Kelly couldn’t change the nature of the organization, but he could change the nature of the conversation, particularly the beginning of each sentence in the problem- solving process. He didn’t let people start with “We can’t because.” He forced them to start with “We can if.” So, for example, instead of saying “We can’t use that type of new packaging because it will slow the line down,” the person would be forced to say “We can use that kind of new packaging if we run it on someone else’s line.” The flow is maintained, and the group moves on to the next question in the chain (in this case, how to find the right line).

As Kelly notes, “can’t because” is an understandable reaction to a difficult challenge. People are used to putting up their hands to solve a problem they know how to solve; what is much harder, and more unusual, is putting up their hands to solve a problem they don’t know how to solve. And yet that is precisely what is required in constraint-driven problem solving. Without a positive construct to guide the team, the inability to have a ready answer to a difficult question kills the momentum and the flow of exploration. Continue reading →