When it comes to driving innovation, leaders often focus on generating a high volume of ideas, believing that more options increase the likelihood of success. While idea quantity certainly plays a role, it’s not the only factor. In fact, the key to fostering true innovation lies not just in the sheer number of ideas but in their diversity. The most innovative leaders understand that cultivating a wide variety of ideas, or "idea range," is equally if not more important than idea volume.
This approach taps into divergent thinking—creatively exploring a broad spectrum of possibilities, rather than relying solely on a multitude of similar ideas. In this article, we’ll explore the balance between idea volume and range and how embracing both can help leaders create the conditions for groundbreaking innovation.
At its core, innovation begins with an idea, but not every idea is innovative. This is where many brainstorming sessions fall short. While the practice of generating numerous ideas is valuable, it doesn’t automatically lead to innovative breakthroughs. Research shows that simply having a large number of ideas (what we can call "idea volume") is not sufficient to drive innovation.
Harvey Seifter and Fred Mandell of Creating Futures that Work have discovered that the leaders most successful at driving innovation do more than generate many ideas—they also produce a broad variety of ideas. This "idea range" involves thinking outside conventional boundaries and applying divergent thinking techniques. It’s about exploring possibilities from different angles, perspectives, and disciplines.
Leaders who foster idea range are adept at solving problems through imaginative, wide-ranging, and non-linear approaches. This diversity of thinking allows them to synthesize new solutions, interpret complex issues, and make decisions that push their organizations into new realms of opportunity.
Just as a singer’s ability to project their voice (volume) is enhanced by their ability to hit various notes across a range of scales (range), the same is true for innovation. The most innovative leaders don’t just aim to come up with a lot of ideas; they actively seek out different types of ideas. They know that by cultivating a wide range of options, they are more likely to stumble upon the ones that can truly drive transformation.
The power of range in innovation is especially evident when leaders involve others in the creative process. By engaging diverse perspectives, experiences, and backgrounds, leaders can significantly expand the idea pool. Collaboration fosters a richer range of ideas, as each participant brings a unique lens to the problem. It’s like having multiple minds working together to hit all the right notes, expanding the possibilities for innovative solutions.
To expand idea range, leaders need to go beyond traditional brainstorming techniques and ask probing questions that challenge assumptions and encourage deeper thinking. Senior executives looking to cultivate a wider variety of ideas can benefit from asking:
How are we thinking about, describing, or characterizing the situation?
What assumptions are we making?
How might we reframe our thinking and assumptions?
These questions prompt a deeper dive into both the problem and the potential solutions. By probing beyond surface-level assumptions, leaders can uncover insights that may not have been immediately apparent. This exploration can reveal new dimensions, add nuance to the situation, and ultimately expand the range of ideas being considered.
For example, questioning assumptions often unveils biases or blind spots that may be limiting the scope of possibilities. Flipping assumptions on their head can lead to entirely new perspectives, revealing opportunities that had previously been overlooked.
Reframing assumptions doesn’t just expand idea range—it also ignites creativity and imagination. When leaders challenge themselves and their teams to reimagine what’s possible, they open the door to innovative breakthroughs. This process often leads to "aha" moments, where previously hidden connections or solutions come to light.
Incorporating experiential learning activities, such as arts-based workshops, can further enhance this creative exploration. These activities encourage participants to step outside their usual ways of thinking, helping them discover new approaches to problem-solving. Plus, they make the process fun and engaging, boosting overall creativity.
Once leaders have explored a broader range of ideas, it’s essential to rethink how they measure success. Rather than simply counting the total number of ideas generated, leaders should also focus on the number of distinct categories or types of ideas. This metric provides a clearer sense of how diverse the thinking has been and how well the team has expanded the range of possibilities.
The best innovators aren’t just prolific idea generators—they are skilled at generating a wide variety of ideas. By encouraging creativity, curiosity, and collaboration, they consistently apply divergent thinking across all aspects of their work. This, in turn, leads to richer, more innovative solutions.
Yes, innovation starts with an idea—but for that idea to truly spark innovation, it needs to be part of a larger, more diverse collection of ideas. The combination of high idea volume and wide idea range creates fertile ground for innovation to take root and grow.
Leaders who want to drive meaningful change in their organizations must focus on cultivating not just more ideas but different ideas. By actively engaging diverse perspectives and embracing both volume and range, they can create the conditions necessary for true innovation to flourish.