The word "should" restricts thinking to a narrow set of "correct" answers. In contrast, "could" opens up possibilities and encourages broader, outside-the-box thinking, leading to more innovative solutions even if the initial ideas aren't ultimately used.

Our brains are wired to follow the path of least resistance. Imposing constraints, such as limiting resources or blocking familiar solutions, is the only way to force the brain to abandon convenience and engage in truly creative problem-solving.

To overcome organizational inertia, use simple one-page templates ('Improvement Napkins,' 'Solution Napkins') to capture ideas. This structured, low-friction approach forces clarity and commitment, moving teams from complaining about problems to executing small-scale experiments.

Instead of rushing to solve a perceived problem, spend time questioning the problem itself—a process Dr. Seelig calls "framestorming." For example, the problem isn't designing a better suitcase; it's getting your belongings to a destination. This redefinition opens up radically different and more innovative solutions.

While conventional wisdom says to bring solutions, a fully-baked solution can feel narrow and exclusionary. Presenting the core problem and inviting key stakeholders to brainstorm a solution together can lead to a more robust outcome and stronger buy-in from co-authors.

Teams often get stuck listing obstacles. To break this cycle, ask, "What would need to be true for this to happen?" This imaginative prompt bypasses the immediate "no" and shifts the group's focus from roadblocks to possibilities, unlocking creative solutions they would have otherwise dismissed.

The brain is designed to avoid costly thinking by defaulting to the "path of least resistance." To generate novel ideas, intentionally create a "preclude constraint" by blocking the most obvious or habitual solution. This forces your brain to explore new, more inventive pathways it would otherwise ignore.

When a team gets stuck on one or two approaches, use a specific prompt: "What are the other three ways we could solve this?" This forces participants to move beyond their initial ideas, explore alternatives, and often leads to more creative and practical solutions.

Transform a creative department from a production house into a strategic partner by changing how you brief them. Instead of giving prescriptive directives, present the business problem that needs to be solved. This empowers creative minds to contribute to strategy and deliver more impactful solutions, not just executions.