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Indeed, the concept enjoyed such strong popularity and intuitive appeal that no one bothered to check the facts.

No one, that is, before two different research teams—Clarke Burnham with Kenneth Davis, and Joseph Alba with Robert Weisberg—ran another experiment using the same puzzle but a different research procedure.

At the first stages, all the participants in Guilford’s original study censored their own thinking by limiting the possible solutions to those within the imaginary square (even those who eventually solved the puzzle).

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IT organizations are critical to enabling this transition and can utilize next-generation tools and strategies to provide world-class support regardless of location, platform or device Cloud adoption is growing, but how are organizations taking advantage of it?

Interop ITX and Information Week surveyed technology decision-makers to find out, read this report to discover what they had to say!

The idea went viral (via 1970s-era media and word of mouth, of course).

Overnight, it seemed that creativity gurus everywhere were teaching managers how to think outside the box.

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The workforce is changing as businesses become global and technology erodes geographical and physical barriers.

Speakers, trainers, training program developers, organizational consultants, and university professors all had much to say about the vast benefits of outside-the-box thinking.

It was an appealing and apparently convincing message.

The second group was told that the solution required the lines to be drawn outside the imaginary box bordering the dot array.

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