But here’s the thing: not every "can we just...?" idea is a disaster waiting to happen. In fact, many can be opportunities in disguise. It’s all about how we approach them. It's like taking a detour that unexpectedly leads to an amazing view. The key isn't to avoid the detour, but to navigate it with intention. By carefully aligning our choices with the big picture, we can transform these moments into “opportunities” for growth and innovation.
Now, I'm not a project manager, I'm a learning strategist. But even non-project managers need to know how to deal with scope creep. In my years of experience working across learning strategy, design, and development, I've seen the “Can we just” scenario play out more times than I can count. Whether it's interviewing “just few more” stakeholders, considering "just one more" audience role, adding a “small content topic” or a “quick terminology update”, these seemingly minor requests can quickly add up, stretching both project budget and timelines.
That said, I've also seen how well-considered adjustments can make a big impact. Whether it's refining a key message, sharpening a visual, or adjusting the tone to better resonate with a specific audience, thoughtful changes can elevate the entire learning experience. Sometimes, it’s that one adjustment that turns good into great. That’s why I’ve learned to stay curious, keep the end goal in focus, and make each choice count. When changes are approached with intention and clarity, they don’t derail a project, they sharpen it. That’s the power of reframing scope creep: it flips the script from “what we can’t do” to “what’s the right thing to do,” turning tricky conversations into creative opportunities and exciting win-wins.
Early in my career when someone asked, “can we just”, my internal reaction was usually a sigh and a mental calculation of how much extra work it would be. I saw those requests as roadblocks that risked derailing progress and kept looking for reasons to say “No”. It felt like a frustrating interruption, something that threatened to throw off all my carefully laid plans. And I know I wasn't alone in feeling that way; it's a common experience for many of us starting out.
But with more experience, I started to view them differently. What once felt like interruptions now feel like inflection points offering opportunities to realign, adapt, and sometimes unlock a stronger version of the original idea.
In the flow of a project, “small changes” can show up in all kinds of ways.
All these moments reflect responsiveness, attention to detail, and a drive to improve. It’s true that these adjustments can impact timelines, resource plans, and budgets, but that doesn’t mean we should avoid them. It means we need to pause, ask the right questions, and make intentional decisions. Does this change serve our goals? Does it raise the quality in a meaningful way? Is now the right time? What’s the trade-off? What is the impact on cost and timelines?
By reframing these moments, scope conversations become less about guarding boundaries and more about making smart, purposeful choices. Because at the end of the day, it’s about saying “yes” to what matters most.
Scope conversations are a necessary part of any project, but they often carry a negative tone, associated with limitations, budget constraints, or delays. When left unchecked, these discussions can turn into contentious exchanges rather than opportunities for collaboration and alignment. Reframing scope conversations into strategic discussions helps teams focus on outcomes, build trust, and make smarter decisions together.
Instead of a knee-jerk reaction to change requests, adopt a proactive and strategic approach. Always acknowledge the request, carefully consider its impact, and then collaborate on the next steps.
Here are some strategies that could come in handy:
Start with shared goals, revisit the “Why”
When new ideas arise, approach them with curiosity. Start the conversation by revisiting the overall business/project vision. Aligning everyone to the "why" before diving into the "what" ensures that all decisions support the overarching goals. Instead of focusing solely on the current scope and timelines, consider how the change enhances the learning experience. This mindset fosters collaboration and keeps the project focused on delivering meaningful outcomes.
Approach the conversation as a prioritization dialogue
Instead of seeing scope requests as limitations, treat them as opportunities to focus on what will deliver the greatest impact now. Guide stakeholders to prioritize based on strategic goals and audience needs by asking, "What’s most valuable to achieve first?" This turns constraints into strategic choices and encourages shared ownership of the plan.
Offer a “Yes, and” instead of “No”
Saying a “No” can shut down a conversation and feel dismissive. The Yes, and technique offers a more collaborative and solution-oriented path forward. Instead of a flat denial, you start by acknowledging the value and intent behind the stakeholder's suggestion. The "Yes" part validates their idea. Then comes the crucial "and." This is where you pivot to explore alternative ways to achieve a similar outcome within the existing constraints of the project - be it budget, timeline, or resources.
Use prototypes to ground the conversation
Visualize how a suggested change would play out using a mockup or example to move the conversation from abstract to concrete. Creating quick mockups, wireframes, or even simple visual examples transforms vague ideas into concrete proposals that can be evaluated objectively.
Keep a parking lot for “great ideas”
Not every good idea needs to be implemented right now. Creating a dedicated space, whether it's a shared document, a project board column, or a section in your meeting notes, for capturing valuable suggestions that don't fit the current timeline preserves innovation without derailing progress.
Even the best conversations mean nothing if decisions aren't captured, communicated, and tracked. All the strategies outlined in this article work because they're supported by a system that creates clarity and accountability.
Every scope conversation should result in clear documentation that captures what was discussed, what was decided, the reason behind the change and the impact on project levers. It's about creating a shared understanding that protects everyone involved.
What does this look like in practice?
Reframing scope conversations can lead to better collaboration, sharper ideas, and more impactful learning experiences but that doesn’t mean saying “yes” to everything. Scope creep is real and managing it is paramount. Without clear goals, defined boundaries, and a process for managing change, even small adjustments can pile up and put timelines, budgets, and outcomes at risk.
The goal isn’t to resist change; it’s to make the right changes, at the right time, for the right reasons. That means knowing when to adapt and when to hold the line. It means approaching new ideas with curiosity, but filtering them through the lens of purpose, value, and timing.
That said, there will still be situations where the answer will need to be a “No.” compromise the work to keep everyone happy or protect what you knew would deliver real results. Saying yes when you should say no creates its own damage - mediocre deliverables, burned-out teams, and eroded trust.
Remember that every project operates with fundamental levers: scope, cost, time, and quality. These aren't abstract concepts—they're the practical realities that determine whether a project succeeds or struggles. When someone says "can we just," what they're really asking is for you to adjust one or more of these levers. Your role is to help them understand that choice clearly and make it consciously.
The most successful projects aren't the ones that never encounter "can we just" moments. They're the ones where those moments spark productive conversations rooted in shared goals, mutual respect, and strategic thinking. They're the projects where change becomes a tool for improvement rather than a source of chaos.
So the next time you hear those three little words, take a breath. Ask the right questions. Explore the possibilities. And remember that the best answer isn't always "yes" or "no". It's "let's figure out what makes sense together."
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