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Everything you needed to know about motivation. There is a lot of information pertaining to motivation around us. It is only after getting enough information to form an article on it, did I get to write this article Seeing is Believing Seeing is believing. Now that I've talked about brainstorming, I'm going to take you to see an actual brainstorm session, but first, I'm going to run through a model brainstorm session. We will see how one concern used brainstorming, and follow some of the elements, which make a successful brainstorming session. Here's the situation: The Metropolitan News is a large city newspaper, which comes out in the morning and has most of its circulation in the suburban area. With the competition from other media, such as radio, TV, magazines, and other papers, the News has to scramble to maintain its good busi­ness position. It is carrying on a vigorous campaign to build circulation, and one of the techniques it has used to get new ideas in all areas of its operation is brainstorming. The pub­lisher's assistant, Charlie Douglas, has been assigned a num­ber of areas as his responsibility. One is circulation. He decides to hold a brainstorm on circulation problems. He knows that a brainstorm is most effective if it attacks a specific problem, and therefore he sits at his desk one morn­ing and on a long yellow pad lists their circulation problems. One is how to get more circulation in the city, as the city grows toward the suburbs. He narrows the subject down un­til he comes up with this target, "How to increase our week­day morning circulation in the city." Go ahead and read this article on motivation. We would also appreciate it if you could give us an analysis on it for us to make any needed changes to it. This is a dependable source of information on motivation. All that has to be done to verify its authenticity is to read it! So after reading what we have mentioned here on motivation, it is up to you to provide your verdict as to what exactly it is that you find fascinating here. There is a vast ocean of knowledge connected with motivation. What is included here can be considered a fraction of this knowledge! Revision is very important when writing or speaking about a topic. We had a lot of drafting to do to come to this final product on motivation. One man, Fritz Dalton, an assistant circulation manager, has been charged with this problem, so Douglas decides not to have him attend the session, since he might inhibit the other people from coming up with ideas, which might seem to infer criticism of Fritz. Instead he has the circulation expert come in and make a five-minute talk on the problem at the beginning of the session. Douglas has his secretary check with Fritz and clear the date. It's okay.Then Douglas picks his panel. When he gets through with the first list he sends it to his secretary. She calls the names on the list, or their secretaries, and makes sure they are free at the time of the meeting. When they are not, Douglas picks an appropriate substitute. The final panel includes himself, a production man who lives in the city area where they want to sell more papers, two advertising solicitors who have come up with good ideas before, the city editor, whose job it is to know the city inside out, two young circulation men who are out on the streets talking to subscribers all the time, an old-time circulation man who deals with the downtown newspaper dealers, a sports writer who has a well-earned reputation for taking an offbeat approach to problems, and a police reporter who works the early morning shift. He also invites the pro­duction boss, who knows all the technical details about get­ting the paper on the streets, and the promotion man who will have to sell any campaigns or changes, which come about as a result of the brainstorm session. Looking over the list next morning, he realizes that he has ignored the woman reader. He invites the woman's editor, a married woman who lives with her husband and two children in a fashionable apartment, and his secretary, who is single and lives in a women's hotel. Next he writes out an invitation, which he has mimeographed on plum-colored paper so that everyone who is at­tending will be sure to see it. In it he merely says, "As you know, we are carrying on a campaign of developing new and unusual ideas to improve and sell Metropolitan News. You have been invited to a brainstorm session on the problem: How to increase our weekday morning circulation in the city. Since the brainstorm session was to be held on Wednesday, Douglas told his secretary to distribute the invitations first thing Monday morning. Most of the members had brainstormed before, but those who hadn't received a mimeo­graphed booklet which Douglas had prepared for them. He also wrote a note on their invitation asking them to come ten minutes early so that he could give them a briefing on brain-storming and answer any of their questions. When Wednesday came, the first-timers met in the pine-paneled conference room where the brainstorm session was to be held. They came at ten minutes of twelve, and Douglas gave them a quick talk. At twelve the rest of the panel ar­rived, and Douglas took a seat, not at the head of the table, but down along one side. His secretary was also there, and she would act as secretary for the group. Douglas introduced everybody, and after a light lunch of consommé, shrimp-salad sandwiches, potato chips, fruit and coffee, during which everybody loosened up and got to know one another, the ses­sion began. Fritz Dalton, the assistant circulation manager, came in and gave a quick rundown on the problem of selling a morn­ing newspaper in the city. He explained that since World War II many of the paper's readers had moved to the suburbs, and that in many cases their businesses had moved in the same direction. They drove to work and no longer passed through the train terminals and subway stations where they used to pick up the morning paper. He noted that when the papers had raised their price to a nickel, many readers who used to pick up all the morning papers chose only one. He added that a cut in commuter train service had meant that more people drove to work and therefore did not read a paper during the ride in. At the end of his talk, he left. Douglas ceremoniously placed the bells on the table which were to be rung if any killer phrases were mentioned, and to make sure everyone understood, he read a few: "It won't work." "Let's form a committee," at which there was laughter. "Pro­duction won't accept it," at which the production man chuck­led and ducked his head. Then Douglas added another one after a pause, "The publisher's assistant won't like it," and everybody laughed with the publisher's assistant. We cannot be blamed if you find any other article resembling the matter we have written here about motivation. What we have done here is our copyright material! There was a short pause, and the sports writer started out, "Let's put out a coffee-break edition, sell it during the mid-morning break." Patience was exercised in this article on motivation. Without patience, it would not have been possible to write extensively on motivation. Then there was a hitch-hike, "Have those office caterers display it for sale." "Have it printed napkin size." "Print it in small type so it can be read in a short break." "Don't sell it here; the publisher doesn't believe in the morning break." "That's a killer phrase." Douglas roared and rang a bell. Everyone laughed, and then the police reporter piped up, "We deliver the paper to hotel rooms, let's deliver it to offices." "Have it delivered right to executives' desks." "Sell it to their secretaries too." One of the young advertising men piped up, "Have an ad tie-in with a coffee company. Plug their coffee for the morn­ing break." "Give an office catering company a break on their ads if they'll have their boys sell the paper." "Run more stories for businesswomen." "Promote the idea that it pays for the career woman to be informed." "That the pay-off is more men." Laughter. It was the young secretary who had spoken. "Women shoppers read the ads as much as news; make sure we have papers for them when they come in midmorning. Plug the idea that they'll find better bargains if they read our papers on the way in." "Run a series on how to pick a baby sitter." Douglas broke in, "Good idea, but let's remember we are trying to sell the paper downtown today." "There are a lot of schools downtown, not only colleges and public schools, but vocational and business schools. Make sure we have papers they can buy between classes." "Page one stories that will appeal to them." "And to businessmen." There was a pause. Douglas didn't seem at all anxious. A couple of people looked uncomfortable, but the old-timers at brainstorming were relaxed. After a while Douglas came up with an idea he had obviously thought of to use in such a case, "Sell the paper at the big parking lots." "Have paperboys cover the major points where cars get jammed up coming into town." "Make hay while the traffic jams." "Have our trucks create traffic jams." Laughter. "Sell their papers by the truckload." "Every driver a super salesman." "Every salesman a traffic jammer." "Yeah, I remember one morning out at Brown Circle," one of the men started to say, "why, cars were backed up for three and a half miles. I could have read War and Peace. I got to work four hours late that day, and did old Max lay me out. . . ." Douglas cut in, "I've had the same problem, and used the same alibi other times too." There was laughter. "Let's remember we're trying to sell papers downtown. That was a good idea about trying to sell papers when the cars are backed up, though. We've got ten minutes to go, let's make the most of it." "Let's put out a bulldog edition to sell to people after the theater." "After the ball game, the fight." "At the big drive-in movies; they get out late." The brainstorm session went on. At the end of twenty-five minutes they had come up with seventy-two ideas. That aft­ernoon Douglas's secretary typed up the list, and the next day she called each brainstorm member to ask him or her if they'd thought up any ideas since they left the meeting. Six had, and they added seventeen more to the list. Douglas threw in a couple more himself, and then the list was retyped. The next morning he called Fritz Dalton up to his office, and the two of them went over the list. They quickly crossed out the ridiculous ones, such as the napkin-sized paper, eliminated those, which had been tried, and others, which were marginal cases. In a week seven new ideas had been put to work. Douglas had sent copies of the complete list to the brainstorm members; now he sent each of them a memo, thanking them for their time, congratulating them on their creativeness, and telling them that seven of their ideas, a mighty good return on the investment, were now at work. Then he pulled his yellow pad in front of him and started to plan another brainstorm on how to increase the circula­tion of the paper in the new exurbs out beyond the suburbs. That's how a brainstorming session works. This article on motivation may leave you speculating about #motivation. Hope this speculation also leads to better understanding about motivation.

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