It is widely accepted that creativity influences critical organizational outcomes. Yet many practitioners struggle to design work routines that foster creativity. In response to this 'knowledge gap', scholars have increasingly studied job design factors that enhance or hamper creativity. The authors focus on one under-explored job design factor that may influence creativity: task switching. They show that, by forcing individuals to temporarily put tasks aside, a 'continual-switch' approach elevates creative performance by alleviating the tendency to cognitively 'fixate' on ineffective ideas or problem-solving strategies.

Recently, technological advances have led neuroscientists to develop a new and more sophisticated framework. It shifts the focus of study from the activity of specific brain regions to how networks of brain regions activate in concurrent patterns. In this article, two experts in brain science explain important discoveries that have been made about four key networks: the default network, which is engaged in introspection and in imagining a different time, place, or reality; the reward network, which activates in response to pleasure; the affect network, which plays a central role in emotions; and the control network, which is involved in understanding consequences, impulse control, and selective attention. These discoveries hold major implications for managers. In particular, they shed light on: (1) the best way to generate "Eureka!" thinking; (2) what motivates employees; (3) whether you should trust your gut and listen to your emotions in decision making; and (4) the opportunities and pitfalls of multitasking. These insights are just the beginning, say the authors, who believe that a hugely productive dialogue between neuroscience and business will develop as more findings emerge.

This primer outlines a process for preparing and executing personal development and growth. Our foundational idea is that a leader's effectiveness depends to a great degree on how others see him or her. Thus, improving as a leader often requires that a person tune in to how others perceive (and misperceive) him or her. We describe methods for gathering and analyzing others' views, culling a sense of personal strengths and development needs that reflect both others' perceptions and one's own personal goals and ambitions. We detail an approach to articulating a concrete and practical action plan and give suggestions for implementing and sustaining change.