Despite the energy and effort you and your team pour into trying to innovate, it often feels like there’s no real progress. When new challenges and opportunities arise, you aspire to chart a bold new course. Perhaps your company has created brainstorming spaces, hired external creative talent, or made innovation a core value. But still, creativity stagnates and innovation remains a buzzword instead of a breakthrough.

Why does this happen? Because it’s not about the spaces or the speeches. These are surface-level solutions that only address symptoms. The real obstacle is the way we think. It’s no one’s fault; it’s neuroscience.

The brain’s built-in barrier to innovation

Our brains are wired with a negativity bias, a subconscious focus on potential risks and problems before anything else. When confronted with a new idea, the knee-jerk reaction is “Yes, but...” followed by an avalanche of reasons why it won’t work. This instinctive reflex isn’t a flaw in your team. Nor is it a lack of ambition or ability. It’s neuroscience at play. However, you can override this instinct and reframe how your team engages with new ideas.

Imagine having a powerful navigational tool to guide you toward innovative solutions and to ensure that your brain doesn’t automatically set up roadblocks. The GPS (great problem-solving) system rewires subconscious, instant rejection into a deliberate process that uncovers hidden opportunities and drives creative thinking.

The GPS system: A new way to navigate creativity

GPS is both a structured tool and a mindset that transforms how teams generate, evaluate, and refine ideas. Instead of shutting down new thinking, it keeps the doors to innovation open.

How it works

G = Great (identify what’s good)

Anytime an idea is proposed, start by identifying everything that could be great about it before identifying the challenges. This is the part your brain will naturally skip, if you allow it, so you must make the conscious choice to turn off the “Yes, but....” Remember that you will deal with the problems in a moment. But first we’re going to identify the possible good. Even if the idea isn’t fully formed, there are always elements that hold potential. The goal is to make a long and diverse list of those elements.

Consider questions like:
• What might be beneficial for the organization?
• What might create value for customers?
• What parts are particularly interesting?

By beginning with possibility rather than problems, you set the stage for solutions rather than roadblocks.

P = Problem (articulate challenges as questions)

Now that the potential of the idea is clear, it’s time to address the challenges. However, rather than simply listing what’s wrong (the typical way we respond), reframe each challenge as a problem-solving question, starting with phrases like “How to...?”
• How can we make this idea more affordable?
• What are all the ways we might address this obstacle?
• How might we modify this idea to make it faster?

By shifting from statements of limitation (“This won’t work because…”) to questions of possibility, the conversation stays solution-focused rather than dismissive.

S = Solving (adapt and improve)

Finally, identify the most pressing problem(s) and generate solutions. The idea isn’t static; it must evolve to be improved. Modify it, tweak it, or even let it simply inspire an entirely new concept while retaining elements of what made it valuable. The key is to retain something from the Great list while adapting the idea to solve the challenges in the first draft.

A practical example: Rethinking the zoo experience

To see GPS in action, consider this thought experiment. Imagine you’re part of a team designing new exhibits for a zoo. Someone suggests an idea called “Suddenly Bears!” As you walk through the zoo, a bear suddenly appears, just mingling among the people. Rather than instantly dismissing this seemingly dangerous idea (as most teams might), applying GPS thinking would look like this:

G (great): It’s surprising and exciting. It would create a memorable, shareable experience for visitors. It might increase engagement and ticket sales. It could provide new opportunities for education about bears.

P (problem): Instead of saying, “That’s dangerous,” reframe it: How might we safely create the surprise of suddenly encountering a bear?

S (solving): Potential adaptations emerge. A virtual-reality bear experience. Baby bear encounters. Visitors walk through a glass tunnel in the bear enclosure. A safari-style ride through a bear habitat. The original idea might shift, but some great elements of it remain, leading to truly innovative solutions.

Why GPS works

The way our brains naturally respond to new ideas—by first identifying the problems—shuts down unconventional ideas before they have a chance to develop. The GPS system ensures that great ideas aren’t dismissed prematurely.

Here’s why it’s so effective.

Preserves innovation: Starting with the potential prevents great ideas from being discarded too soon.

Promotes practicality: GPS encourages refining ideas to make them possible.

Builds collaboration: Every idea becomes a shared team effort, fostering buy-in and ownership.

Increases efficiency: GPS keeps discussions focused and productive, allowing for rapid iteration and problem-solving.

Encourages psychological safety: People feel more comfortable sharing unique ideas when they know the discussion will focus on building rather than breaking.

Charting a new course for innovation

Innovation isn’t about isolated genius or waiting for inspiration to strike. It’s about systematically creating an environment where new ideas can thrive. The GPS system provides a structured yet flexible approach to navigating challenges and unlocking creativity. By shifting from a reflexive “Yes, but...” to an intentional “How might we...?” you transform your team into a powerhouse of creative problem-solving. This treasure trove of creativity isn’t buried. It’s hidden in plain sight, just waiting to be uncovered. It’s time to stop saying “Yes, but...” and start mapping out “What’s next?”