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Management consultants in the 1970s and 1980s even used this puzzle when making sales pitches to prospective clients.

Because the solution is, in hindsight, deceptively simple, clients tended to admit they should have thought of it themselves.

Both teams followed the same protocol of dividing participants into two groups.

The first group was given the same instructions as the participants in Guilford’s experiment.

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The symmetry, the beautiful simplicity of the solution, and the fact that 80 percent of the participants were effectively blinded by the boundaries of the square led Guilford and the readers of his books to leap to the sweeping conclusion that creativity requires you to go outside the box.Speakers, trainers, training program developers, organizational consultants, and university professors all had much to say about the vast benefits of outside-the-box thinking.It was an appealing and apparently convincing message.At the first stages, all the participants in Guilford’s original study censored their own thinking by limiting the possible solutions to those within the imaginary square (even those who eventually solved the puzzle).Even though they weren’t instructed to restrain themselves from considering such a solution, they were unable to “see” the white space beyond the square’s boundaries.

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