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therefore, much more dangerousmetaphor that out-of-the-box thinking spurs creativity. Most people assume that 60 percent to 90 percent of the group given the clue would solve the puzzle easily. The correct solution, however, requires you to draw lines that extend beyond the area defined by the dots. Solving this problem requires people to literally think outside the box. Even though they werent instructed to restrain themselves from considering such a solution, they were unable to see the white space beyond the squares boundaries. The symmetry, the beautiful simplicity of the solution, and the fact that 80 percent of the participants were effectively blinded by the boundaries of the square led Guilford and the readers of his books to leap to the sweeping conclusion that creativity requires you. Indeed, the concept enjoyed such strong popularity and intuitive appeal that no one bothered to check the facts. There seemed to be no end to the insights that could be offered under the banner of thinking outside the box.

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Speakers, trainers, training program developers, organizational consultants, and university professors all had much to say about the vast benefits of outside-the-box thinking. Overnight, it seemed that creativity gurus everywhere were teaching managers how to think outside the box. The second group was told that the solution required the lines to be drawn outside the imaginary box bordering the dot array. At the first stages, all the participants in Guilfords original study censored their own thinking by limiting the possible solutions to those within descuento empleados zara the imaginary square (even those who eventually solved the puzzle). Yet participants performance was not improved even when they were given specific instructions to. In the 1970s, however, very few were even aware of its existence, even though it had been around for almost a century. Of course, in real life you wont find boxes. Both teams followed the same protocol of dividing participants into two groups.

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