To the Editor

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Published in U.S. 1 Newspaper on February 9, 2000. All rights


Between the Lines

Our Survival Guide editors must have their thinking

caps on. Two weeks ago they profiled a consultant who advocates


environments that promote and reward "fast learning." Last

week they introduced us to an expert who asks us to recognize that

"smart" people may not be smart in each and every possible

way — the challenge is to identify their talent and focus it.

This week our Survival Guide section reports on another consultant

who not only puts on a thinking cap to solve problems, but who


passes them out to seminar participants to encourage lateral thinking

— looking at problems in different ways. Donna Coulson, who has

a firm called Live Your Life Staff Development in Red Bank, says that

different colored thinking caps represent different problem-solving

techniques: Red represents the emotional, passionate side, for


while white considers the facts and figures. The blue hat is the


the perspective that pulls all of these visions together. See page

10 for the rainbow of thinking styles.

Given that fusillade of mental gymnastics, this humble column is


to introduce any new elements to the head game arena. But we were

struck by an article in the February issue of Inc. magazine, a


and answer piece with Amar V. Bhide, the author of "The Origin

and Evolution of New Businesses," a hefty volume based on 10 years

of research at the Harvard Business School.

One of the author’s conclusions is that, contrary to the popular


notion that start-up companies are the result of some moment of


genius by their founders, most companies are born from a confluence

of mundane circumstances:

Most businesses, Bhide says, "are started by someone who is


for another business, who sees a small niche opportunity — one

in which the company he or she is working for is already taking


of, or one in which a supplier or customer is involved. And the person

jumps in with very little preparation and analysis but with direct

firsthand knowledge of the profitability of that opportunity —

and pretty much does what somebody else is already doing, but does

it better and faster. These entrepreneurs don’t have anything that

differentiates their business from other businesses in terms of


or in terms of a concept. They just work harder, hustle for customers,

and know that the opportunity may not last for more than six or eight


Or as Thomas Edison supposedly said, success is 2 percent inspiration,

98 percent perspiration.

Top Of Page
To the Editor

ON BEHALF of everyone at Morven, thank you for the article concerning

our lecture by Ulysses Dietz (U.S. 1, January 19). The article helped

to bring a very large crowd to the lecture. Despite the snow, ice,

and cold temperature, we had a capacity crowd of more than 120 people,

including 21 "walk-ins," who I am certain came because of

your article.

Thanks for your continued interest in our activities at Morven.

Emily Croll

Historic Morven

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