To illustrate these three basic principles, we will consider a team in a primary care clinic that is working to improve the subprocesses involving the flow of consulting information from specialists to primary care physicians. Innovative thinking about this problem could begin by recognizing the fact that we usually consider it the responsibility of the specialist’s office to type consultation notes and send them to the primary care office. We could escape this paradigm by asking, “What if a law was passed making it illegal for specialist’s offices to do word processing?” If we turn off the mental pro- cesses of judgment that cause us to reject this ques- tion out of hand, we can then proceed to creative movement in our thinking. For example, if such a law was passed, we could provide a voice mailbox in the primary care physician’s office in which special- ists could dictate consultation notes immediately af- ter the encounter with the patient. The primary care office staff could type these consultation notes, keep a copy for the primary care physician’s records, and send a copy to the specialist. In this way, the pri- mary care physician would have immediate access to the results of the specialist consultation. This inno- vative idea could be tested on a small scale with a few willing colleagues to see whether it improves the system of information flow among primary care physicians and specialists.