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Team brainstorming seems like a good idea--at least, on paper. What usually happens is this: the company is experiencing a tough problem that no single person seems able to solve, so someone decides that more minds means more processing power, and before you know it you're all gathered in the conference room.

One or two people churn out bad idea after bad idea, while everyone else stares at the wall or multitasks. There are no major breakthroughs and most of you are irritated at the waste of time.

Sound familiar? Why is this such a problem?

The way brainstorms are practiced in most companies today is still almost exactly the same way that was recommended by their inventor, advertising executive Alex Osborn, over 60 years ago. Business and our understanding of how the brain works have both moved on so much in that time, and yet we’re still hanging onto this old technique for so many of our idea-gathering sessions.

Here’s how to rethink your brainstorm so it goes for longer than you're used to, but proves much more productive once it’s over.