The value of gathering to swap loosely formed thoughts is highly suspect, despite being a major reason many companies want workers back in offices.
“You do not get your best ideas out of these freewheeling brainstorming sessions,” says Sheena Iyengar, a professor at Columbia Business School.
He discovered that his 16-person team, now fully remote, thrives when people develop ideas on their own and can share them in writing.
An Amazon spokesman adds that the company’s brainstorming sessions are sometimes unstructured but often begin with colleagues sharing well-researched memos, reducing time spent on ill-conceived ideas.
Oh, he’s also noticed that the duds tend to come first, so to leave time for the good stuff, he prescribes two-hour meetings.