The Visionary’s Map (CONT’D FROM PAGE 1)
Now that the potential of the idea is clear, it’s time to address the challenges. However, rather than simply list- ing what’s wrong (the typical way we respond), instead, reframe each challenge as a problem-solving question, starting with phrases like “How to…?” • How to make this idea more affordable? • What are all the ways we might address this obstacle? • How might we modify this idea to make it faster? By shifting from statements of limitation (“This won’t work because…”) to questions of possibility, the conversa- tion stays solution-focused rather than dismissive. S = Solving (Adapt and Improve) Finally, identify the most pressing problem(s) and generate solutions. The idea isn’t static— it must evolve in order to be improved. Modify it, tweak it, or even let it simply inspire an entirely new concept — while retain- ing elements of what made it valuable. The key is to keep something from the Great list while adapting the idea to solve the challenges in the first draft. A Practical Example: Rethinking the Zoo Experience To see GPS in action, consider this thought experiment: imagine you’re part of a team designing new exhibits for a zoo. Someone suggests an idea called “Suddenly Bears!”— as you walk through the zoo, a bear suddenly appears, just mingling among the people. Rather than instantly dismissing this seemingly dan- gerous idea (as most teams might), applying GPS thinking CONTINUED ON PAGE 18
up roadblocks. The GPS (Great Problem Solving) system rewires subconscious, instant rejection into a deliberate process that uncovers hidden opportunities and drives creative thinking. The GPS System: A New Way To Navigate Creativity GPS is both a structured tool and a mindset that trans- forms how teams generate, evaluate, and refine ideas. In- stead of shutting down new thinking, it keeps the doors to innovation open. Here’s how it works: G = Great (Identify What’s Good) Any time an idea is proposed, start by identifying every- thing that could be great about it – before identifying the challenges. This is the part your brain will naturally skip, if you allow it, so you must make the conscious choice to turn off the “yes, but…” Remember that you WILL deal with the problems in a moment, but first we’re going to identify the possible good. Even if the idea is not fully formed, there are always elements that hold potential. The goal is to make a long and diverse list of those elements. Consid- er questions like: • What might be beneficial for the organization? • What might create value for customers? • What parts are particularly interesting? By beginning with possibility rather than problems, you set the stage for solutions rather than roadblocks. P = Problem (Articulate Challenges as Questions)
Do you need printed sheets? We have your answer.. Introducing Heartland’s ColorCorr. This is “flexo-printing in the round”. On our corrugator we can print up to 109” wide. The advantage is that we can print the equivalent of ½ roll at a time and not be required to keep several rolls of very expensive preprinted paper on the floor. Much less waste and risk. In continual print mode, we use either laser-engraved rubber rolls or solid rubber rolls to print a “flood coat” or a repeating pattern. If we are printing a repeating pattern, we can run a two-color design on the paper. Customers have found that running sheets we print can allow them to run a lighter-grade due to reduced caliper loss, and in some cases eliminate one or more machine passes.
For more information contact: Charlie Freeman | 816-500-8889 | cfreeman@heartlandsheets.com Tim Kramer | 816-841-8317 | color@heartlandsheets.com
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February 17, 2025
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