Labeling something as “impossible” can be performative and deprive businesses from promising ideas, by activating limiting mental models and self-fulfilling prophecies. Adopting an “everything may be(come) possible” thinking as the default option can lead businesses to discover unexpected and valuable directions and make the world a better place. This paper aims to propose practical insights to harness the power of “impossible” thinking such as considering impossibility as a current and temporary state, adopting an unconventional mindset and redirecting the reflection on what is needed to make the idea possible. Falling in love with any impossible target is obviously not without downsides.
This paper discusses conceptually how adopting an impossible thinking approach can help business to discover unexpected and valuable directions.
The authors caution managers on the inappropriate use of the “impossible” label that can be performative, activate a limiting mental model, lead to a self-fulfilling prophecy and deprive businesses from promising ideas. This paper proposes ways by which the power of impossible thinking can be harnessed to make a difference.
Discarding impossible ideas seems perfectly justified from a logical or cultural viewpoint while constituting simultaneously a bad decision from a business viewpoint. The generalization of authors’ insight must be undertaken with caution, given that harnessing the power of impossible does not mean to fall in love with any impossible idea.
Learning to not neglect seemingly impossible options and sometimes to reveal them can lead to sustainable competitive advantages.
While generating a competitive advantage for the concerned companies, implementing impossible ideas can also contribute to make the world a better place.
The authors identify some mechanisms that can make impossible thinking beneficial and profitable for companies. These insights can help managers to nurture an environment that facilitates the emergence of pathbreaking advances.
Authors are very grateful to Naoufel Mzoughi and several other colleagues for their feedback. Authors also thank the Journal of Business Strategy for its help in improving the manuscript. The usual caveat applies.
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