The New York Times article the post initially links to is a lot more interesting. Besides debunking formal brainstorming processes, it also points out the increasing necessity of creative group work, as well as strategies that are quite effective. Examples include MIT's chaotic Building 20, and the sweet spot of "familiar but not too familiar" in hit Broadway musical teams.
Perhaps Agile with a capital A does hold something in common with the formal technique of brainstorming. The key point of the Lehrer piece is that in order for group creativity to flourish you need to foster debate and disagreement, not just uncritical free association in a conference room. And even then, it's good not to put too much formal process in place, because the best interactions are unscripted. But this in turn solidifies the need for work spaces that maximize the chance for these encounters.
Perhaps Agile with a capital A does hold something in common with the formal technique of brainstorming. The key point of the Lehrer piece is that in order for group creativity to flourish you need to foster debate and disagreement, not just uncritical free association in a conference room. And even then, it's good not to put too much formal process in place, because the best interactions are unscripted. But this in turn solidifies the need for work spaces that maximize the chance for these encounters.