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Management consultants in the 1970s and 1980s even used this puzzle when making sales pitches to prospective clients.Because the solution is, in hindsight, deceptively simple, clients tended to admit they should have thought of it themselves.Defining KPIs can be a whole different ballpark when youre in public sector IT.But even if youre not, the takeaway from these stories can easily be applied to the private sector: Focus on the impact, the people -- the customers -- and success will follow.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).Even though they weren’t instructed to restrain themselves from considering such a solution, they were unable to “see” the white space beyond the square’s boundaries.
He challenged research subjects to connect all nine dots using just four straight lines without lifting their pencils from the page.
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.
Disruption causes quantum shifts in industries and societal behavior by digitizing the analog, upending economic models and otherwise challenging the status quo.
The disruptors differently and act differently than the incumbents. Eliminating bias in the data and algorithms that drive artificial intelligence and machine learning initiatives requires constant vigilance on the part of not only data scientists but up and down the corporate ranks.
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More business processes and highly-specialized tasks are being targeted for automation with the goal of making people and companies more efficient.