Unlocking Innovation: How SCAMPER Transforms Stalled Ideas

I still remember sitting in a conference room, staring at a whiteboard filled with half-baked concepts for a new platform to capture innovative ideas across the organization. The goal was simple yet ambitious: build a space where creativity could thrive, where every employee, from intern to executive, could share ideas to shape our future.

But the brainstorming session? It was painfully uninspiring.

Every proposal looked predictable. The features mirrored tools we already had, the design lacked spark, and the conversation turned quickly to limitations, budget, time, and technology. The energy drained from the room, and it felt like we were about to create a platform no one would actually use.

That was, until we paused, regrouped and decided the next day to try something different. 

The next day we introduced the SCAMPER technique to the room.  And, let me be clear, it wasn't me ... I had never heard of SCAMPER.  But, someone on our team had and thank heavens they threw the idea out!  

While we received groans and a couple sighs, by noon the team had structure and energy again. Instead of circling the same old ideas, we began asking new questions: What if we substituted the submission process with voice notes? What if we combined recognition with gamification? What if we eliminated barriers like logins altogether?

By the end of the session, our ordinary project had transformed into something extraordinary. The platform vision evolved into a dynamic, engaging hub that truly reflected the innovative spirit we wanted to unleash. That’s the power of SCAMPER.

Why SCAMPER Matters

Innovation rarely happens by accident; it happens when we give ourselves both permission and structure to think differently. SCAMPER matters because:

• It sparks divergent thinking and challenges the status quo.
• It provides a framework for creativity, so teams don’t get stuck in the “blank page” problem.
• It can be applied to products, services, processes, or platforms—any challenge can be reframed with its prompts.
• It levels the playing field, giving every team member, not just the loudest voices, a way to contribute fresh ideas.

SCAMPER is the bridge between “we’ve tried this before” and “what if we tried this differently?”

When to Use SCAMPER

Think of SCAMPER as your secret weapon when ideas stall or need a refresh. Use it:

• At the start of innovation projects to broaden the creative landscape.
• When teams feel stuck in sameness or uninspired.
• To re-energize stalled conversations or overcome creative roadblocks.
• In design thinking workshops or ideation labs.
• Anytime you’re aiming to transform the ordinary into the remarkable.

How to Use SCAMPER

Each letter is a lens to see your challenge differently:

• S – Substitute: What processes, tools, or materials could be replaced?
• C – Combine: What features or functions could we merge?
• A – Adapt: What approaches from other industries could we apply?
• M – Modify (Magnify/Minify): What can we expand, shrink, or simplify?
• P – Put to another use: How else could this platform serve people?
• E – Eliminate: What unnecessary steps or barriers can we remove?
• R – Reverse/Rearrange: What if we flipped the process or reordered the flow?

Start with your core challenge.  In this case, designing an idea-capturing platform. Work systematically through each prompt, capturing every possibility without judgment. Evaluation comes later; the goal is exploration.

Inspiration for Leaders

As leaders, it’s easy to feel the pressure to have all the answers. But true innovation doesn’t emerge from lone genius, it comes from collective creativity. SCAMPER equips you to lead those conversations with clarity and confidence.

It’s not about inventing something entirely new, it’s about reimagining what’s already possible. SCAMPER asks us to look at the same challenge with fresh eyes and bold curiosity.

When you bring SCAMPER into your projects, you do more than brainstorm. You ignite a culture of possibility. And in that space, ideas that once felt impossible begin to take shape.

Happy Thursday dreamers,

-srt

Tell me … what challenge in your work right now could benefit from being seen through the SCAMPER lens and how can Rea Coaching and Consulting assist? 

The Power of a Stakeholder Analysis Matrix

I’ll never forget the enterprise technology policy republish that nearly unraveled before it even began.

We had the vision, the funding, and the mandate. But what we didn’t have was alignment. Meetings ran in circles, decisions were questioned after the fact, and resistance bubbled up in places we didn’t expect. The project timeline slipped, not because of technology issues, but because we hadn’t taken the time to fully understand and engage the people most impacted.

It wasn’t until we paused and built out a Stakeholder Analysis Matrix to accompany the RACI that the fog lifted. Suddenly, we could see who needed to be kept closely engaged, who simply needed updates, and who might quietly derail the effort if ignored. With clarity came focus, and with focus came progress.

That project taught me one of the most important lessons in leadership: technology doesn’t fail people, people fail technology when we don’t bring them along.

Why Use a Stakeholder Analysis Matrix?

Projects don’t exist in a vacuum; they live in human systems. A stakeholder analysis matrix helps you:

• Anticipate resistance and build support. You’ll see where concerns may surface and address them proactively.
• Clarify roles and communication needs. Not everyone requires the same level of detail or frequency of updates.
• Prioritize wisely. Energy is finite—direct it toward the voices and influencers that matter most.
• Build trust. Transparency and inclusion reduce the “surprise factor” that often breeds opposition.

At its heart, stakeholder analysis is about managing relationships and expectations, not just lists and grids

When to Use It

Think of stakeholder analysis as a living document, not a one-time exercise. Key moments include:

• At the very beginning of a project, during planning.
• When embarking on a major change initiative.
• Any time conditions shift or new players enter the scene.

If you wait until problems arise, you’re already playing catch-up.

How to Use the Matrix

The process is simple but powerful:

1. Identify stakeholders. Who has an interest in, or influence over, your project? Think beyond the obvious.
2. Analyze influence and interest. Place stakeholders on the Influence/Interest Grid:
• High Power / High Interest → Manage Closely
• High Power / Low Interest → Keep Satisfied
• Low Power / High Interest → Keep Informed
• Low Power / Low Interest → Monitor
3. Engage and communicate. Tailor strategies to each quadrant. Ask yourself:
• What are their motivations and concerns?
• What support or information do they need?
• How can trust be built if they resist?

And then, update it regularly. Because relationships shift as quickly as policies do.

Inspiration for Leaders

If you’re leading change, whether in technology, business, or community life, remember this: your success is tied not only to the brilliance of your solution, but to the hearts and minds you carry with you.

A stakeholder analysis matrix isn’t just a project management tool; it’s a leadership mindset. It’s about seeing people clearly, respecting their influence, and creating pathways for partnership.

When you do, projects move from resistance to momentum, from chaos to clarity.

Happy Thursday all,

-srt

P.S. Share in the comments or DM what project are you working on right now that could benefit from mapping your stakeholders?  And, how can Rea Coaching and Consulting help you?

Empathy Maps: What They Are and When to Use Them

Last year, I facilitated a workshop with a group of professionals who came from very different backgrounds. Some were deeply rooted in their faith traditions, others described themselves as spiritual but not religious, and a few identified as secular. 

As the conversation opened, tension was present in the room. People were polite, but you could feel the undercurrent of difference.

Rather than dive into debate or encourage people to “agree to disagree,” I used the example of faith / religion to introduce the concept of an empathy map.  It could not have gone any better and I have used the same example to teach empathy maps ever since. 

Before I get into the example, let me set the stage for empathy mapping. 

Empathy maps were first introduced around 2010 by Dave Gray, the founder of XPLANE, as part of design thinking and visual collaboration. He included the tool in his book Gamestorming. Since then, empathy maps have been used widely in design, product development, business strategy, and education. They exist because people needed a simple and visual way to understand others more deeply.

When we want to solve problems, design solutions, or connect with others, it’s easy to get stuck in our own perspective. We make assumptions, fill in the blanks with guesses, and rush into solutions. That’s where an empathy map becomes powerful because it slows us down and helps us see through someone else’s eyes.

What is an Empathy Map?

An empathy map is a simple, visual framework that organizes what we know about a person, whether a customer, stakeholder, or teammate. It’s usually divided into four main sections:

• Says – What the person openly shares.

• Thinks – What is on their mind but may remain unspoken.

• Feels – The emotions driving their experiences.

• Does – The behaviors and actions we observe.

Many versions also include Pains (frustrations, obstacles) and Gains (motivations, desires). Together, these elements create a holistic snapshot of the human experience.

Why Use an Empathy Map?

Empathy maps bring clarity and alignment. They:

• Help us move beyond assumptions and focus on real insights.

• Build shared understanding within teams so everyone sees the problem the same way.

• Encourage us to humanize data—numbers and surveys transform into stories and lived experiences.

• Provide a foundation for better solutions, whether in business, education, healthcare, or leadership.

When Are Empathy Maps Best Used?

Empathy maps shine when you need to deepen understanding before acting. Some key times include:

1. At the start of a project – to build a shared picture of the people you’re designing or planning for.

2. During research – to organize insights from interviews, surveys, or observations.

3. When a problem keeps repeating – to uncover hidden needs or frustrations that numbers alone won’t show.

4. In conflict resolution – to step into another person’s shoes and see the issue from their perspective.

5. In marketing or communication – to align messages with what people actually care about, not just what you want to say.

Now back to my example...

Mapping Perspectives Instead of Positions

I asked the group to choose one person’s story to map. We listened to a participant describe how their faith gave them strength during difficult times. On the surface, that could have sparked disagreement from others who did not share the same beliefs. But the empathy map shifted the focus.

• Says: “My faith helps me stay hopeful when things are uncertain.”

• Thinks: “I sometimes wonder if others understand how important this is to me.”

• Feels: A mix of gratitude and vulnerability.

• Does: Attends services regularly, volunteers in the community, leans on prayer during challenges.

As the group filled in the sections, something powerful happened. The discussion wasn’t about whether faith was “right” or “wrong.” It was about understanding the lived experience of one human being.

What We Discovered Together

Once the map was complete, I asked the group: “What patterns do you see?”

The answers were eye-opening:

• “I may not share the same belief system, but I know what it feels like to want strength in hard times.”

• “I can relate to wanting community support, even if I find it elsewhere.”

• “The need for hope and belonging seems universal.”

The empathy map had done its work. Instead of a room divided by belief, we found common ground in shared human needs.

When Empathy Maps Are Most Powerful

That workshop reminded me why empathy maps are so effective: they help us step past categories and labels, and into the deeper layers of what people truly think, feel, and value. They are best used when:

• You are navigating differences in values or beliefs.

• You want to reduce conflict by focusing on understanding rather than persuasion.

• You need to build connection across diversity—whether in teams, classrooms, communities, or families.

Wrap Up

Empathy maps are not the solution themselves, but they sharpen our vision. They reveal the human stories behind the data and guide us toward solutions that truly address real needs. More importantly, they create a respectful space where people can be seen and heard. While our beliefs and perspectives may differ, empathy maps remind us that we are often united by deeper needs for belonging, purpose, and understanding.

If you want to lead, innovate, or simply connect more deeply, start by mapping empathy.

Happy Thursday all,

-srt

P.S. If you’d like guidance in using tools like empathy maps to improve communication, leadership, or team collaboration, I’d be happy to support you through Rea Coaching & Consulting.