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Creative thinking, in any circumstance, should be encouraged to the extent that it is a means to an end. It is never the end itself. No business executive should be expected to be interested in ideas for the sake of having ideas—not when he is trying to show a profit! The reason an executive should invest time and effort in improving his own creativity and in encouraging or assisting others to develop theirs is, from a strictly business point of view, that he will be able to solve more problems in more and better ways.
But no executive can inspire creativity if his own attitude toward it is skeptical. The first requirement for a creative leader is that he himself really wants new ideas and that he himself will have the capacity to change with the changes that new ideas require. This, in itself, means that an executive must at least familiarize himself with the creative processes, with the nature of ideas, with the techniques and methods of idea production. And he must also approach the subject with a certain attitude. He must have more than a little amount of faith.
After all, if we could learn creative thinking from a book or by listening to someone talk about it, we'd have no trouble at all in raising the nation's creative power. But creative thinking demands real application—and a positive attitude. You've got to believe in the power of ideas. You've got to believe in what you are trying to do. You've got to believe in yourself. And, in creativity, it isn't always easy, because often we are speculating about the unknown. No one knows with scientific accuracy just what creative thinking really is. We can point out symptoms and methods. But what really makes it, we don't know. Yet, if there is any one thing that today's business executive needs, it is a supreme confidence in the power of man to alter the events and circumstances of his environment through the application of his imagination.
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