I am enough of an artist to draw freely upon my imagination. Imagination is more important than knowledge. Knowledge is limited. Imagination encircles the world. – Albert Einstein
Business artistry is much more than simply becoming technically proficient at something. We all marvel at the wizards of the game who not only perform the basics to near perfection, but then actually change the game and achieve hero status: Jake Burton (snowboarding), Dick Fosbury (Fosbury Flop high-jump technique), Steve Jobs (Apple technology), Frederick Smith (Federal Express), Walt Disney (animation and theme parks). The examples are endless. Business artistry requires an application of imagination – calling on the natural childlike curiosity we may have buried and using our talents to blaze new trails in the frontiers of knowledge and skill. To do that well, we must move toward mastery; but we must redefine and expand the concept to move beyond simple competence and workmanship.
There are two sides to the mastery coin: expertise and ingenuity. Becoming expert requires us to first gain command of existing knowledge and competence in “old school” methods. Mastery at this level means being fully aware of how we individually prefer to learn and put new knowledge to work. The Taskmasters of the world prefer to build on past experience and historical fact to ensure practicality. The Playmakers of the world prefer the experiential approach: learning by doing and acting on new information and skills immediately. The Peacekeepers of the world prefer to find points of continuity and connection so they can strengthen their ability to collaborate and build deeper relationships with people. The Thoughtstarters of the world prefer the framework and context into which new knowledge can fit, so that they can advance in the most logical and optimal way.
We can then couple expertise with the discoveries we make through our own constant exploring and experimenting with new ideas, pursuing the kinds of questions found at the heart of most every breakthrough and drive “new school” thinking: Is there a better way, a different way? What’s possible, given my abilities?
This is a scientific approach to work, and to solving problems. There are several distinct steps: observing, designing, testing, and executing. Successful problem solving requires all four styles of thinking: the Taskmaster’s sequential thinking, the Playmaker’s applicative thinking, the Peacekeeper’s integrative thinking, and the Thoughtstarter’s big picture thinking.
Breakthrough innovation requires multitudes of smaller problem-solving efforts. This type of approach accounts for the vast majority of effective innovations in almost all areas: arts, business, science, academics, and athletics. In fact, studies of eminent genius reveal extreme productivity. The explanation is simple enough: the more works produced, the greater chance of changing a given realm of endeavor, and of leading within it. Innovation is one of the surest paths to leadership.
If, as Linus Pauling once said, “we can’t have a good idea without having a lot of ideas,” then the issue of the proverbial muse presents itself. Where do we look for inspiration and insight? How do we incubate our ideas? Some look to mentors and masters; some find success in reverse mentoring; some extract insight from other domains of work; some find a simple change of scenery works wonders; and others look to the surrounding culture and environment.
Visitation of the muse–the main event of the imagination–is more a matter of reframing problems, staying attuned to opportunities, and channeling outside influences than of some mystical or divine intervention.















