Todd raised his hand. “I have an idea,” he said, in response to my question to the group. I nodded, he continued, explaining a thumbnail of a solution to the problem.
“That’s a really dumb idea,” I said. There was a silent gasp. Eyes got wide. Blank stares remained frozen.
“What just happened?” I asked.
Marion spoke first. “You just shot Todd,” she said.
“And what was the team’s response? More specifically, how many of you are now willing to contribute your idea to solve this problem?” I pressed. Around the room there were no takers. Weirdly quiet. I smiled with my next questions.
“How many months have we spent working together, to gain each other’s trust? Side by side, we grappled with problems, solving them, trading those problems for another set of problems, working together, growing together?” I stopped.
“And, yet, how long did it take to stop this team in its tracks?” I continued. “Ideas are fragile. In search of an idea to solve a problem requires a risk from each of you in the room. And, we just saw how quickly all the work and all the trust can be sidelined in one sentence. So, ground rules for the next 60 minutes –
- No idea is a dumb idea.
- Every idea has the possibility of spurring the next idea.
- Ideas can be built on each other, subtle variations may make the difference.
- Ideas can be seen forward, backward and sideways.
- One part of an idea can be coupled with a different part of another idea.
- If the best idea is 1 in a 100, then I need 99 ideas that don’t work to find the idea that saves the day.