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You’re Exceptionally Creative If You See The Correct Image (Only 1/100 People Can Do This!)

You’re Exceptionally Creative If You See The Correct Image (Only 1/100 People Can Do This!)

What do you see in this drawing that baffled so many people?

creative people

      Only 1/100 guessed right, but for the rest it was completely mind-boggling.

      Try again. The trick that helped some was to cover the darker side of the image with their hand.

      creative people

          Here comes the spoiler…

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          image explained

            It’s actually a man with a cowboy hat!

            It took some people an entire hour to figure this one out, while the lucky few were able to see it right away. If you belong to the latter group, you can consider yourself a highly creative person as studies show.

            Creative processes have been considered highly abstract and unquantifiable practices, often considered as bursts of sudden inspiration that came out of nowhere. However, scientists have been able to conduct certain researches to catch the creative process in order to analyze the distinctive features that creative people have. What they came to realize was that creative people tend to use much bigger parts of their brain during the thought process. This gives them the opportunity to use more associations and memory when trying to decode something.

            In the case of image deconstruction, creative people have more to work with when looking at an unknown image which means they would much more quickly collect the previously known parts to build ideas.

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            Therefore, it is no wonder that to some people this puzzle was way too easy making them wonder what the catch was. However, you shouldn’t think something is wrong with you if no matter how long you looked at the drawing, all you could see was the distorted image of a bat or a rat. It just means that you process new information in a different way, usually in a slightly more formal way, following certain known rules and associations, whereas for creative people, this process includes more “outside the box” kind of thinking with more options to choose from.

            This drawing wasn’t the first one to spur up the conversation about the effect our thinking process has on the way we perceive the world. The famous duck-rabbit dilemma presented by American psychologist Joseph Jastrow in 1899, provided starting point for the research on the topic.

            Before reading any further, stop and look at the drawing.

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            What do you see? A duck or a rabbit? Can you easily find the other animal? Can you switch from one perspective to the other with ease, or does it take some effort?

            duck or rabbit

              For this drawing, there is not a wrong or right guess, (even though most people guess duck first) it is rather a question of the ability to quickly switch from one perception to the other.

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              All of these features count when determining if you are a highly or average creative person. According to the research Richard Wiseman did with a group of fellow psychologists at the University of Edinburgh, creative people actually perceive the world differently, as they are more able to see things from many different angles.

              Using the duck-rabbit drawing, the participants had to answer questions not much different than the ones above. Additionally, they were asked to list as many unusual usages for given every-day objects in a short amount of time. The results were clear: people who could effortlessly switch from one perception to another, also did much better in assigning new purpose to known objects.

              It is a much known trait of creative people to easily think of alternative ways and to find connection between two apparently unrelated concepts. Their brains are just that much faster when working on interpreting different aspects of a concept. Therefore, the results prove that there is a difference to how highly creative people perceive the world as opposed to average creative ones.

              Finally, if it wasn’t for creative geniuses and their ability to see things from many different perspectives, we would have been deprived of the many discoveries and innovations that helped shape the world as we know it.

              Featured photo credit: http://www.wimp.com/ via facebook.com

              More by this author

              Ana Erkic

              Social Media Consultant, Online Marketing Strategist, Copywriter, CEO and Co-Founder of Growato

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              Published on October 22, 2020

              What Is Analysis Paralysis (And How to Overcome It)

              What Is Analysis Paralysis (And How to Overcome It)

              Have you ever taken so long trying to solve a problem that you just ended up going around in circles? How about trying to make a major decision and just freezing up when the time to decide came?

              You might have found yourself gathering too much information, hoping it will help you make the best decision—even if it takes you too long to do so. This probably led to many missed opportunities, especially in situations where you needed to act on time.

              Nobody wants to make the wrong decision. However, delayed decision making can have a hugely negative impact on all aspects of your life—from your personal relationships to your career. Delaying important decisions can be the worst decision of all.

              At one point or another, people get stuck at a decision impasse they can’t seem to overcome. This is due to a mental blindspot called information bias, informally known as analysis paralysis.

              Analysis Paralysis and Stalled Decisions

              Information bias, or analysis paralysis, is our tendency to seek more information than is needed to make decisions and take action.[1] It is one of many cognitive biases that cause us to make mistakes during the decision-making process.

              A related cognitive bias is the status quo bias, which is our tendency to prefer that things stay the same and fear any changes.[2] Together with analysis paralysis, these two dangerous judgment errors pose a threat to our successful navigation through our rapidly-shifting world.

              Consider what happened to Lily, a consulting client of mine who’s a mid-level manager in the UX department of a large tech company. Lily had been there for 5 years and was thinking about switching to a startup after a couple tried to recruit her.

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              However, she had been taking a lot of time making a decision. In fact, before she contacted me, she had already gathered information and talked to a lot of people for 7 months. Realistically, more information won’t sway her decision, but she kept trying to gather more information.

              And then, there was the technology company that came to me after their growth started to decline. The company had initially experienced rapid growth with a couple of innovative products. However, its growth started to decrease—unfortunate, but not unexpected.

              Essentially, the company’s growth followed the typical S-curve growth model, which starts as a slow and effortful start-up stage. This is followed by a rapid growth stage, then a slowdown in growth, often following market saturation or competitive pressure or other factors. This is the point where the company’s existing products reach maturity.

              However, even before a slowdown hits, forward-thinking companies would innovate and change things up proactively. This is so they could have new products ready to go that would maintain rapid growth.

              Unfortunately, this wasn’t the case with this particular tech company. Not only did they not address the potential decline but once the company’s growth stalled, the leaders dug their heels in and stayed the course. They kept on analyzing the market to find the cause of the problem.

              Worse, a couple of executives in the company proposed launching new products, but most of the leadership was cautious. They kept on asking for guarantees that the products would be a success, demanding more information even when additional information wasn’t relevant.

              Both Lily and the tech company remained paralyzed by too much information when they should already have taken action. While this situation isn’t unexpected, it is totally avoidable.

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              As I told both parties when they consulted me, all they needed to do was to face analysis paralysis head-on and make a decision. But they had to follow the best decision-making process available first, didn’t they?

              8-Step Decision-Making Process to Avoid Analysis Paralysis

              I told Lily and the leaders at the tech company that we should never go with our gut if we want to avoid disasters in our personal and professional lives.[3] Instead, I advised them, as I advise you now, to follow data-driven, research-based approaches, such as the one I’ll outline below.

              From hiring a new employee, launching a new product, selecting a Zoom guest speaker for your annual video conference to deciding whether to apply for a higher-level position within your company, the following steps will help you fight analysis paralysis and make the best decisions possible.

              1. Identify the Need to Launch a Decision-Making Process

              This is particularly important when there’s no explicit crisis that cries out for a change or decision to be made. Such recognition is also applicable when your natural intuitions are keeping you from acknowledging the need for a tough decision.

              Remember that the best decision-makers take the initiative to recognize the need for decisions before they become an emergency. They also don’t let gut reactions cloud their decision-making capacity.

              2. Gather Relevant Information From a Wide Variety of Informed Perspectives

              Listen especially to opinions you disagree with. Contradicting perspectives empower you to distance yourself from the comfortable reliance on your gut instincts, which can sometimes be harmful to decision-making. Opposing ideas also help you recognize any potential bias blind spots, and this allows you to come up with solutions that you may not have otherwise.

              3. Paint a Clear Vision of Your Desired Outcome

              Using the data gleaned from step 2, decide which goals you want to reach. Paint a clear vision of the desired outcome of your decision-making process. You should also recognize that what seems to be a one-time decision may turn out to be a symptom of an underlying issue with current processes and practices. Make addressing these root problems part of the outcome you want to achieve.

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              4. Make a Decision-Making Process Criteria

              Make a decision-making process criteria to weigh the various options of how you’d like to get to your desired outcome. As much as possible, develop these criteria before you start to consider choices. Our intuitions bias our decision-making criteria to encourage certain outcomes that fit our instincts. As a result, you get overall worse decisions if you don’t develop criteria before starting to look at options.

              5. Generate Several Viable Options

              We tend to fall into the trap of generating insufficient options to make the best decisions, and this can lead to analysis paralysis. To prevent this, you should generate many more options than you usually would. Generate several viable options that can help you achieve your decision-making process goals. Go for 5 attractive options as the minimum.

              Keep in mind that this is a brainstorming step, so don’t judge options no matter how far fetched they might seem. In my consulting and coaching experience, the optimal choice often involves elements drawn from out-of-the-box options.

              6. Weigh These Options and Pick the Best One

              When weighing your options, beware of going with your initial preferences. Try to see your preferred choice in a harsh light. Also, do your best to separate each option from the person who proposed it. This minimizes the impact of personalities, relationships, and internal politics on the decision itself.

              7. Implement the Option You Chose

              For implementing the decision, you need to minimize risks and maximize rewards, since your goal is to get a decision outcome that’s as good as possible.

              First, imagine that the decision completely failed. Then, brainstorm about all the problems that led to this failure. Next, consider how you might solve these problems, and integrate the solutions into your implementation plan.

              Next, imagine that the decision absolutely succeeded. Brainstorm all the reasons for success and consider how you can bring these reasons into life. Then, integrate what you learned into implementing the decisions.

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              Finally, develop clear metrics of success that you can measure throughout the implementation process. This will enable you to check if you’re meeting the goals you identified in step 3. It will also help guide your goal-setting process—something to keep in mind when you use this decision-making technique again in the future.

              8. Set a Reminder to Use the Process for Future Decisions

              Regularly check if it’s time to employ the decision-making process once again. As discussed in the first step, there may be times when there’s no explicit crisis that cries out for a change, even though underlying issues might already be signaling that it’s time for a tough decision.

              Setting a reminder—perhaps a visual one such as a note on your desk, or even just a scheduled alert on your phone—will ensure that you can catch decision-making cues before they’re due.

              While Lily and the tech company initially had to fight off a lot of discomforts when using the process, they were ultimately rewarded with sound decisions they were immensely satisfied with.

              This battle-tested method will do the same for you. It will certainly propel your decision-making and, at the same time, help you thwart analysis paralysis and avoid decision disasters.

              Conclusion

              Nobody wants to make the wrong decision, but you also don’t want to take too long and miss opportunities. By using a data-driven and research-based approach to decision making, you can nip analysis paralysis in the bud and make the best decisions.

              More Tips to Overcome Analysis Paralysis

              Featured photo credit: Muhmed El-Bank via unsplash.com

              Reference

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