody else thought the internet was going to be the only way to sell, so we had to spend millions on it too.”

Another bandwagon argument example I see which troubles me more is that every organisation HAS to have a vision statement, a mission statement and a set of values to have a decent strategy. This is not true. I could run an equally fallacious argument the other way. From my observations, those organisations which spend a lot of time on vision and mission usually have no actual strategy.

Doing business or running a public service entity is tough work for CEOs. That is why they get paid well. What they don’t need are self inflicted problems through tolerance of bad business logic.

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From Mismatched Tests to a High-Performance Mind

Do low test scores from your youth limit how you view your capabilities today? You’ll be happy to know that testing is much more subjective than they told us previously. In fact, I discovered fascinating new options, when I wrote a book in 2005 to research how testing can become more accurate for adults, when we test a wider scope of intelligences.

If your life is more shaped by low grades you pulled through mismatched tests in your youth, this article will help you to revalue your brain, from a brighter … more accurate … perspective. You’ll be glad to see, for instance, how you can recover more positive results for a successful high-performance mind, in your later years.

No wonder Einstein often reminded people that he flunked out of high school math, and that his teacher called him a bonehead. Interestingly, she went on to become a bit of a bonehead, without any recognized name, while Einstein created the Theory of Relativity. He attributed his intelligence and achievement more with curiosity than with test scores. He also attributed his success to the fact that he simply stuck with problems longer than most people stick around to find solutions.

There are increasingly contemporary examples of intelligence – that reach beyond test scores, to show brilliance. Do you know people who admit that tests let them down on one hand but inspired high end achievement on the other? It’s a good thing that world famous psychologist, Robert Sternberg, neither forgot nor limited his life choices, by the low IQ scores that marked his youth. Sternberg’s interest in the question, How does aging affect people’s ability to use their intelligence to adapt to everyday life?

Some tests call deep up to their Do you see your strengths in spite of weaker areas you’ve had to overcome or poor test scores? Remember, new research points to more and more evidence that the tests simply got it wrong. In Sternberg’s case, for example, the limitation was in the IQ test itself, and narrow IQ test scores limit many intelligent people today.

Check out Sternberg’s theory of successful intelligence, and you’ll find amazing brain power possibilities that tends to draw from creativity and from lived experiences.

Dr. Sternberg lives his belief that IQ shows only part the story of human brainpower, in how he welcomes other people’s potential into his circles. At Tufts University, where he serves as college dean, Sternberg offers tests for others forms of intelligence. With an emphasis on creative capabilities, and real life ability, people who take the tests seem to shine with different intellectual acumen, that go unnoticed in IQ tests.

If you were to live today – past limiting test scores results from your youth, what would you schedule new into your calendar over the coming week?

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Seritonin Builders for Better Business

Some people come to work with serotonin already flowing in their brains and you can too. They’re the folks who are fun to be around, seem smarter than most, and are usually up for promotions every step of the way.

Amazingly, serotonin re-patterns your brain to become more of the person you’d like others to see in you…. Start by changing one thing you do that holds you back and you’ll prepare your brain for new stepping stones forward….

Remember that …

Cortisol is serotonin’s enemy and works against your brain and your business. It increases when you sink into ruts… stay angry… or fail to forgive somebody.

Serotonin is your brain’s success hormone. It fuels solutions to problems you encounter… busts through mental barriers… and oils your multiple intelligences when you need them most.

To increase serotonin and decrease cortisol at work …

– stop to smell the coffee brewing

– listen to your favorite music as you drive to work

– Laugh at everything today – especially at yourself

– Look at art around you at the artist might enjoy it

– Go for walk at lunch

– Invite an old friend for dinner

– Give away one of your most successful strategies to a fellow worker

– Stretch…move… breathe deeply

– Remember a time when you were good to you – and repeat it

– Snack on trail mix or something for good energy

– Tell a story or invite one from a younger less-confident worker

– Plan one thing you most enjoy to do today after work

These things will all alter your brain chemicals in your favor… and create new synapses for more serotonin that profits you and your business. What do you think?

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Career Planning: How to Discover Your Dream Job

When you were a kid, what did you dream of growing up to be?

This may sound obvious, but before you can find the career you really want, you have to know what you are seeking. Career planning is a delicate process. The work we do, as well as where we do it (our work environment), have a huge impact on our ability to experience life and career success.
Too often when asked to define an ideal career, people think immediately about salary and benefits. As a result, there are plenty of people who earn a great living with exceptional benefits, but hate their jobs and are very unhappy.

A job you really want can’t be based on financial criteria alone. And, with a few exceptions, the industry is often not as important as the actual day-to-day activities. If a “great” job does not allow you the opportunity to do what you love and nurture your natural talents, it is probably not the ideal job for you.
Understanding and discovering natural talents is an important key to a successful job search. Finding our talents helps us uncover those things that we love and enjoy, and nurturing those at which we excel. Discovering our talents also helps us figure out the areas where we do not excel – the things that make us unhappy and leave us feeling unfulfilled. When you waste your natural abilities you often end up stuck doing something you hate. It is important to weed out those skills you dislike and find out what it is you really love.

Effective career planning means figuring out the specific criteria and values you want the job to fulfill. By this we mean it is important to consider those daily activities that are going to make the best use of your natural skills and talents? Consider this:

• If you are an outgoing person and a job isolates you from interacting with other people all day, it is not for you.

• If you are orderly and find yourself in a work environment that is chaotic, you will wear out over time.

• If you work well with only occasional supervision, a job where you’re micromanaged will be annoying.

Knowing who you are is key to finding the right job for you. Ask yourself some self-reflective questions. Define the criteria that make up your “perfect” job. What’s important to you in the work you do? What brings you satisfaction? What expectations do you have for work-life balance? What natural skills and talents do you have?

You’ll also want to consider the answers to questions like:

• Part-time or full-time?

• Flexibility or consistency (both in hours and tasks)?

• Amount of interaction with others?

• Specific skills you want to use?

• Travel?

• Do you like to make decisions or follow procedure?

Answering these questions is the first step in finding the path that will lead you to ultimate career satisfaction. When we are doing what we love, we are often performing at our best. This leads to a kind of fulfillment that allows us to live life passionately and happily.

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It’s Time for Plan B: Brainstorming

Our workgroup was in the middle of a spirited brainstorming session — a free form session where creativity is encouraged, judgment is suspended, and the best ideas often come after ten or more minutes. The ideas were flying fast and furious, as they should, when the group gets momentum. The energy was intoxicating. And, in a fit of inspiration, I one employee suggested, “Why don’t we reverse the order of the deliverables!?”

While nine other people energetically accepted this offer as worthy of inclusion on their flip chart of ideas, their manager scowled “That will never work!”

Thus ended a productive brainstorming session. Sadly, the manager was unclear on the concept at play. She replaced a brainstorm with a brain fart and stunk up the entire process.

A Different Kind of Collaboration

Brainstorming is a special type of meeting, with its own ground rules, tempo and ethos. It’s also an invaluable tool for idea generation, problem solving, innovation, teambuilding and creativity. Whether you are tasked with creating new sales contests, new strategic initiatives or simply trying to break the doldrums of your day-to-day routines, brainstorming carries the day.

Rules That Rock!

By definition, brainstorming is unlike your typical meetings. Its unbounded by traditional rules where pre-determined people speak on pre-determined subjects for prescribed times. Like a jam session of Jazz musicians, all you need to do is begin recording and let the sounds begin. Remember, the key is to record it all. Later you can go back and edit out that which might not be considered beautiful music.

In Brainstorming sessions everyone is equal, all ideas are worthy of consideration, all judgment is suspended and a person’s rank or status is irrelevant. The goal is to fill the air with ideas, depart from conventional thinking, and allow the smorgasbord of strategies, ideas, inspirations and epiphanies to cross-pollinate each other. Think of brainstorming meetings as magnificent melting pots, a veritable giant stew bowl where bouillabaisse bubbles and bursts, unleashing new, exciting and innovative initiatives. Consider a skilled facilitator for best results, though this isn’t a requirement.

The B-List: Preparing for Your Meeting

The following recommendations will insure a successful session, whether it’s a stand-alone brainstorm or part of a larger meeting or event:

- Adorn your environment with art, toys, games, crayons, colored markers or other stimuli to get the juices flowing and invite fun, free thinking and playfulness.

- Consider special written invitations in advance to set the tone, expectations and goals for the session

- Create a mental and/or physical ice breaker to loosen everyone up.

- Consider lava lamps, beanbag chairs and even bubble-gum and bubble makers to loosen everyone up.

- Encourage participation by all

- Language is key. Use sentences such as “What if we…?”, “How about…”, “Let’s try…”, or “Suppose we…”

- Check your skepticism, negativity and ego at the door. It’s not about whose ideas are embraced. All ideas should be received, for the benefit of the group your mission.

- Employ the “Yes, AND…” approach instead of a “Yes, BUT…” stance in response to others’ ideas.

- Remind people to suspend judgment throughout the session

- Assign a scribe or tape record the meeting. Consider a graphic recorder.

- Allow enough time for people to loosen up. Often the best ideas occur once the group has gotten over any self-consciousness and gathered momentum

Remember, like mastermind groups, brainstorming sessions rely on the reality that when multiple brainpower is applied the results are greater than the sum of their parts. You will generate great results from the blend of talent, experience, ideas and perspectives that naturally result from giving everyone equal footing and freeing them of the usual restrictions of time, structure and rules.

By the way, what if…?

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