Businesses often believe success comes from having the right answers. But in reality, it begins with asking the right questions. The quality of your questions determines the quality of your ideas, strategies, and innovations.
Albert Einstein once said: “If at first the idea is not absurd, then there is no hope for it.” That’s the power of possibility-focused questions—they give permission for ideas that seem absurd at first, but groundbreaking later.
One of the simplest yet most powerful tools for sparking innovation is a three-word question: “How might we…?”
Why “How Might We” Works
The magic of “How might we” lies in its structure:
- How → Implies exploration, curiosity, and openness. It signals that we don’t have all the answers yet.
- Might → Suggests possibility rather than certainty, reducing pressure and judgment. It invites experimentation.
- We → Emphasizes collaboration, making it clear the challenge belongs to the group, not a single person.
This framing shifts the conversation from limitation to possibility, encouraging creativity and collaboration instead of blame and defensiveness.
The Psychology Behind Better Questions
Leaders often ask limiting questions:
- “How do we cut costs?”
- “Why are sales down?”
- “Who is responsible for this problem?”
These questions focus on constraints, guilt, or narrow fixes. By contrast, “How might we” sparks imagination:
- “How might we reduce costs and improve customer experience?”
- “How might we reimagine sales instead of just increasing volume?”
- “How might we prevent this from happening again while creating more value?”
The shift is subtle but transformative. Teams feel empowered to generate ideas rather than defend themselves.
Case in Point: The Manufacturer’s Breakthrough
A regional manufacturer was struggling with stagnant growth. Leadership was stuck asking, “How do we sell more units?” The answers were predictable: bigger ad campaigns, more sales reps, discounts. None moved the needle.
When the team reframed the question to, “How might we create more value for our customers?” new ideas emerged. They launched service-based offerings, streamlined customization, and built loyalty programs. Within two years, client retention doubled and growth accelerated.
The breakthrough wasn’t in working harder—it was in asking a better question.
Case in Point: Google’s 20% Time
Google famously allowed employees to dedicate 20% of their workweek to passion projects leading to breakthroughs such as AdSense, Google News, and Search Autocomplete. By encouraging teams to experiment with possibilities, Google transformed “absurd” ideas into billion-dollar products.
How to Use “How Might We” in Your Organization
- Frame the Challenge Clearly
Start with the core issue, then restate it as a “How might we” question. For example, “Customers are leaving after year one” becomes “How might we create experiences that keep customers engaged long-term?”
- Encourage Quantity First
During brainstorming, generate as many ideas as possible without judgment. Absurd ideas often spark the best ones.
- Collaborate Across Departments
Innovation rarely comes from one silo. Involve voices from different teams to expand perspective.
- Prototype Quickly
Turn ideas into small experiments. Testing is cheaper than debating.
- Celebrate Questions, Not Just Answers
Build a culture where curiosity is rewarded. The best questions drive innovation forward.
The Business Benefits of Asking “How Might We”
- Unlocks Creativity: People feel free to suggest unconventional solutions.
- Drives Collaboration: By emphasizing “we,” it breaks down silos.
- Builds Agility: Teams move from stuck to proactive problem-solving.
- Sparks Innovation: Many groundbreaking ideas start as “absurd.”
Accenture research shows that companies with a strong culture of questioning and experimentation outperform peers by up to 5x in revenue growth.
Actionable Takeaways
- Replace problem statements with “How might we” reframes.
- Encourage ideas that seem absurd—they’re often seeds of breakthroughs.
- Involve cross-functional teams in brainstorming sessions.
- Use rapid prototyping to test bold ideas quickly.
- Create rituals (e.g., starting meetings with a “How might we” question).
FAQs
Isn’t “How might we” too simplistic for complex business challenges?
No—its simplicity is the point. It cuts through noise and reframes issues in a way that invites creativity.
What if the ideas generated are unrealistic?
That’s expected. Many “bad” ideas spark the “great” one. The goal is volume, not perfection, in early stages.
How do I introduce this to a skeptical team?
Start small. Use it in one meeting to reframe a problem, and show how it sparks different thinking. Success will build momentum.
Conclusion
Innovation doesn’t come from having the right answers—it comes from asking the right questions. “How might we” is a deceptively simple but profoundly powerful tool that helps leaders and teams unlock creativity, collaboration, and breakthroughs.
The businesses that thrive tomorrow are those asking better questions today.
