Just because an idea is true doesn't mean it can be proved. And just because an idea can be proved doesn't mean it's true.

How do we regulate our emotions? The answer is surprisingly simple: by thinking about them. The prefrontal cortex allows each of us to contemplate his or her own mind, a talent psychologists call metacognition. We know when we are angry; every emotional state comes with self-awareness attached, so that an individual can try to figure out why he's feeling what he's feeling. If the particular feeling makes no sense—if the amygdala is simply responding to a loss frame, for example—then it can be discounted. The prefrontal cortex can deliberately choose to ignore the emotional brain.

A few years ago, Tor Wager, a neuroscientist at Columbia University, wanted to figure out why placebos were so effective. His experiment was brutally straightforward: he gave college students electric shocks while they were stuck in an fMRI machine. (The subjects were well compensated, at least by undergraduate standards.)

Every creative story is different. And every creative story is the same. There was nothing. Now there is something. It's almost like magic.

Even when alternative views are clearly wrong, being exposed to them still expands our creative potential. In a way, the power of dissent is the power of surprise. After hearing someone shout out an errant answer, we work to understand it, which causes us to reassess our initial assumptions and try out new perspectives. “Authentic dissent can be difficult, but it’s always invigorating,” [Charlan] Nemeth [a professor of psychology at the University of California at Berkeley] says. “It wakes us right up.

The fatal misconception behind brainstorming is that there is a particular script we should all follow in group interactions.... [W]hen the composition of the group is right—enough people with different perspectives running into one another in unpredictable ways—the group dynamic will take care of itself. All these errant discussions add up. In fact, they may even be the most essential part of the creative process. Although such conversations will occasionally be unpleasant—not everyone is always in the mood for small talk or criticism—that doesn’t mean that they can be avoided. The most creative spaces are those which hurl us together. It is the human friction that makes the sparks.

We see them most when we are o nnthe outside looking in

Money chases good ideas

Every creative journey begins with a problem. It starts with a feeling of frustration, the dull ache of not being able to find the answer. We have worked hard, but we've hit the wall. We have no idea what to do next.

...the imagination is unleashed by constraints. You break out of the box by stepping into shackles.

And so we keep on thinking, because the next thought might be the answer.

It doesn't matter if people are playing jazz or writing poetry -- if they want to be successful, they need to learn how to persist and persevere, how to keep on working until the work is done. Woody Allen famously declared that "eighty percent of success is showing up." NOCCA (New Orleans Center for the Creative Arts) teaches kids how to show up again and again.

The great ages did not perhaps produce much more talent than ours,' [T.S.] Eliot wrote. 'But less talent was wasted.

...Why are corporations so fleeting?...Instead of imitating the freewheeling city, these businesses minimize the very interactions that lead to new ideas. They erect walls and establish hierarchies. They keep people from relaxing and having insights. They stifle conversations, discourage dissent, and suffocate social networks. Rather than maximizing employee creativity they become obsessed with minor efficiencies.

The vocational approach at NOCCA (New Orleans Center for the Creative Arts) helps build grit in students. It teaches them how to be single-minded in pursuit of a goal, to sacrifice for the sake of a passion. The teachers demand hard work from their kids because they know, from personal experience, that creative success requires nothing less.

The only way to maximize group creativity—to make the whole more than the sum of its parts—is to encourage a candid discussion of mistakes. In part, this is because the acceptance of error reduces cost. When you believe your flaws will be quickly corrected by the group, you're less worried about perfecting your contribution, which leads to a more candid conversation. We can only get it right when we talk about what we got wrong.

In fact, most of us see perseverance as a distinctly uncreative approach, the sort of strategy that people with mediocre ideas are forced to rely on.

Science has discovered that, like any work of literature, the human genome is a text in need of commentary, for what Eliot said of poetry is also true of DNA: 'all meanings depend on the key of interpretation.' What makes us human, and what makes each of us his or her own human, is not simply the genes that we have buried into our base pairs, but how our cells, in dialogue with our environment, feed back to our DNA, changing the way we read ourselves. Life is a dialectic.

The benefit of such horizontal interactions - people sharing knowledge across fields - is that it encourages conceptual blending, which is an extremely important part of the insight process.

...new ideas are merely several old thoughts that occur at the exact same time.

Insights, after all, come from the overlap between seemingly unrelated thoughts. They emerge when concepts are transposed, when the rules of one place are shifted to a new domain.