Recently, Simon Sinek again wrote: “Intelligence looks for what is known to solve problems. Creativity looks for what is unknown to discover possibilities.”

While this may be viewed as catchy and inspiring by some, I just find it catchy [in a troubling way].

PS: for full disclosure - I am a big fan of Simon's 'discover your why' thinking.

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Creativity is a component of intelligence.

If we are going to personify these concepts then we should think about Creativity existing in Intelligence’s fine-art gallery. We don’t always see Creativity. However, when we do see it – it is always hosted by Intelligence. Under Intelligence, Creativity contributes the finer arts and fruits known to Mankind.

Creativity is not a distinct thing. If Creativity is exploring the unknown then it is doing it under Intelligence’s watch.

When we consider Creativity under Intelligence lighting we immediately see the benefit of applying intelligence to the creative process. Curiosity is the key. And, let’s never be confused. Without tremendous amounts of intelligence [including what may seem to be hidden or arcane intelligence] no creativity exists…at least it doesn’t exist for human beings.

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Even in the extreme – I mean, even in the most-metaphysical thinking of ‘Law of Attraction’ extremists – intelligence is always the starting point.

Creativity is a process of intelligent minds.

Note: Even the metaphysicians design and practice pre-planned rituals.

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A related Thought Post

People only do 3 things: when you get right down to it people only do Good Habits, Bad Habits, & New Things. People judge themselves continuously…they know right for them, wrong for them…i.e., they know their Good Habits from their Bad Habits. And, everyone knows it is difficult to jump from Bad Habits to Good Habits. When we try to do that, most times we fail. To bridge the gap between Good Habits and Bad Habits people need to do New Things…new actions. To create change: forget the Bad Habit ever existed, introduce the Good Habit, and then focus 100% on the New Things.

Most people do not take the time to understand the most-important things about themselves. Most people do not make a habit of analyzing, I mean really thinking about, their personal values, their personal goals, and the people-things that impress them the most. Most people do not think about how these personal things are intertwined with everything they experience during their workdays. As a result, most people have a much more difficult time at work than is necessary.

Most people enjoy a variety of games: sports games, card games, board games, etc. Most games are governed by many well-defined and detailed rules. Most people embrace rule-laden games. Yet, often people resist the rules of business. Why is that? The answers to this question provide the master keys to converting strategic business thought into successful business action.

Facts about Bosses:

• in general, bosses do not like it when people bring problems to them and
• if they have to choose between problems and solutions then bosses much prefer to see and hear solutions.

People should not be annoyed by their problems or afraid to use the word ‘problem’. Instead people should understand, for every problem that visits them they can come up with 2 solutions and, from time to time, they will uncover opportunities where they used to see the problem.

Few will argue against the concept leaders must think.  Let me restate that: few will verbally argue against the concept leaders must think. On the other hand, many people, in fact the majority of people, behave in ways that confirm they do not take the concept known as thinking very seriously. 

For example, many people say things like "I'm too busy" and "I don't have time".   In fact, many business leaders repeatedly say things like, "I'm too busy to think" and "I don't have time to think".

What a losing mindset.

When the age of New Thought peaked about 100 years ago, the experts praised the value to thought, not just thought for processes such as decision-making but also thought for self-understanding and self-improvement.

“…spend 30 minutes daily thinking about the person I intend to become thereby creating in my mind a clear mental picture.” That’s borrowed from Napoleon Hill’s self-confidence formula, a self-help affirmation presented in his classic book, ‘Think and Grow Rich’, (1937). That sort of self-talk/affirmation or autosuggestion [as Napoleon Hill called it] was indicative of the advice intelligent people read as self-help books gained popularity a few generations ago. As the title of his 1937 classic indicates, thinking is the essence of the philosophy Napoleon Hill gathered, honed and presented.

Of course, other very popular proponents of ‘thinking for self-help’ existed prior to Hill. New Thought gained a position in literature during the mid-1800’s, hit full stride in the early 1900’s and morphed into pop culture entertainment by the early 2000’s. Specifically, I am thinking about the works of Samuel Smiles [mid-1800’s], the works of Orison Swett Marden [early 1900’s] and ‘The Secret’ [Rhonda Byrne, 2006].

As New Thought evolved it lost its essence.

The essence of New Thought was thinking…really thinking…not just presenting prescriptive ways of thinking [Haddock and Collier]…and, specifically, not just rehashing the thoughts of earlier authors [far too many to mention]…and, definitely not taking excessive metaphysical leaps [Hay] or fogging the brain by making radical jump-shifts back and forth between philosophy and physics [Chopra].

A return to thinking is overdue: self-help proponents need to cut the fantasy/entertainment and get back to good-old-fashioned New Thought values and essence – i.e., get back to being champions of thinking.

Leaders need to be more selective when they seek and embrace self-help.

Leaders need to learn more about thinking.

Leaders need to practice thinking so they gain more skill at it.