What is divergent thinking and why is it important?

In the realm of product management, while technical skills and methodologies are important, the ability to harness divergent thinking is emphasized as a crucial soft skill that sets exceptional product managers apart. Divergent thinking, defined by psychologist J.P. Guilford in the 1950s as the ability to develop original ideas and multiple solutions to a problem, is fundamental to creativity and innovation in product development. It contrasts with convergent thinking, which focuses on logic and execution. The double diamond model illustrates the interplay between these two types of thinking, guiding teams to explore possibilities before narrowing them down to actionable solutions. The article underscores the importance of divergent thinking in product discovery, which involves understanding problems deeply before devising solutions. Real-world examples like Spotify and Apollo 13 demonstrate its practical application. Developing this skill requires intentional practice, facilitated by modern organizational structures such as squads, outcome mindset, and horizontal organization, which foster diverse perspectives and creative problem-solving. Ultimately, divergent thinking is portrayed as a trainable skill that enhances the effectiveness of product managers, encouraging innovation and value delivery in mature product environments.