Nothing oppresses people in a problem-solving session more than the tyranny of “or.” Instead of a collaborative exercise, “or” turns creative brainstorming into a winner-takes-all contest. Battle lines are drawn, trenches are dug, and co-workers duke it out until either Idea A OR Idea B emerges victorious. After the war has subsided, the losing idea is then mercilessly executed in front a firing squad of members of the “winning” side.

It takes a talented leader to spearhead the rebellion against the tyranny of “or.” A true revolutionary teaches his or her team to think in terms of endless combinations as opposed to mutually exclusive options. How can ideas be linked? How do they interrelate? How does one suggestion piggyback on another?

People with an either/or mindset aren’t appeased until they have control, whereas those who think both/and welcome every contribution.  It’s up to the leader to make sure that a spirit of cooperation pervades the strategic planning process. Practically, this means:

1) Establishing a “No-fly Zone” for put-downs. Each individual’s ideas ought to be respected, even if they’re not adopted.

2) Putting ideas in the public domain. Early on, make it know that no one “owns” his or her suggestions. The welfare of the team supersedes personal agendas.

3) Weaving the web of ideas. Encourage the connections teammates make between one idea and another. Do this visibly and audibly (by giving out candy and compliments) whenever someone bridges two previously isolated concepts.

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