Then ask the rest of the group to brainstorm a number of other answers to the problem. Even if the first answer seems to be the best one, perhaps the only viable solution, it is critical to push beyond the tendency to get the one, right answer immediately. Taking the time to discuss the various answers with them usually offers the seed of an innovative response, and this response is often one of the answers most people ignore. Or two answers may be combined into a third option that would work better. Multiple options thinking should be the first approach of exceptional leaders.
Good leaders know how to analyze the risks inherent in a particular course of action.
In the training, you can start to deal with this issue by making the participants more aware of the criteria they use for analyzing risks. Put together small groups of people who work with each other on a regular basis. Ask them to come up with the criteria they normally use when they're deciding how risky a particular action is. Have them report back to you with a number of specific criteria, such as time factors, cost resources, and acceptability to upper management. Next, ask each group to look at three or four current actions they're exploring and analyze the level of risk, even when they all use the same criteria, almost invariably there will be differences of opinion about the level of risk.