We call them Think Wrong Practices for a reason. 

 

The more you think wrong, the better you get at it.

Think Wrong Practices and the Think Wrong Drills that support them, foster a culture that allows novel and compelling solutions to be born, to thrive.

As you become more adept at thinking wrong, you may find you only need to pull out one or two Think Wrong Drills to open up new possibilities at a critical moment.

Dare to make a difference.

GetOut.png

Find fresh inspiration.

Expand what’s possible.

MakeStuff.png

Gain insights through making.

BetSmall.png

Discover what works.

MoveFast.png

Achieve impact sooner.


Be Bold:
Dare to Make a Difference.

 

Why Be Bold.

Critical Moment

When you want to make a meaningful difference, are willing to question the way things are, eager to explore how things might ideally be—and want to do work that matters.

Why it’s hard.

Biological Forces

Bold questions and challenges are daunting because our brains are forever weighing what one neurologist dubs the “carrot of desire against the whip of fear.” We worry that our vision won’t find support in the mindset, policies, and procedures of our organization.

Cultural Forces

Top-down hierarchies and command and control cultures tell us not to ask too many questions. Don’t rock the boat. Don’t ask why. Just get on with it already.


What to expect.

Think Right Responses

Right Thinkers expect you to do what you are told. They focus on the bottom line at the expense of better solutions.
Right Thinkers go along to get along.

What to do.

Think Wrong Responses

Question the challenge as given. Dream big about what you might be able to accomplish. Define the difference you hope to make.

From Idea to Action

Be courageous: Dare to imagine the biggest difference you could make.

Be idealistic: Consider your legacy. What’s worthy of your life’s work?

Be challenging: Refuse to accept the mandate of the status quo.


Get Out:
Find fresh inspiration.

 

Why Get Out.

Critical Moment

When you decide where your inspiration and guidance will come from—who and what will inform your decision making.

Why it’s hard

Biological Forces

Familiar environments cause the brain to tune out, be less alert—and less receptive to new input. Our instinct for survival sometimes keeps us from exploring the unknown and biases us to the familiar. 

Cultural Forces

Organizational silos and rigid job descriptions can stunt collaboration. We silo our own lives as well, packing our variant selves into confined and tidy categories: the person we are at work, at home, on vacation, and so on.


What to expect.

Think Right Responses

Right Thinkers hunker down and draw comparisons with long-established actions and familiar experts.

What to do.

Think Wrong Responses

Open the aperture in your mind. Prime yourself to take in new information and make surprising, serendipitous connections along the way.

From Idea to Action

Be adventurous: Find inspiration in new people, new places, and new experiences.

Be attentive: Pay close attention to what is going on—looking for, listening for, smelling, and feeling what’s new—collecting the most compelling things as fresh inspiration.

Be receptive: Accept every offer without judgment and with an eye toward expanding what might be possible.


Let Go:
Expand what’s Possible.

 

Why Let Go.

Critical Moment

When you consider what might be possible—increase the number of ideas available for further exploration, development, and consideration.

Why it’s hard.

Biological Forces

Our brains create synaptic connections and heuristic biases that cause us to jump to known solutions.

Cultural Forces

Pressure to solve, to have the answer, to be right. Fear of being wrong. Efficiency valued over possibility.


What to expect.

Think Right Responses

Right Thinkers want to be sure of what they’re going to suggest before they will speak up. They are afraid to appear foolish. Right Thinkers defend their answers no matter what.

What to do.

Think Wrong Responses

Trick your brain into a creative hyper-drive where unusual and surprising ideas emerge.

From Idea to Action

Be uncensored: Turn off your internal judge and let your ideas flow unfettered by what might be right or wrong.

Be crazy: Imagine the nuttiest, wildest, most outrageous solutions you can.

Be prolific: Put quantity before quality.


Make Stuff:
Gain insights through making.

 

Why Make Stuff

Critical Moment

When you want to shift from high-level abstract thinking and debate to more concrete and promising solutions.

Why it’s hard

Biological Forces

Synaptic connections create pre-determined paths that keep us from exploring and building on vague, ambiguous, and unformed possibilities.

Cultural Forces

Organizations separate the formation of strategy from making and doing—greatly limiting what can be known and understood about potential solutions.


What to expect

Think Right Responses

Right Thinkers are cloistered, proprietary, and secretive.

What to do

Think Wrong Responses

Build with others to discover, understand, inspire further creativity, and inform strategy.

From Idea to Action

Be collaborative: Find co-conspirators who have something unique to offer—including the people you are building for.

Be ingenious: Make clever, practical, and original use of existing resources when building your solution.

Be simple: Build just enough to answer your biggest questions—avoid over building too early and be willing to share a few first drafts.


Bet Small:
Discover what works.

 

Why Bet Small.

Critical Moment

When you are deciding why and where to invest your time and resources.

Why it’s hard.

Biological Forces

We are genetically wired for survival and to avoid risks.

Cultural Forces

Individual and organizational fear of failure is mollified by exercises that give a (false) sense of control—three-year strategic plans, business plans, ROI assessments.


What to expect.

Think Right Responses

Right Thinkers obsess over unknowable ROI, make massive launch plans, or do nothing at all.

What to do.

Think Wrong Responses

Manage a portfolio of possibilities designed to produce LFI (Learning From Investment) and reduce risk through small experiments and quick insights.

From Idea to Action

Be curious: Let discovery drive your solution.

Be experimental: Test your hypotheses and treat unexpected results as new opportunities for breakthrough solutions.

Be thrifty: Use the least amount of time and fewest resources possible to get answers to your most important questions.


Move Fast:
Achieve impact sooner.

 

Why Move Fast.

Critical Moment

When you want to speed up the learning process so that you can move your new way of doing things into the world more quickly—and achieve greater impact sooner.

Why it’s hard.

Biological Forces

We tend to procrastinate and put off decisions that carry risk and uncertainty.

Cultural Forces

Focus on beating the competition to market rather than time to insight and impact.


What to expect.

Think Right Responses

Right Thinkers manage their processes through metrics and confidentiality.

What to do.

Think Wrong Responses

Admit you don’t know, accept unknown futures, share insights, learning, and knowledge openly to accelerate progress.

Idea to Action

Be open: Share broadly across your team, organization, communities, industries, regions, and nations.

Be confident: Accept uncertainty and incomplete knowledge; embrace that you know enough to progress.

Be united: Integrate learning from across your portfolio small bets to build momentum and durability of difference making solutions.


Ready to try a drill?

Log in to the Think Wrong Lab
Access our library of over 150 drills to run at your own Think Wrong Blitz or select a few to use during your next meeting. Want more? Use our pre-designed, purpose-built Blitz templates and challenge-specific sets of drills.

Not a Lab Member?
The cloud-based Think Wrong Lab equips you to transform what is and invent what’s next. Learn how to apply the Think Wrong Language, Tools, Frameworks, and Techniques to your challenges—big or small.