The Russian scientist Dmitri Mendeleev (1834 – 1907) loved to play cards. In 1869, he wrote the names and properties of the 63 known elements on individual cards, then arranged and rearranged them like a game of solitaire. He realized that elements with similar properties could be arranged in ‘suits’ ordered by their atomic weights. He saw patterns that weren’t apparent when elements were simply listed. He moved the cards around, grouped similar elements, and noticed gaps. He deduced that these gaps represented currently unknown elements. where unknown elements should exist. He published his periodic table and boldly predicted the existence and properties of several missing elements, including gallium and germanium, which were later discovered exactly as he had foretold.
Work and Play
Work and play are often treated like oil and water, separate realms with different purposes. One is serious, structured, and goal-driven; the other is spontaneous, joyful, and open-ended. But for innovators like Mendeleev, these two worlds overlap. Sometimes, integrating play into our daily work rhythms can unlock innovative ideas and surprising solutions. Play is not just for children or leisure. When we can weave it into our work environments, it becomes a catalyst for creativity, risk-taking, and collaboration.
Play taps into our brain’s reward system, releasing dopamine, which boosts motivation and cognitive flexibility. When we play, we’re less afraid to fail, more inclined to take imaginative risks, and better at connecting seemingly unrelated ideas. Neuroscientists and psychologists have long noted that play promotes divergent thinking, the kind of thinking that yields multiple solutions and wild ideas. It breaks us out of linear patterns and encourages exploration over efficiency, which is essential for solving complex or ambiguous problems. Play makes our brains more nimble. And nimble brains are better at sparking insights.
Intentional ways to integrate play into work
This does not mean turning our office into a playground. Small, intentional infusions of play can have profound effects. Turn brainstorm sessions into fun experiences by using a skilled external facilitator who can use physical play objects like Lego bricks, modeling clay, or whiteboard doodles to inspire people to be outlandish and creative.
Look for ways to use gamification in customer marketing, internal communications, and contests. Award points for crazy ideas. Consider asking employees to create and perform a skit, poem, or song about, say, competitors.
Ask employees to pitch an idea from a rival company’s perspective or imagine how a superhero might tackle the problem. These thought experiments shake up assumptions. Allow people to pursue playful side projects and innovative ideas.
Play is unpredictable by nature. It disrupts routine thinking and invites the “what if?” question that is often the first spark of innovation. When teams play together, hierarchies soften, collaboration improves, and psychological safety increases. In these moments, people feel more comfortable speaking up, asking absurd questions, or suggesting unconventional ideas. Unexpected solutions often come from unexpected angles, and play creates space for exactly that.
IDEO, the world-renowned design firm, has offices full of toys and musical instruments, with spaces that invite imaginative tinkering. They attribute much of their creative problem-solving success to their culture of playful experimentation.
Play can be individual or social. Children love to play in small groups. At work, when colleagues share laughter or get competitive in a quiz or game, they build rapport and trust. That connection enhances team resilience and openness. This can make teams more adaptable and innovative under pressure.
Play isn’t just for kids—it’s a mindset that invites wonder, risk, and discovery. Les Paul’s revolutionary guitar innovations emerged from his relentless playing around. In the 1940s, he wasn’t satisfied with the sound of hollow-body electric guitars. He began experimenting with different designs in his home workshop. His breakthrough came when he attached guitar strings and pickups to a solid piece of pine wood, creating “The Log” – essentially the first solid-body electric guitar.
Paul’s playful approach extended to recording techniques. He built his own multi-track recording equipment, overdubbing multiple guitar parts by bouncing between tape recorders. This experimentation led to his signature “sound-on-sound” recordings with layered harmonies that seemed impossible with existing technology.
Paul’s willingness to take apart, rebuild, and reimagine both guitars and recording equipment transformed popular music. His playful curiosity about “what if I try this?” resulted in instruments and techniques that became industry standards.
Of course, not every work challenge is suited to games. And people may be initially reluctant to join in. Play must be inclusive, voluntary, and non-threatening. Tailor it to team dynamics and create an environment where play feels like a natural and enjoyable part of the creative agenda and not a gimmick or distraction. Leadership plays a crucial role here. When leaders model curiosity, humility, and playfulness, they give others permission to do the same. It shifts the culture from performance to exploration.
Play at work isn’t about being silly for the sake of it. It is about unlocking the freedom of thought that fuels ingenuity. Instead of constantly pursuing productivity, make room for joy and curiosity. It can feel counterintuitive, but the change in perspective can inspire people to be much more creative.
Paul Sloane is the author of The Art of Unexpected Solutions: Using Lateral Thinking to Find Breakthroughs, published by Kogan Page, priced £14.99
