How Entrepreneurs Change the Way They Think

You must change the way you see


Blake Lazur

3 years ago | 4 min read

“Think Different,” said the renowned 1997 Apple promotion. Astounding counsel, clearly, to all makers, pioneers, entrepreneurs.

Be that as it may, coming up with innovative ideas is not all about thinking differently, but in seeing differently. Incredible makers, pioneers, and entrepreneurs take a gander at the world in manners that are not quite the same as what the majority of humans do. This is the reason they see openings and opportunities that others miss.

The narrative of Velcro is notable. A Swiss specialist, George de Mestral, chose to look all the more carefully at the burrs (seeds from plants) he discovered sticking to his garments after a stroll in the forest.

He took out his magnifying lens and saw that nature had created hooks on the burrs, which had then appended themselves to circled fibers on his outfit.

The soon to be famous hook-and-loop alternative to the zipper, under the name Velcro, was conceived. (Today, there is an entire field, called biomimetics, dedicated to impersonating nature to help solve social issues.)

Less notable, yet similarly meriting popularity, is the tale of Softsoap. An American business visionary, Robert Taylor, chose to look all the more carefully at how bars of soap appeared once unwrapped and utilized in bathrooms. Focusing in on the cleanser dish, he saw an unsavory puddle of goop.

He concluded that the appropriate response was to fill pumpable bottles with liquid soap, and this is how Softsoap changed the whole cleanser industry.

Seeing is Believing

Two genius business visionaries took a gander at things in an unexpected way. They were able to create innovation by looking at the natural in a new manner. The incomparable French mathematician Blaise Pascal stated:

“Small minds are concerned with the extraordinary, great minds with the ordinary. Look at what is directly before us yet look such a way that escapes most people.”

There is a word for this movement: de-familiarization. Working in the mid-twentieth century, a Russian artistic scholar named Viktor Shklovsky called attention to how Tolstoy accomplished heightened effect in his composing through a distorted perspective.

For example, depicting objects from a mutilated point of view and declining to use the official names for those, and basically “making weird’” (de-familiarizing).

Afterward, the great French director Jean-Luc Godard changed film with his utilization of jump cuts in Breathless. Underestimated today, this development probably appeared to be perplexed to many people at that point.

Up to that point, incredible endeavors had gone into making a smooth stream “continuity” in movies.

A constant stream is a manner by which we experience vision, on account of the operations of our brains.

This is natural. In any case, Godard chose to separate this stream to drive us to step away from our standard assumptions and consider his characters to be nervous and disconnected.

Presently, we sense the sentiments of separation experienced by his characters and their endeavors — fruitless and sad, at last — to associate with one another. Godard lifted the method of de-familiarization from the page to the screen.

Seeing Differently

The instances of these extraordinary craftsmen give everybody — entrepreneurs included — a few hints on the best way to quit naturally seeing the world and begin seeing it through a new, unfamiliar lens. Looking at the world, we should not just examine, however, inspect with a purposely alternate point of view.

Not name what is around us, however, think of new names. Instead of considering the whole, split things up or “down” into pieces. These procedures can assist us in seeing differently, regardless of whether our expressions lye in art or business. Sherlock Holmes formerly said once to Watson:

“You see, but you do not observe. The distinction is clear.”

In Maria Konnikova’s book Mastermind: How to Think Like Sherlock Holmes. She states:

“To observe, you must learn to separate situation from interpretation, yourself from what you are seeing.”

As a procedure to improve our capacity to work like this, Konnikova recommends depicting a circumstance of enthusiasm out loud or through writing.

As she notes, Holmes utilized Watson as a means of walking through the details of each case, and, often, the notion of thinking out loud brought about new clues to the case. This is another system for innovators and aspiring creators to try.

Our brains are intended to stop us from giving much consideration. This is all around exhibited by the optical illusion called Troxler fading, named after the nineteenth-century Swiss doctor who found this impact.

When shown a picture in our peripheral vision, we eventually quit seeing it after a while. This discovery, known as habituation in neuroscientific language, gives us extensive insights into how our brains operate. Neurons quit firing once they have adequate data about something that has not changed.

However, this doesn’t imply that habituating is forever our companion. This is why we cannot see our nose at all times; our brain decides to ignore it after a while until we specifically focus on it.

We can use this system not just to think differently, but also to see differently. It allows us to override our internal tendency to habituate, to refrain from the standard way of seeing.

The most talented entrepreneurs and creators of all kinds do not see the world the way most of us do. Their differentiated methods teach us that by looking at the world differently, we end up noticing what no one else has yet seen.

This is how we build the future.


Created by

Blake Lazur







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