Cast of “Whose Line is it Anyway?” (Courtesy: ABC Studios)

One of the most effective ways to kill the energy of an improv performance is to disavow something that just happened. That’s why performers live by the mantra “Yes, And”: it guides new entrants to accept what has happened (“Yes”) and expand upon it with their own ideas (“And”). This principle is highly relevant in business, especially in brainstorming sessions. It helps facilitators acknowledge contributions while creating space for others to build on them, fostering an environment where new ideas can grow without fear of dismissal.

Example 1: Brainstorming Sessions

Consider a startup team brainstorming new product features. When someone suggests an idea, a “Yes, And” response would be: “Yes, integrating a feedback system is great, and we could also include real-time notifications to enhance user engagement.” This approach not only acknowledges the initial idea but also builds on it, encouraging further creativity.

In contrast, a “Yes, But” response might sound like: “Yes, integrating a feedback system is good, but it might be too complex to implement.” This immediately shuts down further exploration of the idea, potentially stifling innovation. To avoid this, encourage team members to withhold criticism during the initial ideation phase and focus on expanding ideas instead.

Example 2: Customer Feedback

Another scenario is handling customer feedback. A founder who practices “Yes, And” thinking might say: “Yes, our customers are requesting more customization options, and we could survey them to find out exactly what they want.” This not only validates the feedback but also takes proactive steps to address it.

On the other hand, a “Yes, But” thinker might respond: “Yes, our customers are requesting more customization options, but we don’t have the resources to develop them right now.” This response can demoralize the team and disregard valuable customer insights. Instead, founders should encourage a solutions-oriented mindset, looking for ways to make incremental improvements even if immediate implementation isn’t possible.

Example 3: Team Collaboration

In team meetings, practicing “Yes, And” can transform the dynamic. For instance, when discussing a marketing strategy, a team member might propose a social media campaign. A “Yes, And” response could be: “Yes, a social media campaign is a good start, and we could amplify its reach by collaborating with influencers in our industry.” This approach fosters a collaborative atmosphere where everyone feels their contributions are valued.

Conversely, a “Yes, But” response such as: “Yes, a social media campaign is a good start, but our budget might not support it,” can dampen enthusiasm and hinder the flow of ideas. To cultivate a more open environment, leaders should focus on possibilities first and address constraints later.

Overcoming “Yes, But” Thinking

Recognizing and overcoming “Yes, But” thinking requires self-awareness and deliberate practice. If you find yourself frequently responding “Yes, But”, it might be helpful to apply one of these techniques:

• Pause Before Responding: When you hear an idea, take a moment to consider it fully before responding. This pause can help you shift from a defensive mindset to a more open one.
• Frame Criticism Positively: Instead of outright dismissing an idea, frame your concerns in a way that still encourages discussion. For example, say, “That’s an interesting idea. What challenges might we face in implementing it, and how can we overcome them?”
• Encourage Diverse Perspectives: Create an environment where diverse perspectives are valued. This can be done by actively seeking input from different team members and encouraging them to build on each other’s ideas.
• Reflect on Past Decisions: Look back on previous decisions where “Yes, But” thinking may have prevailed. Reflect on how a “Yes, And” approach might have led to different outcomes, and use these insights to guide future interactions.
• Practice Active Listening: Fully engage with the person presenting the idea, showing genuine interest in their perspective. This not only makes them feel heard but also opens you up to new possibilities.

Conclusion

Adopting a “Yes, And” mindset can transform a startup’s culture, driving innovation and collaboration. By acknowledging and building on ideas, rather than dismissing them, founders can create an environment where creativity thrives and the team feels empowered to contribute. Overcoming “Yes, But” thinking takes practice and self-awareness, but the benefits of a more open and dynamic approach are well worth the effort.