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Overnight, it seemed that creativity gurus everywhere were teaching managers how to think outside the box.Management consultants in the 1970s and 1980s even used this puzzle when making sales pitches to prospective clients.There seemed to be no end to the insights that could be offered under the banner of thinking 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.

Solving this problem requires people to literally think outside the box.It was an appealing and apparently convincing message.Indeed, the concept enjoyed such strong popularity and intuitive appeal that no one bothered to check the facts.In the 1970s, however, very few were even aware of its existence, even though it had been around for almost a century.If you have tried solving this puzzle, you can confirm that your first attempts usually involve sketching lines inside the imaginary square.

Most people assume that 60 percent to 90 percent of the group given the clue would solve the puzzle easily. What’s more, in statistical terms, this 5 percent improvement over the subjects of Guilford’s original study is insignificant.

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