The obvious veto: reject the first three ideas before keeping any
Force yourself to generate more by vetoing the first plausible ideas — they are almost always the most obvious ones.
Why it works
Generative fluency research shows that the most common and familiar associations arrive first, with rarer and more original ones appearing later in the generation sequence. The first ideas that satisfy a brief are also the ideas most likely to already exist — they are obvious because they are the culturally dominant response to the problem. Vetoing the first-arriving plausible ideas is a simple constraint that forces the search deeper into the solution space.
How to do it
- Set a rule before you start: the first three ideas that arrive are automatically set aside, not rejected, just deferred.
- Generate a minimum of ten ideas before evaluating any.
- Then look at the deferred three alongside the later arrivals — some will be genuinely good; most will have an obvious quality that the later ideas lack.
- Repeat this veto process at the level of concepts within an idea, not just between ideas.
Evidence
Studies of generative fluency find that creative originality scores rise as generation continues — later responses are rated more original by blind evaluators than earlier ones, across word-association and design tasks. (observational)
The Mednick finding is about associative remoteness; the specific "veto first three" protocol is a practitioner rule derived from the principle, not a directly trialed procedure.
Sources
- Mednick (1962), associative basis of the creative process, Psychological Review
Common mistake
Treating the first good idea as a sign that you are done — the first good idea is almost always the most obvious good idea, not the best one.
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More practices for Deliberate Constraints, Made Practical
- Time-box the creative session
Set a hard end time before you start — the approaching deadline forces decisions that open-ended time never makes.
- Limit the materials or tools available
Remove access to all but two or three resources and let the constraint force inventive use of what remains.
- Impose a formal constraint on the output
Require the output to fit a specific form — sonnet, one paragraph, single slide — and let the form force creative decisions.
- Narrow the scope: a smaller problem space is a richer one
Restrict the problem to a specific user, use case, or scenario — the narrower the brief, the richer the possible solutions within it.
- Start from the constraint, not the goal
Define the hardest boundary first, then generate within it — rather than generating freely and pruning to the constraint.
- Constraint vacation: remove a constraint to see what you’ve been avoiding
Temporarily lift a constraint you’ve accepted as fixed and ask what you would do if it genuinely did not apply.
Related concepts
- Lateral Thinking, Made Practical
De Bono’s system for escaping the grooves of habitual thought
- Divergent Thinking: Generating Many Ideas
Generating quantity, separating ideation from judgment, and why group brainstorming disappoints
- Osborn’s Brainstorming Rules, Made Practical
The original four rules, the mechanisms behind them, and what the research actually shows