5. In a substantial data set: L.J. Kornish and K.T. Ulrich, “Opportunity Spaces in Innovation: Empirical Analysis of Large Samples of Ideas,” Management Science 57, no. 1 (2011), 107–128.

7. Distrust can increase: J. Mayer and T. Mussweiler, “Suspicious Spirits, Flexible Minds: When Distrust Enhances Creativity,” Journal of Personality and Social Psychology 101, no. 6 (2011): 1262–1277.

7. Thinking creatively leads: F. Gino and D. Ariely, “The Dark Side of Creativity: Original Thinkers Can Be More Dishonest,” Journal of Personality and Social Psychology 102, no. 3 (2012): 445–459.

8. People who learn passively: F. Gino, L. Argote, E. Miron-Spektor, and G. Todorova, “First, Get Your Feet Wet: The Effects of Learning from Direct and Indirect Experience on Team Creativity,” Organizational Behavior and Human Decision Processes 111, no. 2 (2010): 102–115.

12. To summarize succinctly: S. Cain, “The Rise of the New Groupthink,” New York Times, January 13, 2012.

14. Nominal groups outperformed real groups: Quality was measured as the “percentage of good ideas” as judged by independent experts who did not know whose ideas they were evaluating; see M. Diehl and W. Stroebe, “Productivity Loss in Brainstorming Groups: Toward a Solution of a Riddle,” Journal of Personality and Social Psychology 53 (1987): 497–509.

14. For example, teams that build: K. Girotra, C. Terwiesch, and K.T. Ulrich, “Idea Generation and the Quality of the Best Idea,” Management Science 56, no. 4 (2010): 591–605.

15. Paul Paulus and his team: P. Paulus, T. Nakui, V.L. Putman, and V.R. Brown, “Effects of Task Instructions and Brief Breaks on Brainstorming,” Group Dynamics 10, no. 3 (2006): 206–219; V.L. Putman and P.B. Paulus, “Brainstorming, Brainstorming Rules, and Decision Making,” Journal of Creative Behavior 43, no. 1 (2009): 23–39.

15. For example, in one provocative field investigation: J.R. Barker, “Tightening the Iron Cage: Concertive Control in Self-Managing Teams,” Administrative Science Quarterly 38 (1993): 408–437.

16. Lilach Sagiv and colleagues compared: L. Sagiv, S. Arieli, J. Goldenberg, and A. Goldschmidt, “Structure and Freedom in Creativity: The Interplay Between Externally Imposed Structure and Personal Cognitive Style,” Journal of Organizational Behavior 31, no. 8 (2010): 1086–1110.

16. To test this assumption: P.B. Paulus, N.W. Kohn, and L.E. Arditti, “Effects of Quantity and Quality Instructions on Brainstorming,” Journal of Creative Behavior 4, no. 1 (2011): 38–46.

17. According to Catmull: E. Catmull, “How Pixar Fosters Collective Creativity,” Harvard Business Review, September 2008, 64–73.

18. However, taking a break: N.W. Kohn and S.M. Smith, “Collaborative Fixation: Effects of Others’ Ideas on Brainstorming,” Journal of Applied Cognitive Psychology 35, no. 3 (in press): 359–371.

18. One night, he dreamed: D. Barrett, “Answers in Your Dreams,” Scientific American Mind, May 2011, 27–33.

18. Steven Smith and Steven Blankenship: S.M. Smith and S.E. Blankenship, “Incubation and the Persistence of Fixation in Problem Solving,” American Journal of Psychology 104 no. (1991): 61–87.

19. Furthermore, in recent decades: S. Cain, “The Rise of the New Groupthink,” New York Times, January 15, 2012.

19. And 76 percent of the worst programmers: T. DeMarco and T. Lister, Programmers Performance and the Effects of the Workplace (Los Alamitos, CA: IEEE Computer Society Press, 1985).

20. She found that hybrid structures: K. Girotra, C. Terwiesch, and K.T. Ulrich, “Idea Generation and the Quality of the Best Idea,” Management Science 56, no. 4 (2010): 591–605.

20. Paul Paulus and his research team: J. Baruah and P.B. Paulus, “Effects of Training on Idea Generation in Groups,” Small Group Research 39, no. 5 (2008): 523–541.

21. People who are pro-self: B. Beersma and C.K.W. DeDreu, “Conflict’s Consequences: Effects of Social Motives on Post-Negotiation Creative and Convergent Group Functioning and Performance,” Journal of Personality and Social Psychology 89, no. 3 (2005): 358–374; J.A. Goncalo and B.M. Staw, “Individualism-Collectivism and Group Creativity,” Organizational Behavior and Human Decision Processes 100, no. 1 (2006): 96–109.

22. In fact, it is better to be aroused: C.K.W. DeDreu, M. Baas, and B.A. Nijstad, “Hedonic Tone and Activation Level in the Mood-Creativity Link: Toward a Dual Pathway to Creativity Model,” Journal of Personality and Social Psychology 94, no. 5 (2008): 739–756.

34. As a general rule of thumb: R. A. Hackman, Leading Teams: Setting the Stage for Great Performance (Boston: Harvard Business School Press, 2002).

37. Sociologist Matthew Brashears: M. Brashears, “Small Networks and High Isolation? A Reexamination of American Discussion Networks,” Social Networks 33, no. 4 (2011): 331–341.

38. The frequency of virtual communication: A. Lenhart, “Teens, Texting and Smartphones,” Pew Internet and American Life Project, March 19, 2012, www.pewinternet.org.

38. Even though people consider: S. Keri, “Solitary Minds and Social Capital: Latent Inhibition, General Intellectual Functions and Social Network Size Predict Creative Achievements,” Psychology of Aesthetics, Creativity, and the Arts (2011).

38. E-mail and other forms: New York Times, as reported in THE WEEK, July 20, 2012, page 36.

38. In one study, information technology workers: Monitor On Psychology, July–August, 2012, page 16.

38. Many of my clients: New York Times, as reported in THE WEEK, July 27, 2012, page 4.

40. Psychologically, there are two major reasons: C.A. Insko, R.H. Smith, M.D. Alicke, J. Wade, and S. Taylor, “Conformity and Group Size: The Concern with Being Right and the Concern with Being Liked,” Personality and Social Psychology Bulletin 11, no. 1 (1985): 41–50.

40. Psychologist Stanley Schachter: S. Schachter, “Deviation, Rejection and Communication,” Journal of Abnormal and Social Psychology 46 (1951): 190–207.

41. When we mirror others: A.D. Galinsky, G. Ku, and C.S. Wang, “Perspective-Taking and Self-Other Overlap: Fostering Social Bonds and Facilitating Social Coordination,” Group Processes Intergroup Relations 8, no. 2 (2005): 109–124.

41. Unfortunately, the downside: C.E. Ashton-James and T.L. Chartrand, “Social Cues for Creativity: The Impact of Behavioral Mimicry on Convergent and Divergent Thinking,” Journal of Experimental Social Psychology 45, no. 4 (2009): 1036–1040.

41. In contrast, people responding: M. Isaacs and K. Chen, “Presence/Absence of an Observer in a Word Association Test,” Journal of Personality Assessment 55, no. 1 and 2 (1990): 41–51.

41. The following conditions: R.S. Feldman, Social Psychology (Englewood Cliffs, NJ: Prentice Hall, 1995).

42. One study examined how conformity: J. Goncalo and M. Duguid, “Follow the Crowd in a New Direction: When Conformity Pressure Facilitates Group Creativity (and When It Does Not),” in Organizational Behavior and Human Decision Process 118, no. 10 (2012).

43. For example, they talk about: T. Gross, “‘Imagine’ That: Fostering Creativity in the Workplace,” Fresh Air, National Public Radio, March 21, 2012.

43. Free riding is the number-one complaint: L. Thompson, Leading High Impact Teams, executive program, Kellogg School of Management, 2012).

43. For example, just over 1 percent: Corporation for Public Broadcasting Annual Report, Fiscal Year 2009, www.cpb.org.

43. As it turns out, people in groups: W.J. Boyes, W.S. Mounts, and C. Sowell, “Restaurant Tipping: Free Riding, Social Acceptance, and Gender Differences,” Journal of Applied Psychology 34 (2004): 2616–2628.

44. In one study, when preschoolers: E. Nagourney, “Behavior: More Children, Eating More Graham Crackers,” New York Times, February 20, 2007, nytimes.com.

44. Whether the task is shouting: S. Karau and K. Williams, “Social Loafing: A Meta-Analytic Review and Theoretical Integration,” Journal of Personality and Social Psychology 65, no. 4 (1993): 681–706.

46. Instead of competition: M.C. Roy, S. Gauvin, and M. Limayem, “Electronic Group Brainstorming: The Role of Feedback on Productivity,” Small Group Research, 27, no. 2 (1996): 215–247.

47. Wearing similar t-shirts: S. Gaetner, M. Rust, G. Mottola, et al., “Reducing Intergroup Bias: Elements of Intergroup Cooperation,” Interpersonal Relations and Group Process 76, no. 3 (1999): 388–402.

47. When less similar linguistic terms: L. Scissors, A. Gill, K. Geraghty, et al., “In CMC We Trust: The Role of Similarity,” Proceedings of the 27th International Conference on Human Factors in Computing Systems (April 7, 2009): 527–536.

47. In short, focusing on the collective identity: M.B. Brewer and R.M. Kramer, “Choice Behavior in Social Dilemmas: Effects of Social Identity, Group Size, and Decision Framing,” Journal of Personality and Social Psychology 50, no. 3 (1986): 543–549.

48. This also explains: C.C. Chen, X.P. Chen, and J.R. Meindle, “How Can Cooperation Be Fostered? The Cultural Effects of Individualism-Collectivism,” Academy of Management Review 23, no. 2 (1998): 285–304.

48. I use a dialogue-based peer review: Dispute Resolution Research Center, Kellogg School of Management, http://negotiationexercises.com/Details.aspx?ItemID=101.

49. It is worth noting: P.J. Silvia and A.G. Phillips, “Self-Awareness, Self-Evaluation and Creativity,” Personality and Social Psychology Bulletin 30, no. 8 (2004): 1009–1017.

52. For example, people who have been: P.B. Paulus, M.T. Dzindolet, G. Poletes, and M.L. Camacho, “Perception of Performance in Group Brainstorming: The Illusion of Group Productivity,” Personality and Social Psychology Bulletin 19 (1993): 78–89; W. Stroebe, M. Diehl, and G. Abakoumkin, “The Illusion of Group Efficacy,” Personality and Social Psychology Bulletin 18, no. 5 (1992): 643–650.

52. However, these brainstorming groups: B. Mullen, C. Johnson, and E. Salas, “Productivity Loss in Brainstorming Groups: A Meta-Analytic Integration,” Basic and Applied Social Psychology 12, no. 1 (1991): 3–23.

53. Even though binging: R. Franke and J. Kaul, “Hawthorne Experiments: First Statistical Interpretations,” American Sociological Review 43, no. 5 (1978): 623–643.

53. In one nursing home: N. Foner, The Caregiving Dilemma: Work in an American Nursing Home (Berkeley, CA: University of California Press, 1995).

54. Moreover, people are more likely to harm: C. Lam, G.S. Van der Vegt, F. Walter, and X. Huang, “Harming High Performers: A Social Comparison Perspective on Interpersonal Harming in Work Teams,” Journal of Applied Psychology 96, no. 3 (2011): 588–601.

54. Think of it this way: J.M. Levine, “Reaction to Opinion Deviance In Small Groups,” in Psychology of Group Influence, ed. P.B. Paulus, 2nd ed. (Hillsdale, NJ: Erlbaum, 1989), 187–231.

54. Accordingly, low-productivity people: J.J. Seta, “The Impact of Comparison Processes on Coactors’ Task Performance,” Journal of Personality and Social Psychology 42, no. 2 (1982): 281–291.

54. Conversely, high-productivity people: N. Kerr and R. McCoun, “Role Expectations in Social Dilemmas: Sex Roles and Task Motivation in Groups,” Journal of Personality and Social Psychology 49 (1985): 1547–1556

54. As this suggests: P.B. Paulus and M.T. Dzindolet, “Social Influence Processes in Group Brainstorming,” Journal of Personality and Social Psychology 64 (1993): 575–586.

54. In sum, several investigations: P.B. Paulus and V.R. Brown, “A Simple Dynamic Model of Social Factors in Group Brainstorming,” Small Group Research 27, no. 1 (1996): 91–114; Paulus and Dzindolet, “Social Influence Processes in Group Brainstorming.”

55. For example, the performance of a group: Paulus and Dzindolet, “Social Influence Processes in Group Brainstorming.”

55. For example, in one investigation, the productivity gap: Ibid.

55. Thus pressure from outside a group: J.J. Seta, P.B. Paulus, and J.K. Schkade, “Effects of Group Size and Proximity Under Cooperative and Competitive Conditions,” Journal of Personality and Social Psychology 34 (1976): 47–53; J.J. Seta, C.E. Seta, and S. Donaldson, “The Impact of Comparison Processes on Coactors’ Frustration and Willingness to Expend Effort,” Personality and Social Psychology Bulletin 17 (1991): 560–568.

55. Thus, my best advice on how to raise: J. Munkes and M. Diehl, “Matching or Competition? Performance Comparison Processes in an Idea Generation Task,” Group Processes and Intergroup Relations 6, no. 3 (2003): 305–320.

56. In a study conducted at the University of California: G. Mark, V. Gonzalez, and J. Harris, “No Task Left Behind? Examining the Nature of Fragmented Work,” working paper, (Irvine, CA: University of California), 2005.

56. It is not surprising: V. Brown and P.B. Paulus, “A Simple Dynamic Model of Social Factors in Group Brainstorming,” Small Group Research 27, no. 1 (1996): 91–114.

56. The delay between idea generation and articulation: B.A. Nijstad, W. Stroebe, and H.F.M. Lodewijkx, “Production Blocking and Idea Generation: Does Blocking Interfere With Cognitive Processes?” Journal of Experimental Social Psychology 39, no. 6 (2003): 531–548.

57. This delay interfered: Ibid.

57. Taking turns interferes: B.A. Nijstad and W. Stroebe, “How the Group Affects the Mind: A Cognitive Model of Idea Generation in Groups,” Personality and Social Psychology Review 10, no. 3 (2006): 186–213.

57. People who are regularly bombarded: E. Ophir, C.I. Nass, and A.D. Wagner, “Cognitive Control in Media Multitaskers,” Proceedings of the National Academy of Sciences 106 (2009): 15583–15587.

58. There has been a 10 percent: “Going the distance: Online Education in the United States, 2011,” The Sloan Consortium, http://sloanconsortium.org/publications/survey/going_distance_2011.

58. By not feeling that their questions: J. Pierce, “Shy Students Should Be Able to Tweet Their Teacher in Class, Study Finds,” Courier Mail [Australia], January 16, 2012, couriermail.com.

59. We call this the: T. Menon and L. Thompson, “Don’t Hate Me Because I’m Beautiful: Self-Enhancing Biases in Threat Appraisal,” Organizational Behavior and Human Decision Processes 104, no. 1 (2007): 45–60.

60. The fear of negative evaluation scale: D. Watson, and R. Friend, “Measurement of Social-Evaluative Anxiety,” Journal of Consulting and Clinical Psychology 33 (1969): 448–457.

60. Here are a few items: M.R. Leary, “A Brief Version of the Fear of Negative Evaluation Sale,” Personality and Social Psychology Bulletin 9, no. 3 (1983): 371–375.

61. An average score: Ibid.

65. An investigation of scientific: S. Wuchty, B. Jones, and B. Uzzi, “The Increasing Dominance of Teams in Production of Knowledge,” Science 316 (2007): 1036–1039.

65. Similarly, James Adams: A. James, “Scientific Teams and Institutional Collaborations: Evidence from U.S. Universities, 1981–1999,” Research Policy 34, no. 3 (2005): 259–285.

65. Gerald Marschke found: G. Marchke, Teams in R&D: Evidence from US Investor Data, Bonn, Germany: Institute for the Study of Labor (March 29, 2011), iza.org.

67. Creative members enhance: E. Miron-Spektor, M. Erez, and E. Naveh, “The Effect of Conformist and Attentive-to-Detail Members on Team Innovation: Reconciling the Innovation Paradox,” Academy of Management Journal 54, no. 4 (2011): 740–760.

67. In one study: R. Mauro, A. Pierro, L. Mannetti, E.T. Higgins, and A.W. Kruglanski, “The Perfect Mix: Regulatory Complementarity and the Speed-Accuracy Balance in Group Performance,” Psychological Science 20 (2009): 681–685.

68. The results indicated that: A. Miura and M. Hida, “Synergy Between Diversity and Similarity in Group-Idea Generation,” Small Group Research 35 (2004): 540–64.

68. One investigation compared: P.L. McLeod, S.A. Lobel and T.H. Cox, Jr., “Ethnic Diversity and Creativity in Small Groups,” Small Group Research 27, no. 2 (1996), 248–264.

68. In another study, European Americans: A.K. Leung and C. Chiu, “Multicultural Experience, Idea Receptiveness, and Creativity,” Journal of Cross-Cultural Psychology 41, no. 5 (2010), 723–741.

68. However, other investigations: S.B.F. Paletz, K. Peng, M. Erez, and C. Maslach, “Ethnic Composition and Its Differential Impact on Group Processes in Diverse Teams,” Small Group Research 35, no. 2 (2004): 128–157.

68. Teams with greater educational specialization heterogeneity: S.J. Shin, and J. Zhou, “When Is Educational Specialization Heterogeneity Related to Creativity in Research and Development Teams? Transformational Leadership as a Moderator,” Journal of Applied Psychology 92, no. 6 (2007): 1709–1721.

69. In a landmark study of creativity: K. Dunbar, “How Scientists Think: Online Creativity and Conceptual Change in Science,” in Creative Thought: An Investigation of Conceptual Structures and Processes, ed. T.B. Ward, S.M. Smith, and S. Vaid (Washington, DC: American Psychological Association, 1997), 461–493.

69. Whereas the average contributions: J.S. Valacich, B.C. Wheeler, B.E. Mennecke, and R. Wachter, “The Effects of Numerical and Logical Group Size on Computer-Mediated Idea Generation,” Organizational Behavior and Human Decision Processes 62, no. 3 (1995): 318–329.

69. For example, studies of teams: M.J. Pearsall, A.P.J. Ellis, and J.M. Evans, “Unlocking the Effects of Gender Faultlines on Team Creativity: Is Activation the Key?” Journal of Applied Psychology 93, no. 1 (2008): 225–234.

70. General cognitive ability: N.R. Kuncel, S.A. Hezlett, and D.S. Ones, “Academic Performance, Career Potential, Creativity, and Job Performance: Can One Construct Predict Them All?” Journal of Personality and Social Psychology 86, no. 1 (2004): 148–161; S.J. Dollinger, “‘Standardized Minds’ or Individuality? Admissions Tests and Creativity Revisited,” Psychology of Aesthetics, Creativity, and the Arts.

70. For example, in one study: J.S. Valacich, B.C. Wheeler, B.E. Mennecke, and R. Wachter, “The Effects of Numerical and Logical Group Size on Computer-Mediated Idea Generation,” Organizational Behavior and Human Decision Processes 62, no. 3 (1995): 318–329.

70. In one investigation, narcissists: J.A. Goncalo, F.J. Flynn, and S.H. Kim, “Are Two Narcissists Better Than One? The Link Between Narcissism, Perceived Creativity and Creative Performance,” Personality and Social Psychology Bulletin 36, no. 11 (2010): 1485–1495.

70. Narcissists are more likely: Narcissistic personality quiz, 2012, psychcentral.com.

72. Creative people are less likely: P. Bierly, R.W. Kolodinsky, and B.J. Charette, “Understanding the Complex Relationship Between Creativity and Ethical Ideologies,” Journal of Business Ethics 86, no. 1 (2009): 101–112.

72. Teams produce more ideas: M.N. Bechtoldt, C.K.W. DeDreu, B.A. Nijstad, and H.S. Choi, “Motivated Information Processing, Social Tuning, and Group Creativity,” Journal of Personality and Social Psychology 99, no. 4 (2010): 622–637.

72. The people high in epistemic motivation: G.A. Van Kleef, C. Anastasopoulou, and B.A. Nijstad, “Can Expressions of Anger Enhance Creativity? A Test of the Emotions as Social Information (EASI) Model,” Journal of Experimental Social Psychology 46, no. 6 (2010): 1042–1048.

72. People who are high in epistemic motivation: M.M. Thompson, M.E. Naccarato, and K.E. Parker, “Assessing Cognitive Need: The Development of the Personal Need for Structure and the Personal Fear of Invalidity Scales,” paper presented at the annual meeting of the Canadian Psychological Association, Halifax, Nova Scotia, 1989.

73. The idealistic person: D.R. Forsyth, “Judging the Morality of Business Practices: The Influence of Personal Moral Philosophies,” Journal of Business Ethics 11, no. 5–6 (1992):, 461–470; D.R. Forsyth, J.L. Nye, and K. Kelley, “Idealism, Relativism, and the Ethic of Caring,” Journal of Psychology 122, no. 3 (1988): 243–248.

73. Idealists are people: D.P. Forsyth, “A Taxonomy of Ethical Ideologies,” Journal of Personality and Social Psychology 39, no. 1 (1980): 175–184.

73. Paul Bierly and his colleagues: P. Bierly, R.W. Kolodinsky, and B.J. Charette, “Understanding the Complex Relationship between Creativity and Ethical Ideologies,” Journal of Business Ethics 86, no. 1 (2009): 101–112.

74. The most creative achievers in middle age: R. Helson and S. Srivastava, “Creative and Wise People: Similarities, Differences, and How They Develop,” Personality and Social Psychology Bulletin 28, no. 10 (2002): 1430–1440.

74. Teams composed primarily of people: M. Baer, G.A. Oldham, G.C Jacobsen, and A.B. Hollingshead, “The Personality Composition of Teams and Creativity: The Moderating Role of Team Creative Confidence,” Journal of Creative Behavior 4, no. 42 (2008): 255–282.

74. Moreover, when non-anxious people: L.M. Camacho and P.B. Paulus, “The Role of Social Anxiousness in Group Brainstorming,” Journal of Personality and Social Psychology 68, no. 6 (1995): 1071–1080.

75. Some of the teams were composed: A. Chirumbolo, L. Mannetti, A. Pierro, A. Areni, and A.W. Kruglanski, “Motivated Closed-Mindedness and Creativity in Small Groups,” Small Group Research 36, no. 1 (2005): 59–82; C.K.W. DeDreu and B.A. Nijstad, “Mental set and creative thought in social conflict: Threat rigidity versus motivated focus,” Journal of Personality and Social Psychology 95, no. 3 (2008): 648–661.

76. In a provocative study: M. Baer, “The Strength of Weak Ties Perspective on Creativity: A Comprehensive Examination and Extension,” Journal of Applied Psychology 95, no. 3 (2010): 592–601.

76. Moreover, teams whose members have different levels: M.C. Schilpzand, D.M. Herold, and C.E. Shalley, “Members’ Openness to Experience and Teams’ Creative Performance,” Small Group Research 42, no. 1 (2011): 55–76.

76. Groups that have open-mindedness norms: R. Mitchell, B. Boyle, and S. Nicolas, “The Impact of Goal Structure in Team Knowledge Creation,” Group Processes & Intergroup Relations 12, no. 5 (2009): 639–651.

83. The relationship the leaders had: H. Liao, D. Liu, and R. Loi, “Looking at Both Sides of the Social Exchange Coin: A Social Cognitive Perspective on the Joint Effects of Relationship Quality and Differentiation on Creativity,” Academy of Management Journal 53, no. 5 (2010): 1090–1109.

83. What’s more, those who solicit: K. Stobbeleier, S. Ashford, and D. Buyens, “Self-Regulation of Creativity at Work: The Role of Feedback-Seeking Behavior in Creative Performance,” Academy of Management Journal, 54, no. 4 (2011): 811–831.

84. Managers have reported cases: R. Alsop, The Trophy Kids Grow Up: How the Millennial Generation Is Shaking Up the Workplace (San Francisco: Jossey-Bass, 2008).

84. In a study that compared the impact: C.E. Shalley and J.E. Perry-Smith, “Effects of Social-Psychological Factors on Creative Performance: The Role of Informational and Controlling Expected Evaluation and Modeling Experience,” Organizational Behavior and Human Decision Processes 84, no. 1 (2001): 1–22.

85. Excellent leaders offer developmental feedback: J.M. George and J. Zhou, “Dual Tuning in a Supportive Context: Joint Contributions of Positive Mood, Negative Mood, and Supervisory Behaviors to Employee Creativity,” Academy of Management Journal 50, no. 3 (2007): 605–622.

86. Excellent leaders display interactional justice: Ibid.

86. For example, a study of creativity: J. Zhou and J.M. George, “When Job Dissatisfaction Leads to Creativity: Encouraging the Expression of Voice,” Academy of Management Journal 44, no. 4), 682–696.

86. Excellent leaders are trustworthy: Ibid.

87. It took another five years to perfect: Lemelson-MIT, “Inventor of the Week: Art Fry and Spencer Silver, Post-it Notes,” Massachusetts Institute of Technology, www.mit.edu.

87. The ambidextrous leader switches: K. Rosing, M. Frese, and A. Bausch, “Explaining the Heterogeneity of the Leadership-Innovation Relationship: Ambidextrous Leadership,” Leadership Quarterly 22 (2011): 956–974.

87. They make investments in people: B.J. Avolio, B.M. Bass, and D. Jung, “Reexamining the Components of Transformational and Transactional Leadership Using the Multifactor Leadership Questionnaire,” Journal of Occupational and Organizational Psychology 7 (1999): 441–462.

88. Conversely, transformational leaders: B.M. Bass, Leadership and Performance Beyond Expectations (New York: Free Press, 1985).

88. Transformational leaders are more likely: Y. Gong, J.C. Huang, and J.L. Farh, “Employee Learning Orientation, Transformational Leadership, and Employee Creativity: The Mediating Role of Employee Creative Self-Efficacy,” Academy of Management Journal 52, no. 4 (2009):, 765–778; L. Gumusluoglu and A. Ilsev, “Transformational Leadership, Creativity, and Organizational Innovation,” Journal of Business Research 62, no. 4 (2009): 461–473.

88. The positive relationship: S.O. Cheung, P.S.P. Wong, and A.W.Y. Wu, “Towards an Organizational Culture Framework in Construction,” International Journal of Project Management 29, no. 1 (2011): 33–44.

88. Similar positive results: Gumusluoglu and Ilsev, “Leadership, Creativity, and Organizational Innovation.”

88. Transformational leadership also is related to increased creativity: S.J. Shin and J. Zhou, “Transformational Leadership, Conservation, and Creativity: Evidence from Korea,” Academy of Management Journal 46, no. 6 (2003): 703–714.

89. Powerful people generate: A.D. Galinsky, J.C. Magee, D.H. Gruenfeld, J.A. Whitson, and K.A. Lilenquist, “Power Reduces the Press of the Situation: Implications for Creativity, Conformity and Dissonance,” Journal of Personality and Social Psychology 95, no. 6 (2008): 1450–1466.

91. When leaders are verbally dominant: L. Tost, F. Gino, and R. Larrick, “When Power Makes Others Speechless: The Negative Impact of Leader Power on Team Performance” (working paper, 2011).

91. Creative deviance refers to: C. Mainemelis, “Stealing Fire: Creative Deviance in the Evolution of New Ideas,” Academy of Management Review 35, no. 4 (2010): 558–578.

91. The Pontiac Fiero: G. Pinchot, III, Intrapreneuring (New York: Harper & Row, 1985).

91. The film The Godfather was born: J. Lewis, “If History Has Taught Us Anything … ” Francis Ford Coppola, Paramount Pictures, and The Godfather, Parts I, II, III,” in Francis Ford Coppola’s The Godfather Trilogy, ed. N. Browne (Cambridge: Cambridge University Press J. (2000), 23–56.

92. Churchill recognized: J.R.P. French and B.H. Raven, “The Bases of Social Power,” in Group Dynamics, ed. D. Cartwright and A.F. Zander (New York: Harper & Row, 1968), 259–270.

96. However, there is an ego-driven: C. Heath, “On the Social Psychology of Agency Relationships: Lay Theories of Motivation Overemphasize Extrinsic Rewards,” Organizational Behavior and Human Decision Processes 78, no. 1 (1999): 25–62.

98. The message: find a way: M. Vansteenkiste, J. Simons, W. Lens, K. Sheldon, and E. Deci, “Motivating Learning, Performance, and Persistence: The Synergistic Effect of Intrinsic Goal Contents and Autonomy-Supported Contexts,” Journal of Personality and Social Psychology 87, no. 2 (2004): 246–260.

98. By coming to such a conclusion: L. Festinger and J.M. Carlsmith, “Cognitive Consequences of Forced Compliance,” Journal of Abnormal and Social Psychology 58 (1955): 203–210.

99. And indeed, the least creative projects: T.M. Amabile, “Motivational Synergy: Toward New Conceptualizations of Intrinsic and Extrinsic Motivation in the Workplace,” Human Resource Management Review 3, no. 3 (1993): 185–201; T.M. Amabile, E. Phillips, and M.A. Collins, “Personality and Environmental Determinants of Creativity in Professional Artists,” (unpublished manuscript, Brandeis University, Waltham, MA, 1993).

99. Employees’ expected reward: R. Eisenberger and J. Aselage, “Incremental Effects of Reward on Experienced Performance Pressure: Positive Outcomes for Intrinsic Interest and Creativity,” Journal of Organizational Behavior 30, no. 1 (2009): 95–117.

99. Performance pressure increases intrinsic interest: Ibid.

99. People who receive rewards: Ibid.

99. Indeed, when youngsters are given: R. Eisenberger and L. Rhoades, “Incremental Effects of Reward on Creativity,” Journal of Personality and Social Psychology 81, no. 4 (2001): 728–741; R. Eisenberger, F. Haskins, and P. Gambleton, “Promised Reward and Creativity: Effects of Prior Experience,” Journal of Experimental Social Psychology 35, no. 3 (1999): 308–325.

100. This reward-creativity relationship: R. Eisenberger, S. Armeli, and J. Pretz, “Can the Promise of Reward Increase Creativity?” Journal of Personality and Social Psychology 74, no. 3 (1998): 704–714.

100. Reward promised for creativity: Eisenberger and Rhoades, “Incremental Effects of Reward on Creativity.”

100. Employees who expected to be rewarded: Ibid.

101. Also, children praised for intelligence: C.M. Mueller and C.S. Dweck, “Praise for Intelligence Can Undermine Children’s Motivation and Performance,” Journal of Personality and Social Psychology 75, no. 1 (1998): 33–52.

101. Those who had engaged in the creative pre-task: R. Conti, T.M. Amabile, and S. Pollak, “The Positive Impact of Creative Activity: Effects of Creative Task Engagement and Motivational Focus on College Students’ Learning,” Personality and Social Psychology Bulletin 21, no. 10 (1995): 1107–1116.

101. Most important, they have struck a balance: M. Csikszentmihalyi, Flow: The Psychology of Optimal Experience (New York: Harper & Row, 1990).

102. Football analyst and former coach: B. Gumbel, Real Sports with Byant Gumbel, episode 185, August 21, 2012.

102. The team tested everything: N. Peck, “Charter House Innovations’ Audacious Goals Let Design Team Flex Creative Muscles,” MiBiz.com, December 20, 2010.

103. Because the software immediately translates: P. Wolfson, “UMd. Team Changes Lives with Treadmill and a Webcam,” WTOP, June 25, 2012, wtop.com.

103. To limit the distractions: R. Vesely, “Social Life, Not Social Media, Is Work’s Biggest Distraction,” Workforce, June 27, 2012, workforce.com.

103. Page says that having meetings go longer: C. Miller, “Google’s Chief Works to Trim a Bloated Ship,” New York Times, November 9, 2001, nytimes.com.

104. Tellingly, their coach explains: J. Yuan, “Olympics Prime-time Recap: So Many Greatest-Evers,” nymag.com, August 10, 2012.

104. Later, when all the children: Mueller and Dweck, “Praise for Intelligence Can Undermine Children’s Motivation and Performance.”

104. Similarly, another investigation revealed: M.A. Finkelstein, “Intrinsic Versus Extrinsic Motivational Orientations and the Volunteer Process,” Personality and Individual Differences 46 (2009): 653–658.

105. Inspiration is a motivational state: T.M. Thrash, L.A. Maruskin, S.E. Cassidy, J.W. Fryer, and R.M. Ryan, “Mediating Between the Muse and the Masses: Inspiration and the Actualization of Creative Ideas,” Journal of Personality and Social Psychology 98, no. 3 (2010): 469–487.

105. Those who had written: T.M. Thrash and A.J. Elliott, “Inspiration: Core Characteristics, Component Processes, Antecedents, and Function,” Journal of Personality and Social Psychology 87, no. 6 (2004): 957–973.

106. At first, she started making a few balloons: M. Warren, “After a Bad Accident, Finding Resilience in Balloons,” New York Times, November 7, 2001.

106. In one investigation, the highest level: C.E. Shalley, “Effects of Coaction, Expected Evaluation, and Goal Setting on Creativity and Productivity,” Academy of Management Journal 38, no. 2 (1995): 483–503.

106. Those who were shown the photo: A. Shantz and G. Latham, “An Exploratory Field Experiment of the Effect of Subconscious and Conscious Goals on Employee Performance,” Organizational Behavior and Human Decision Processes 109, no. 1 (2009): 9–17.

106. Another study indicated that people: Ibid.

107. Participants in both the diet and the food: A. Fishbach, R. Friedman, and A. Kruglanski, “Leading Us Not into Temptation: Momentary Allurements Elicit Overriding Goal Activation,” Journal of Personality and Social Psychology 84, no. 2 (2003): 296–309.

107. One investigation of female engineers: C.Y. Cheng, J. Sanchez-Burks, and F. Lee, “Connecting the Dots Within: Creative Performance and Identity Integration.” Psychological Science 19, no. 11 (2008): 1178–1184.

107. Indeed, there is a strong, positive linear relationship: M.A. Davis, “Understanding the Relationship Between Mood and Creativity: A Meta-Analysis,” Organizational Behavior and Human Decision Processes 108, no. 1 (2009): 25–38; M.J. Grawitch, D.C. Munz, and T.J. Kramer, “Effects of Member Mood States on Creative Performance in Temporary Workgroups,” Group Dynamics: Theory, Research, and Practice 7, no. 1 (2003): 41–54; T.M. Amabile, S.G. Barsade, J.S. Mueller, and B.M. Staw, “Affect and Creativity at Work,” Administrative Science Quarterly 50, no. 3 (2005): 367–403; A.M. Isen, K.A. Daubman, and G.P. Nowicki, “Positive Affect Facilitates Creative Problem Solving,” Journal of Personality and Social Psychology 47 (1987): 1026–1217.

108. Perhaps the most persuasive evidence: M.A. Davis, “Understanding the Relationship Between Mood and Creativity: A Meta-Analysis,” Organizational Behavior and Human Decision Processes 108, no. 1 (2009): 25–38.

108. In short, unhappy leaders: C. Anderson and L.L. Thompson, “Affect from the Top Down: How Powerful Individuals’ Positive Affect Shapes Negotiations,” Organizational Behavior and Human Decision Processes 95 (2003): 125–139.

109. As a start, he used: G. Burnison, “Learning the Softer Side of Leadership,” Fast Company, March 13, 2012, fastcompany.com.

109. Indeed, people who witness: C.L. Poratha and A. Erez, “Overlooked but Not Untouched: How Rudeness Reduces Onlookers’ Performance on Routine and Creative Tasks,” Organizational Behavior and Human Decision Processes 109, no. 1 (2009): 29–44.

109. And unbridled anger: C. Scheinbaum, “Doctors Without Boundaries,” Bloomberg Businessweek, August 6, 2012.

109. Positive affect is a precursor: Amabile et al., “Affect and Creativity at Work.”

109. In another investigation, temporary workgroups: Grawitch, Munz, and Kramer, “Effects of Member Mood States on Creative Performance in Temporary Workgroups.”

109. People who are led: M.J. Grawitch, D.C. Munz, E.K. Elliott, and A. Mathis, “Promoting Creativity in Temporary Problem-Solving Groups: The Effects of Positive Mood and Autonomy in Problem Definition on Idea-Generating Performance,” Group Dynamics: Theory, Research, and Practice 7, no. 3 (2003): 200–213.

109. Similarly, people who have been offered: W.M.P. Klein, “Effects of Objective Feedback and ‘Single Other’ or ‘Average Other’ Social Comparison Feedback on Performance Judgments and Helping Behavior,” Personality and Social Psychology Bulletin, 29, no. 3 (2003): 418–429.

109. Yet, does negative mood always: E.E. Jones and J.R. Kelly, “No Pain, No Gains: Negative Mood Leads to Process Gains in Idea-Generation Groups,” Group Dynamics 13, no. 2 (2009): 75–88.

109. For example, groups of people: Ibid.

110. And positive mood may not help: R.J. Melton, “The Role of Positive Affect in Syllogism Performance,” Personality and Social Psychology Bulletin 1 (1995): 788–794.

110. For example, people in positive moods: Ibid.

110. A study of feigned affect: M. Sliter, S. Jex, K. Wolford, and J. McInnerney, “How Rude! Emotional Labor as a Mediator Between Customer Incivility and Employee Outcomes,” Journal of Occupational Health Psychology 15 (2010): 468–481.

110. Psychologists refer to this: R. B. Zajonc, “Mere Exposure: A Gateway to the Subliminal,” Current Directions in Psychological Science 10, no. 6 (December 2011).

111. Happy people effectively transform: E.R. Hirt, E.E. Devers, and S.M. McCrea, “I Want to Be Creative: Exploring the Role of Hedonic Contingency Theory in the Positive Mood-Cognitive Flexibility Link,” Journal of Personality and Social Psychology 94, no. 2 (2008): 214–230.

111. Activating moods lead: C.K.W. De Dreu and B.A. Nijstad, “Mental Set and Creative Thought in Social Conflict: Threat Rigidity Versus Motivated Focus,” Journal of Personality and Social Psychology 95, no. 3 (2008): 648–661.

111. The reason negative activating moods: B.A. Nijstad, C.K.W. DeDreu, E.F. Rietzschel, and M. Baas, “The Dual Pathway to Creativity Model. Creative Ideation as a Function of Flexibility and Persistence,” European Review of Social Psychology 21 (2010): 34–77.

112. Men who sat more: A.V. Patel and L. Bernstein, “Leisure Time Spent Sitting in Relation to Total Mortality in a Prospective Cohort of US Adults,” American Journal of Epidemiology 172, no. 4 (2010): 419–429.

112. Keith Rabois, COO of Square: J. Guynn, “Silicon Valley Is Getting Healthy: Crunching Abs, Not Just Apps,” May 11, 2012, latimes.com.

112. My colleagues and I: B. Lucas and L. Thompson, “The Problem with “Don’t Worry, Be Happy” (manuscript in preparation, Kellogg School of Management, 2013).

112. Negative moods can increase creativity: J.M. George and J. Zhou, “Dual Tuning in a Supportive Context: Joint Contributions of Positive Mood, Negative Mood, and Supervisory Behaviors to Employee Creativity,” Academy of Management Journal 50, no. 3 (2007): 605–622.

113. Executives who shared embarrassing stories: B. Lucas and L. Thompson, “The Problem with “Don’t Worry, Be Happy” (Kellogg School of Management, forthcoming 2013).

115. Similarly, most people feel: M. E. P. Seligman, Authentic Happiness (New York: Free Press, 2002), p. 15.

115. Another widely researched measure: S. Lyubomirsky and H.S. Lepper, “A Measure of Subjective Happiness: Preliminary Reliability and Construct Validation,” Social Indicators Research 46 (1999): 137–155.

116. The positive effects: M.E.P. Seligman, “Foreword: The Past and Future of Positive Psychology,” in Flourishing: Positive Psychology and the Life Well Lived, ed. C.L.M. Keyes and J. Haidt (Washington, DC: American Psychological Association, 2003): xi–xx.

116. Bottom line: improving: M. Seligman, “Authentic Happiness: Using the New Positive Psychology to Realize Your Potential for Lasting Fulfillment (New York: Free Press/Simon & Schuster, 2002): 9.

117. A study of twenty-two lottery winners: P. Brickman, D. Coates, and R. Janoff-Bulman, “Lottery Winners and Accident Victims: Is Happiness Relative?” Journal of Personality and Social Psychology 36, no. 8 (1978): 917–927.

117. These effects last: E. Pronin and D.M. Wegner, “Manic Thinking: Independent Effects of Thought Speed and Thought Content on Mood,” Psychological Science 17 (2006): 807–813; S. Lyubomirsky, The How of Happiness: A Scientific Approach to Getting the Life You Want (New York: Penguin Press, 2008); M. Mehl et al. “Eavesdropping on Happiness: Well-Being Is Related to Having Less Small Talk and More Substantive Conversations,” Psychological Science 21, no. 4 (2010): 539–541.

117. People who have a deep, meaningful conversation: M. Mehl et al., “Eavesdropping on Happiness: Well-being Is Related to Having Less Small Talk and More Substantive Conversations,” Psychological Science, 2010.

118. Rapidly and energetically: E. Pronin and D.M. Wegner, (2006). “Manic Thinking: Independent Effects of Thought Speed and Thought Content on Mood,” Psychological Science 17 (2006): 807–813.

118. People who brainstorm: S. Lyubomirsky, The How of Happiness: A Scientific Approach to Getting the Life You Want (New York: Penguin Press, 2008).

121. However, he self-silenced because: “Bono’s Take on Spider-Man,” The Week, July 1–8, 2011, 8.

122. They fight fairly: J.M. Gottman and C.I. Notarius, “Decade Review: Observing Marital Interaction,” Journal of Marriage and the Family 62 (2000): 927–947.

123. In this case, teams composed: See W.R. Fry, I. Firestone, and D. Williams, “Negotiation Process and Outcome of Stranger Dyads and Dating Couples: Do Lovers Lose?” Basic and Applied Social Psychology 4 (1983): 1–16; L. Thompson and T. DeHarpport, “Social Judgment, Feedback, and Interpersonal Learning in Negotiation,” Organizational Behavior and Human Decision Process 58 (1994): 327–45.

123. In contrast, relationship conflict: J.L. Farh, C. Lee, and C.I. Farh, “Task Conflict and Team Creativity: A Question of How Much and When,” Journal of Applied Psychology 95, no. 6 (2010):1173–1180.

124. As it turned out, the men who: R.I. Swaab and D.F. Swaab, “Sex Differences in the Effects of Visual Contact and Eye Contact in Negotiations,” Journal of Experimental Social Psychology 45, no. 1 (2009): 129–136.

126. According to Kellogg professor Vicki Medvec: L. Van Boven, G. Thomas, and V.H. Medvec, “The Illusion of Transparency in Negotiations,” Negotiation Journal 19, no. 2 (2003): 117–131.

127. According to Harvey: J. Harvey, “The Abilene Paradox: The Management of Agreement,” Organizational Dynamics 3, no. 1 (1974): 63–80.

128. In a six-person group: M.E. Shaw, Group Dynamics: The Psychology of Small Group Behavior, 3rd ed. (New York: McGraw-Hill, 1981), 170.

129. Groups that use brainwriting: P.B. Paulus and H. Yang, “Idea Generation in Groups: A Basis for Creativity in Organizations,” Organizational Behavior and Human Decision Processes 82, no. 1 (2000): 76–87; A.F. Osborn, Applied Imagination, 3rd ed. (New York: Scribner, 1993).

130. Brainwriting can be made: Paulus and Yang, “Idea Generation in Groups.”

131. The research findings overwhelmingly indicate: S. Kavadias and S.C. Sommer, “The Effects of Problem Structure and Team Diversity on Brainstorming Effectiveness,” Management Science 5, no. 12 (2009): 1899–1913.

131. Not only do nominal groups outperform: C. Faure, “Beyond Brainstorming: Effects of Different Group Procedures on Selection of Ideas and Satisfaction with the Process,” Journal of Creative Behavior 38, no. 1 (2004): 13–34.

131. This question was further examined: V.L. Putman and P.B. Paulus, “Brainstorming, Brainstorming Rules and Decision Making,” Journal of Creative Behavior 43, no. 1 (2009): 23–39.

132. There is some evidence: W.H. Cooper, R.B. Gallupe, S. Pollard, and J. Cadsby, “Some Liberating Effects of Anonymous Electronic Brainstorming,” Small Group Research 29, no. 2 (1998):147–178.

132. Moreover, anonymous: Ibid.

132. Groups using electronic brainstorming: M. Nagasundaram and A.R. Dennis, “When a Group Is Not a Group: The Cognitive Foundation of Group Idea Generation,” Small Group Research 24, no. 4 (1993): 463–489.

132. One investigation compared the quality: H. Barki and A. Pinsonneault, “Small Group Brainstorming and Idea Quality: Is Electronic Brainstorming the Most Effective Approach?” Small Group Research 32, no. 2 (2001): 158–205.

132. The electronic brainstorming application: O. Hilliges, L. Terrenghi, S. Boring, J. Kim, H. Richter, and A. Butz, “Designing for Collaborative Creative Problem Solving,” Creativity and Cognition (2007): 137–146.

133. Brainstorming groups and nominal groups: M.W. Kramer, C.L. Kuo, and J.C. Dailey, “The Impact of Brainstorming Techniques on Subsequent Group Processes: Beyond Generating Ideas,” Small Group Research, 28, no. 2 (1997): 218–242.

135. In 2005, Mark Lucovsky: I. Fried, “Court Docs: Ballmer Vowed to ‘Kill’ Google,” CNET News, September 5, 2005, http://news.cnet.com.

135. Another example of malignant conflict: “The Wisconsin Judge Accused of Choking a Colleague,” The Week, June 11, 2011, theweek.com.

136. According to George Anderson: C. Scheinbaum, “Doctors without Boundaries: An Anger Management Pioneer Tries to Defuse Rageaholic Physicians,” Bloomberg Businessweek, August 6–12, 2012, 67–69.

136. Jeer pressure: L.M. Janes and J.M. Olson, “Jeer Pressure: The Behavioral Effects of Observing Ridicule of Others,” Personality and Social Psychology Bulletin 26, no. 4 (2000): 474–485.

136. In short, jeer pressure: Ibid.

136. In one investigation, top management teams: S. Parayitam and R.S. Dooley, “Is Too Much Cognitive Conflict in Strategic Decision-Making Teams Too Bad?” International Journal of Conflict Management 22, no. 4 (2011): 342–357.

137. As it turns out, debate: C.J. Nemeth, B. Personnaz, M. Personnaz, and J.A. Goncalo, “The Liberating Role of Conflict in Group Creativity: A Study in Two Countries,” European Journal of Social Psychology 34, no. 4 (2004): 365–374.

137. Debate instructions were superior: Ibid.

137. Conversely, teams that engage: L. Lu, F. Zhou, and K. Leung, “Effects of Task and Relationship Conflict on Individual Work Behaviors,” International Journal of Conflict Management 22, no. 2 (2009): 131–150.

138. My colleagues: J.B. White, R.O. Tynan, A.D. Galinsky, and L. Thompson, “Face Threat Sensitivity in Negotiation: Roadblock to Agreement and Joint Gain,” OBHDP 94 (2004): 102–124.

138. Those who had read the “we” paragraph: E. Seeley, W. Gardner, and L. Thompson, “The Role of the Self-Concept and the Social Context in Determining the Behavior of Power Holders: Self-Construal in Intergroup versus Dyadic Dispute Resolution Negotiations,” Journal of Personality and Social Psychology 93, no. 4 (2007): 614–631.

140. Of the four following behaviors: See also C. Rusbult, N.A. Yovetich, and L. Verette, “An Interdependence Analysis of Accommodation Processes,” in Knowledge Structures in Close Relationships: A Social Psychological Approach, ed. G.J.O. Fletcher and J. Fitness (Mahwah, NJ: Lawrence Erlbaum, 1996).

141. If you suppress conflict: C.K.W. De Dreu, D. Van Dierendonck, and M.T.M. Dijkstra, “Conflict at Work and Individual Well-Being,” International Journal of Conflict Management 15, no. 1 (2004): 6–26.

145. After receiving a heavy dose: L. Babauta, “How to Accept Criticism with Grace and Appreciation,” Zenhabits, 2012. Zenhabits.net.

146. But I think the main thing is: C.S. Einhorn, “Do Better CEOs Get Better Feedback?” May 17, 2012, chiefexecutive.net.

147. Conversely, respect is: R.C. Mayer, J.H. Davis, and F.D. Schoorman, “An Integrative Model of Organization Trust,” Academy of Management 2, no. 3 (1995): 709–734; M.A. Cronin and L.R.Weingart, “The Differential Effects of Trust and Respect on Team Conflict,” in Conflict in Organizational Groups, ed. L. Thompson and K.J. Behfar (Evanston, IL: Northeastern University Press, 2007).

147. To measure the amount of trust: Cronin and Weingart, “The Differential Effects of Trust and Respect on Team Conflict.”

147. To assess the amount of respect: Ibid.

149. People in teams size up: A. Edmondson, “Psychological Safety and Learning Behavior in Work Teams,” Administrative Science Quarterly 44 (1999): 350–383.

149. Thus, even though people: J. Mayer and T. Mussweiler, “Suspicious Spirits, Flexible Minds: When Distrust Enhances Creativity,” Journal of Personality and Social Psychology 101, no. 6 (2011): 1262–1277.

155. Groups benefit best from building: N.W. Kohn, P.B. Paulus, and Y.H. Choi, “Building on the Ideas of Others: An Examination of the Idea Combination Process,” Journal of Experimental Social Psychology 47, no. 3 (2011): 554–561.

155. Indeed, the scientific evidence: E.H. Witte, “Toward Group Facilitation Technique for Project Teams,” Group Processes and Intergroup Relations 10 (2007): 299–309.

155. Brainstorming rules alone: R.C. Litchfield, “Brainstorming Rules as Assigned Goals: Does Brainstorming Really Improve Idea Quantity?” Motivation and Emotion 33, no. 1 (2009): 25–31.

156. They coached some groups: P.B. Paulus, T. Nakui, V.L. Putman, and V.R. Brown, “Effects of Task Instructions and Brief Breaks on Brainstorming,” Group Dynamics 10, no. 3 (2006): 206–219.

157. Groups with a facilitator: A.K. Offner, T.J. Kramer, and J.P. Winter, “The Effects of Facilitation, Recording, and Pauses on Group Brainstorming,” Small Group Research 27, no. 2 (1996): 283–298.

157. And face-to-face groups: T.J. Kramer, G.P. Fleming, and S.M. Mannis, “Improving Face-to-Face Brainstorming Through Modeling and Facilitation,” Small Group Research 32, no. 5 (2001): 533–557.

157. Those given the quantity goal: P.B. Paulus, D.W. Kohn, and L.E. Arditti, “Effects of Quantity and Quality Instructions on Brainstorming,” Journal of Creative Behavior 45, no. 1 (2011), 38–46.

158. Indeed, the productivity gap: P.B. Paulus and M.T. Dzindolet, “Social Influence Processes in Group Brainstorming,” Journal of Personality and Social Psychology 64, no. 4 (1993): 575–586.

158. Novelty goals did not simply: R.C. Litchfield, J. Fan, and V.R. Brown, “Directing Idea Generation Using Brainstorming with Specific Novelty Goals,” Motivation and Emotion 35, no. 2 (2011): 135–140.

158. Training had a significant: J. Baruah and P.B. Paulus, “Effects of Training on Idea Generation in Groups,” Small Group Research 39, no. 5 (2008): 523–541.

159. The groups who learned brainstorming: M.M. Casanoves, F. Miralles, M. Gomez, and R. Garcia, “Improving Creativity Results and Its Implementation in Organizations Using Creative Techniques Through Experimental Learning Training” Proceedings of the 5th European Conference on Innovation and Entrepreneurship (2010): 121–128.

159. The group that warmed up: H. Coşkun, “Close Associations and Memory in Brainwriting Groups, Journal of Creative Behavior 45, no. 1 (2011): 59–75.

159. For most people, idea selection: E.F. Rietzschel, B.A. Nijstad, and W. Stroebe, “Productivity Is Not Enough: A Comparison of Interactive and Nominal Brainstorming Groups on Idea Generation and Selection,” Journal of Experimental Social Psychology 42, no. 2 (2006): 244–251.

159. Not surprisingly, when people: E.F. Rietzschel, B.A. Nijstad, and W. Stroebe, “The Selection of Creative Ideas After Individual Idea Generation: Choosing Between Creativity and Impact,” British Journal of Psychology 101 (2010): 47–68.

160. In fact, if anything, nominal groups: V.L. Putman and P.B. Paulus, “Brainstorming, Brainstorming Rules, and Decision Making,” Journal of Creative Behavior 43, no. 1 (2009): 23–39; C. Faure, “Beyond Brainstorming: Effects of Different Group Procedures on Selection of Ideas and Satisfaction with the Process,” Journal of Creative Behavior 38, no. 1 (2004): 13–34.

160. In another investigation: Rietzschel, Nijstad, and Stroebe, “Productivity Is Not Enough.”

160. Indeed, when people feel uncertain: S. Jennifer, J. Mueller, S. Melwani, and J. Goncalo, “The Bias Against Creativity: Why People Desire but Reject Creative Ideas,” Psychological Science 23, no. 1 (2012): 13–17.

160. Similarly, solitary idea generation: Baruah and Paulus, “Effects of Training on Idea Generation in Groups.”

161. Indeed, groups organized with: K. Girotra, C. Terwiesch, and K.T. Ulrich, “Idea Generation and the Quality of the Best Idea,” Management Science 56, no. 4 (2010): 591–605.

161. In one set of intriguing experiments: Ibid.

161. If this does happen, don’t fear: N.W. Kohn and S.M. Smith, “Collaborative Fixation: Effects of Others’ Ideas on Brainstorming,” Applied Cognitive Psychology 25, no. 3 (2011): 359–371.

161. So my colleague, Hoon-Seok Choi: H-S. Choi and L. Thompson, “Old Wine in New Bottles: Impact on Membership Change of Group Creativity,” Organizational Behavior and Human Decision Process 98, no. 2 (2005):121–132.

163. As they work together: L.L. Thompson and T.R. Cohen, “Metacognition in Teams and Organizations,” in Social Metacognition, ed. P. Brinol and K.G. DeMarree (New York: Psychology Press, 2011).

163. Unfortunately, team mental models: P.F. Skilton and K.J. Dooley, “The Effects of Repeat Collaboration on Creative Abrasion,” Academy of Management Review 35, no. 1 (2010): 118–134.

163. The diversity of the team: R. Haykin, “Creative Abrasion vs. Creative Collaboration,” Innovation Sparks, October 2, 2009, haykin.net.

163. Cirque du Soleil CEO Daniel Lamarre: A. Dan, “The Secret That Inspires Cirque du Soleil’s Culture of Innovation: Creative Friction,” Forbes. May 29, 2012, www.forbes.com.

164. For closed groups: M. Baer, R.T.A.J. Leenders, G.R. Oldham, and A.K. Vadera, “Win or Lose the Battle for Creativity: The Power and Perils of Intergroup Competition,” Academy of Management Journal 53, no. 4 (2010): 827–845.

164. Groups using serial mode: G.J. DeVreede, R.O. Briggs, and R. Reiter-Palmon, “Exploring Asynchronous Brainstorming in Large Groups: A Field Comparison of Serial and Parallel Subgroups,” Human Factor, 52, no. 2 (2010): 189–202.

164. In one investigation, people were asked: D.L. Zabelina and M.D. Robinson, “Child’s Play: Facilitating the Originality of Creative Output by a Priming Manipulation,” Psychology of Aesthetics, Creativity, and the Arts 4, no. 1 (2010): 57–65.

165. Dissent, debate, and competing views: C.J. Nemeth, B. Personnaz, M. Personnaz, and J.A. Goncalo, “The Liberating Role of Conflict in Group Creativity: A Study in Two Countries,” European Journal of Social Psychology 34, no. 4 (2004): 365–374.

166. In other words, granting: Ibid.

166. Moreover, group members are: L. Troyer and R. Youngreen, “Conflict and Creativity in Groups,” Journal of Social Issues 65, no. 2 (2009): 409–427.

166. These hours are just perfect: E. Miron-Spektor, D. Efrat-Treister, A. Rafaeli, and O. Schwarz-Cohen, “Others’ Anger Makes People Work Harder, Not Smarter: The Effect of Observing Anger and Sarcasm on Creative and Analytic Thinking,” Journal of Applied Psychology 96, no. 5 (2011): 1065–1075.

167. The students who were given: H. Coşkun, P.B. Paulus, V. Brown, and J.J. Sherwood, “Cognitive Stimulation and Problem Presentation in Idea-Generating Groups,” Group Dynamics: Theory, Research, and Practice 4, no. 4 (2000), 307–329.

167. For example, one study examined: T.J. Howard, E.A. Dekonick, and S.J. Culley, “The Use of Creative Stimuli at Early Stages of Product Innovation,” Research in Engineering Design 21, no. 4 (2010): 263–274.

168. All these trappings: J. Eells, “Jack Outside the Box,” New York Times, April 5, 2012, nytimes.com.

168. For example, in one investigation: K.L. Dugosh, P.B. Paulus, E.J. Roland, and H.C. Yang, “Cognitive Stimulation in Brainstorming,” Journal of Personality and Social Psychology 79, no. 5 (2000): 722–735.

168. In fact, groups given an opportunity: R. Ziegler, M. Diehl, and G. Zijlstra, “Idea Production in Nominal and Virtual Groups: Does Computer-Mediated Communication Improve Group Brainstorming?” Group Processes and Intergroup Relations 3, no. 2 (2000): 141–158.

168. Exposing people to stimulus: B.A. Nijstad, W. Stroebe, and H.F.M. Lodewijkx, “Cognitive Stimulation and Interference in Groups: Exposure Effects in an Idea Generation Task,” Journal of Experimental Social Psychology 38, no. 6 (2002): 535–544.

168. The creative example was the most effective: C.E. Shalley and J.E. Perry-Smith, “Effects of Social-Psychological Factors on Creative Performance: The Role of Informational and Controlling Expected Evaluation and Modeling Experience,” Organizational Behavior and Human Decision Processes 84, no. 1 (2001): 1–22.

168. A study by Hamit Coşkun: H. Coşkun, “Cognitive Stimulation with Convergent and Divergent Thinking Exercises in Brainwriting: Incubation, Sequence Priming, and Group Context,” Small Group Research 36, no. 4 (2005): 466–498.

169. Similarly, divergent thinking: H. Coşkun, “The Effects of Associate Exercises on the Idea Generation During Brainstorming,” Turkish Journal of Psychology 24, no. 64 (2009): 34–46.

169. People in one study went: E.F. Rietzschel, B.A. Nijstad, and W. Stroebe, “Relative Accessibility of Domain Knowledge and Creativity: The Effects of Knowledge Activation on the Quantity and Originality of Generated Ideas,” Journal of Experimental Social Psychology 43, no. 6 (2007): 933–946.

169. Indeed, those who have lived abroad: W.W. Maddux, H. Adam, and A.D. Galinsky, “When in Rome … Learn Why the Romans Do What They Do: How Multicultural Learning Experiences Facilitate Creativity, Personality and Social Psychology Bulletin 36, no. 6 (2010): 731–741.

170. Even more disconcerting: D.G. Ancona, G.A. Okhuysen, and L.A. Perlow, “Taking Time to Integrate Temporal Research,” Academy of Management Review 26, (2001): 512–529.

170. One investigation compared: J.R. Kelly and S.J. Karau, “Entrainment of Creativity in Small Groups,” Small Group Research 24, no. 2 (1993): 179–198.

170. The point of this story: George Washington University, Winston Lord China, National Security Archive [episode 15] (Washington DC: The George Washington University, January 24, 1999).

171. Then, like speed dating: C.K. Joyce, K.E. Jennings, J. Hey, J.C. Grossman, and T. Kalil, “Getting Down to Business: Using Speedstorming to Initiate Creative Cross-Disciplinary Collaboration,” Creativity and Innovation Management 19, no. 1 (2010): 57–67.

172. A direct comparison of speedstorming: Ibid.

172. The bigger the group: B.A. Nijstad, W. Stroebe, and H.F.M. Lodewijkx, “Persistence Of Brainstorming Groups: How Do People Know When To Stop?” Journal of Experimental Social Psychology 35, no. 2 (1999): 165–185.

172. Using insights from brain activation: R.S. Friedman and J. Förster, “The Effects of Approach and Avoidance Motor Actions on the Elements of Creative Insight,” Journal of Personality and Social Psychology 79, no. 4 (2000): 477–492.

172. Note: they also found: Ibid.

173. A promotion focus: R.S. Friedman and J. Förster, “The Effects of Promotion and Prevention Cues on Creativity,” Journal of Personality and Social Psychology 81, no. 6 (2001): 1001–1013.

173. It is worth noting: M. Baas, C.K.W. DeDreu, and B. Nijstad, “When Prevention Promotes Creativity: The Role of Mood, Regulatory Focus and Regulatory Closure,” Journal of Personality and Social Psychology, 100, no. 5 (2011): 794–809.

173. Indeed, people who focus: R.S. Friedman and J.Förster, “Effects of Motivational Cues on Perceptual Asymmetry: Implications for Creativity and Analytical Problem Solving,” Journal of Personality and Social Psychology 88, no. 2 (2005): 263–275.

174. Counter-factual thinking: L.J. Kray, A.D. Galinsky, and E.M. Wong, “Thinking Within the Box: The Relational Processing Style Elicited by Counterfactual Mind-Sets,” Journal of Personality and Social Psychology 91, no. 1 (2006): 33–48.

174. One way of reversing the negative: K.D. Markman, M.J. Lindberg, L.J. Kray, A.D. Galinsky, Implications of counterfactual structure for creative generation and analytical problem solving. Personality and Social Psychology Bulletin 33, no. 3 (2007): 312–324.

175. And the data are clear: N. Madjar, G.R. Oldham, and M.G. Pratt, “There’s No Place Like Home? The Contributions of Work and Nonwork Creativity Support to Employees’ Creative Performance,” Academy of Management Journal 45, no. 4 (2002): 757–767.

175. Indeed, when team managers: M.R. Bashshur, A. Hernandez, and V. Gonzalez-Roma, “When Managers and Their Teams Disagree: A Longitudinal Look at the Consequences of Differences in Perceptions of Organizational Support,” Journal of Applied Psychology 96, no. 3 (2011): 558–573.

175. Samples of senior executives: D.F. Caldwell and C.A. O’Reilly, “The Determinants of Team-Based Innovation in Organizations: The Role of Social Influence,” Small Group Research 34, no. 4 (2003): 497–517.

175. Of all of these, it is work-group: T.C. DiLiello, J.D. Houghton, and D. Dawley, “Narrowing the Creativity Gap: The Moderating Effects of Perceived Support for Creativity,” Journal of Psychology 145, no. 3 (2011): 151–172.

181. A field study of feedback-seeking: S.J. Ashford and A.S. Tsui, “Self-Regulation for Managerial Effectiveness: the Role of Active Feedback Seeking,” Academy of Management Journal 34, no. 2 (1991): 251–280.

183. Remarkably, that seems to be true: K.A. Ericsson, R.T. Krampe, and C. Tesch-Römer, “The Role of Deliberate Practice in the Acquisition of Expert Performance,” Psychological Review 100, no. 3 (1993): 363–406.

184. The biochemists had been trying: D. Freeman, “Online Gamers Solve HIV Puzzle That Stymied Scientists,” CBS News, Cbsnews.com.

185. This is known as the inert knowledge problem: L. Thompson, D. Gentner, and J. Lowenstein, “Avoiding Missed Opportunities in Managerial Life: Analogical Training More Powerful Than Individual Case Training,” Organizational Behavior and Human Decision Processes 82 (2000): 60–75.

185. Consider for example, the story of the general: M.L. Gick and K.J. Holyoak, “Schema Introduction and Analogical Transfer,” Cognitive Psychology 15 (1983): 1–38.

185. A quite different problem is: Ibid.

189. Hirst found that teams: G. Hirst, D. Van Knippenberg, and J. Zhou, “A Cross-Level Perspective on Employee Creativity: Goal Orientation, Team Learning Behavior, and Individual Creativity,” Academy of Management Journal 52, 2 (2009): 280–293.

189. For example, entrepreneurs construct meaning: J.P. Cornelissen and J.S. Clarke, “Imagining and Rationalizing Opportunities: Inductive Reasoning and the Creation and Justification of New Ventures,” Academy of Management Review 35, 4 (2010): 539–557.

189. Rather, we found that the key: D. Gentner, J. Loewenstein, L. Thompson, and K. Forbus, “Reviving Inert Knowledge: Analogical Encoding Supports Relational Retrieval of Past Events,” Cognitive Science 33 (2009): 1343–1382; D. Gentner, J. Loewenstein, J. and L. Thompson, “Learning and Transfer: A General Role for Analogical Encoding,” Journal of Educational Psychology 95, no. 2 (2003): 393–408.

191. Not surprisingly, they impact mood: S.E. Taylor and J.D. Brown, “Illusion and Well-Being: A Social Psychological Perspective on Mental Health,” Psychological Bulletin 103, no. 2 (1988): 193–210.

191. This led to a self-fulfilling chain: R. Rosenthal and L. Jacobson, “Teachers’ Expectancies: Determinants of Pupils’ IQ Gains,” Psychological Reports 19 (1966): 115–118.

192. The theory being tested: M. Snyder, E.D. Tanke, and E. Berscheid, “Social Perception and Interpersonal Behavior: On the Self-Fulfilling Nature of Social Stereotypes,” Journal of Personality and Social Psychology 35 (1977): 656–666.

192. Perhaps it is for this reason: P. Bierly, R.W. Kolodinsky, and B.J. Charette, “Understanding the Complex Relationship Between Creativity and Ethical Ideologies,” Journal of Business Ethics 86 (1) (2009): 101–112.

193. The data are in: P.J. Silvia and A.G. Phillips, Self-Awareness, Self-Evaluation and Creativity, Personality and Social Psychology Bulletin 30, 8 (2004): 1009–1017.

193. But what if the green room: E.H. Schein, “How Can Organizations Learn Faster? The Challenge of Entering the Green Room,” Social Management Review (1993): 85–92.

193. According to management scientist guru: Ibid.