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 realised 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 together and saw gaps. He deduced that these gaps represented places 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 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 type of thinking that leads to 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.
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, modelling clay or whiteboard doodles to inspire people to be outlandish and creative.
Look at ways to use gamification in customer marketing and in 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.
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 counter-intuitive but the change in perspective can inspire people to be much more creative.
Based on a chapter in The Art of Unexpected Solutions by Paul Sloane
