We start from the presumption that our people are talented and want to contribute. We accept that, without meaning to, our company is stifling that talent in myriad unseen ways. Finally, we try to identify those impediments and fix them.

There is a crucial yet hard-to-understand concept here. Most people grasp the need to set priorities; they put the biggest problems at the top, with smaller problems beneath them. There are simply too many small problems to consider them all. So they draw a horizontal line beneath which they will not tread, directing all their energies to those above the line. I believe there is another approach: If we allow more people to solve problems without permission, and if we tolerate (and don’t vilify) their mistakes, then we enable a much larger set of problems to be addressed. When a random problem pops up in this scenario, it causes no panic, because the threat of failure has been defanged. The individual or the organization responds with its best thinking, because the organization is not frozen, fearful, waiting for approval. Mistakes will still be made, but in my experience, they are fewer and farther between and are caught at an earlier stage.

Just as looking at what is not the chair helps bring it into relief, pulling focus away from a particular problem (and, instead, looking at the environment around it) can lead to better solutions. When we give notes on Pixar movies and isolate a scene, say, that isn’t working, we have learned that fixing that scene usually requires making changes somewhere else in the film, and that is where our attention should go. Our filmmakers have become skilled at not getting caught up in a problem but instead looking elsewhere in the story for solutions. Likewise at Disney, the conflict between production and the oversight group could have been addressed by insisting that everyone behave better, when in fact, the real solution came from questioning the premise on which the oversight group was formed. It was the setup - the preconceptions that preceded the problem - that needed to be faced.

Stuck on a tough problem? Want to be more creative or encourage creativity in others? Foster a could mindset. Rather than thinking about what should be done, ask what could be done instead. Doing so encourages us and others to take agency, consider new paths, and turn roadblocks into opportunities.

The same holds when asking others for advice. When asking for help, we tend to do so in a specific way: we ask people what they think we should do.

Though this makes sense in some ways, it’s not always the best approach. Asking what they think we could do will encourage them to think more broadly and give us better, more creative direction.

Systematic sloughing off of the old is the one and only way to force the new. There is no lack of ideas in any organization I know. “Creativity” is not our problem. But few organizations ever get going on their own good ideas. Everybody is much too busy on the tasks of yesterday. Putting all programs and activities regularly on trial for their lives and getting rid of those that cannot prove their productivity work wonders in stimulating creativity even in the most hidebound bureaucracy.