The answer to the latter yields a whole series of arguments and objec- tions, which in all cases can lead to conflict and stagnation. They can lead to endless discussions and turn a pas- sion into a stalemate. To avoid this pit- fall of disagreement and arguments, we have developed, in the course of years, easy child-like techniques. (Children by nature know how to adapt reality. They will just pretend and are clever in trust- ing and believing that self-created reality.) For example, by disagreeing with everything, we can consciously seek and find as many contradictory arguments and perspectives as possible: not to frus- trate the realization of something ideal, but rather to view the ambition from as many angles as possible. This enables a break-through and helps refine the objections and dilemmas. We can also magnify things by boasting or by lying about the situation.
We have learned that we need to find the pain threshold beyond pretense. Which is where that glass ceiling shatters. We are afraid of pain, but through it we will automatically reach the deeper layers of the unconscious. We will stop arguing, and instead start to feel that we really want to change. We first need to submerge the ball deep underwater to make it surge up to a new reality. It gives a creative flow, stimulates quantum cre- ative images and deceives problem-solv- ing orientation into something really transformative.
The objections, the ifs and the buts which can be so frustrating in other situations are now revealing. What does an organization believe in and what does it not believe in? How much self-confi- dence does it have and where does it see its boundaries? Making a list of limitations shows where tension really lies. It reveals the glass ceiling of limiting beliefs that keeps the organization from growing.
Logical and linear thinking work in line with an existing reality and do there- fore not bring truly innovative solutions, nor that higher level. Rational argumen-tation underpins and reinforces existing beliefs but does not refute them. You can fool beliefs—even your own—or expose them through humor. How? Becausethrough play-acting, humor and imagi- nation, the limitations of rational think- ing are released. That rational thinking only leads to more ifs and buts.
Humor traverses dilemmas and com- plexities. Humor opens serious issues, problems and dilemmas to discussion. Perhaps, you might not yet be able to solve them, but it will certainly take you a great deal further. By definition, a dilemma is unresolvable and with facts you can not destroy convictions. The only thing you can do is to mag- nify the dilemma or the belief until it is absurd, like comedians do. Is an issue too serious to discuss? Try humor. Do you need imagination or freedom of thought? Humor or at least light-heart- edness helps you liberate yourself from the straitjacket of analytical thinking. Humor liberates us from beliefs which hold both our relationships and way of thinking hostage. There are unwritten rules of doing business. Preparatory talks should be friendly and light- hearted, but the final closure of the deal, serious and full of weight. Business and pleasure do not go together, they say. But what about Einstein and Feynman then, who conducted important business and yet were playful and humorous? You can use humor precisely as a means of softening preconceived notions which keep business relations stuck in one place. Light-heartedness can be used to change relationships, to create a common ground and to initiate concepts which would otherwise be held back by shared limiting beliefs. Humor, light-heartedness and play, openness, connection and creativity: they create links, a common ground, set a new course and get things done.
Looking for and finding a solution at a higher level, without the classic limita- tions associated with linear thinking, is what I call quantum creativity. Quantum-creativity starts with really feeling what you have imagined, with play and fantasy. We will fool our linearly thinking, searching minds. We will connect mul- tiple perspectives and revise so-called reality. Such a reality, for example an existing corporate culture, can be a mere fabrication, a lie. Quantum creativity allows (other) possible truths to break through in order to maintain an openness which is not immediately filled with yet another alleged, limited reality. Instead, we enter a virtual reality: a make-believe reality full of unlimited possibilities, which sends the same sensory stimuli to our brains as physical reality does. It enables us to come up with the most brilliant, creative, visionary and strategic insights. And it grants us the energy with which to bring all these new insights into practice and to full maturity. What makes it appealing and easy is that quantum creativity comes so naturally to us.
Because quantum creativity is child’s play: playing with ‘reality’, exploring the area between make-believe and reality. Once the game is understood, we can step outside the boundaries of reality, create an imaginary one, give it form and, if necessary, drop back into the original one, or—from our ideas or intuition—choose the new one, just as we see fit. The boundaries between the original reality and the imaginary one have been mutually agreed upon, just like children do. This childlike view is still free of preconceived notions or assumptions about reality. For example, a family on holiday is on its way to a resort. On arrival they stop at the bar- rier. Daddy says, “great, we are here.” One of the children asks, “are we going to prison...?” The barrier is raised.
Quantum creativity is a form of creativity where you let go of a limiting belief and exchange it for an entirely new reality. To do so, you can remove roles and positions. Or you can have people forget those roles and positions. I remember such a session. As soon as the management of a large insurance com- pany had forgotten its role, it shouted, even during the session: “fire this management!” Which was the best idea that afternoon.