The start of a new year at work brings new commitments to creative problem solving. I have heard metaphors such as “If I gave you $500 to spend on our department, what would you do?” and my personal favorite “If you can wave a magic wand and change any one thing about our department, what would it be?” (from The Leadership Challenge) As I ask this question recently, most people seemed unable to immediately respond. This lack of immediate response is explained in a recent Center for Creative Leadership blog post:

From CCL’s Leading Effectively Blog:

Most of us use our so-called left brains very effectively. (Linear, rational, verbal, logical, symbolic, and so on.) It’s our right side of the brain that needs a bit of work. (Aesthetic, emotional, musical, imaginative, visual, and so on.) And them [sic] some work on integrating the two. The very best in science, art, business and leadership always integrates the two.

We typically apply a linear map in our structured, left-brain approach to problem-solving. For example, if a piece of equipment is bad then we use an establish troubleshooting approach to identify and exchange it for a working replacement. But using the “magic wand” approach forces people to use both sides of the brain. Thus, we’re able to define challenges that we typically assume are as concrete and unmovable as the foundation of our building.

My favorite answer to the magic wand question so far has been “I would change how difficult it is to create change.” This demonstrates that structured, linear boundries have been removed from the problem-solving process. It’s an annoying cliché, but it is nonetheless the start of thinking outside of the box.

When we draw, we learn to look at the boundaries. What part of this is my hand and what part of it is a shadow? Sometimes we can see more effectively if we change the light, or look at the empty spaces. Drawing forces us too look at the edges of the “problem,” because we are drawing with a line. There are no “lines,” in nature, just as nature does not always create actual “boundaries” between countries. They are artificial boundaries, just like pencil lines. Knowing the difference between what’s “real” and what’s contrived can make the difference between strong and weak leadership.

Categories: Leadership, Work
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