ABSTRACT

This chapter cites a key question raised by the railroad executives during their strategic planning as they entered the 20th century, demonstrating how one question and answer can change the course of history. This is followed by a dozen examples of what it means to be “thinking outside the box.” Then, eight broad areas for the latter activity are examined. These are (1) broaden and generalize, (2) crossover, (3) question conventional wisdom, (4) back of the envelope, (5) expanding the dimensions, (6) removal of constraints, (7) thinking with pictures, and (8) systems thinking.