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Only 20 percent managed to break out of the illusory confinement and continue their lines in the white space surrounding the dots.
Because the solution is, in hindsight, deceptively simple, clients tended to admit they should have thought of it themselves.
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.
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.