Why the Questions We Ask Matter
Businesses often stall not because they lack answers, but because they’re asking the wrong questions. Leaders focus on “What’s the fastest fix?” or “Who’s to blame?” when they should be asking questions that open up possibilities.
That’s the power of “How might we”—a simple, three-word question that reframes problems, sparks creativity, and unlocks innovation.
This tool, which you explore in depth in your How Might We book, has become a proven method for reframing complex business challenges into opportunities.
The Structure Behind the Magic
Each word matters:
- How – Invites exploration and discovery. It suggests there are multiple possible answers.
- Might – Introduces flexibility and removes pressure to be perfect. Ideas can be tested.
- We – Signals collaboration. Problems aren’t owned by one person—they’re shared challenges.
This structure transforms the way teams think. Instead of narrowing focus, it expands it. Instead of judgment, it fosters creativity.
Why “How Might We” Works in Today’s Environment
- Complex Problems Need Fresh Thinking
In a world of disruption, yesterday’s solutions rarely solve today’s challenges.
- Collaboration Unlocks Better Ideas
No single leader or department has all the answers. “We” matters more than ever.
- Psychological Safety Encourages Boldness
Employees are more likely to share unconventional ideas when the framing feels safe.
- Innovation Requires Absurdity
As Einstein said: “If at first the idea is not absurd, then there is no hope for it.” This question makes absurd ideas welcome.
Case in Point: The Logistics Company
A logistics firm was struggling with rising delivery costs. Leadership kept asking, “How do we cut costs?”—a narrow question that produced uninspiring answers.
When reframed as, “How might we reduce costs and improve customer experience?” the conversation shifted. Teams suggested route-optimization technology, customer-controlled delivery windows, and partnerships with local pickup locations. Costs fell, and customer satisfaction improved.
Case in Point: The Bank’s Customer Experience
A regional bank faced declining customer satisfaction scores. Leaders asked, “Why don’t customers like us?”—a defensive question that stalled momentum.
When reframed as, “How might we create experiences that make customers love banking with us?” teams suggested new mobile features, branch redesigns, and financial wellness workshops. Within a year, customer satisfaction scores rebounded.
Applying “How Might We” to Common Business Challenges
- Innovation: “How might we uncover new value for customers in unexpected ways?”
- Talent: “How might we attract and retain top talent in a competitive market?”
- Growth: “How might we expand into new markets while strengthening our core?”
- Culture: “How might we build a workplace people don’t want to leave?”
- Customer Experience: “How might we create interactions that surprise and delight?”
How Leaders Can Use “How Might We” Daily
- Start Meetings With It
Replace agendas that focus on problems with reframed challenges.
- Train Teams to Reframe
Help employees practice turning complaints into “How might we” questions.
- Reward Possibility Thinking
Celebrate ideas, even unpolished ones, that emerge from bold reframes.
- Integrate Into Strategy
Use “How might we” questions to shape annual planning and innovation workshops.
The Business Benefits of “How Might We”
- Increased Creativity: Teams feel safe sharing bold ideas.
- Faster Innovation: Reframes create momentum instead of stalls.
- Greater Collaboration: “We” unites departments around shared challenges.
- Resilient Culture: Employees thrive in environments where ideas matter.
A Deloitte study found that organizations with high levels of employee involvement in problem-solving are 3x more likely to outperform their peers in innovation.
Actionable Takeaways
- Shift your language from “Why” and “What” to “How might we…”
- Encourage employees to submit absurd ideas—they may spark breakthroughs.
- Apply “How might we” across strategy, operations, and culture.
- Use it as a leadership tool to reframe frustration into possibility.
FAQs
Isn’t “How might we” too simplistic for complex challenges?
Its simplicity is its strength. It doesn’t solve the problem—it reframes it so solutions can emerge.
What if the ideas generated are unrealistic?
That’s expected. Many “bad” ideas spark the “great” one. Early brainstorming is about volume, not perfection.
How can I introduce this to a skeptical team?
Start small. Reframe one challenge as a “How might we” in a meeting. Show the difference in energy and outcomes.
Conclusion
The questions leaders ask shape the future of their organizations. “How might we” isn’t just a brainstorming tool—it’s a mindset for solving today’s toughest business challenges.
Great businesses aren’t built on having all the answers. They’re built on asking better questions.
