Unintended Consequences

When to use Unintended Consequences

Use this method when you need to spark innovative thinking around new business models or explore potential disruptions caused by emerging technologies. It's particularly useful when a team is stuck in conventional thinking and needs a fresh perspective.

What it solves

Lack of creative ideas, overlooking potential market disruptions, limited understanding of technology's impact

How to run Unintended Consequences, step by step

1. (5 minutes) Divide participants into groups of 3-5. Introduce the concept of 'unintended consequences' using a compelling example. Explain that the goal is to generate new business ideas based on this concept.
2. (5 minutes) Each group brainstorms and lists at least five new technologies or businesses on sticky notes (one per sticky note). Encourage them to consider technologies used by demographics different from their own.
3. (10 minutes) For each technology, groups brainstorm at least three unintended consequences and write them on separate sticky notes (one per sticky note). Encourage creative and unconventional thinking.
4. (12 minutes) In their groups, participants ideate new business models based on each unintended consequence. Emphasize that there are no bad ideas at this stage.
5. (Remaining time) Each group shares their most interesting and viable new business models with the larger group. Facilitate a discussion about the potential and implications of these ideas.

Materials needed

• Sticky notes
• Pens
• Timer
• Whiteboard or virtual whiteboard (Miro, Mural)
• Example story or case study about unintended consequences

Facilitator tips

• Encourage participants to think broadly and creatively, avoiding judgment during the brainstorming phases.
• Adjust the number of technologies and consequences based on the group size and available time.
• Remind participants that even seemingly 'bad' ideas can lead to valuable insights and innovations.

Common pitfalls

• Participants struggling to think beyond the obvious consequences. - Provide more examples and encourage 'what if' thinking.
• Groups getting stuck on one technology or consequence. - Encourage them to move on and explore other options.

Variations

• Focus on a specific industry or technology trend.
• Have participants research real-world examples of unintended consequences before the session.
• Use a different ideation technique, such as SCAMPER, to generate new business models.

Running it online or hybrid

Use a virtual whiteboard like Miro or Mural for brainstorming and capturing ideas on sticky notes. Facilitate sharing and discussion via video conferencing.

What it produces

A list of potential new business models based on unintended consequences of existing technologies.

Origin

Adapted from Hyper Island — source

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