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think different?

      The common answer is that the ability to think creatively is genetic. Most of us believe that some people, like Jobs, are simply born with creative genes, while others are not. Innovators are supposedly right brained, meaning that they are genetically endowed with creative abilities. The rest of us are left brained—logical, linear thinkers, with little or no ability to think creatively.

      If you believe this, we’re going to tell you that you are largely wrong. At least within the realm of business innovation, virtually everyone has some capacity for creativity and innovative thinking. Even you. So using the example of Jobs, let’s explore this ability to think different. How did Jobs come up with some of his innovative ideas in the past? And what does his journey tell us?

      Innovative Idea #1: Personal Computers Should Be Quiet and Small

      One of the key innovations in the Apple II, the computer that launched Apple, came from Jobs’s decision that it should be quiet. His conviction resulted, in part, from all the time he’d spent studying Zen and meditating.² He found the noise of a computer fan distracting. So Jobs was determined that the Apple II would have no fan, which was a fairly radical notion at the time. Nobody else had questioned the need for a fan because all computers required a fan to prevent overheating. Getting rid of the fan wouldn’t be possible without a different type of power supply that generated less heat.

      So Jobs went on the hunt for someone who could design a new power supply. Through his network of contacts, he found Rod Holt, a forty-something, chain-smoking socialist from the Atari crowd.³ Pushed by Jobs, Holt abandoned the fifty-year-old conventional linear unit technology and created a switching power supply that revolutionized the way power was delivered to electronics products. Jobs’s pursuit of quiet and Holt’s ability to deliver an innovative power supply that didn’t need a fan made the Apple II the quietest and smallest personal computer ever made (a smaller computer was possible because it didn’t need extra space for the fan).

      Had Jobs never asked, “Why does a computer need a fan?” and “How do we keep a computer cool without a fan?” the Apple computer as we know it would not exist.

      Innovative Idea #2: The Macintosh User Interface, Operating System, and Mouse

      The seed for the Macintosh, with its revolutionary operating system, was planted when Jobs visited Xerox PARC in 1979. Xerox, the copier company, created the Palo Alto Research Center (PARC), a research lab charged with designing the office of the future. Jobs wrangled a visit to PARC in exchange for offering Xerox an opportunity to invest in Apple. Xerox didn’t know how to capitalize on the exciting things going on at PARC, but Jobs did.

      Jobs carefully observed the PARC computer screen filled with icons, pull-down menus, and overlapping windows—all controlled by the click of a mouse. “What we saw was incomplete and flawed,” Jobs said, “but the germ of the idea was there . . . within ten minutes it was obvious to me that all computers would work like this.”⁴ He spent the next five years at Apple leading the design team that would produce the Macintosh computer, the first personal computer with a graphical user interface (GUI) and mouse. Oh, and he saw something else during the PARC visit. He got his first taste of object-oriented programming, which became the key to the OSX operating system that Apple acquired from Jobs’s other start-up, NeXT Computers. What if Jobs had never visited Xerox PARC to observe what was going on there?

      Innovative Idea #3: Desktop Publishing on the Mac

      The Macintosh, with its LaserWriter printer, was the first computer to bring desktop publishing to the masses. Jobs claims that the “beautiful typography” available on the Macintosh would never have been introduced if he hadn’t dropped in on a calligraphy class at Reed College in Oregon. Says Jobs:

      Reed College offered perhaps the best calligraphy instruction in the country. Throughout the campus every poster, every label on every drawer, was beautifully hand-calligraphed. Because I had dropped out and didn’t have to take the normal classes, I decided to take a calligraphy class to learn how to do this. I learned about serif and san serif typefaces, about varying the amount of space between different letter combinations, about what makes great typography great. It was beautiful, historical, artistically subtle in a way that science can’t capture, and I found it fascinating. None of this had even a hope of any practical application in my life. But ten years later, when we were designing the first Macintosh computer, it all came back to me. And we designed it all into the Mac. It was the first computer with beautiful typography. If I had never dropped in on that single course in college, the Mac would have never had multiple typefaces or proportionally spaced fonts. And since Windows just copied the Mac, it’s likely that no personal computer would have them.⁵

      What if Jobs hadn’t decided to drop in on the calligraphy classes when he had dropped out of college?

      So what do we learn from Jobs’s ability to think different? Well, first we see that his innovative ideas didn’t spring fully formed from his head, as if they were a gift from the Idea Fairy. When we examine the origins of these ideas, we typically find that the catalyst was: (1) a question that challenged the status quo, (2) an observation of a technology, company, or customer, (3) an experience or experiment where he was trying out something new, or (4) a conversation with someone who alerted him to an important piece of knowledge or opportunity. In fact, by carefully examining Jobs’s behaviors and, specifically, how those behaviors brought in new diverse knowledge that triggered an innovative idea, we can trace his innovative ideas to their source.

      What is the moral of this story? We want to convince you that creativity is not just a genetic endowment and not just a cognitive skill. Rather, we’ve learned that creative ideas spring from behavioral skills that you, too, can acquire to catalyze innovative ideas in yourself and in others.

      What Makes Innovators Different?

      So what makes innovators different from the rest of us? Most of us believe this question has been answered. It’s a genetic endowment. Some people are right brained, which allows them to be more intuitive and divergent thinkers. Either you have it or you don’t. But does research really support this idea? Our research confirms others’ work that creativity skills are not simply genetic traits endowed at birth, but that they can be developed. In fact, the most comprehensive study confirming this was done by a group of researchers, Merton Reznikoff, George Domino, Carolyn Bridges, and Merton Honeymon, who studied creative abilities in 117 pairs of identical and fraternal twins. Testing twins aged fifteen to twenty-two, they found that only about 30 percent of the performance of identical twins on a battery of ten creativity tests could be attributed to genetics.⁶ In contrast, roughly 80 percent to 85 percent of the twins’ performance on general intelligence (IQ) tests could be attributed to genetics.⁷ So general intelligence (at least the way scientists measure it) is basically a genetic endowment, but creativity is not. Nurture trumps nature as far as creativity goes. Six other creativity studies of identical twins confirm the Reznikoff et al. result: roughly 25 percent to 40 percent of what we do innovatively stems from genetics.⁸ That means that roughly two-thirds of our innovation skills still come through learning—from first understanding the skill, then practicing it, and ultimately gaining confidence in our capacity to create.

      This is one reason that individuals who grow up in societies that promote community versus individualism and hierarchy over merit—such as Japan, China, Korea, and many Arab nations—are less likely to creatively challenge the status quo and turn out innovations (or win Nobel prizes). To be sure, many innovators in our study seemed genetically gifted. But more importantly, they often described how they acquired innovation skills from role models who made it “safe” as well as exciting to discover new ways of doing things.

      If innovators can be made and not just born, how then do they come up with great new ideas? Our research on roughly five hundred innovators compared to roughly five thousand executives led us to identify five discovery skills that distinguish innovators from typical executives (for detail on the research methods,

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