Posts Tagged ‘creative geniuses’

Michelangelo’s Perspective on Sculpting that Created the Masterpiece Sculpture David


Michelangelo’s masterpiece sculpture, David, revealed his ability to do what others could not. Back in 1463 the authorities of the cathedral of Florence acquired a sixteen-foot-high chunk of white marble to be carved into a sculpture. Two well-known sculptors worked on the piece for months and gave up, and the mangled block was put in storage. Forty years later, Michelangelo took what the mangled marble as it now existed and sculpted David within eighteen months.

Sculptors in the 1400’s believed that you had to have a preconceived idea of what the sculpture will be. Then you use modeling clay to make models of your idea. Then you forcefully sculpt the marble to match your clay model. You build a clay model from the idea and use the model as a blueprint for the finished product.

Michelangelo took a different perspective. He considered the process of modeling in clay an “adding on” something to the marble that was not inherent in the stone itself. Michelangelo once wrote that a true and pure work of sculpture — by definition, one that is cut, not cast or modeled – should, as much as possible, retain much of the original form of the stone block and should so avoid projections and separation of parts into something it is not.

In a letter from 1549, Michelangelo defined sculpture as the art of “taking away” not that of “adding on.” Michelangelo’s choice of marble block was key to his sculptural process. He believed that the form was already imprisoned in the stone and only needed to be discovered by the artist by taking away what was not needed to free the form.

Michelangelo’s genius was seeing what everyone else was seeing but thinking what no one else has thought. By thinking about the nature of sculpture from a different perspective, he came at his work from a new direction that resulted in the creation of “David,” which many regard as the greatest sculpture in the history of the world.

What can we learn from Michelangelo? How can we force ourselves to look at things the way he studied blocks of marble? What can we take away something from our subject to create a new perspective? Think, for a moment, about your subject. What assumptions are you making? What would happen if you took something away?

For example, a designer wanted to create a new type of battery. Batteries are made of solid materials. What would happen, he thought, if I took away the solidity and created an elastic battery that was as strong as solid batteries. He examined garbage bags that had the unique feature of bags blended with high performance plastics. This triggered the idea of entrapping a liquid electrolyte within an inert polymer sheet. This created an ultrathin, flexible battery that you can fold or roll up like a plastic bag. The expected market for the battery will be camcorders, cellular phones, laptops, pagers and games. It may even be considered to create battery clothing to replace battery packs for powering medical devices and so on.

In another example, a clothing retailer is concerned about the rate of garment returns. According to the store policy, a customer who returns a garment must receive a cash refund. What if you “take away” the cash refund? What can the store give the customer instead of a refund? His idea was to offer the customer a gift certificate worth 110 percent of the original purchase price. In effect this gives the customer a 10 percent reward for returning the unwanted garment.

The policy would allow the store to keep most of the cash, and the customers are happy with the reward. The real payback occurred when the customer returned with the gift certificate. A customer who returned a $100 garment would receive a gift certificate for $110. Psychologically this created a new buyer mindset and when the customer returned to the store, invariably, the customer would go to the higher priced garments. For example, instead of shopping for a $100 garment, the customer will be attracted to the $200 garments because, in their mind, it would “cost” him only $90.

Suppose you are the CEO of a large retail operation. One assumption is that for a CEO to run a profitable retail operation it must be tightly controlled. “Take away” the assumption “tightly controlled,” Now you have an operation that is “not controlled.”

This becomes the paradox that might be stated as “the best control comes from not controlling.” The legendary founder of Wal-Mart, Sam Walton, was a living demonstration of this contradiction. Walton was normally in his office only from Friday and Saturday to noon. Yet Wal-Mart was considered one of the more tightly managed organizations in the retail industry.

Someone once asked Walton how he could possibly run Wal-Mart when he was out of the office most of the time. He responded by saying, simply, that this was the only way to run a customer-focused organization. He spent Monday through Thursday in the field interacting directly with customers and employees and seeing what the competition was up to. In fact, while he was alive, Wal-Mart stores were built without an office for the store manager for the same reason. The manager’s job was to be out with the customers and employees.

Much like Michelangelo studied a block of marble; Walton studied a retail operation and took away what was not needed. Walton got started in retailing after World War II when he bought a Ben Franklin franchise in Arkansas. At that time, the corporation pushed product onto the franchise and the owner to push the product onto the customer.

He suggested that the corporation take away that operation from headquarters and let the franchises order the products. His argument was that the franchise owner knows the demographics of his market and he knows what his customer need and want. His idea was to pull needs and wants from his customers and then to pull these from the corporation. So instead of pushing product, allow him to pull the product from the corporation. Walton later said that no matter what he said or did he couldn’t get the corporate types to understand his retailing philosophy. So, he said, they forced him to go out and build his own stores and become the richest man in America.

Sam Walton and Michelangelo observed and studied what they had and by “taking away” what was not necessary left only the essence to work with. One sculpted “David,” the world’s most beautiful sculpture and the other created a retailing empire that changed the nature of retailing.


Strategy Driven review: …. “Contributors have long benefited from Michael Michalko’s insights on creativity. We thoroughly enjoyed his book, Thinkertoys and have applied the methods he prescribes therein to our work almost every day.”

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Imagineering the Impossible to the Possible


Try to solve the following thought experiment before you read the paragraph that follows it.

 One morning, exactly at sunrise, a Buddhist monk began to climb a tall mountain. The narrow path, no more than a foot or two wide, spiraled around the mountain to a glittering temple at the summit. The monk ascended the path at a varying rate of speed, stopping many times along the way to rest and to eat the dried fruit he carried with him. He reached the temple shortly before sunset. After several days of fasting and medi­tation, he began his journey back along the same path, starting at sunrise and again walking at a varying speed with many stops along the way. His average speed descending was, of course, greater than his average climbing speed. Is there a spot along the path that the monk will occupy on both trips at precisely the same time of day?


If you try to logically reason this out or use a mathematical approach, you will conclude that it is unlikely for the monk to find himself on the same spot at the same time of day on two different occasions. Instead, visualize the monk walking up the hill, and at the same time imagine the same monk walking down the hill. The two figures must meet at some point in time regardless of their walking speed or how often they stop. Whether the monk descends in two days or three days makes no difference; it all comes out to the same thing.

Now it is, of course, impossible for the monk to duplicate himself and walk up the mountain and down the mountain at the same time. But in the visual image he does; and it is precisely this indifference to logic, this superimposition of one image over the other, that leads to the solution.

The imaginative conception of the monk meeting himself blends the journeys up and down the mountain and superimposes one monk on the other at the meeting place. The ancient Greeks called this kind of thinking homoios, which means “same.” They sensed that this was really a kind of mirror image of the dream process, and it led to art and scientific revelations.

Imagination gives us the impertinence to imagine making the impossible possible. Einstein, for example, was able to imagine alternatives to the sacred Newtonian notion of absolute time, and discovered that time is relative to your state of motion. Think of the thousands of scientists who must have come close to Einstein’s insight but lacked the imagination to see it because of the accepted dogma that time is absolute, and who must have considered it impossible to contemplate any theory.


Think of something that is impossible to do, but if it were possible to do, would change the nature of your business forever? Then try to come up with ideas that take you as close as possible to make that impossibility a reality.

EXAMPLE: A non-profit in Russia was concerned that over 30 percent of Russian drivers failed to comply with parking regulations concerning disabled spaces. The impossibility they imagined was to hire disabled people to park in wheelchairs in the parking spaces to ward off people trying to take the disabled places.

IMAGINEERING. Then they brainstormed for ideas to come as close to this impossibility as possible. How can we imagineer this into a realistic and practical idea?

IDEA: The idea they settled on was to use projections of real disabled people to ward off people who try to take disabled spaces. The system uses a camera which can detect whether or not a driver has a disabled sticker in their windshield — a hologram appears to confront them if they don’t. The image is projected onto a thin, water mist screen, which is initially invisible to the public eye. When the system detects an offender, a projection appears in the form of a disabled individual and says, ‘Stop. What are you doing? I’m not just a sign on the ground. Don’t pretend that I don’t exist.’

Another impossible idea they imagined was to deputize every resident and give them the authority to ticket and fine offending parkers. They imagineered this by introducing warning tickets designed to look like parking tickets. The tickets can be printed and issued by anyone and placed on any car wrongly parked in a disabled space. This campaign enables all residents to lend a helping hand. Participants are encouraged to place them on cars which they find wrongly parked in disabled bays. The tickets look like parking fines and feature text reminding the recipient of the importance of refraining from using the spaces.

When the non-profit participants imagineered the impossibilities, their minds decomposed them into several parts and then focused on the interesting parts to build ideas. This focus on the interesting parts is what inspired the new insights and ideas.

(Michael Michalko is the author of Thinkertoys: A Handbook of Creative Thinking Techniques; Cracking Creativity: The Thinking Strategies of Creative Geniuses;  Thinkpak: A Brainstorming Card Deck, and Creative Thinkering: Putting Your Imagination to Work.

The difference between the way creative thinkers think and the way you were educated to think


Combine What Exists Into Something That Has Never Existed Before


In his book Scientific Genius, psychologist Dean Keith Simonton of the University of California at Davis suggests that geniuses are geniuses because they form more novel combinations than the merely talented. He suggests that, in a loose sense, genius and chance are syn­onymous. His theory has etymology behind it: cogito—”I think”—originally connoted “shake together”; intelligo, the root of intelligence, means to “select among.” This is a clear, early intuition about the utility of permitting ideas and thoughts to randomly combine with each other and the utility of selecting from the many the few to retain.

Because geniuses are willing to entertain novel combinations, they are able to discard accepted ideas of what is possible and imagine what is actually possible. In 1448 Johannes Gutenberg combined the mecha­nisms for pressing wine and punching coins to produce movable type, which made printing practical. His method of producing movable type endured almost unchanged for five centuries. The laws of heredity on which the modern science of genetics is based are the result of the work of Gregor Mendel, who combined mathematics and biology to create this new science. Thomas Edison’s invention of a practical system of lighting involved combining wiring in parallel circuits with high-resis­tance filaments in his bulbs, two things that were not considered possi­ble.

Imagine, for a moment, that thought is water. When you are born, your mind is like a glass of water. Your thinking is inclusive, clear, and fluid. All thoughts intermingle and combine with each other and make all kinds of connections and associations. This is why children are spontaneously creative.


In school you are taught to define, label, and segregate what you learn into separate categories. The various categories are kept separate and not allowed to touch each other, much like ice cubes in a tray. Once something is learned and categorized, your thoughts about it become frozen. For example, once you learn what a can opener is, whenever someone mentions “can opener” you know exactly what it is.

You are taught, when confronted with a problem, to examine the ice cube tray and select the appropriate cube. Then you take the cube and put it in a glass, where your thinking heats and melts it. For example, if the problem is to “improve the can opener,” the glass will contain all you have learned about can openers, and nothing more. You are thinking exclusively, which is to say you are thinking only about what you have learned about the can opener. No matter how many times the water is stirred, you end up creating, at best, a marginal improvement.

Now if you take another cube (e.g., vegetables) and put it in the same glass with the can-opener cube, your thinking will heat and melt both together into one fluid. Now when you stir the water, more associations and connections are made and the creative possibilities become immensely greater. The vegetable cube, once blended with the can opener cube, might inspire you to think of how vegetables open in nature. For example, when pea pods ripen, a seam weakens and opens, freeing the peas. This might inspire you to come up with novel ideas. You could, for example, manufacture cans with a weak seam that can be pulled to open the can. You cannot get this kind of novel idea using your conventional way of thinking.

What happens when you think simultaneously, in the same mental space, about a showerhead and a telescope orbiting the earth? When the Hubble telescope was first launched into space, scientists were unable to focus it. It could be salvaged only by refocusing it using small, coin-shaped mirrors.

The problem was how to deliver and insert the mirrors precisely into the right location. The right location was in a light bundle behind the main mirror. The NASA experts who worked on the problem were not able to solve it, and the multi-million dollar Hubble seemed doomed.

NASA engineer James Crocker was attending a seminar in Germany when he found out about the problem. He worked on it all day. Tired, he stepped into the shower in his hotel room. The European-style shower included a shower-head on an arrangement of adjustable rods. While manipulating the shower-head, Crocker suddenly realized that similar articulated arms bearing coin-shaped mirrors could be-extended into the light bundle from within a replacement axial instrument by remote control. Blending the Hubble telescope and the shower-head in the same mental space simultaneously created this remarkable solution.

Crocker was startled by his sudden realization of the solution that was immensely comprehensive and at the same time immensely detailed. As Crocker later said “I could see the Hubble’s mirrors on the shower head.” Crocker solved it by thinking unconventionally by forcing connections between two remotely different subjects.

Look at the following illustration A of the rectangle and circle. Both are separate entities. Now look at the extraordinary effect they have when blended together in illustration B. We now have something mysterious, and it seems to move. You can get this effect only by blending the two dissimilar objects in the same space.


Combining a rectangle with the circle changed our perception of the two figures into something extraordinary. In the same way, combining information in novel ways increases your perceptual possibilities to create something original.

Creativity in all domains, including science, technology, medicine, the arts, and day-to-day living, emerges from the basic mental operation of conceptually blending dissimilar subjects. When analyzed, creative ideas are always new combinations of old ideas. A poet does not generally make up new words but, instead, puts together old words in a new way. The French poet Paul Valery is quoted by Jacques Hadamard in Jacque Hadamard: a universal mathematician by T.O. Shaposhnikova as saying “It takes two to invent anything. The one makes up combinations; the other chooses, recognizes what he wishes and what is important to him in the mass of things which the former has imparted to him.” Valery related that when he writes poetry he used two thinking strategies to invent something new in writing poetry. With one strategy, he would make up combinations; and with the other he would choose what is important.

Think for a moment about a pinecone. What relationship does a pinecone have with the processes of reading and writing? In France, in 1818, a nine-year-old boy accidentally blinded himself with a hole puncher while helping his father make horse harnesses. A few years later the boy was sitting in the yard thinking about his inability to read and write when a friend handed him a pinecone. He ran his fingers over the cone and noted the tiny differences between the scales. He conceptually blended the feel of different pinecone scales with reading and writing, and realized he could create an alphabet of raised dots on paper so the blind could feel and read what was written with it. In this way Louis Braille opened up a whole new world for the blind. Braille made a creative connection between a pinecone and reading. When you make a connection between two unrelated subjects, your imagination will leap to fill the gaps and form a whole in order to make sense of it.

Just as conceptual blending allows information to intermingle in the mind of the individual, when people swap thoughts with others from different fields it creates new, exciting thinking patterns for both. As Brian Arthur argues in his book The Nature of Technology, nearly all technologies result from combinations of other technologies, and new ideas often come from people from different fields combining their thoughts and things. One example is the camera pill, invented after a conversation between a gastroenterologist and a guided missile designer.

Suppose you are watching a mime impersonating a man taking his dog out for a walk. The mime’s arm is outstretched as though holding the dog’s leash. As the mime’s arm is jerked back and forth, you “see” the dog straining at the leash to sniff this or that. The dog and the leash become the most real part of the scene, even though there is no dog or leash. In the same way, when you make connections between your subject and something that is totally unrelated, your imagination fills in the gaps to create new ideas. It is this willingness to use your imagination to fill in the gaps that produces the unpredictable idea. This is why Einstein claimed that imagination is more important than knowledge.

Michael Michalko is a highly acclaimed expert on creative thinking and conducts seminars and think tanks worldwide. He has published several books which contain creative thinking techniques and are available at Amazon, Barnes&Noble, and major bookstores worldwide.

How is a burdock similar to a zipper?

Gorge de Mestral, a Swiss inventor, wanted to improve the ordinary zipper. He looked for a better and easier way to fasten things. George’s thinking was inclusive as he was always trying to connect all sorts of things with the “essence of fastening” (e.g., how do windows fasten, how does a bird fasten its nest to a branch, how do wasps fasten their hives, how do mountain climbers fasten themselves to the mountain and so on). One day he took his dog for a nature hike. They both returned covered with burrs, the plant like seed-sacs that cling to animal fur in order to travel to fertile new planting grounds.

He made the analogical-metaphorical connection between burrs and zippers when he examined the small hooks that enabled the seed-bearing burr to cling so viciously to the tiny loops in the fabric of his pants. The key feature of George de Mestral’ thinking was his conceptual connection between patterns of a burr and patterns of a zipper. He bounced what I mean is that he had to take chances as to what aspects of a “burr” pattern matter, and what doesn’t. Perhaps shapes count, but not textures–or vice versa. Perhaps orientation count, but not sizes–or vice versa. Perhaps curvature or its lack counts and so on until he got it.

Patterns are fitted together like words in a phrase or sentence. A sentence is not the sum of its words but depends on their syntactic arrangement; “A dog bites a man” is not the same as “Dog a man a bites.” Likewise, an original idea is not the sum of combined thoughts but depends on how they are integrated together.

De Mestral’s thinking inspired him to invent a two-sided fastener (two-sided like a zipper), one side with stiff hooks like the burrs and the other side with soft loops like the fabric of his pants. He called his invention “Velcro,” which is itself a combination of the word velour and crochet. Velcro is not a burr + a zipper. It is a blend of the two into an original idea.

Perception and pattern recognition are major components of creative thinking.  Russian scientist Mikhail Bongard created a remarkable set of visual pattern recognition problems where two classes of figures are presented and you are asked to identify the conceptual difference between them.  Try the following patterns and see how you do.

Below is a classic example of a Bongard problem.  You have two classes of figures (A and B).  You are asked to discover some abstract connection that links all the various diagrams in A and that distinguishes them from all the other diagrams in group B.

Thought Experiment

.EX.BONGARD (2) (1024x1024)

One has to think the way de Mestral thought the way he thought when he created Velcro. One must take chances that certain aspects of a given diagram matter, and others are irrelevant.  Perhaps shapes count, but not sizes — or vice versa.  Perhaps orientations count, but not sizes — or vice versa.  Perhaps curvature or its lack counts, but not location inside the box — or vice versa.  Perhaps numbers of objects but not their types matter — or vice versa.  Which types of features will wind up mattering and which are mere distracters.  As you try to solve the problem you will find the essence of your mental activity is a complex interweaving of acts of abstraction and comparison, all of which involve guesswork rather than certainty.  By guesswork I mean that one has to take a chance that certain aspects matter and others do not.

Logic dictates that the essence of perception is the activity of dividing a complex scene into its separate constituent objects and attaching separate labels to the now separated parts members of pre-established categories, such as ovals, Xs and circles as unrelated exclusive events.  Then we’re taught to think exclusively within a closed system of hard logic.

In the above patterns, if you were able to discern the distinction between the diagrams, your perception is what found the distinction, not logic.  The distinction is the ovals are all pointing to the X in the A group, and the ovals area all pointing at the circles in the B group.

The following thought experiment is an even more difficult problem, because you are no longer dealing with recognizable shapes such as ovals, Xs, circles or other easily recognizable structures for which we have clear structures.  To solve this you need to perceive subjectively and intuitively make abstract connections, much like Einstein thought when he thought about the similarities and differences between the patterns of space and time, and you need to consider the overall context of the problem.

Again, you have two classes of figures (A and B) in the Bongard problem.  You are asked to discover some abstract connection that links all the various diagrams in A and that distinguishes them from all the other diagrams in group B.


Scroll down for the answer.












ANSWER: The dots in “A” are on the same side of the neck in the illustration. The dots in “B” are on the opposite sides of the neck. To learn more about how creative geniuses get their ideas, read Michael Michalko’s Creative Thinkering: Putting Your Imagination to Work.



Seven Sins that Kill Creativity in America



People do not believe they are creative. We have been taught that we are the product of our genes, our parents, our family history, our personal history, our I.Q., and our education. Consequently, we have been conditioned to have a fixed mindset about creativity and believe only a select few are born creative and the rest not. Because we believe we are not creative, we spend our lives observing only those things in our experiences that confirm this belief. We spend our lives knowing and living within the limitations we believe we have. We listen to our “inner” voice that keeps telling us not to pretend to be something we’re not. Believing we are not creative makes us comfortable to be cognitively lazy.


We believe many of the myths about creativity that have been promulgated over the years. We’re told creativity is rare, mysterious, and magical and comes from a universal unconsciousness, a sudden spark of “Aha!” or the divine. We believe only special people are genetically endowed to be creative and that normal educated people cannot be creative and should not embarrass themselves by trying. Additionally, we also believe creative types are depressed, crazy, freaky, unbalanced, disruptive, different, argumentative, abnormal, flaky, and trouble makers.  We should be thankful we are normal and think the way we were taught to think. 


The most important thing for many people is to never make a mistake or fail. The fixed mind-set regards failure as a personal insult, and when they fail they withdraw, lie and try to avoid future challenges or risks.

At one time in America people believed that all a person was entitled to was a natural birth. Everything else was up to the person, and a person’s pride and passion came from overcoming the adversities in life. Failure was seen as an opportunity rather than insult. Once Thomas Edison’s assistant asked him why he didn’t give up on the light bulb. After all, he failed 5,000 times. Edison’s responded by saying he didn’t know what his assistant meant by the word “failed,” because Edison believed he discovered 5000 things that don’t work. This was the era when creative thinking flourished in America. People like Edison, Tesla, and Westinghouse did not know they could not think unconventionally and so they did.

After World War II, psychologists promulgated “Inevitability theories” about how everyone’s life was shaped by genetic or environmental factors that were beyond their control. There began a promiscuity of the teaching of helplessness that has dimmed the human spirit and has created a “culture of helplessness.” It is this culture of helplessness that has cultivated the mindset that fears failure.

This fixed mindset of fear is grounded in the belief that talent is genetic—you’re born an artist, writer, or entrepreneur. Consequently, many of us never try anything we haven’t tried before. We attempt only those things where we have the past experience and knowledge and know we can succeed. This culture of helplessness cultivated by educators encourages us to look for reasons why we cannot succeed.  


Because we fear failure we not act. We avoid taking action. If we don’t act, we can’t fail. If we are forced to take action, we do not do anything until we have a perfect plan which will take into account any and everything that can happen. We make sure the plan details all the human and material resources you need. We will seek the guidance and direction of every expert and authority we are able to approach. If any authority figure or expert expresses even the slightest doubt, we will not take the risk of failure and abandon the plan.

All art is a reaction the first line drawn. If no line is drawn there will be no art. Similarly, if you don’t take action when you need new ideas in your personal and business lives and do nothing, nothing bad can happen and nothing is the result. In our culture of helplessness, nothing is better than even the slightest chance of failure, because failure means we are worthless.


We are taught to be critical, judgmental, negative and reproductive thinkers. In our “culture of helplessness,” we take pride in dissecting ideas and thoughts of others and demonstrating their flaws. The more negative we can be, the more intelligent we appear to others. In meetings, the person who is master of destroying ideas becomes the most dominant one. The first thought we have when confronted with a new idea is “Okay, now what’s wrong with it?”

When forced to come up with ideas, we come up with only a few. These are the ideas we always come up with because these are the same old safe ideas that are closest to our consciousness. Our judgmental mind will censor anything that is new, ambiguous or novel. We respond to new ideas the way our immune system responds to a deadly virus. Our inner voice will advise us to “Not look stupid,” “Give up. You don’t have the background or expertise,” “It’s not relevant,” “If it was any good, it would already have been done before” “This will never be approved,” “where’s the proof? “This is not logical,” “Don’t be silly,” “You’ll look stupid,” and so on. Anything that is not verifiable by our past experiences and beliefs is not possible.

Instead of looking for ways to make things work and get things done, we spend our time looking for reasons why things can’t work or get done.


square and circles

Most people see the pattern in the illustration above as a square composed of smaller squares or circles or as alternate rows of squares and circles

It cannot be easily seen as columns of alternate squares and circles. Once it’s pointed out that it can also be viewed as columns of alternate squares and circles, we, of course, see it. This is because we have become habituated to passively organize similar items together in our minds. Geniuses, on the other hand, subvert habituation by actively looking for alternative ways to look at things and alternative ways to think about them.

One of the many ways in which people attempt to make thinking easier is to solve the first impression of the problem that they encounter. This enables them to approach the problem with predetermined concepts and they end up seeing what they expect to see based on their past experiences. Once you accept the initial perspective, you close off all other lines of thought. Certain kinds of ideas will occur to you, but only those kind and no others. Settling with the first perspective keeps things simple and helps you avoid ambiguity.

With creative thinking, one generates as many alternative approaches as one can. You consider the least obvious as well as the most likely approaches. It is the willingness to explore all approaches that is important, even after one has found a promising one. Einstein was once asked what the difference was between him and the average person. He said that if you asked the average person to find a needle in the haystack, the person would stop when he or she found a needle. He, on the other hand, would tear through the entire haystack looking for all the possible needles.

We are taught to follow a certain thinking process and must never entertain alternative ways of looking at the problem or different ways of thinking about it. Keep doing what you are doing. The more times you think the same way, the better you become at producing orderly and predictable ideas. Always think the way you’ve always thought to always get what you’ve always got.


It is not our fault we are not creative. It’s the teachers who are responsible and our parents, the churches, our genetics, the government, lack of time, lack of resources, lack of an inspiring environment, lack of suitable technology, lack of encouragement, too much sugar, lack of financial rewards, the organization, the bosses, lack of entitlements, lack of any guarantee of success, and, after all, most of us are born left-brained not right-brained. You can’t expect people to be something they’re not. In our “culture of helplessness,” we have learned that we cannot change our attitude, behavior, beliefs or the way we think.

SUMMARY. The only difference between people who are creative and people who are not is a simple belief. Creative people believe they are creative. People who believe they are not creative, are not. Once you have a particular identity and set of beliefs about yourself, you become interested in seeking out the skills needed to express your identity and beliefs.

This is why people who believe they are creative become creative. They work hard at learning how to think creatively and produce great quantities of ideas. If you believe you are not creative, then there is no need to learn how to become creative and you don’t. The reality is that believing you are not creative excuses you from trying or attempting anything new. When someone tells you that they are not creative, you are talking to someone who has no interest and will make no effort to be a creative thinker.


Michael Michalko is the author of the highly acclaimed Thinkertoys: A Handbook of Creative Thinking Techniques; Cracking Creativity: The Secrets of Creative Genius; ThinkPak: A Brainstorming Card Deck and Creative Thinkering: Putting Your Imagination to Work.

What Would You Have Done?

report carda

The above is a copy of a school report for Nobel prize winner, Dr John Gurdon, from his days studying Biology at Eton College. His professor a Mister Gaddum noted that for Gurdon to study science would be a sheer waste of time, both on his part, and on the part of those teachers who have to teach him.

My question is: If you were John’s parent, would you have discouraged his interest in science and directed his attention to another field of study?

Dr. Gurdon said that this was the only item about him that he ever framed. It hangs on a wall behind his desk as a reminder to trust your own instincts. It was at Oxford as a postgraduate student that he published his groundbreaking research on genetics and proved for the first time that every cell in the body contains the same genes. He did so by taking a cell from an adult frog’s intestine, removing its genes and implanting them into an egg cell, which grew into a clone of the adult frog.  The idea was controversial at the time because it contradicted previous studies by much more senior scientists, and it was a decade before the then-graduate student’s work became widely accepted.

But it later led directly to the subsequent discovery by Prof Yamanaka that adult cells can be “reprogrammed” into stem cells for use in medicine. This means that cells from someone’s skin can be made into stem cells which, in turn, can turn into any type of tissue in the body, meaning they can replace diseased or damaged tissue in patients.

Not allowing yourself to get discouraged by others is the most important lesson Dr. Gurdon learned in his life. Trust your own instincts. Albert Einstein was expelled from school because his attitude had a negative effect on serious students; he failed his university entrance exam and had to attend a trade school for one year before finally being admitted; and was the only one in his graduating class who did not get a teaching position because no professor would recommend him. One professor said Einstein was “the laziest dog” the university ever had. Beethoven’s parents were told he was too stupid to be a music composer. Charles Darwin’s colleagues called him a fool and what he was doing “fool’s experiments” when he worked on his theory of biological evolution.  Walt Disney was fired from his first job on a newspaper because “he lacked imagination.” Thomas Edison had only two years of formal schooling, was totally deaf in one ear and was hard of hearing in the other, was fired from his first job as a newsboy and later fired from his job as a telegrapher; and still he became the most famous inventor in the history of the U.S.


(Michael Michalko is the author of Thinkertoys: A Handbook of Creative Thinking Techniques; Cracking Creativity: The Thinking Strategies of Creative Geniuses; Thinkpak: A Brainstorming Card Deck, and Creative Thinkering: Putting Your Imagination to Work.