Inside the Box: The creative method that works for everyone

Profile Books

Current business wisdom holds that to forge a powerfully original solution to problems, we must think outside the box. But, as Goldenberg and Boyd reveal, based on expertise and experience in both corporate and academic worlds, this is utterly wrong. It may seem counterintuitive - but faster, better and more original innovation and creativity comes from working inside your familiar world.

The newest and most inventive ideas are much closer than you think, and can be found by using five simple techniques - subtraction, task, unification, multiplication, division and attribute dependency. This strategy helped Philips use subtraction to create the slim-line DVD players we use today, while attribute dependency allowed Domino's Pizza to corner the market with their thirty-minute delivery promise.

These strategies can be used by anyone, from CEOs of multinational companies to the Chilean miners' rescue team and even leading jazz guitarist Bill Frisell, who actually restricts the range of his instrument to induce increased creativity. Intuitive, revelatory and easy-to-implement, these ideas will help you find the creative streak you never knew you had.

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About the author

Jacob Goldenberg is Professor of Marketing at the School of Business Administration and one of the founders of SIT, a major innovation consultancy. His work has been covered by the New York Times, Wall Street Journal, Boston Globe, BBC News, Wired and Economist.
Drew Boyd spent seventeen years at Johnson & Johnson, and is now Executive Director of the Master of Science in Marketing Program at the University of Cincinnati.

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Additional Information

Publisher
Profile Books
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Published on
Jun 6, 2013
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Pages
409
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ISBN
9781847658708
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Language
English
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Genres
Business & Economics / General
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Content Protection
This content is DRM protected.
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Available on Android devices
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Drew Boyd
“The ‘inside-the-box approach’ can reveal key opportunities for innovation that are hiding in plain sight” (Daniel H. Pink, author of Drive).

The traditional attitude toward creativity in the American business world is to “think outside the box”—to brainstorm without restraint in hopes of coming up with a breakthrough idea, often in moments of crisis. Sometimes it works, but it’s a problem-specific solution that does nothing to engender creative thinking more generally. Inside the Box demonstrates Systematic Inventive Thinking (SIT), which systemizes creativity as part of the corporate culture. This counterintuitive and powerfully effective approach to creativity requires thinking inside the box, working in one’s familiar world to create new ideas independent of specific problems. SIT’s techniques and principles have instilled creative thinking into such companies as Procter & Gamble, Johnson & Johnson, and other industry leaders. Inside the Box shows how corporations have successfully used SIT in business settings as diverse as medicine, technology, new product development, and food packaging.

Dozens of books discuss how to make creative thinking part of a corporate culture, but none takes the innovative and unconventional approach of Inside the Box. With “inside the box” thinking, companies of any size can become sufficiently creative to solve problems even before they develop and to innovate on an ongoing basis. It’s a system that works!

“Boyd and Goldenberg explain the basic building blocks for creativity and by doing so help all of us better express our potential” (Dan Ariely, author of Predictably Irrational).
Shaul Oreg
Every year, about 25,000 new products are introduced in the United States. Most of these products fail—at considerable expense to the companies that produce them. Such failures are typically thought to result from consumers’ resistance to innovation, but marketers have tended to focus instead on consumers who show little resistance, despite these “early adopters” comprising only 20 percent of the consumer population.

Shaul Oreg and Jacob Goldenberg bring the insights of marketing and organizational behavior to bear on the attitudes and behaviors of the remaining 80 percent who resist innovation. The authors identify two competing definitions of resistance: In marketing, resistance denotes a reluctance to adopt a worthy new product, or one that offers a clear benefit and carries little or no risk. In the field of organizational behavior, employees are defined as resistant if they are unwilling to implement changes regardless of the reasons behind their reluctance. Seeking to clarify the act of rejecting a new product from the reasons—rational or not—consumers may have for doing so, Oreg and Goldenberg propose a more coherent definition of resistance less encumbered by subjective, context-specific factors and personality traits. The application of this tighter definition makes it possible to disentangle resistance from its sources and ultimately offers a richer understanding of consumers’ underlying motivations. This important research is made clear through the use of many real-life examples.
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