Generating Better Options

1. Why Too Few Options Lead to Poor Decisions

Decisions made with only one or two alternatives are rarely sound, they’re reactive. Teams start with the first idea, maybe discuss a second, and then choose the “better” compromise. As a result, bold or impactful solutions often remain unseen.

2. The 3 Thinking Traps That Lead to the Option Trap

Poor decisions often start with good intentions, and end in familiar thinking traps that go unnoticed. Here are three particularly dangerous patterns:

• Framing Trap: The decision question is framed too narrowly. Instead of: “What do we do with Feature X?” ask: “What’s our actual goal, and how could we achieve it?” Narrow framing limits the number of ideas.
• Confirmation Bias: We tend to only take arguments seriously if they support our existing view. New or uncomfortable ideas get ignored or dismissed, even if they have potential.
• Groupthink: When a dominant opinion is in the room, others often hesitate to speak up. This leads to variations of the same idea, not truly distinct alternatives.

These traps are human, but dangerous. They result in teams choosing between too few, often weak options.

3. Goal: At Least 3 Serious, Distinct Alternatives

The rule is simple: If your team is discussing fewer than three options, you haven’t thought far enough. Real variety enables better choices:

• You see differences more clearly
• You reduce the risk of groupthink
• You step outside familiar solution patterns

4. Methods to Develop Bolder, Better Options

Strong alternatives don’t appear by chance, they emerge through deliberate mental shifts. These methods help expand your field of view:

• Reverse Thinking: Deliberately think “the wrong way”: What would be the worst solution? Why would it fail, and what could we learn from that?
• Industry Analogies: How do other industries solve similar problems? For example: gamification like Duolingo, community features like Reddit, subscription models like Spotify.
• Perspective Shift: How would a new user see this? Or someone from design or investor circles? Outside views often spark surprising ideas.
• Reframe the Question: Instead of “What’s the best solution?” → “What exactly are we trying to achieve, and what are the possible ways to get there?” A better question opens up more paths.

5. Real-World Example: 3 Alternatives, 1 Breakthrough

A product team wants to increase user engagement. First idea: Push notifications after inactivity. Sounds logical, quick to build, but risky: Many users find them annoying or disable them completely.

The team decides to explore further, and uses the methods above to develop two more alternatives:

1. Option B: A gamified points system with progress indicators and levels
2. Option C: Monthly email digest with personal highlights and recommendations

All three ideas are compared using a scoring matrix, focusing on impact, effort, acceptance, and measurability.

The result: The email option (C) delivered the highest user satisfaction, best open rates, and a measurable impact on return usage.

6. Conclusion: Decision Power Through Variety

Good decisions don’t happen by luck, but by consciously expanding the playing field. Teams that develop three or more well-founded alternatives decide faster, better, and with stronger team buy-in.

• ✓ Develop at least 3 real alternatives
• ✓ Avoid common thinking traps
• ✓ Embrace bold, unusual ideas

What’s Next?

In the next article, you’ll learn how to evaluate those options objectively, define clear decision criteria, and choose the best one together, without ego battles or gut reactions.

Sources & Notes

Inspired and interpreted from: “On Making Smart Decisions,” Harvard Business Review Press, 2013. This summary reflects our perspective and interpretation.