Your Brain (CONT’D FROM PAGE 10)
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doesn’t mean it’s true now. Assumption smashing is the act of surfacing those in- visible “rules” and breaking them on purpose. In innovation sessions, it often takes just one bold move — and it shifts the entire room. Once someone questions what others were treating as non-negotiable, it unlocks the permission to do the same. One person’s reframing can become everyone’s break- through. As a leader, that person needs to be you. You go first — and show others that it’s not only allowed to ques- tion assumptions, it’s expected. 2. Change the Question. If a team is stuck, the problem might not be the problem. It might be how it’s being de- fined. Small changes in language lead to big differences in thinking. Let’s say the goal is to reduce customer churn. It could be framed as: • “How can we retain customers?” • “How can we surprise our customers?” • “How might we create something they’d brag about?” • “What would make them stay, even if a competitor charged less?” Each question sends the brain down a different path. The goal isn’t to wordsmith. It’s to find the frame that leads to fresh possibility. 3. Borrow a Brain. Sometimes teams are simply too close to the problem. That’s why bringing in someone who doesn’t “know how it works here” can be so power- ful. They’re not stuck inside the same patterns. They don’t carry the same assumptions. Invite a colleague from another department. Pair up a veteran with a next-gen team member. Ask a new hire what they see. Fresh eyes can expose what the curse of knowledge has hidden. You’re already Flying. Just don’t forget to check the map. Pilots check their instruments constantly. They don’t as- sume. They cross-check. They adjust course when need- ed. As a leader, that same discipline matters. The curse of knowledge isn’t a flaw. It’s a cognitive bias — a natural part of how human brains work. But it doesn’t have to decide what’s possible. It can be challenged — and others can be led to do the same. You’re already flying the plane. Now ask yourself: Are you still headed in the right direction? The most dangerous limits are rarely external. They’re the ones that go unquestioned Susan Robertson empowers individuals, teams, and orga- nizations to more nimbly adapt to change, by transforming thinking from “why we can’t” to “how might we?” She is a creative thinking expert with over 20 years of experience speaking and coaching in Fortune 500 companies. As an instructor on applied creativity at Harvard, Susan brings a scientific foundation to enhancing human creativity. To learn more, please go to: SusanRobertsonSpeaker.com.
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