We’ve all heard it before: “That’s a good idea, but…”. The moment those words are spoken, the energy in the room shifts. Instead of exploring potential, the focus turns to roadblocks. This subtle habit may be one of the biggest killers of creativity.

To replace it, innovators and facilitators now use the How Might We (HMW) approach- a simple but powerful framing tool that keeps momentum alive by turning critique into curiosity.

What Does “How Might We” Mean and Why Is It Better?

An HMW statement is essentially a question that reframes challenges as opportunities. Instead of highlighting why something can’t be done, it asks how it might be done. For example:

Instead of: “It’s a good idea, but we don’t have the budget.”

Try: “How might we free up the budget to make this idea happen?”

This small change nurtures an innovation mindset, creating room for exploration, flexibility, and collaboration. In design thinking, “how might we” is a standard entry point for ideation because it encourages divergent thinking before moving toward solutions.

How “Yes, But” Shuts Down Creativity

The psychology behind “yes, but” is rooted in threat perception. People interpret the “but” as rejection, which undermines psychological safety in teams. When individuals feel their contributions will be dismissed, they stop sharing ideas. Over time, this erodes innovation culture and reduces risk-taking.

Creativity and subsequent innovative breakthroughs thrive when team members feel safe to suggest unusual or unfinished ideas. Shutting them down too quickly shifts the brain into defense mode, leading to conformity rather than innovation.

The Neuroscience of Creative Framing

Research in neuroscience and organizational psychology supports the impact of positive framing. When teams use phrases like “how might we,” they trigger the brain’s reward and curiosity circuits, releasing dopamine, a chemical associated with motivation and creative thinking.

Conversely, the phrase “yes, but” triggers a subtle threat response in the amygdala, which limits the brain’s capacity for innovative thought. This is why even well-meaning feedback can instantly deflate creative energy if phrased poorly.

Encouraging “how might we” questions helps the brain stay in exploration mode, curious, engaged, and ready to build on ideas rather than reject them.

When Should We Use HMW Statements?

The best time to use HMW is during brainstorming techniques or early idea evaluation. At this stage, the goal is divergence, generating many possible approaches. An HMW statement preserves momentum by framing obstacles as opportunities.

Later, in the convergence stage, HMW questions help prioritize. For instance:

    • “How might we solve this with the least resources?”

    • “How might we make this work within three months?”

This balances creativity with realism, keeping teams aligned without discarding bold ideas prematurely.

How to Write Strong HMW Statements

A strong HMW statement is specific enough to spark direction but open enough to invite options. Here are some simple templates:

    • “How might we improve ___ for ___ without ___?”

    • “How might we reimagine ___ to achieve ___?”

    • “How might we reduce ___ while increasing ___?”

Examples:

    • “How might we improve customer onboarding without adding complexity?”

    • “How might we reimagine office space to foster collaboration?”

These structures support opportunity framing and challenge mapping, helping teams ensure they are solving the right problem before jumping to solutions.

From Divergent Ideas to Convergent Decisions

Once a wide set of ideas exists, teams need to narrow down. Here, facilitation techniques are critical. Facilitators can use dot-voting, impact/effort matrices, or scenario testing. Importantly, critique should remain constructive: focus on feasibility, not personal judgment.

To sustain energy, facilitators can remind teams that the goal is not to find the perfect idea immediately, but to identify the most promising options worth testing. This ensures reframing problems doesn’t become endless debate.

Creating Psychological Safety for Brainstorming

Ground rules make or break creative sessions. Teams should adopt guidelines such as:

    • No immediate judgment. Questions must build, not block.

    • Equal airtime. Everyone contributes, not just extroverts.

    • Document everything. No idea disappears without acknowledgment.

In hybrid or remote workshops, digital whiteboards and structured turn-taking maintain inclusivity. Leaders can model the habit by replacing “but” with “yes, and” or HMW framing in everyday meetings. Over time, this builds an innovation culture where people feel ownership of ideas.

Sustaining the Habit

Like any practice, HMW needs cadence and follow-through. Teams can start meetings by reframing one obstacle into an HMW question.

Leaders can rotate ownership, ensuring everyone practices this style of thinking. When organizations embed this into regular rituals, creative problem solving becomes second nature.

Turning HMW Into a Daily Practice

For HMW to truly transform creative culture, it must become more than a workshop exercise. Teams can integrate it into daily habits:

    • Begin every meeting with one HMW question.

    • Encourage leaders to model “reframing language.”

    • Use HMW statements in project briefs or retrospectives.

    • Celebrate people who turn blockers into opportunities.

Small language habits accumulate. Over time, they redefine how teams think, communicate, and solve problems together.

Embedding HMW in Leadership and Culture

When leaders adopt HMW thinking, it sets a tone across the organization. Instead of saying “We can’t,” leaders can model curiosity:

    • “How might we make this happen with limited time?”

    • “How might we test this safely before scaling?”

This not only unlocks solutions but builds psychological safety, trust, and shared purpose. Over time, the “How Might We” mindset becomes a cultural habit — one that transforms meetings, strategy, and collaboration into spaces for possibility rather than resistance.

Final Thoughts

Good ideas are fragile, and “but” statements often kill them before they grow. By deliberately adopting the How Might We approach, teams shift from blocking to building. It’s a way of cultivating an innovative culture, ensuring every idea gets a chance to breathe, evolve, and possibly transform into something extraordinary.

When we choose curiosity over criticism, we create space for innovation to flourish. “How Might We” isn’t just a question but a mindset that turns potential into progress. Every time we ask it, we invite possibility, collaboration, and the next breakthrough to emerge.
Turn insight into action and build an innovation routine that sticks by taking the first step and contacting Basadur Applied Innovation.

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