Innovation and adaptive problem solving is messy, it requires an ability to deal with ambiguity and uncertainty. The design process offers generative and evaluative methods towards meaningful solutions. Stakeholders invested in this process must be willing to give their time and energy as they explore possibilities without jumping to one solution too quickly. 

People don't invest in products and services long term based on convenience or features, they invest in experiences that offer their lives meaning. The world revolves around intrinsic experiences that resonate with our motivations, desires and values.  Meaningful experiences are why people still go to live performances when HD and surround sound exist at home, it's why people will wait in line for a pair of Air Jordans when there are plenty of other shoe options to purchase from. Think Virgin, Disney, Facebook, Steve Jobs, Jordan, Oprah, they all tap into a core experiential value that resonates with their customers.

Far too often we try to sell ideas with the tangible and obvious. We try to solve adaptive challenges focusing on the what or how with not attention given to the why. Transcendent companies, leaders, and ideas all have one thing in common, they lead with the why. Human beings mobilize around purpose and meaning, companies like Apple and leaders like MLK let their core conviction guide their ideas, actions and strategies. Identifying the why is challenging work but worth it in the long run.

Solving a technical challenge is like target practice, trying to reach a specific outcome. Solving for an adaptive challenge is like using a compass, incorporating key elements to navigate through ambiguity and ultimately land in area with ideal outcomes. When solving for adaptive challenges, strategic conversations serve as a catalyst or momentum in appropriate times of convergence on ideas, perspectives and decisions. A successful strategic conversation energizes the parties involved and creates alignment around the best direction towards solutions.