What’s in a Name?

I wanted my business name to clearly reflect what I do. And what is that, exactly?

A lot of thought goes into naming things. Kids, pets, cars, businesses. There is usually a backstory behind the name. I call my Ford Mustang “Pony Boy,” after the character in The Outsiders. My consulting business, Divergent Ideas, has a backstory too.

Initially, I wanted a name that clearly reflected what I do. And what is that, exactly? I bring people together and help them converge on a common mission. More specifically, I help create a shared understanding of the underlying pressures that must be addressed to achieve meaningful change. That involves digging into what is really getting in the way and identifying the strengths people can leverage to circumvent those barriers. In my experience, this is where things tend to break down. People often believe they are solving the same problem when, in reality, they are operating from very different assumptions about what is causing it.

Transformational change, whether in people, organizations, or systems, is an inside job. It only happens when people see enough value to want to move in a new direction. When solutions feel out of reach, it is often because the picture is too narrow or incomplete. I help people step back and widen the lens with curiosity so they can better understand the variables influencing the outcome and recognize opportunities that may have been there all along.

During the naming process, I ran Divergent Ideas by a few people I trust. Some hesitated, lifted an eyebrow, and slowly smiled. One person told me I should go a different direction, pointing out that the word divergent could feel too divisive and might turn off potential clients. But I kept the name.

That feedback made me consider why the name still felt right despite the risk of being misunderstood. Over time, I have developed a skill for translating how people interpret information through their individual lens. Personality, lived experience, and even the way the brain processes information, influence how people think, feel and behave. My ability to work with and around these differences has been shaped through decades of immersion among neurodivergent and uniquely wired thinkers, experiences that required me to step outside of my own perspective and learn to see the world from different angles.

We don’t know what we don’t know, and that reality is complicated by the brain’s desire for certainty. The mind fills in gaps, leans on bias, and uses mental shortcuts to create a sense that we completely understand a situation, even when we don’t. When someone introduces a new variable or offers a different way of seeing the problem, it can create friction because it disrupts that sense of certainty. What often shows up as pushback is simply the mind doing its job, trying to protect us from the discomfort of ambiguity.

That friction is not a problem to eliminate. It is a necessary part of getting unstuck. We cannot solve problems with the same thinking that created them. While it can feel messy and uncomfortable, this point of friction is often where the most important insights emerge. That’s divergence.

Approaching situations with curious objectivity allows for a more complete understanding of any situation. Decisions become grounded in facts over emotions. From there, the path forward has a much better chance of achieving meaningful, lasting results where everyone involved feels respected, seen and heard.

So yes, the name may give some people pause, and that is something I am willing to accept.

Helping people solve problems with win-win outcomes is what I love to do. How can I help you get unstuck and move toward meaningful progress?

Learn more at divergentideas.org