 Hey everybody, Jonathan here from AJ & Smart, and today you're going to see a clip of a super common question that people ask myself and Jake Knapp about the design sprint all the time, and it's a super common problem that comes up in the sprint, and it is, what happens if you go into a sprint and the client already has a really clear idea of what they want to do, and they're so stubborn, they're so fixated on it that they don't kind of consider other options within the sprint from other team members, so what happens when you're about to run a sprint and let's say the product manager is like, look I already know what I want to get out of this. The clip you're about to see, you'll see it's kind of like a different camera, different quality, everything. The reason for that is that it's from our design sprint masterclass, it's an online course, the clip is straight from that, and the part of the course that you're about to see is just a Q&A with myself and Jake Knapp, the author of Sprint, and I hope you enjoy it, I hope you get something out of it, and see you at the end of the video. Deetree asks, what do you do if the client comes to the sprint with an already very clear preconceived idea of what they want to create? Okay, so this is a question that I love because it actually gets at something that's really important that I sometimes forget to mention about the sprint, you don't have to come up with the idea in the sprint, it's really not that, I mean honestly like the chances that you're going to come up with the best idea ever for your product in the course of, let's compare a group brainstorm and a design sprint and like all the time in the world, like you've been working on the company for, you know, months and months and months. So chances you're going to come up with a great idea in like the 30 minutes you do a group brainstorm typically, which is what most companies typically do when they're trying to come up with solutions, pretty slim, like the chances of the best idea ever going to come in that time pretty slim, especially since you have like in 30 minutes, you have like 10 seconds to actually think, you know, when you're not listening to other people shout. So group brainstorms don't work so well. Sprint gives you like, you're going to have probably two days, you know, to really kind of think quietly, think about that solution formulated, that just gives you definitely a much better chance. All the time in the world leading up to it, that's probably where some of the best solutions come from. When somebody comes into the sprint, they've already got a solution, it may have been something that the team's already considered or maybe even tried and didn't quite work. Maybe the timing was wrong. Maybe the person who presented it originally didn't do a good job. Who knows? But if you take an old idea and then you use the sprint, which is this catalyst for people to take action, you bring that idea back, like sometimes those are the most effective solutions. So from my standpoint, if I'm facilitating with a team and they've got an idea that they're super gung-ho about it, I'm like, great, like you had time to think about that. Let's do it. Oftentimes people feel like, look, if somebody brings in this old idea, if the decider's already committed to a certain solution, like we're not getting the most out of the sprint because we're not considering alternatives. Well, in the sprint, you do get to see competing solutions against it. And if the decider chooses like, I want to do this one thing that I'm really stuck on, fine. Like you're going to test that by the end of the week. You're going to get data right away about whether that solution was any good. So I also don't worry about it so much from the idea of like, we may not have found the perfect solution. I've been in a sprint where deciders, like, they were dead set on something and everybody thought they were nuts and then it worked. Sometimes they're right. So you got to just test it and go with it. That's actually really interesting because a lot of people worry about that, that the deciders come to the, you know, the sprint already with ideas in mind and they're going to ruin the sprint. But also one thing to add onto it is even if they do come with an idea, even if they're really strong about it, I wouldn't necessarily try to like punch it down. When they do see the other people's ideas, often they change their mind. So allow the process to change their mind if they want to. Yeah, the process will do a lot towards making people feel less attached to their own idea personally and feeling more like these are our solutions and which is the best of our possible solutions that doesn't always happen, you know, sometimes somebody's really fixed on their solution. Let them go for it. And the sprint always also gives you the chance to try a second solution, maybe, you know, build it in or have it as a competing solution. So yeah, don't don't sweat it. Don't sweat. Stop sweating. I'm sweating right now. I am too. It's a sweaty one. If you're interested in learning a lot more about the design sprint process, there's a link down below to a free one hour 20 minute class. I'm in the office agent smart office here, by the way, that's why it's a little bit loud. Hey, Laura. Hey, Jacob. Why is Penny dancing? Why are you doing something? I was doing a YouTube video. This is gonna be cut out. Okay, let me finish this YouTube video. So if you want to get the if you want to learn more about the design sprint down below, there's a link to a one hour 20 minute free, nice preview of the course you'll already learn a lot in there. And enjoy. I hope you enjoyed the video. Give it a like, give the subscribe, give it a comment. That's what we love. Give it a dance. Give it a dance.