A radical problem-solving system.

Think Wrong is the radical problem-sovling system that helps you overcome the orthodoxies, biases, and assumptions of the status quo and delivers the insights and killer solutions for what’s next.

Six Think Wrong Practices guide you to escape now—and invent what might be.

 

Taking the bold path.
All of us find ourselves on the predictable path of how things have been, how things are, and how they will be. This status quo is forged by the synaptic connections in our brains and our culture.

But, if you dare to look beyond the status quo, to imagine different outcomes than the one the predictable path leads to. You need to forge a bold path.

You must fight the powerful biological and cultural forces that conspire to force you back onto the predictable path.

Our Think Wrong Practices and Drills empower you to blaze your own bold path when it matters most—and to resist the biological and cultural forces trying to snap you back to business as usual. 

Right approach, wrong problem.
When we are certain which problem to tackle, and we know how to solve it, Think Right Practices are useful. They help eliminate waste, improve quality, scale solutions, and increase productivity.

But Think Right Practices provide the answer to a very small subset of challenges—those for which we are certain of the problem and know the solution. Thinking right is wrong when we’re seeking solutions beyond the status quo.

When it comes to discovery, innovation, and changing the game, adopting the mindset of a scientist or an artist with a hypothesis is much more likely to yield insights and new possibilities than conventional, think right business practices. To successfully navigate the uncertain and unknown, we need new language, new frameworks, new techniques, and new tools. 

Your brain is conspiring against you.
The human brain is amazing. It locks in what we experience and learn on the fly. This learning builds neural pathways that enable us to make quick, shortcut decisions and to take action without thinking or having to relearn simple tasks—the downside is we too often jump to predictable A to B answers.

The complications that arise from how we’re biologically wired are compounded when a collection of brains works this way. Group think becomes group belief. Group belief becomes dominant culture. What’s acceptable, normal, and expected conspires against anything that lies outside of “what is.”

If we want to move off pathways that lead to predictable outcomes, we need to trick our brains. We need to let go of our own and our cultural beliefs, biases, orthodoxies, and assumptions. We need to start solving from a brand-new place.