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Yet participants’ performance was not improved even when they were given specific instructions to do so.
Both teams followed the same protocol of dividing participants into two groups.
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.
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.