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Among the many different methods used to generate new product ideas, group brainstorming has been one of the most popular. However, brainstorming has fallen into disfavor with many practitioners and researchers on the basis of such factors as the necessity for a skilled group leader, the potential for conflicts among members which can disrupt the process, and the possibility of one or more members dominating the discussion. Brainwriting, which is the silent, written generation of ideas by a group, is proposed as an alternative to brainstorming. Six different group brainiwriting techniques are described and suggestions given for the most appropriate use of each. It is concluded that both brainwriting and brainstorming will be useful in different situations and should be viewed as supplemental rather than primary sources of new product ideas. Furthermore, it is noted that idea generation is only part of the process. The best ideas in the world will be of little value if they are not implemented successfully.

Creative problem solving (CPS) and innovation are very important to companies who want to gain flexibility and competitive advantage. This article describes how an organisation can enhance its creativity by developing a creative culture within the company. In addition, the paper discusses group creative problem solving. A creativity continuum is presented which describes three different types of techniques ‐ paradigm preserving, paradigm stretching and paradigm breaking. It is important to know which type of technique should be chosen for a particular type of situation. Paradigm preserving techniques are deemed to be more comfortable but less innovative whereas paradigm breaking techniques encourage participants to develop highly novel ideas. They can, however, be uncomfortable to use and should therefore not be utilised by the unwary. This article describes six different CPS techniques ‐ two paradigm preserving, two paradigm stretching and two paradigm breaking techniques.

Group and team meetings are important organisational processes. These teams, therefore, should be managed and supported appropriately in order to produce effective outcomes. One method of undertaking this is to use skilled and competent facilitators. Facilitators not only support the meeting process but they should also be actively involved before and after the meeting has taken place in order to help develop objectives, timescales, agendas and so on. It is important, therefore, that organisations either train their own facilitators or employ external facilitators with the necessary and appropriate competences. This paper describes what competences may be required by a facilitator and how these can be used effectively.

Given the dramatic changes taking place in society, the economy, and technology, 21st-century organizations need to engage in new, more spontaneous, and more innovative ways of managing. I investigate why an increasing number of companies are including artists and artistic processes in their approaches to strategic and day-to-day management and leadership.