In a world where opportunities are many and demands are even more numerous, it is easy to get stuck. Organizations do things because they have to. Individuals do things because they can. Teams start projects because they want to. But very rarely do all three coincide. This is where the framework “can, should, want” becomes interesting.
It is a simple way to create focus in complex contexts. A kind of more direct and action-oriented variant of what is sometimes described in more philosophical models such as ikigai. But where ikigai is often used for personal reflection, can, should, want works particularly well in dialogues, workshops and business development.
It is concrete. It is fast. And it often leads to insights that would not otherwise arise.
Three circles that change perspective
Imagine a classic Venn diagram with three circles.
- One circle represents what you can do.
- The second represents what you should do.
- The third represents what you want to do.
The first step is to fill in these three areas individually.
- What should you do based on external demands, customer needs, legislation or strategic goals.
- What can you do based on your competence, resources, technology and organisation.
- What do you want to do based on motivation, drive, curiosity and values.
Already here, an initial insight often arises. What you want to do is often what feels most alive. What gives you energy. What people spontaneously talk about. But it is far from certain that this is what is actually done.
When the circles start to overlap
The really interesting thing happens when you start to look at the overlaps.
- What of what we should do we can also do. Here you often find what is realistic and expected. What the organisation is able to deliver and that the external world requires.
- What of what we can do we want to do. Here there is often potential. Competence that exists but may not be fully used. Ideas that feel fun but have not yet been linked to a clear need.
- What of what we want to do we should do. This is where discussions about values often arise. What is really important. What is our responsibility. What do we want to stand for.
In these overlaps, it becomes clear that people often think differently. Someone is driven by what is possible. Someone else by what is right. A third by what is pleasurable.
And that is where the important conversations begin.
When something is missing
One of the strongest insights in the model is that all three perspectives are needed.
- If we should and can do something but don’t want to, the result is often correct but lifeless. It works but it doesn’t engage. It becomes something that is done because it has to be done.
- If we can and want to but shouldn’t do it, it risks becoming a playhouse. It can be fun and creative but lacks direction or real meaning.
- If we want and should but can’t, it becomes frustrating. The ambition is there but the conditions are lacking. Then the focus needs to be on building capacity first.
It is only when all three meet that something truly powerful emerges.
Where everything meets
In the middle of the diagram is the area where we both want, should and can. This is where the greatest benefit is created.
This is where direction, capacity and motivation are found at the same time. This is where ideas take hold. This is where projects gain energy. This is where organizations really move forward. This does not mean that everything has to be there from the beginning. But it does provide a clear direction for what to strive for.
When the framework is most useful
Can, should, will works particularly well in situations where there are many opportunities but unclear direction.
- In strategy work, it can help an organization understand why certain initiatives never take off. They may be in the can and should but lack the will.
- In innovation work, it can help teams choose which ideas are worth investing in. Many ideas are possible but few have both drive and relevance.
- In personal development, it can help individuals understand why certain choices feel wrong even though they are logical. They may be in the should but not in the will.
Imagine an organization that wants to work more sustainably.
They should do it because the world demands it.
They can do it because the technology is there.
But they may not want to fully do it because it challenges existing business models.
Then the change will be slow.
When all three start to align, something else happens. Momentum is created.
The metaphor of the sailboat
You can compare the framework to sailing.
- What you should do is the direction. Where you are going.
- What you can do is the wind and the equipment. What is possible.
- What you want to do is the will to sail at all.
If any of these are missing, the journey will be difficult.
- If you have direction and equipment but no will, you will never leave the harbor.
- If you have will and direction but no wind or equipment, you will not get there.
- If you have will and wind but no direction, you will drift around.
It is only when all three interact that you actually move forward.
A tool for creativity
The framework is also powerful in creative work. When you get stuck in ideation, you can use can, should, want as a structure to create new perspectives. By first generating many ideas in each area and then exploring the overlaps, new combinations arise. It becomes a way of both opening up and focusing.
It also helps to avoid a common trap in creativity. Going directly to what is possible. By also including will and should, more dimensions of the idea work are opened up.
A simple framework with depth
What makes can, should, want so powerful is its simplicity.
Three words. Three perspectives. But these three perspectives contain almost all the complexity of decisions, strategy and innovation.
That is also why it works so well in dialogue. Everyone can relate to the questions. Everyone has an opinion. And when the perspectives meet, insights arise. In an age where we often seek advanced models, it can be worth stopping at something so simple.
What can we do.
What should we do.
What do we want to do.
And above all. Where do the three meet?
