Think in Threes
July 19, 2008
When faced with a problem, try to develop a range of business-as-usual, different and radical solutions as quickly as you can. This new way of thinking pushes you to develop a greater range of solutions and gives you permission to offer those really left-field ideas.
The business-as-usual solutions are a continuation of what has been done before. The different solutions are a departure from the usual and the radical are a real left-field option (think big!). Then select the best outcome (it could one of the options or a combination of these).
For example, consider the problem, ‘How do we retain our best managers?’ A business-as-usual solution might be; to pay the high performing managers more. A different approach could be to expand their responsibilities or move them to a completely new (perhaps struggling) department. A radical approach might be to provide them with a 12 months sabbatical or give them a small (Company owned) business to run.
This framework is also a very powerful way of selling your ideas. It is a good way of providing the client with real choice. Start by outlining the B.A.U. option, then the different, and finally the radical one. Clients are often more willing to entertain the thought of a radical idea if they have the more bankable tried and true option on the table.
Ken Hudson
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I just brought and read your Idea Accelerator book. I picked it up at the Airport in Auckland and read it on a flight to Sydney. During the next couple of days I quietly applied a couple of your techniques in conversations with my colleagues. Even in such an ad-hoc setting they produced surprising results.
I can’t wait to apply your techniques in a more structures setting. Excellent book.