The Power of Positive Framing: How Renaming a Suggestion System Transformed Our Idea Culture

Two Monks on a Motorcycle: Corporate Zen Stories

Day 24

In the fast-paced world of start-ups, innovation is crucial for survival. Years ago, we had the opportunity to learn from an organization that had successfully implemented a suggestion system, one that allowed them to crowdsource ideas and insights from their employees for organizational growth. Inspired by their success, we introduced a similar initiative in our start-up retail organization, hoping it would serve as a platform for innovation and improvement.

However, our initial experience was far from what we had envisioned. Participation was low, and the few suggestions that came in largely revolved around personal grievances. While we were committed to addressing these issues, we wanted to shift the focus toward ideas that would drive organizational development and transformation. We needed a system that sparked creativity, not just complaints.

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Turning the Tide: Building Engagement

To tackle the low engagement, we rolled out several interventions: robust communication campaigns, town halls, and focused discussions with various teams. Slowly but surely, participation picked up. However, despite the increase in the number of suggestions, the nature of the feedback remained overwhelmingly personal—employees primarily shared their concerns and complaints rather than proposing innovative ideas.

At this point, it was clear that something needed to change. Our team reflected on how we could reframe the system to encourage the kind of ideas that would drive meaningful change and growth. That’s when we realized the power of words.

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The "One Good Thing" Experiment

After much deliberation, we decided to rename our suggestion system to something that would subtly shift the focus from grievances to positive, solution-oriented contributions. We called it "One Good Thing." This simple yet powerful change had an almost immediate impact. The name now invited employees to share ideas that could lead to positive outcomes—whether for the organization, a department, or even the individual employee. The change in mindset was palpable. With "One Good Thing," employees were encouraged to focus on what could be done rather than what was wrong.

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Shifting the Narrative and Reaping the Rewards

The results of this rebranding were remarkable. The suggestions that once centered around personal issues began to evolve into creative, actionable ideas that could genuinely improve the organization. Whether it was a new process to streamline operations, an initiative to enhance customer engagement, or a unique approach to team collaboration, the ideas coming in now reflected the innovative spirit we had been aiming for from the beginning.

What made the "One Good Thing" initiative so effective was the underlying shift in perspective. By asking employees to think about one positive contribution they could make, we fostered a culture that thrived on solutions rather than problems. The platform became a space for collaboration and co-creation, where employees at every level felt empowered to contribute meaningfully to the organization’s growth.

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The Power of Positive Framing

The success of "One Good Thing" taught us a valuable lesson in the power of framing. While we had spent months trying various interventions to stimulate participation and creativity, it was a simple change in how we framed the initiative that made the most significant difference. People respond not just to the opportunity to share their thoughts but also to the way they are invited to participate.

This shift not only increased the number of ideas we received but also improved the quality of those ideas. By focusing on positive outcomes, we unlocked the full potential of our team’s creativity and co-created many meaningful organizational interventions that propelled our startup forward.

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Building an Idea-Driven Culture

Looking back, the success of "One Good Thing" was not just about renaming a suggestion system; it was about creating a culture where positivity and innovation flourished. By reframing the way, we sought input, we empowered our employees to think beyond their immediate concerns and contribute to the larger vision of the organization.

Ultimately, innovation in any organization depends not only on the tools we use but also on the environment we create. By fostering an ecosystem that encourages positive, solution-focused contributions, organizations can crowdsource the kind of ideas that lead to lasting growth and success.