We need to bring different voices to the table and leverage divergent thinking to truly explore various perspectives and generate many possibilities. Convergent thinking isn’t going to get us there because it’s linear and going through a list of steps to get to a single answer rarely leads to innovation. Disruptive Discovery can be a catalyst to get everyone involved on the divergent thinking path."
Disruptive Discovery
Uncovering the Stuff That Really Matters
We need to bring different voices to the table and leverage divergent thinking to truly explore various perspectives and generate many possibilities. Convergent thinking isn’t going to get us there because it’s linear and going through a list of steps to get to a single answer rarely leads to innovation. Disruptive Discovery can be a catalyst to get everyone involved on the divergent thinking path."
Finally! Someone has taken the abused term “discovery”—used so often in the wrong way by salespeople—and given it the attention—and sorting—that it so desperately needed. In Disruptive Discovery, Geoff Snavely not only clearly and concisely captures every important point on the subject but gives readers the tactical steps that it takes to become an expert at this important sales skill. A must-read for every sales professional."
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About the Book
What happened in 1621 when a Pilgrim came up with the seemingly ridiculous idea that a crazy-looking, orange fruit that he (or she) found in a field would somehow make for a delicious after-dinner treat? This innovative cook hollowed it out, added milk, honey, and spices and then baked a unique concoction – unfortunately, without a crust – over hot ashes, thereby inventing one of the most heavenly creations in the history of desserts…pumpkin pie!
Why did this Pilgrim cook even think of such a thing?
In his thought-provoking, revelatory work Disruptive Discovery, entrepreneur and self-indoctrinated rookie philosopher Geoff Snavely distinguishes the nice to know from the we can do something with that. He has developed a compelling model that can get people to a better place by helping them focus on what really matters.
Whether you’re a business leader, sales professional, consultant, coach, or anyone who advises others about life or work, Snavely invites you to join this community of disruptors – he refers to them as Facilitators of Betterment – motivated to make a meaningful impact. By exploring his experience-based 10 Questions That Matter and other concepts, he provides you with the tools needed for digging deeper, below Surface Discovery and into the process of Disruptive Discovery. Are you ready for some disruption? If so, maybe you can invent your own version of pumpkin pie and serve it up for the world to enjoy.
Why do I need this book?
Another great question. You have lots of them! If the author of Disruptive Discovery were here, he would profess a loathing of “elevator pitches” due to their scripted and inauthentic nature. But he’s not here right now so we can sneak one in for you. Just don’t tell anyone. OK? Here goes…
We are all guilty of focusing in the wrong areas or wasting time on things that ultimately prove to be insignificant, maybe even distractions. Disruptive Discovery is all about trying to avoid those mistakes and uncovering the stuff that really matters.
Look, incremental improvements have value. And playing on a surface level is an important part of the process. But to make a meaningful impact, we must achieve a deeper level of understanding. We must get disruptive. This book, Disruptive Discovery, was written as an eye-opening introduction and overview of a model meant for Facilitators of Betterment to help people get where they are trying to go…a better place. After finishing the book, readers will be able to apply new skills learned, making them more effective resources in the areas of problem-solving or improving in development areas. Anyone interested in making a positive difference in the lives of other people should grab a copy and let’s do this thing!
Check out a few Excerpts
No, trust isn’t a hard-and-fast judgment that can be made. And, believe it or not, trust isn’t an emotion. It’s a decision we make from situation to situation and in different domains. That deserves redundantly repeating again one more time: Trust is a decision.
I appreciate this proposition is an acute departure from a tightly held belief. It’s suggesting a realignment of what so many of us thought we knew about trust, and I can’t expect everyone to agree without further thawing of the idea. If you’re in the nonagreers camp, can I take a shot at swaying your thinking?
Surface Discovery starts with asking the right questions. As a Facilitator of this process, the responsibility for identifying questions meeting that criteria and asking them in the proper manner is all yours. And that’s no simple task. Achieving success in this exercise takes practice. It involves trial and error resulting in successes and also some bloody noses (figuratively speaking, not literally). Dedication and hard work will be required. But isn’t that true with anything that matters?
There are voices in your head. I can hear them. And they’re getting agitated with me. They’re mumbling something along the lines of, “Thus far, you professed your love of questions, told us what not to do, and made things I thought were easy until a few minutes ago sound like an undertaking requiring a PhD. So, Dr. Annoying Question Guy, can you please give me a clue about how to know which questions are the ‘right’ ones?” Even if you weren’t thinking that exact question, it’s warranted and deserving of a response. So, I’ll answer it.
Of all the Questions That Matter, this one is by far the most self-evident. There are other phrasings that can be used—more on that later—but its lifeblood is sustained by seizing momentum and leveraging the dialogue already in motion. This is an unflashy but extraordinarily potent mode for keeping exchanges moving in the right direction and maintaining a steady flow of information to fill the knowledge funnel we can use for helping people as they work to solve their problems or make desired improvements.
I’m guilty of many foibles. Overcomplicating pretty much everything is high on that list. But out of respect for this wonderfully uncomplicated question, I’ll do my best to avoid my all-too-familiar blunder. If I stray or deviate from this commitment to keep it simple, you can smack me in the back of my head. I see how that might be logistically challenging, so maybe just send some mean thoughts my way or write a nastygram. You know what I’m saying.
The Questions That Matter aren’t meant to serve as tactics or tricks—not at all. As mentioned earlier, authenticity is preeminent and not going anywhere. Remaining authentic throughout Disruptive Discovery will be an ever-present theme as we go forward together.
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