“How Might We” is not BS.  How We Use It Is.

“How Might We” is not BS. How We Use It Is.

“How might we ruin a perfectly good and useful tool?”

This might not be the question that innovators, design thinkers, and brainstorm facilitators wanted to answer.  But it seems that it’s the one they did.

“The most popular design thinking strategy is BS,” proclaimed the headline on a June 28 article in Fast Company.  “The ‘How might we’ design prompt is insidious, and it’s time to bury it.”

I’m a sucker for provocative headlines, especially ones that challenge that status quo, so I clicked and read the article.  And I haven’t been able to stop thinking about it.

The reason “How might we” (HMW) is so insidious, the author asserts, is that

The “we” in HMW refers to the people in the room, not to the users, customers, or populations for whom teams are designing their products and services. The prompt looks inward instead of outward, encouraging people to build solutions that suit their own needs and experiences. They end up with offerings that don’t serve customer needs and may even hurt the people they’re meant to help.

The problem (and solution) of “We”

OK.  Fair.  As I recounted in last week’s episode of “What Matters in Innovation,” I saw this exact worry come to life when I was an Assistant Brand Manager on Swiffer WetJet.  While the brainstorming promotional ideas as a brand team, the most senior member suggested a Valentine’s Day promotion encouraging men to buy a WetJet, then priced at $50, for their wives “because she’s worth it.”  Everyone in the room nodded in silent awe and acceptance, except one person.  Me.  The only woman in the room.

Once I picked my jaw off the floor, I expressed concerns about the promotion, but they were brushed aside because “what woman wouldn’t want help cleaning the floor.”  Instead of explaining the help that women wanted was probably more akin to a maid or the man doing the chores, I asked my boss to call his wife and get her opinion.  He made the call, put her on speakerphone, and explained the situation.

“Would you please take me off speakerphone?”

He did but it wasn’t necessary.  Her furious exclamations were easily overheard.

He put the phone down and the idea was never again discussed.

But as much as that story illustrates the problem of the “We,” it also demonstrates the solution – talk to your customers!

“We” is exactly who should be dreaming up a solution.  After all, if a company is going to create a solution to a customer problem, the people coming up with the solution need to know if it’s something the company can and will do.

The problem doesn’t occur when “We” come up with a solution.  The problem occurs when the design and development process stops with “We” instead of continuing back outside the conference room walls to see what “They” (our customers) think of what “We” created.

The solution (and problem) of “How might”

The article gives a brief and fascinating history of HMW, busting the myth that it started with IDEO by sharing stories from its first use at P&G:

In the early 1970s, business consultant Min Basadur helped steer an internal P&G product development team toward broader thinking through an HMW-driven discussion. By shifting the team’s focus away from competing products and encouraging them to consider more ambitious questions, he got them to be wildly creative while simultaneously leveraging P&G’s innate strengths.

“Wildly creative.” 

I’ve been in hundreds of ideation sessions, including ones at some of the most creative companies in the world, and I can’t think of one that could be described as “wildly creative.”

40+ years ago, “Might” might have been novel enough to encourage people to be creative, to prompt wild ideas, and to risk sounding silly in the “safe space” of a brainstorming session.  But not today.

Today, we’ve heard “How might we” so many times that we’ve stopped listening.  Instead, we hear “How should we” or “How can we” or “How will we.”  The pace of business is so fast and the work on our plates is piled so high that we don’t have the time or mental space to go beyond To Do and wonder what we might do.

The problem (and solution) at the end of “How might we”

What makes HMW BS isn’t “How might” or “We” it’s what comes after those words.  It’s how we finish the sentence.

Sentence finisher problem #1

Once IDEO spread the gospel of design thinking and popularized HMW, they encouraged people to use it as a tool to solve “’wicked problems’ – problems that are so complex there is no right or wrong answer.”

Here’s the problem with that – “wicked problems” are things like racism, social inequality, economic inequality, food insecurity, gender discrimination.  “Wicked problems” are not things that can be solved in a brainstorming session.

Sentence finisher problem #2

Far more common, in my experience, isn’t the use of HMW to solve wicked problems but rather to brainstorm solutions to customer problems.

At least, that’s what people say.

More often, HMW is used to brainstorm solutions to the company’s problem dressed up to look like a customer problem.

Consider this HMW prompt from a recent brainstorming session I was invited to:

How might we decrease costs by getting more customers to use our self-service options?”

Luckily, the whole session fell apart quickly when I asked, “Do we know why customers aren’t using your self-service options now?” and the room fell into an awkward silence.  If you don’t understand the problem, you can’t create a solution.

HMW is not BS.  How we use it is.

If we use it as an excuse to stop talking to customers, that is our mistake, not a flaw with the tool.

If we stop hearing “might” and stay anchored in should, can, and will, that is our mistake, not a shortcoming of the tool.

If we use it to solve massively complex and arguable unsolvable problems because we’re too lazy to dig deeper, tease out the hundreds of root causes, and attack them one by one, that is our mistake, not the tool’s limitation

If we pretend that our solution is the customer’s problem, that’s our failure, not the tool’s,

After all, a good craftsperson never blames their tools.

Dad: The Unexpected Innovator

Dad: The Unexpected Innovator

Innovation is all about embracing the AND.

  • Creativity AND Analysis
  • Imagination AND Practicality
  • Envisioned Future AND Lived Reality

Looking back, I realize that much of my childhood was also about embracing the AND.

  • Mom AND Dad
  • Nursery School Teacher AND Computer Engineer
  • Finger paint AND Calculus

A few years ago, I wrote about my mom, the OG (Original Gangster) of Innovation.  She was what most people imagine of an “innovator” – creative, curious, deeply empathetic, and more focused on what could be than what actually is.

With Father’s Day approaching, I’ve also been thinking about my dad, and how he is the essential other-side of innovation – analytical, practical, thoughtful, and more focused on what should be than what actually is.

In the spirit of Father’s Day, here are three of the biggest lessons I learned from Dad, the unexpected innovator

Managers would rather live with a problem they understand than a solution they don’t.

When Dad dropped this truth bomb one night during dinner a few years ago, my head nearly exploded.  Like him, I always believed that if you can fix a problem, you should.  And, if you can fix a problem and you don’t, then you’re either lazy, not very smart, or something far worse.  Not the most charitable view of things but perhaps the most logical.

But this changed things.

If you’ve lived with a problem long enough, you’re used to it.  You’ve developed workarounds, and you know what to expect.  In a world of uncertainty, it is something that is known.  It’s comfortable

Fixing a problem requires change and change is not comfortable.  Very few people are willing to sacrifice comfort and certainty for the promise of something better. 

What this means for innovators is that it is not enough to identify, understand, and convince people of a problem.  In order to make progress, we need to also identify, understand, and convince people that the solution is a better option.  When people agree there is a problem but refuse our solution, it’s not because they’re lazy, dumb, or something worse.  It’s because we haven’t given them a solution they understand.  We have more work to do.

Pick Yourself up. 
Dust yourself off.
Start all over again

My dad had an office job doing office stuff.  We never really knew what he did, to the point that when True Lies came out, we (my mom, sister, and I) just started telling people that he was a spy.

Like everyone who has office jobs doing office things, Dad had lots of meetings and projects which means he also had some frustrating days.  As I stepped out into the world, he knew I would have some frustrating days, too. So he gave me this Ziggy cartoon with a little note:  “Keep things in perspective – it’s always a new day and a new opportunity for a fresh start.”

Not an easy thing for an impatient perfectionist to remember.

And isn’t that what innovators are?  We’re impatient, we believe things can (and should) be better, and we don’t always react that well when other people don’t see what we believe is blindingly obvious.  Sometimes we handle it well but sometimes we fall down (lose our tempers, yell at people, etc.). 

Innovation, especially innovation within an existing company is hard.  We will fall down because we’re trying to do something that’s really hard, drive change.  But we can’t stay down.  We need to pick ourselves up, dust ourselves off, and try again.

Sometimes a good THPPFT can help you get through a rough day

Mom was the silly one.  Dad was the serious one.  So it was a bit surprising when I received this card from Dad a few days before Finals.

He was right.

It’s important to remember that a good THPPFT, or burst of laughter, or *&%$#, or 30-second dance party can get you through a rough day. It breaks up the intensity and the self-imposed seriousness of whatever is happening. 

Innovation, especially Design Thinking, is rooted in child-like wonder – curiosity, creativity, surprise, and joy.  As innovators, if we get mired in the seriousness and stress of work, we will lose the joy and humor required to create and change.  We need a good THPPFT to stay effective innovators.

One final nugget

In previous blog, I’ve mentioned a poem that Dad gave me, probably in HS, that I think about regularly.  I am quite sure that there were times he deeply regretted sharing this with his head-strong, opinionated, and slightly anti-authoritarian daughter, as evidenced by the hand-written note on the paper version – “don’t think you’ll always be right.” 

While I was right that I would never use calculus (or physics or chemistry) after school, he was right to share this with me.  And now I share it with you:

Will The Real You Please Stand Up?

Submit to pressure from your peers and you move down to their level.

Speak up for your own beliefs and you invite them up to your level.

If you move with the crowd, you’ll get to further than the crowd.

When 40 million people believe in a dumb idea, it’s still a dumb idea.

Simply swimming with the tide leaves you nowhere.

So if you believe in something that is good, honest, and bright –

stand up for it.

Maybe your peers will get smart and drift your way.

– Edward Sanford Martin