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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.
Yet participants’ performance was not improved even when they were given specific instructions to do so.
Indeed, the concept enjoyed such strong popularity and intuitive appeal that no one bothered to check the facts.
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.
Because the solution is, in hindsight, deceptively simple, clients tended to admit they should have thought of it themselves.
Because they hadn’t, they were obviously not as creative or smart as they had previously thought, and needed to call in creative experts. The nine-dot puzzle and the phrase “thinking outside the box” became metaphors for creativity and spread like wildfire in marketing, management, psychology, the creative arts, engineering, and personal improvement circles.