
Unlocking Creativity reveals how six mental barriers sabotage innovation in organizations. Featured on Freakonomics and CNBC, Roberto's counterintuitive approach has transformed educational institutions and businesses alike. What if your best ideas are being killed by the very systems designed to nurture them?
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Here's a fact that should make every executive uncomfortable: In 1863, the Paris Salon rejected Edouard Manet's "Luncheon on the Grass." The painting that would revolutionize art was dismissed as scandalous nonsense. Meanwhile, Jean-Louis-Ernest Meissonier-a painter now largely forgotten-was celebrated as a master. This wasn't an isolated mistake. Alfred Wegener's continental drift theory? Ridiculed for decades. Barry Marshall's discovery that bacteria cause ulcers? Called "too weird" before winning the Nobel Prize. Airbnb? Passed over by investors who missed a $3.1 billion return. The pattern is clear and disturbing: experts consistently reject the innovations that transform their fields. Why? Research reveals the "earned dogmatism effect"-the more expertise we accumulate, the more closed-minded we become. We don't just resist new ideas; we systematically punish the people who generate them. Creative individuals face what researchers call a "leadership potential penalty." They're labeled visionary but also quirky, unfocused, nonconformist-compliments wrapped in warnings. Meanwhile, our education system trains this resistance into us from childhood. Ken Robinson observed that every child is an artist until schools teach them otherwise. Watch adults attempt a simple drawing exercise and they'll apologize before their pen touches paper. Children? They display their work with pride. The cruel irony is that we need creativity now more than ever-yet we've built organizations designed to suffocate it.
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Создано выпускниками Колумбийского университета в Сан-Франциско
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Создано выпускниками Колумбийского университета в Сан-Франциско

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