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What If You Could Recreate Disneyland?

Dan Bobinski
April 20, 2005 -- By Dan Bobinski 

Brainstorming. It brings fantastic ideas to the table.  It opens minds to new products, new services, and new markets. And itís not used nearly enough.
Many obstacles get in the way of brainstorming, and for myriad reasons.  For example, considering new ideas is often like sailing through ďunchartedĒ waters.  People unaccustomed to thinking outside the box may fear the risk of hitting an unseen object hiding just below the visible surface. 
Add to that the possibility that new ideas might be mocked by others. Remember that Christopher Columbus was mocked when he wanted to sail across the Atlantic. (Good thing he got past that. More than five hundred years later almost everyone knows his name and what he did.) But even if new ideas arenít mocked, just overcoming basic doubts can, at times, seem insurmountable. 
Also, because a lot of people donít like change, theyíll throw up all sort of reasons why something wonít work. Fear of potential doom stops many a worthwhile endeavor.
Internally, many have a fear of failure. What if a new idea, once fleshed out and implemented, still falls short of expectations?  Risk that brings no return can damage careers!
Further still, some donít like brainstorming new ideas because it makes them look as if they couldnít figure out solutions on their own.  Therefore, any group-discovered solutions might make an individual look bad.
This all falls back to what Iíve said many times in the past: You go where youíre focused. If you donít think itís going to work, youíre right.
But . . . if you think itís going to work, well, youíre right there, too.
Brainstorming capitalizes on the human capacity to imagine; one idea inspires another, and the second idea sparks a third, and so on.  The only danger that exists in brainstorming is the limits of oneís imagination not letting you find the best possible action items.
One way to overcome these limitations is to get way out of ďnormal.Ē  A famous car company thought of new ways to improve suspension when they brainstormed how to make a car run smooth if its wheels were square.  Itís a wild approach, but it worked to find a better suspension system.
Another organization Iím aware of held a strategic planning retreat at a medieval living history museum.  They opened the retreat by dressing up in medieval garb and playing a few ancient games, complete with helmets and foam armaments.  Teamwork came together and they solved tough challenges they had never faced before.  Then, when it came to the actual planning portion of their retreat, their minds were already out of the box.
Walt Disney was a champion of creative thinking. He challenged his people to dream up the most outlandish ideas regarding how to entertain their park guests.  Then, after their minds were stretched, they were better able to identify fantastic yet truly do-able actions to make Disneyland a more memorable place.
What if you could re-recreate Disneyland?  What would you put there? What experiences would you want your guests to take back and talk about with their friends and neighbors?
Now change those questions to your own workplace.  What if you could re-create your workplace? What would you change?  What would you eliminate? Why? What do you want your employees and your customers saying to their friends and neighbors?
Stretch your mind beyond that which is possible, and the impossible will make the possible seem much easier to do. Plus, donít be afraid to let things get hectic or frenzied. Great ideas can occur in near chaotic conditions.
Finally, reserve all judgment and make things fun.  My guess is youíll be surprised at what can be discovered when the human mind is allowed to stretch.    

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Creative problem-solving is an excellent skill for managers and leaders of all types.  It's part of our Management Development Program, and can be taught in stand-alone workshops, as well.  Let us know if your'e interested!

© 2005 Dan Bobinski / Leadership Development, Inc. You may freely forward this information on condition that you send the text as an integral whole along with complete information about its author, date, and source.
Dan Bobinski is a certified behavioral analyst, the President and CEO of Leadership Development, Inc., and the co-author of Living Toad Free: Overcoming Resistance to Motivation. He can be reached at (208) 375-7606 or by Email at dan@leadershipanswers.
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