As Judith Glaser, who studies “conversational intelligence” notes—and as history has shown repeatedly—truly original ideas are often met with spontaneous rejection, precisely because they are alien to our current culture. (The founder of FedEx got a “C” for an academic paper outlining his idea for an overnight delivery service.) And rejection may mean that the idea’s creator feels rejected, and unlikely to contribute another new idea soon.
Step 3 of our brainstorming protocol is key: Instead of attacking and rejecting, all team members (again, silently and in writing) prioritize their top three actions— those they believe are most significant and doable. When each team member advocates for their top choices in round robin, input is shared by all—not just the first and the loudest. And the group focus remains on selecting the most positive solution—not rejecting the weirdest.
Please share your experience. Have you ever had an idea rejected because it was “too original?” How do you encourage colleagues to be more creative? Join the conversation and click "comments" on our Community of Practice Forum