What is *Lateral Thinking* by Edward de Bono about?

*Lateral Thinking* by Edward de Bono is a guide to creative problem-solving through indirect, non-linear methods. It contrasts **lateral thinking** (exploring multiple angles) with **vertical thinking** (step-by-step logic), offering techniques like idea generation, pattern restructuring, and random stimulation to overcome rigid thought patterns. The book emphasizes innovation in fields like business, education, and personal growth, using examples like the Nine Dots Puzzle to illustrate its principles.

Who should read *Lateral Thinking*?

Professionals, educators, creatives, and students seeking to enhance creativity or tackle complex problems will benefit. It’s ideal for those in innovation-driven industries (e.g., tech, marketing), educators teaching problem-solving, or anyone stuck in conventional thought patterns. De Bono’s methods are used by organizations like IBM and Dupont, making it relevant for team leaders and entrepreneurs.

Is *Lateral Thinking* by Edward de bono worth reading?

Yes, for its actionable frameworks to spark creativity. While critics argue lateral thinking lacks rigorous scientific validation, its techniques—like **provocation** and **challenging assumptions**—remain widely applied in business and education. The book’s focus on restructuring ideas (e.g., solving the Gordian Knot) offers timeless value for innovators.

What are the key concepts in *Lateral Thinking*?

- **Vertical vs. lateral thinking**: Linear logic vs. multi-directional exploration. - **Idea-generation tools**: Random entry, provocation, and alternatives. - **Dominant idea disruption**: Restructuring entrenched patterns to find novel solutions. - **Humour as insight**: Unconventional connections often manifest as jokes or “aha” moments.

How does lateral thinking differ from vertical thinking?

| **Aspect** | **Vertical Thinking** | **Lateral Thinking** | |-------------------|-------------------------------|--------------------------------| | **Approach** | Linear, step-by-step | Non-linear, exploratory | | **Uncertainty** | Avoided | Embraced | | **Focus** | Depth of knowledge | Breadth of possibilities | | **Patterns** | Follows existing | Restructures existing | Vertical thinking deepens a single idea; lateral thinking seeks alternatives.

What techniques does Edward de Bono teach in *Lateral Thinking*?

- **Random stimulation**: Using unrelated concepts to trigger ideas (e.g., linking “clouds” to workflow solutions). - **Provocation**: Deliberately absurd statements (e.g., “What if cars had no wheels?”) to bypass logic. - **Fractionation**: Breaking problems into smaller, non-linear components. These methods aim to escape conventional thought cycles.

How can lateral thinking be applied in real life?

- **Business innovation**: Redesigning processes (e.g., automating tasks instead of hiring more staff). - **Education**: Teaching students to solve puzzles like the Nine Dots through creative leaps. - **Personal growth**: Reframing obstacles as opportunities (e.g., job loss leading to a career pivot).

What are the criticisms of *Lateral Thinking*?

Some scholars dismiss it as pseudo-scientific, arguing de Bono’s ideas lack empirical testing. Critics note its principles (e.g., “random entry”) can feel vague, and its dismissal of logic may lead to impractical solutions. However, its popularity in corporate training underscores its perceived utility.

Lateral Thinking

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Overview of Lateral Thinking

Unlock your mind's hidden potential with Edward de Bono's revolutionary "Lateral Thinking." The book that saved DuPont $30 million annually by eliminating nine manufacturing steps. What creative solutions are you missing by thinking vertically when the world demands thinking sideways?

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Chapter 1

Rewiring Your Mind: The Revolutionary Power of Lateral Thinking

In 1970, a relatively unknown Maltese physician and psychologist named Edward de Bono introduced a concept that would transform our understanding of human creativity and problem-solving. His book "Lateral Thinking" became a global sensation, influencing everyone from Apple founder Steve Jobs to Nobel Prize winners. Today, de Bono's methods are taught in schools across 60 countries and have been adopted by Fortune 500 companies worldwide. What made this book so revolutionary? De Bono challenged the fundamental assumption that creativity is an innate talent rather than a deliberate skill that can be learned and practiced. In a world increasingly dominated by artificial intelligence that excels at vertical, logical thinking, de Bono's lateral thinking techniques have become more valuable than ever. As Richard Branson once noted, "Lateral thinking is one of the few human capabilities that AI cannot replicate." Let's explore how this groundbreaking approach can transform your thinking and unlock creative potential you never knew you had.

Chapter 2

The Mind as a Self-Organizing Pattern System

Our brains function as remarkable self-organizing information systems. Rather than actively filing information, the mind allows information to organize itself into patterns-similar to how rainfall naturally forms rivers on a landscape. Once these drainage patterns form, they become increasingly permanent as water continues to follow and deepen existing channels. This self-organizing system offers tremendous advantages. It allows us to quickly recognize familiar situations, communicate efficiently through code-like language, and handle vast amounts of information with minimal effort. The patterns we create become our mental shortcuts for navigating the world. However, this same pattern-making efficiency creates significant limitations. As patterns become established, they grow increasingly rigid and resistant to change. Information locked in one pattern cannot easily transfer to another. We tend to perceive variations as standard patterns rather than seeing them for what they truly are. Arbitrary divisions become self-perpetuating, and slight early divergences create huge later differences. Perhaps most problematically, the sequence in which information arrives unduly influences how we arrange it. Like plastic pieces that can form either a square or parallelogram, our minds arrange information in the most stable way at each moment. Being correct at each stage doesn't guarantee continued progress-we may need to completely restructure our patterns to move forward. This is why humor and insight share a common mechanism. Both involve expectation followed by an unexpected development that reveals another way of organizing information. Temporary switches between arrangements create humor, while permanent ones produce insight. This explains why insight solutions often trigger laughter even when not inherently funny-both involve the sudden recognition of alternative information arrangements. Understanding these mechanics of mind reveals why lateral thinking is necessary. While our information handling system is highly effective with huge practical advantages, its inherent limitations in restructuring patterns create the need for deliberate techniques to overcome these constraints.

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Chapter 3

Vertical vs. Lateral Thinking: Two Essential Approaches

Traditional vertical thinking is so deeply ingrained that lateral thinking's differences may initially seem sacrilegious or contradictory. Yet understanding how self-maximizing memory systems operate reveals that lateral thinking is both sensible and necessary. Vertical thinking selects while lateral thinking generates; vertical thinking seeks rightness while lateral thinking seeks richness; vertical thinking follows promising paths while lateral thinking creates multiple approaches even after finding good ones. Vertical thinking moves with direction while lateral thinking moves to generate direction. With vertical thinking, one moves forward step by step in a connected sequence, proving conclusions through the soundness of steps. Lateral thinking allows jumps to new points with gaps filled in afterward-like reaching point D via G, then working back to A. Sometimes being on the mountaintop is necessary to find the best way up. Vertical thinking demands correctness at every step-fundamental to logic and mathematics. With lateral thinking, intermediate steps needn't be right provided the conclusion works, like a bridge that becomes self-supporting only when the final piece is fitted. Sometimes being "wrong" according to current frameworks is necessary to reach the right conclusion-either by prompting a frame of reference change or by passing through incorrect areas to discover the correct pathway. Vertical thinking works by exclusion, throwing out irrelevancies within a frame of reference. Lateral thinking recognizes that patterns cannot be restructured from within-outside influences are needed for their provocative action. The more irrelevant these influences, the better chance of altering established patterns. Vertical thinking requires consistent categories and fixed labels to identify class membership. In lateral thinking, labels are temporary conveniences that can change as something is viewed differently. Classifications aren't permanent pigeonholes but signposts aiding movement. Far from threatening vertical thinking, lateral thinking complements it. Lateral thinking generates ideas and approaches while vertical thinking develops them. Though vertical thinking dominates most thinking time, lateral thinking becomes essential in certain situations where vertical thinking alone cannot succeed-like a car's reverse gear, not used constantly but crucial for maneuverability and escaping dead ends.

Chapter 4

The Generation of Alternatives: Breaking Pattern Prisons

The most fundamental principle of lateral thinking is that any particular perspective is just one among many possible ways of looking at things. While many believe they naturally search for alternatives, the lateral search is more deliberate and extensive. Rather than seeking the best approach and stopping at the first promising one, lateral thinking aims to produce as many different alternatives as possible, regardless of how reasonable they seem. The purpose isn't finding the best alternative but loosening rigid patterns and provoking new ones. To transform the search for alternatives from mere intention to practical routine, setting a quota is essential. This fixed number (typically three, four, or five alternatives) ensures you continue generating options even after finding a promising one early in the search. The quota forces you to make a deliberate effort rather than passively awaiting natural alternatives, pushing you to consider possibilities that might initially seem artificial or ridiculous. Visual geometric figures provide excellent practice material for generating alternatives because they present unambiguous forms that everyone sees identically, unlike verbal material with its subjective interpretations. For example, a milk bottle half-filled with water can be described as half-empty, half-full, or water in an empty milk bottle. Though seemingly trivial, this illustrates how perspective influences description-when filled with milk, people tend to describe it as "half empty," but with water as "half full," showing how a situation's history affects perception. Using newspaper or magazine photographs, you can practice generating multiple interpretations of ambiguous images. A photograph of people wading through shallow water might be interpreted as "people caught by the tide" or "protesters" (the actual context). The exercise demonstrates how the same visual information can support multiple valid interpretations. When restating problems, if a general statement is too difficult to restate at the same level, one can move to a more specific level. For example, "the problem of lost children in crowds" could be reframed as "returning lost children to their parents." Different approaches to this problem include attaching children to parents, better identification methods, creating child-free alternatives like creches, establishing central meeting points, or displaying lists of lost children. This chapter focused on deliberately generating alternatives for their own sake, not to find the best approach. The purpose is to loosen rigid thinking patterns, demonstrate that alternatives always exist, and develop the habit of restructuring patterns.

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Chapter 5

Challenging Assumptions: Questioning the Unquestionable

Lateral thinking challenges not just how we arrange ideas but the fundamental ideas themselves. While we typically accept basic concepts as sound and only rearrange them, these concepts are patterns that can be restructured. Historical continuity, not repeated validation, maintains most assumptions. When solving problems, we impose boundaries for convenience, but these self-imposed limits can prevent solutions if wrongly set. Since examining everything is impossible, we must take many things for granted, yet challenging assumptions-questioning boundaries, limits, and individual concepts-is essential to lateral thinking. Several problems demonstrate how challenging assumptions leads to solutions. The "four trees" problem seems impossible until one challenges the assumption that trees must be planted on level ground-planting one tree on a hill with three around it creates equal distances between all trees. Similarly, the nine-dots problem becomes solvable when one realizes lines can extend beyond the apparent boundary of dots. Four block-arrangement problems reveal how assumptions limit solutions. When asked to arrange blocks so each touches specific numbers of others, people struggle with seemingly impossible configurations because they make unnecessary assumptions. For example, assuming blocks must form a single connected arrangement makes it difficult to solve the problem where each block touches only one other. The "Why" technique resembles a child's habit of asking "why" repeatedly, but with a crucial difference: while children ask "why" when they don't know answers, this technique involves questioning what we already "know." The usual response to "why" explains unfamiliar concepts in familiar terms, but the technique questions even these familiar terms-nothing is sacred. Through examples like "Why are blackboards black?" the technique demonstrates how assumptions can be challenged from multiple angles, showing that historic reasons aren't necessarily sufficient justifications for current practices. In daily life, we must make assumptions constantly, yet each assumption is a cliche pattern that could be restructured to better use available information. The purpose isn't to create paralyzing doubt but to show that any assumption can be challenged. We acknowledge the usefulness of assumptions and cliches but refuse to be imprisoned by them.

Chapter 6

Suspended Judgment: The Art of Being Temporarily Wrong

The purpose of thinking isn't to be right but to be effective. Vertical thinking demands rightness at every step, using judgment as a method of exclusion. Lateral thinking, however, allows being wrong along the way while reaching the right conclusion in the end. Like a detective following false leads that eventually contribute to solving the case, temporary wrongness can be a valuable part of the discovery process. Education traditionally emphasizes constant correctness, making us sensitive to errors and quick to judge. Students learn to avoid wrong answers rather than explore possibilities, creating a mindset where being right becomes more important than being innovative. This "need to be right all the time" blocks creativity and limits exploration. With lateral thinking, judgment is suspended during the generative stage and applied during the selective stage, allowing wrong ideas to potentially lead to right ones. For instance, Edison's thousands of failed attempts at creating the light bulb weren't failures but steps toward success. The dangers of constant rightness are numerous and significant. They include arrogant certainty that prevents learning from others, premature rejection of useful incorrect ideas that might evolve into breakthrough solutions, settling for adequate rather than optimal solutions due to fear of exploration, and paralysis from fear of mistakes. Consider how early aviation pioneers had to embrace seemingly "wrong" ideas about heavier-than-air flight to achieve breakthrough success. Judgment can be applied at various stages: determining relevant information areas, validating ideas in one's thinking process, assessing correctness before sharing ideas, or evaluating others' ideas. Suspending judgment allows ideas to survive longer and breed further ideas, much like how brainstorming sessions are most effective when criticism is initially forbidden. This approach encourages people to offer ideas they might otherwise reject, enables acceptance of others' ideas for their stimulating effect, and gives seemingly wrong ideas time to demonstrate that the frame of reference needs changing. Practically applying suspended judgment requires specific strategies: consciously delaying evaluation of new ideas for a set period, shifting attention from why wrong ideas are wrong to how they might be useful, following ideas to their natural conclusion rather than forcing them in predetermined directions, and maintaining an open mind about potential applications. For example, a "bucket with holes" might seem useless for carrying water, but could be perfect for washing vegetables or as a shower head. Design thinking exemplifies the power of suspended judgment in lateral thinking. In design processes, multiple iterations and seemingly imperfect prototypes are embraced as learning opportunities. The emphasis is on discovering different approaches and perspectives while escaping from cliche concepts and challenging assumptions. Critical evaluation is temporarily suspended to foster a generative mindset where flexibility and variety can flourish with confidence. This approach has led to breakthrough innovations in fields ranging from product design to organizational strategy. Success in innovation often comes from allowing ideas to develop fully before judgment, similar to how a sculptor might rough out an entire form before refining any single detail. This approach ensures that potentially valuable concepts aren't discarded prematurely and that creative thinking can flow freely without the constant interruption of critical assessment.

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Chapter 7

Dominant Ideas and Crucial Factors: Identifying Mental Tethers

While geometric shapes are definite situations with clear boundaries, most real-world situations are much vaguer. Despite people's confidence that they know what they're discussing, reading, or writing about, they often struggle to identify the dominant idea when asked. Unless one can identify the dominant idea, one remains unconsciously dominated by it. The purpose of identifying dominant ideas is to escape from them-it's easier to escape from something definite than something vague. When generating alternatives without awareness of the dominant framework, new perspectives often remain trapped within the original framework. When students extract dominant ideas from the same newspaper article, they often identify different themes. For example, from an article on parks, some might identify "the beauty of parkland" while others focus on "the need to develop more parks" or "the difficulty of preserving parks." These represent different but related perspectives. The goal isn't finding THE dominant idea but developing the habit of identifying dominant ideas to generate different viewpoints. When identifying dominant ideas, we discover they exist in different degrees of comprehensiveness. From an article on crime, one might extract broad concepts like "crime" or "behavior of people," or more specific ideas like "violence" or "what can be done." This hierarchy extends from specific to general concepts. While a dominant idea organizes how we view a situation, a crucial factor is an element that must be included regardless of perspective. Like dominant ideas, crucial factors can immobilize thinking without being consciously recognized. The difference is that dominant ideas organize the situation while crucial factors tether it, allowing limited mobility. We identify crucial factors to examine and challenge them-often they're merely assumptions. If found unnecessary, removing them creates freedom to restructure the situation. For apple-picking machines, crucial factors might include "apples must not be damaged" or "only pick ripe apples," which would rule out solutions like shaking the tree.

Chapter 8

PO: The Revolutionary Language Tool for Lateral Thinking

Lateral thinking needs a practical tool as definite and universal as "NO" is for logical thinking. While understanding lateral thinking is important, a specific implementation tool is required. Just as logical thinking operates through selection using acceptance and rejection (crystallized in the word "NO"), lateral thinking operates through rearrangement of information (crystallized in the word "PO"). NO is a judgment device while PO is an anti-judgment device. NO works within reason's framework, whereas PO works outside it. PO isn't irrational but "arational"-dealing with information patterning rather than pattern judgment. The first function of PO is creating arrangements of information that don't arise naturally from experience or memory patterns. PO allows us to hold arrangements without judging them, protecting ideas from immediate dismissal. Unlike vertical thinking where each step must be correct, lateral thinking permits arrangements that may seem wrong but can lead to valid ideas. The simplest use of PO is holding two unrelated things together to allow their associations to interact, without implying any connection between them. For example, "computers PO omelettes" might lead to ideas about automated cooking, recipe databases accessible by phone, or how both transform raw materials into more usable forms. The second function of PO is challenging established patterns. While the mind naturally creates patterns to organize information, these patterns aren't necessarily the best arrangements. PO works to free us from fixed ideas, labels, divisions, categories, and classifications. PO is never used as a judgement device. It doesn't indicate whether an arrangement is right, wrong, likely, unlikely, or optimal. PO simply brings about rearrangements without judging them. It implies "That may be the best way of looking at things, but let's look for other ways." PO functions as an anti-arrogance device, reminding us that arrangements of information may be arbitrary rather than inevitable. It challenges dogmatism by suggesting that certainty about a particular arrangement never excludes other possibilities. PO is the laxative of language and thinking-the practical tool for lateral thinking. It draws attention to rigid patterns and cliches, reminding us that insight restructuring can create new patterns without additional information. As a language tool, PO signals that lateral thinking is being used, allowing arrangements that make sense laterally even if not logically.

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Chapter 9

Blocked by Openness: The Invisible Prison of Adequate Solutions

De Bono illustrates how we can be blocked by openness using the story of driving to a restaurant. While he followed familiar route segments through town, friends took a shorter route via a side turning he'd never explored. This exemplifies how thinking can be blocked in three ways: by gaps (needing more information), by obstacles (requiring problem-solving), and most insidiously, by openness-where the path seems so adequate we never consider alternatives. When patterns seem satisfactory, we don't look for better arrangements, despite their potential existence. Unlike wrong thinking that prompts exploration, right thinking halts further investigation. The difficulty with openness blocks is their invisibility-we don't know where along our apparently correct pathway we missed crucial alternatives. De Bono contrasts two types of branching patterns. In the first, each branch point requires a clear directional choice (right or left), making us aware of decision points. In the second type, branches stem from a straight trunk, making it easy to miss side branches while following the main path. With the first pattern, reaching a dead end means backtracking to the last branch point. With the second pattern, we can't easily backtrack because we never consciously registered the branch points. Cliche thought patterns function like this second type-we proceed smoothly along established paths unaware of possible alternatives, leaving us lost when we reach dead ends. This practice session aims to illustrate how easily we become blocked by satisfactory explanations. Students are encouraged to share personal examples of being trapped by adequate but incomplete understanding. Additional exercises include showing partial pictures and asking for conclusions before revealing the whole image, and creating passages with key words blanked out. In one example, students must guess what's happening in a passage with blanks: "He stood by the side of blank and every time a blank approached he would raise his arm and blank." These exercises demonstrate how quickly we jump to conclusions based on limited information, often missing alternative interpretations.

Chapter 10

Practical Applications: Description, Problem-Solving, and Design

Lateral thinking has two aspects: first, awareness of how established patterns limit us by creating false problems, acting as mental prisons, or blocking us with their adequacy; second, developing skill in using lateral thinking techniques. Rather than treating lateral thinking as abstract or only occasionally useful, we should practice it regularly through small projects rather than expecting it to emerge naturally in large specialized projects. Description provides an excellent way to practice seeing things from multiple perspectives. When describing an object or situation, there's no single "correct" view-each perspective offers different insights. By generating alternative descriptions, we learn to appreciate the validity of different viewpoints. A problem is simply the difference between what one has and what one wants. Problem solving involves looking forward to desired outcomes, whether resolving difficulties, creating something new, or eliminating something unsatisfactory-all different aspects of bringing about change. Design is a special case of problem solving, but more open-ended and creative-starting from a general position toward a general objective rather than connecting clearly defined points. For lateral thinking practice, designs should be drawings with minimal explanatory notes, forcing commitment that verbal descriptions avoid. Cliche units are standard ways of doing things borrowed from familiar contexts-like using a bucket of water to wash potatoes or drawing a humanoid robot to pick apples. Rather than condemning these standard approaches, they should be recognized as necessary steps in the design process that can be refined through techniques like trimming (removing unnecessary elements), splitting (extracting only useful components), abstraction (identifying underlying functions), and combining (merging elements from different sources to create something new). Function describes what's happening rather than specific objects, and functional approaches can become cliches just as objects can. In design, there's always a hierarchy of functional descriptions-from general (getting apples where you want them) to specific (picking apples). The more specific the description, the more constraining it becomes. To escape this trap, one must either move up the hierarchy toward more general descriptions or laterally shift perspective (thinking of "removing the tree from around the apples" instead of "picking apples from the tree"). When designing a spill-proof cup, children demonstrated this by creating cups that couldn't be knocked over versus cups that wouldn't spill even when knocked over-completely different functional approaches to the same problem. Education has traditionally emphasized logical sequential thinking while treating creativity as a mysterious talent. Lateral thinking complements rather than replaces logical thinking, making different use of information. While logical thinking requires correctness at every step, lateral thinking sometimes necessitates being temporarily wrong to dislocate patterns enough for restructuring. As technology accelerates communication and progress, changing ideas becomes increasingly vital. Lateral thinking provides deliberate methods for achieving insights and creativity rather than waiting for them to happen accidentally. Ultimately, lateral thinking acknowledges pattern usefulness while emphasizing the necessity of updating patterns for greater effectiveness.

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Key Themes in Lateral Thinking

pattern restructuring
alternative generation
provocation techniques
indirect problem solving
cognitive flexibility

Quotes from Lateral Thinking

Lateral thinking is one of the few human capabilities that AI cannot replicate.
Being correct at each stage doesn't guarantee continued progress.
Sometimes being on the mountaintop is necessary to find the best way up.
Lateral thinking generates ideas and approaches while vertical thinking develops them.
Vertical thinking seeks rightness while lateral thinking seeks richness.

Characters in Lateral Thinking

Edward de BonoAuthor and psychologist who developed the concept

About the Author

Edward Charles Francis Publius de Bono (1933–2021) was a Maltese physician and psychologist who revolutionized problem-solving. He is best known as the pioneer of lateral thinking—a term he coined that was later added to the Oxford English Dictionary—and as the author of Lateral Thinking: A Textbook of Creativity.

A Nobel Prize nominee, de Bono combined his medical training at Oxford and Cambridge with psychological insights to develop frameworks like the Six Thinking Hats method, which is now taught in schools and Fortune 500 companies. His 1967 bestseller redefined creativity by introducing systematic techniques to break free from linear thought patterns.

De Bono was a prolific author, having written over 70 works, including Six Thinking Hats and Serious Creativity, which have been translated into 36 languages. His Cognitive Research Trust (CoRT) programs have reached millions globally, and his BBC series popularized accessible thinking tools.

Lateral Thinking remains a cornerstone of modern creativity studies. It is cited in academic curricula and corporate training programs for its actionable approach to generating breakthrough ideas.

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"Feels effortless compared to reading. I’ve finished 6 books this month already."

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"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

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Chapter 6

Lateral Thinking

OverviewOverview of Lateral Thinking

One book. Many ways to hear it.

Rewiring Your Mind: The Revolutionary Power of Lateral Thinking

The Mind as a Self-Organizing Pattern System

See every word as you hear it

Vertical vs. Lateral Thinking: Two Essential Approaches

The Generation of Alternatives: Breaking Pattern Prisons

Get more out of Lateral Thinking

Challenging Assumptions: Questioning the Unquestionable

Suspended Judgment: The Art of Being Temporarily Wrong

See every word as you hear it

Dominant Ideas and Crucial Factors: Identifying Mental Tethers

PO: The Revolutionary Language Tool for Lateral Thinking

Get more out of Lateral Thinking

Blocked by Openness: The Invisible Prison of Adequate Solutions

Practical Applications: Description, Problem-Solving, and Design

You made it to the end of Lateral Thinking

Key Themes in Lateral Thinking

Quotes from Lateral Thinking

Characters in Lateral Thinking

About the Author

Download Summary of Lateral Thinking

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1,000,000+ curious minds.

1,000,000+ curious minds.

One book. Many ways to hear it.

Rewiring Your Mind: The Revolutionary Power of Lateral Thinking

The Mind as a Self-Organizing Pattern System

See every word as you hear it

Vertical vs. Lateral Thinking: Two Essential Approaches

The Generation of Alternatives: Breaking Pattern Prisons

Get more out of Lateral Thinking

Challenging Assumptions: Questioning the Unquestionable

Suspended Judgment: The Art of Being Temporarily Wrong

See every word as you hear it

Dominant Ideas and Crucial Factors: Identifying Mental Tethers

PO: The Revolutionary Language Tool for Lateral Thinking

Get more out of Lateral Thinking

Blocked by Openness: The Invisible Prison of Adequate Solutions

Practical Applications: Description, Problem-Solving, and Design

You made it to the end of Lateral Thinking

Users also liked

Discover more

Overview of Lateral Thinking