Index

abstract thinkers, 55

A/B testing, 111

action words, 76–77

Adrià, Ferran, 106–107

agendas, 65

Air New Zealand, 7

Alibaba, 152

Amabile, Teresa M., 11–31, 127–146

Amazon, 102

analogies, 148

Angie’s List, 171–172

Apollo 13, 127–128, 142

Apple, 152, 170

appreciation

from supervisors, 21–22

of team members’ abilities, 21–22

architecture, 46

art and artists, 11–12, 33–46, 56–61, 123–126

artificial intelligence, 152, 156

artist identity, 120–122

assumptions, challenging, 34, 148, 149–151

AT&T, 127

attention, 103–106, 115

time pressure and, 140, 142, 145

Audi, 155

Austin, Ethan, 171

autonomy, 19–20, 26–27

cognitive preferences about, 54–55

at Pixar, 41–42

autopilot, 143, 144

awe-of-the-institution syndrome, 48–49

Bailly, Jean-Paul, 112

balloons, circumnavigation in, 106, 111

Bandura, Albert, 2

Barden, Mark, 155

Barsoux, Jean-Louis, 99–117

BBC, 90

A Beautiful Constraint (Morgan & Barden), 155

behavior tracking, 104

Bell Labs, 127

Berg, Justin, 166–167

Berkshire Hathaway, 172

biases, 102

action, 106

cognitive, 69–81

confirmation, 84, 109–110, 172

of creatives toward “noncreatives,” 119–122

negativity, 22–23

optimism, 145

biomimetics, 156

Bird, Brad, 43, 49

BlackBerry, 169

Blockbuster, 149–150

blockchain, 152

BMW, 152

Bodell, Lisa, 163

body hackers, 105

Bolles, Al, 6

Bonobos, 154–155

Bottura, Massimo, 96

Bouquet, Cyril, 99–117

brainstorming, 77–78, 163–164

brainswarming, 78–81

brainwriting, 163–164

Brandenburger, Adam, 147–158

Brandt, Anthony, 151

“Break Free from the Product Life Cycle” (Moon), 148

breakthrough ideas, 99–117

assessing your capacity for, 104–105

attention and, 103–106, 115

elusiveness of, 100–103

entry points for, 115–116

experimentation and, 109–111, 116

flexible sequence for, 114–117

further reading on, 114–115

imagination and, 107–109, 115

multiple pathways for, 116–117

navigating through hostile environments, 111–114

perspective and, 106–107

Bridgewater, 165, 171

Brown-Saracino, Brooke, 119–126

Buffett, Warren, 172

A Bug’s Life (film), 38–39, 47–48

bundling, 150–151

burn-out, 134

business models, 111–114, 149–151

bus riders, real-time data for, 8

call centers, 84–85

Cars (film), 162

Carton, Andrew, 170

Casciaro, Tiziana, 95

Catmull, Ed, 33–49, 91

CB Insights, 101

challenges, 18–19

change

curiosity and, 88

navigating breakthrough ideas through, 111–114

pace of, 68

Chapman, Brenda, 43

Clark, Jim, 38

cognitive biases, 69–81

cognitive differences, 52, 53–57

cognitive dissonance, 148

cohesion, 168–173

collaboration, 24, 51–68

with artists, 119–126

cognitive preferences and, 68

curiosity and, 89

digital, 113–114

independence and, 54–55

with peers, 119–126

time pressure and, 143

understanding your own style and, 57–59

combinations

approach to strategy and, 148, 151–153

unexpected, 107–109

combinatorial play, 137, 143

comfortable clone syndrome, 51–52

communication

cognitive preferences and, 56–57

curiosity and, 86, 90–92

divergent and convergent, 65

fear of being judged and, 6–7

freedom in, 45–46

identifying expertise in, 105

“I” statements for, 111

negativity bias in, 22–23

at Pixar, 41–42

tailoring for cognitive styles, 59

community, 36–37

competence, 90–92

competition, 167–168

complacency, 47–49

ConAgra Foods, 5–6

concussions, reducing, 76–77

confidence, 1–10

fear of being judged and, 2, 6-7

fear of losing control and, 2, 9–2, 10

fear of the first step and, 2, 7–8

fear of the messy unknown and, 2–6

of new hires to speak up, 49

confirmation bias, 84, 109–110, 172

conflict, 51

curiosity and reduced, 86

depersonalizing, 65–67

thinking styles and, 63–65

conformity, 100, 173. See also originality

constraint approach to strategy, 148, 153–155

contests, 167–168

context approach to strategy, 148–149, 156–158

context switching, 156

contrast approach to strategy, 148, 149–151

control

artist identity and, 122

fear of losing, 2, 9–10

conventional wisdom, 148, 149–151

convergent discussions, 65

Coopetition (Nalebuff & Brandenburger), 152

Cowen, Tyler, 101

creative abrasion, 52

creative people

artist identity and, 120–122

collaborating with, 119–126

tactics for advancing ideas with, 123–126

creative thinking, 11–12, 16–26, 100

curiosity and, 83–98

design fixation and, 72, 74–75

functional fixedness and, 69–72, 107

goal fixedness and, 75–77

time pressure and, 135–146

visualizion and, 77–81

creativity

collaboration and, 51–68

components of, 26

confidence and, 1–10

costs of killing, 30–31

defining, 34–37

defining business, 11–16

expertise and, 11, 13

how to kill, 11–31

importance of, 1

motivation and, 12–14

under pressure, 127–146

in strategy, 147–158

throughout the organization, 34–35

credibility, 165–167

Crisis Text Line, 107, 111

crowdsourcing, 109

culture, 23

cognitive diversity in, 60–62

cohesion and dissent in, 168–173

of originality, building, 159–173

peer, 42–44

at Pixar, 34, 37–41, 42–44

curiosity, 83–98

asking questions and, 90–92, 96–98

barriers to, 86–88

emphasizing learning goals and, 92–94

employee interests and, 94–96

hiring for, 88–89

modeling, 90–92

ways to bolster, 88–98

customer interviews, 4

customer service, 4

Daimler, 152

Daniels-McGhee, Susan, 123

Darwin, Charles, 127

Davis, Gary, 123

Davis, John, 109

deadlines, 20

decision making

cognitive preferences and, 54–55

curiosity and, 83, 84

giving artists time for, 125

defensive mindset, 162–163

déformation professionelle, 103

Deloitte, 93

depersonalization of conflict, 65–67

design fixation, 72, 74–75

devil’s advocates, 172

di Fabio, Davide, 96

differentiation, 158

digital twins, 106

Disney, Walt, 45

Disney Animation Studios, 34, 49

dissent, cultivating, 168–173

divergent discussions, 65

diversity, 21–22

collaboration and, 51–68

comfortable clone syndrome and, 51–52

managing, 57–67

in thinking styles, 52, 53–57

Divisumma, 94

DonorsChoose.org, 150

DoSomething, 107

Dow Chemical, 167–168

Dropbox, 110

Duhigg, Charles, 148

Duncker, Karl, 70

Dyke, Greg, 90

Eagleman, David, 151

Ebola, 103

Edison, Thomas, 162

efficiency, 87–88

Einstein, Albert, 137, 151

El Bulli, 106–107

Elsbach, Kimberly D., 119–126

Embrace Infant Warmer, 3, 5

empathy, 89

empowerment, 160

encouragement

of creativity with feedback, 94

of employees interests, 94–96

supervisory, 16, 21–22

energy levels, 135–136

enthusiasm, 123–124

evolution, 127

excitement, 21–22, 24–25

execution, 122

experiential thinkers, 55

experimentation, 100, 109–111, 116

expertise, 12, 13

attention and, 103

crowdsourcing, 109

in cyberspace, 105

fear of asking questions and, 90–91

politicking and, 25

sharing, 24

exploration, 87–88

extreme-user innovation strategy, 156–157

Facebook, 1, 87, 107, 173

Faulkner, William, 11

fear, 1–10

of asking questions, 90–91

of being judged, 2, 90–91

of curiosity, 83–84

of the first step, 2, 7–8

of giving negative feedback, 173

of losing control, 2, 9–10

of the messy unknown, 2–6

risk taking and, 35–36

supervisory feedback and, 22–23

feedback

encouraging creativity with, 94

fear of being judged and, 6–7

negativity in, 29

at Pixar, 41–42, 43, 44, 46

plussing in, 94

receptivity to critical, 171–173

responsiveness to, 109–110

supervisory encouragement, 16, 21–22

Fili-Krushel, Patricia, 91

Finding Time: How Corporations, Individuals, and Families Can Benefit from New Work Practices (Perlow), 145

Fischer, Billy, 103

5 Whys approach, 97–98

Fleming, Lee, 132

Flynn, Francis J., 119–126

focus, 140, 145

Ford, Henry, 87–88

Ford Motor Company, 87–88

framing, 75–77

biases from, 106

breakthrough ideas, 112

learning goals, 93

Frankenstein (Shelley), 153

Frankenstein prototypes, 110

Frazier, Ken, 163

freedom, 16, 19–20

to communicate, 45–46

French National Mail Service, 112

Frese, Michael, 164

frustration, 135–136

functional fixedness, 69–72, 107

functions, benefits of creativity in all, 12

Garcia, Jeannette, 116

Gavetti, Giovanni, 148

Gehry, Frank, 110

General Motors, 88

generic parts technique, 72, 73

Gerrity, Tom, 173

getting started, fear of, 2, 7–8

Gino, Francesca, 83–98

GiveForward, 170–171

goal fixedness, 75–77

goals, 21–22, 26–27

of artists, 122

clarifying team, 64

language in defining, 75–77

for learning, 92–94

time pressure and, 145

visualization and, 77–81

golden rule, 59

Google, 88–89

Gordon, Robert, 101

Grant, Adam, 159–173

graphical user interface, 156

Greenberg, Sarah Stein, 4

groundwater levels, 99–100

guided mastery, 2

guideshops, 154–155

Gupta, Ankit, 5

Hadley, Constance N., 127–146

Hamel, Gary, 101

Harrison, Spencer, 84–85

Hasso Plattner Institute of Design, 1, 5

HAX, 157

health care, 104, 105

Hewlett-Packard Norway, 164

Hicks, Angie, 171–172

hiring, 48–49, 58–59

for curiosity, 88–89, 91

for originality, 171

Hirshberg, Jerry, 58, 62

Hofmann, David, 171

Hollander, Richard, 49

homogeneity, 60–62, 169

honesty, 173

“How Strategists Really Think: Tapping the Power of Analogy” (Gavetti & Rivkin), 148

Hsieh, Tony, 170

human-machine cooperation, 152–153

humility, 91–92

hyponyms, 76–77

IBM, 1, 60

IBM Research, 116

identity, 112

artistic, 120–122

IDEO, 1, 5–6, 89, 128, 158

open innovatio platform, 9–10

Iger, Bob, 34

IKEA, 103

imagination, 11–12

breakthrough ideas and, 107–109, 115

functional fixedness and, 69–72

independence, 54–55

Index Group, 173

Industrial Light & Magic, 44

information sharing, 24, 100–101

InnoCentive, 109

innovation

academic research and, 46

breakthrough ideas and, 99–117

contests, 167–168

curiosity and, 83–98

design fixation and, 72, 74–75

empowering people for, 160

experimentation and, 109–111

functional fixedness and, 69–72, 107

goal fixedness and, 75–77

models for, 101–103

stagnation in, 101

visualizing and, 77–81

INSEAD, 84–85

insight problems, 70

Intel, 156

intellectual humility, 91–92

interests, 15–16

encouraging employees’, 94–96

Interval Research, 62

Intrinsic Motivation Principle of Creativity, 16

iPhone, 152, 169

isolation, 140

“I” statements, 111

Jackson, Gail, 95

JetBlue Airways, 9

job assignments, 18–19, 26

curiosity and, 84–86

Jobs, Steve, 5, 38, 46, 96, 170

judgment

fear of, 2, 6–7

self-, 6

Kay, Alan, 38

Keefe, John, 8

Kelley, David, 1–10

Kelley, Tom, 1–10

KEYS survey, 18, 31

KidZania, 113

Kindle, 102

knowledge bases, 109

knowledge workers, 144

Kohlmann, Ben, 159–160, 166–167, 170, 173

Konrád, György, 10

Kothari, Akshay, 5

Kramer, Steven J., 127–146

Lakhani, Karim, 109

Lamott, Anne, 8

Land, Edwin, 96

Langer, Bob, 92, 95, 97

Launchpad, 5

leaders and leadership

in building organizations that support creativity, 25–30

cognitive preferences and, 58

in cultivating originality, 168–173

curiosity and, 83–84, 86–88

empowering innovation by, 160

importance of creativity in, 1

modeling by, 90–92

receptivity to negative feedback and, 172–173

lead-user innovation strategy, 156–157

lean start-up methodology, 110

learning

emphasizing goals for, 92–94

experimentation and, 109–111

fear of the unknown and, 3–5

Ledgard, Jonathan, 108, 112

left-brained thinking, 53–54, 57–58

Lego, 103

Le Mans, 155

Leonard, Dorothy, 51–68

Lewis, Brad, 43

Liddle, David, 62

like-mindedness, 125–126

Lincoln, Abraham, 172

listening, 90–91

loyal opposition, 170

Lucas, Brian, 161–162

Lucas, George, 38

Lucasfilm, 38, 44

machine learning, 156

management

of creativity, 16–25

creativity undermined by, 11–31

curiosity and, 83

dealing with the messy unknown and, 5–6

of diverse thinking/work styles, 57–67

at Pixar, 35–37

role modeling by, 23

thinking styles and, 63–65

time pressure and, 144–146

Marcuse, Joshua, 170

Mastercard, 109

McCaffrey, Tony, 69–81

McEvily, Bill, 95

McKinsey, 158

McLaren Group, 108

meaningful urgency, 140, 142, 144, 146

Merck, 163

Mestral, George de, 156

Meyers, Bob, 64

millet, 99–100

mindsets

about exploration, 87

asking questions and, 96–98

for breakthrough innovation, 102

changing, 102

growth, 106–107, 167

learning, 93

offensive, 162–163

mission, sense of, 140, 142

Mock, Elmar, 102

modeling

curiosity, 90–92

by managers, 23

receptivity to negative feedback, 171–173

Model T, 87–88

Moon, Youngme, 148

Morgan, Adam, 155

Morris, Jim, 49

motivation, 12–14

of artists, 122

extrinsic, 14–15, 17

intrinsic, 14, 15–16, 17

learning goals, curiosity, and, 93

supervisory encouragement and, 16, 21–22, 27

MTV Networks, 57–58

Mueller, Jennifer, 132, 133

Musk, Elon, 149

Nalebuff, Barry, 152

NASA, 127–128

National Houseware Products, 30

NBC, 64

needs, detecting tacit, 104

negativity bias, 22–23

Nemeth, Charlan, 172

Netflix, 150

networks, 95

breakthrough ideas and, 104–106

New Nordic Food manifesto, 155

Newsweek, 134

New York Institute of Technology, 38

Nike, 152

Nike+ iPod Sport Kit, 152

Nissan Design International, 58, 62

Nivea, 105–106

Noma, 155

nonconformity, 160–161, 168–173

Nordgren, Loran, 161–162

not-invented-here syndrome, 48

NutraSweet, 156

observation, 103–106

O’Connor, Caroline, 4

Odón, Jorge, 108, 110, 115

offensive mindset, 162–163

Oil Spill Recovery Institute, 109

Olivetti, 94

Olivetti, Adriano, 94

online forums, 4

OpenIDEO, 9–10

operating guidelines, 63–65

optimism bias, 145

organizational support, 16, 24–25, 27–28

at Pixar, 41–42

organizational values, 170–171

originality, 11–12, 100

being prolific and, 161–165

building a culture of, 159–173

competitions for, 167–168

cultivating cohesion and dissent for, 168–173

from individuals vs. groups, 163–164

learning to see, 165–168

sources on, 166–167

suggestion boxes and, 164–165

thinking like the enemy and, 162–163

Osteria Francescana, 96

Owlet, 113, 116–117

Parkinson’s disease, 104

passion, 15–16

for learning, 92–93

supervisory encouragement and, 21–22

Patell, Jim, 3, 5

PayPal, 149

Pearson, Jim, 69–81

peer collaboration, 119–126

Peesapaty, Narayana, 99–100, 112

performance, curiosity and, 83, 86, 93

Perlow, Leslie, 144, 145

personality, 12–13

assessment tools, 56–57, 67–68

perspectives, 21–22. See also diversity

attention and, 103–106

breakthrough ideas and, 106–107

collaboration and, 51–68

creative thinking and, 100

hiring fresh, 48–49, 58–59

offensive mindset and, 162–163

of outsiders vs. insiders, 108–109

Peterson, Bob, 43

Phillips, Van, 107, 108

physical space, 21, 140

Picasso, Pablo, 11

Piccard, Bertrand, 106, 111, 115

Pixar, 33–49, 91

brain trust at, 43

culture at, 37–41

dailies at, 44

interdisciplinary teams at, 44–46

job “traveling” in, 95

operating principles at, 47

plussing at, 94

postmortems at, 47–48

power to creative people at, 41–42

prolific output at, 162

quality at, 40

self-analysis at, 47–49

workspaces at, 95–96

planning, optimism bias in, 145

plussing, 94

Polaroid instant camera, 96

politics, 24–25, 29–30

pop-up stores, 150

Porter, Tenelle, 91–92

power, 41–42

preferences, cognitive, 52, 53–57

pressure, creativity and, 127–128

problem solving, 12–13, 55–56, 99–100

artist identity and, 120–122

brainswarming for, 78–81

context and, 156–158

framing and, 75–77

solicit problems and, 171–172

visualization in, 77–81

processes, assumptions underlying, 151

process fixedness, 117

Procter & Gamble, 1, 30–31

products, combining, 151–153

profession choices, 55–56

promotions, 62–63

prosthetic limbs, 107, 108

prototyping, 110

rapid, 8

Pulse News, 5

purpose, 24–25

quality, 40

questioning, 90–92, 96–98

Ranft, Joe, 39

Ratatouille (film), 35

Red-line, 108

Reeves, Martin, 152–153

research, 46

resources, 16, 20–21, 28

in problem solving, 77–81

threshold of sufficiency for, 21

respect, 36–37, 125–126

results orientation, 92–93

retail business models, 150, 154–155

reward systems, 24

right-brained thinking, 53–54

risk management, 33, 35–36

curiosity and, 83–84

Rivkin, Jan W., 148

Rolfs, Melinda, 109

The Runaway Species (Brandt & Eagleman), 151

Rydstrom, Gary, 43

Salesforce.com, 170

Sandberg, Sheryl, 173

Schawlow, Arthur, 17

Schmidt, Eric, 88

S.C. Johnson, 103

seed ideas, 123

self-management, 144–146

services, combining, 151–153

Shah, Sonali, 157

Shaw, Jim, 57–58

Shelley, Mary Wollstonecraft, 153

Shrek models, 110

Simi, Bonny, 9

Simon, Herb, 12

Simpson, William, 132

simulations, 110–111

Skyline, 162

Smarter Faster Better (Duhigg), 148

Smith, Alvy Ray, 38

Society for Human Resource Management, 95

solar planes, 106, 111

solution paths, 77–81

Sony Reader, 102

SpaceX, 149, 150

specificity, 123

Spotify, 171

Stål, Oskar, 171

Stanford University d.school, 1, 5

Stanton, Andrew, 38–39, 43

start simple strategy, 8

stereotypes, 67, 68, 84

strategy, 147–158

combination approach to, 148, 151–153

constraint approach to, 148, 153–155

context approach to, 148–149, 156–158

contrast approach to, 148, 149–151

Straus, Susaan, 51–68

suggestion boxes, 164–165

Sullenberger, Chesley “Sully,” 92–93

sunk cost effects, 109–110

supervisory encouragement, 16, 21–22, 27

support

for breakthrough ideas, 111–114

breakthrough innovation and, 102

organizational, 16, 24–25, 27–28, 41–42

between peers, 42–44

sustainability, 34

Sutton, Robert, 162

Swatch, 102

SWOT analysis, 154–155

Takahiko, Kondo, 96

Tata Steel, 164

Team Events Study, 25–30

teams, 16, 21–22, 25–30

creating rules for, 63–65

creating “whole-brained,” 60–62

curiosity and performance in, 86

designing for curiosity, 96

diversity in, 60–62

interdisciplinary, 44–46

technology, 152–153

Teflon, 156

Tencent, 151–152

Terwiesch, Christian, 168

Tesla, 154

testing, 109–111

theory of general relativity, 151

thinking styles, 52, 53–57

depersonalizing conflict and, 65–67

diagnostic instruments on, 56–57, 67–68

the golden rule and, 59

knowing your own, 57–59

managing abrasion among, 63–65

processes, behavior, and, 57–67

promotions and, 62–63

stability and changes in, 67

stereotypes about, 67, 68

in teams, 60–62

teams and, 60–62

3M, 87, 131, 145

time famines, 144

time pressure, 128–136

employees’ experience of, 128–136, 138–139

energy, frustration, and, 135–136

lasting effects of, 136–137

prevalence of, 133–135

solutions for, 140, 142–143

travel and, 135

Titanic disaster, 69, 78–81

Toyota, 97–98

Toy Story (film), 33, 43

Toy Story 2 (film), 38–40

Traaseth, Anita Krohn, 164, 172

transferability, 34

trendsetters, 105–106

trust, 36–37

“T-shaped” employees, 89

tuition reimbursement, 94–95

turnover, 84–85

Ueda, Daichi, 152–153

Ulrich, Karl, 168

unbundling, 150–151

uncertainty, 2–6, 35–36

approaching with curiosity, 92

time pressure and, 142–143

United Technologies, 94–95

Unkrich, Lee, 39, 43

urgency, 140–142, 144, 146

U.S. Air Force, 93

U.S. Navy, 159–160, 166–167, 173

U.S. News & World Report, 134

value chains, 150

values, 170–171

VandeWalle, Don, 93

Velcro, 75, 156

Vestergaard Frandsen, 113–114

video rental industry, 149–150

vision, 42

visualization, 77–81, 123

Wade, Michael, 99–117

WALL-E (film), 35

Wall Street Journal–NBC News, 134

Walt Disney Company, 34, 39, 44

Warby Parker, 163

Warnock, John, 38, 43

water filters, 113–114

WebMD Health, 91

WeChat, 151–152

WeChat Pay, 151–152

Wizard of Oz prototypes, 110

WNYC radio station, 8

Woolley, Anita, 163

work environment, 16, 18, 46

for curiosity, 95–96

curiosity and, 84–86

at Pixar, 36–37

time pressure and, 127–135

work-group features, 16, 21–22, 27

work styles, 13

cognitive preferences and, 54–55

understanding your own, 57–59

Xerox PARC, 61–62

Zappos.com, 170

Zhang, Evelyn, 95