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Tea Actually Can Make People More Creative, Science Says

Tea Actually Can Make People More Creative, Science Says

Brew a cup of creativi-tea

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Albert Einstein, Amy Winehouse, and Jimi Hendrix were all famous tea drinkers.

Got writer’s block? According to a new study, tea is just the thing you need to get your creative juices flowing. Study participants who sipped on a cozy brew outperformed those who simply drank water on tests of imagination and ingenuity.

Study participants were split into two distinct groups. In the first assignment, both groups were asked to construct an “attractive” structure out of blocks. The second assignment was devising a “cool” name for a noodle restaurant.

The responses were judged by a separate panel of participants based on their innovativeness and playfulness. Tea drinkers outscored the others on both fronts.

So there’s something in the water — what’s so magical about a cup of tea? From chai to chamomile, the researchers believe it has to do with tea’s overall ability to calm and collect those who drink it. Similar to meditation, the practice of drinking tea could help improve mental clarity, resulting in faster, more focused, and yet still relaxed thought processes.

Some teas have also been known to boost your overall mood, which helps some thinkers become more creatively inclined. Previous research has also shown that tea drinkers tend to experience less stress, ward off heart disease, and even become better people. Something about the simple steeping ritual has lasted centuries; it’s stitched its way deep into cultures from civilizations worldwide, from the British royal family to Japan.

Perhaps there’s a method to this tea-drinking madness — Albert Einstein, Amy Winehouse, and Jimi Hendrix were all famous tea drinkers. It’s even former President Obama’s favorite beverage. Whether or not the drink really works to inspire a more creative workflow, it certainly worked for them. You might not become the next brilliant composer or novelist, but give tea a try — here are 10 ways it could change your life.


Want to Be More Creative (and Successful)? Science Says Embrace the Paradox Mindset.

W hile it sounds a little silly, Einstein used to sit around and think about how an object could be at rest and yet also moving — at the same time. Deciding that the apparent contradiction was possible depending on the position of the person observing the object helped lead Einstein to his theory of relativity.

Einstein was hardly alone in that approach a 1996 study showed that a number of Nobel Prize winners and groundbreaking scientists all put chunks of time into “actively conceiving multiple opposites or antitheses simultaneously.”

Proving that, oddly enough, while we all crave certainty, embracing contradictions can be a better way forward.

Take constraints. Setting out to achieve a huge goal with insufficient resources sounds like a recipe for stress. Anxiety. Conflict.

Unless you embrace what social psychologists call the “paradox mindset.”

In a 2017 study published in Academy of Management Journal, researchers asked employees to rate their willingness to embrace contradictions using statements like:

  • “When I consider conflicting perspectives, I gain a better understanding of an issue.”
  • “I am comfortable working on tasks that contradict each other.”
  • “I feel uplifted when I realize two opposites can be true.”

The researchers then asked each employee to rate how often they experienced resource constraints at work: Limited time, limited funds, limited resources, limited supplies, etc.

In the meantime, their bosses rated each person in terms of overall performance, creativity, and innovation.

You’ve already guessed the result. Employees who ranked on the low end of the paradox mindset scale struggled with constraints. When they felt resources were insufficient, their performance sagged.

The employees who embraced a paradox mindset, who thought it was not just challenging but even a little fun to overcome constraints, were the better performers — especially where creativity and problem-solving was concerned.

Better yet, constraints often caused their performance to improve.

And here’s the best part. A study published last year in Journal of Applied Behavioral Science found that “leaders’ paradox mindset strengthens the relationship between employees’ paradox mindset and thriving at work … and is positively associated with employees’ innovative work behavior.”

Or in non-researcher-speak, the more you embrace a paradox mindset, the more likely your employees will too.


Want to Be More Creative (and Successful)? Science Says Embrace the Paradox Mindset.

W hile it sounds a little silly, Einstein used to sit around and think about how an object could be at rest and yet also moving — at the same time. Deciding that the apparent contradiction was possible depending on the position of the person observing the object helped lead Einstein to his theory of relativity.

Einstein was hardly alone in that approach a 1996 study showed that a number of Nobel Prize winners and groundbreaking scientists all put chunks of time into “actively conceiving multiple opposites or antitheses simultaneously.”

Proving that, oddly enough, while we all crave certainty, embracing contradictions can be a better way forward.

Take constraints. Setting out to achieve a huge goal with insufficient resources sounds like a recipe for stress. Anxiety. Conflict.

Unless you embrace what social psychologists call the “paradox mindset.”

In a 2017 study published in Academy of Management Journal, researchers asked employees to rate their willingness to embrace contradictions using statements like:

  • “When I consider conflicting perspectives, I gain a better understanding of an issue.”
  • “I am comfortable working on tasks that contradict each other.”
  • “I feel uplifted when I realize two opposites can be true.”

The researchers then asked each employee to rate how often they experienced resource constraints at work: Limited time, limited funds, limited resources, limited supplies, etc.

In the meantime, their bosses rated each person in terms of overall performance, creativity, and innovation.

You’ve already guessed the result. Employees who ranked on the low end of the paradox mindset scale struggled with constraints. When they felt resources were insufficient, their performance sagged.

The employees who embraced a paradox mindset, who thought it was not just challenging but even a little fun to overcome constraints, were the better performers — especially where creativity and problem-solving was concerned.

Better yet, constraints often caused their performance to improve.

And here’s the best part. A study published last year in Journal of Applied Behavioral Science found that “leaders’ paradox mindset strengthens the relationship between employees’ paradox mindset and thriving at work … and is positively associated with employees’ innovative work behavior.”

Or in non-researcher-speak, the more you embrace a paradox mindset, the more likely your employees will too.


Want to Be More Creative (and Successful)? Science Says Embrace the Paradox Mindset.

W hile it sounds a little silly, Einstein used to sit around and think about how an object could be at rest and yet also moving — at the same time. Deciding that the apparent contradiction was possible depending on the position of the person observing the object helped lead Einstein to his theory of relativity.

Einstein was hardly alone in that approach a 1996 study showed that a number of Nobel Prize winners and groundbreaking scientists all put chunks of time into “actively conceiving multiple opposites or antitheses simultaneously.”

Proving that, oddly enough, while we all crave certainty, embracing contradictions can be a better way forward.

Take constraints. Setting out to achieve a huge goal with insufficient resources sounds like a recipe for stress. Anxiety. Conflict.

Unless you embrace what social psychologists call the “paradox mindset.”

In a 2017 study published in Academy of Management Journal, researchers asked employees to rate their willingness to embrace contradictions using statements like:

  • “When I consider conflicting perspectives, I gain a better understanding of an issue.”
  • “I am comfortable working on tasks that contradict each other.”
  • “I feel uplifted when I realize two opposites can be true.”

The researchers then asked each employee to rate how often they experienced resource constraints at work: Limited time, limited funds, limited resources, limited supplies, etc.

In the meantime, their bosses rated each person in terms of overall performance, creativity, and innovation.

You’ve already guessed the result. Employees who ranked on the low end of the paradox mindset scale struggled with constraints. When they felt resources were insufficient, their performance sagged.

The employees who embraced a paradox mindset, who thought it was not just challenging but even a little fun to overcome constraints, were the better performers — especially where creativity and problem-solving was concerned.

Better yet, constraints often caused their performance to improve.

And here’s the best part. A study published last year in Journal of Applied Behavioral Science found that “leaders’ paradox mindset strengthens the relationship between employees’ paradox mindset and thriving at work … and is positively associated with employees’ innovative work behavior.”

Or in non-researcher-speak, the more you embrace a paradox mindset, the more likely your employees will too.


Want to Be More Creative (and Successful)? Science Says Embrace the Paradox Mindset.

W hile it sounds a little silly, Einstein used to sit around and think about how an object could be at rest and yet also moving — at the same time. Deciding that the apparent contradiction was possible depending on the position of the person observing the object helped lead Einstein to his theory of relativity.

Einstein was hardly alone in that approach a 1996 study showed that a number of Nobel Prize winners and groundbreaking scientists all put chunks of time into “actively conceiving multiple opposites or antitheses simultaneously.”

Proving that, oddly enough, while we all crave certainty, embracing contradictions can be a better way forward.

Take constraints. Setting out to achieve a huge goal with insufficient resources sounds like a recipe for stress. Anxiety. Conflict.

Unless you embrace what social psychologists call the “paradox mindset.”

In a 2017 study published in Academy of Management Journal, researchers asked employees to rate their willingness to embrace contradictions using statements like:

  • “When I consider conflicting perspectives, I gain a better understanding of an issue.”
  • “I am comfortable working on tasks that contradict each other.”
  • “I feel uplifted when I realize two opposites can be true.”

The researchers then asked each employee to rate how often they experienced resource constraints at work: Limited time, limited funds, limited resources, limited supplies, etc.

In the meantime, their bosses rated each person in terms of overall performance, creativity, and innovation.

You’ve already guessed the result. Employees who ranked on the low end of the paradox mindset scale struggled with constraints. When they felt resources were insufficient, their performance sagged.

The employees who embraced a paradox mindset, who thought it was not just challenging but even a little fun to overcome constraints, were the better performers — especially where creativity and problem-solving was concerned.

Better yet, constraints often caused their performance to improve.

And here’s the best part. A study published last year in Journal of Applied Behavioral Science found that “leaders’ paradox mindset strengthens the relationship between employees’ paradox mindset and thriving at work … and is positively associated with employees’ innovative work behavior.”

Or in non-researcher-speak, the more you embrace a paradox mindset, the more likely your employees will too.


Want to Be More Creative (and Successful)? Science Says Embrace the Paradox Mindset.

W hile it sounds a little silly, Einstein used to sit around and think about how an object could be at rest and yet also moving — at the same time. Deciding that the apparent contradiction was possible depending on the position of the person observing the object helped lead Einstein to his theory of relativity.

Einstein was hardly alone in that approach a 1996 study showed that a number of Nobel Prize winners and groundbreaking scientists all put chunks of time into “actively conceiving multiple opposites or antitheses simultaneously.”

Proving that, oddly enough, while we all crave certainty, embracing contradictions can be a better way forward.

Take constraints. Setting out to achieve a huge goal with insufficient resources sounds like a recipe for stress. Anxiety. Conflict.

Unless you embrace what social psychologists call the “paradox mindset.”

In a 2017 study published in Academy of Management Journal, researchers asked employees to rate their willingness to embrace contradictions using statements like:

  • “When I consider conflicting perspectives, I gain a better understanding of an issue.”
  • “I am comfortable working on tasks that contradict each other.”
  • “I feel uplifted when I realize two opposites can be true.”

The researchers then asked each employee to rate how often they experienced resource constraints at work: Limited time, limited funds, limited resources, limited supplies, etc.

In the meantime, their bosses rated each person in terms of overall performance, creativity, and innovation.

You’ve already guessed the result. Employees who ranked on the low end of the paradox mindset scale struggled with constraints. When they felt resources were insufficient, their performance sagged.

The employees who embraced a paradox mindset, who thought it was not just challenging but even a little fun to overcome constraints, were the better performers — especially where creativity and problem-solving was concerned.

Better yet, constraints often caused their performance to improve.

And here’s the best part. A study published last year in Journal of Applied Behavioral Science found that “leaders’ paradox mindset strengthens the relationship between employees’ paradox mindset and thriving at work … and is positively associated with employees’ innovative work behavior.”

Or in non-researcher-speak, the more you embrace a paradox mindset, the more likely your employees will too.


Want to Be More Creative (and Successful)? Science Says Embrace the Paradox Mindset.

W hile it sounds a little silly, Einstein used to sit around and think about how an object could be at rest and yet also moving — at the same time. Deciding that the apparent contradiction was possible depending on the position of the person observing the object helped lead Einstein to his theory of relativity.

Einstein was hardly alone in that approach a 1996 study showed that a number of Nobel Prize winners and groundbreaking scientists all put chunks of time into “actively conceiving multiple opposites or antitheses simultaneously.”

Proving that, oddly enough, while we all crave certainty, embracing contradictions can be a better way forward.

Take constraints. Setting out to achieve a huge goal with insufficient resources sounds like a recipe for stress. Anxiety. Conflict.

Unless you embrace what social psychologists call the “paradox mindset.”

In a 2017 study published in Academy of Management Journal, researchers asked employees to rate their willingness to embrace contradictions using statements like:

  • “When I consider conflicting perspectives, I gain a better understanding of an issue.”
  • “I am comfortable working on tasks that contradict each other.”
  • “I feel uplifted when I realize two opposites can be true.”

The researchers then asked each employee to rate how often they experienced resource constraints at work: Limited time, limited funds, limited resources, limited supplies, etc.

In the meantime, their bosses rated each person in terms of overall performance, creativity, and innovation.

You’ve already guessed the result. Employees who ranked on the low end of the paradox mindset scale struggled with constraints. When they felt resources were insufficient, their performance sagged.

The employees who embraced a paradox mindset, who thought it was not just challenging but even a little fun to overcome constraints, were the better performers — especially where creativity and problem-solving was concerned.

Better yet, constraints often caused their performance to improve.

And here’s the best part. A study published last year in Journal of Applied Behavioral Science found that “leaders’ paradox mindset strengthens the relationship between employees’ paradox mindset and thriving at work … and is positively associated with employees’ innovative work behavior.”

Or in non-researcher-speak, the more you embrace a paradox mindset, the more likely your employees will too.


Want to Be More Creative (and Successful)? Science Says Embrace the Paradox Mindset.

W hile it sounds a little silly, Einstein used to sit around and think about how an object could be at rest and yet also moving — at the same time. Deciding that the apparent contradiction was possible depending on the position of the person observing the object helped lead Einstein to his theory of relativity.

Einstein was hardly alone in that approach a 1996 study showed that a number of Nobel Prize winners and groundbreaking scientists all put chunks of time into “actively conceiving multiple opposites or antitheses simultaneously.”

Proving that, oddly enough, while we all crave certainty, embracing contradictions can be a better way forward.

Take constraints. Setting out to achieve a huge goal with insufficient resources sounds like a recipe for stress. Anxiety. Conflict.

Unless you embrace what social psychologists call the “paradox mindset.”

In a 2017 study published in Academy of Management Journal, researchers asked employees to rate their willingness to embrace contradictions using statements like:

  • “When I consider conflicting perspectives, I gain a better understanding of an issue.”
  • “I am comfortable working on tasks that contradict each other.”
  • “I feel uplifted when I realize two opposites can be true.”

The researchers then asked each employee to rate how often they experienced resource constraints at work: Limited time, limited funds, limited resources, limited supplies, etc.

In the meantime, their bosses rated each person in terms of overall performance, creativity, and innovation.

You’ve already guessed the result. Employees who ranked on the low end of the paradox mindset scale struggled with constraints. When they felt resources were insufficient, their performance sagged.

The employees who embraced a paradox mindset, who thought it was not just challenging but even a little fun to overcome constraints, were the better performers — especially where creativity and problem-solving was concerned.

Better yet, constraints often caused their performance to improve.

And here’s the best part. A study published last year in Journal of Applied Behavioral Science found that “leaders’ paradox mindset strengthens the relationship between employees’ paradox mindset and thriving at work … and is positively associated with employees’ innovative work behavior.”

Or in non-researcher-speak, the more you embrace a paradox mindset, the more likely your employees will too.


Want to Be More Creative (and Successful)? Science Says Embrace the Paradox Mindset.

W hile it sounds a little silly, Einstein used to sit around and think about how an object could be at rest and yet also moving — at the same time. Deciding that the apparent contradiction was possible depending on the position of the person observing the object helped lead Einstein to his theory of relativity.

Einstein was hardly alone in that approach a 1996 study showed that a number of Nobel Prize winners and groundbreaking scientists all put chunks of time into “actively conceiving multiple opposites or antitheses simultaneously.”

Proving that, oddly enough, while we all crave certainty, embracing contradictions can be a better way forward.

Take constraints. Setting out to achieve a huge goal with insufficient resources sounds like a recipe for stress. Anxiety. Conflict.

Unless you embrace what social psychologists call the “paradox mindset.”

In a 2017 study published in Academy of Management Journal, researchers asked employees to rate their willingness to embrace contradictions using statements like:

  • “When I consider conflicting perspectives, I gain a better understanding of an issue.”
  • “I am comfortable working on tasks that contradict each other.”
  • “I feel uplifted when I realize two opposites can be true.”

The researchers then asked each employee to rate how often they experienced resource constraints at work: Limited time, limited funds, limited resources, limited supplies, etc.

In the meantime, their bosses rated each person in terms of overall performance, creativity, and innovation.

You’ve already guessed the result. Employees who ranked on the low end of the paradox mindset scale struggled with constraints. When they felt resources were insufficient, their performance sagged.

The employees who embraced a paradox mindset, who thought it was not just challenging but even a little fun to overcome constraints, were the better performers — especially where creativity and problem-solving was concerned.

Better yet, constraints often caused their performance to improve.

And here’s the best part. A study published last year in Journal of Applied Behavioral Science found that “leaders’ paradox mindset strengthens the relationship between employees’ paradox mindset and thriving at work … and is positively associated with employees’ innovative work behavior.”

Or in non-researcher-speak, the more you embrace a paradox mindset, the more likely your employees will too.


Want to Be More Creative (and Successful)? Science Says Embrace the Paradox Mindset.

W hile it sounds a little silly, Einstein used to sit around and think about how an object could be at rest and yet also moving — at the same time. Deciding that the apparent contradiction was possible depending on the position of the person observing the object helped lead Einstein to his theory of relativity.

Einstein was hardly alone in that approach a 1996 study showed that a number of Nobel Prize winners and groundbreaking scientists all put chunks of time into “actively conceiving multiple opposites or antitheses simultaneously.”

Proving that, oddly enough, while we all crave certainty, embracing contradictions can be a better way forward.

Take constraints. Setting out to achieve a huge goal with insufficient resources sounds like a recipe for stress. Anxiety. Conflict.

Unless you embrace what social psychologists call the “paradox mindset.”

In a 2017 study published in Academy of Management Journal, researchers asked employees to rate their willingness to embrace contradictions using statements like:

  • “When I consider conflicting perspectives, I gain a better understanding of an issue.”
  • “I am comfortable working on tasks that contradict each other.”
  • “I feel uplifted when I realize two opposites can be true.”

The researchers then asked each employee to rate how often they experienced resource constraints at work: Limited time, limited funds, limited resources, limited supplies, etc.

In the meantime, their bosses rated each person in terms of overall performance, creativity, and innovation.

You’ve already guessed the result. Employees who ranked on the low end of the paradox mindset scale struggled with constraints. When they felt resources were insufficient, their performance sagged.

The employees who embraced a paradox mindset, who thought it was not just challenging but even a little fun to overcome constraints, were the better performers — especially where creativity and problem-solving was concerned.

Better yet, constraints often caused their performance to improve.

And here’s the best part. A study published last year in Journal of Applied Behavioral Science found that “leaders’ paradox mindset strengthens the relationship between employees’ paradox mindset and thriving at work … and is positively associated with employees’ innovative work behavior.”

Or in non-researcher-speak, the more you embrace a paradox mindset, the more likely your employees will too.


Want to Be More Creative (and Successful)? Science Says Embrace the Paradox Mindset.

W hile it sounds a little silly, Einstein used to sit around and think about how an object could be at rest and yet also moving — at the same time. Deciding that the apparent contradiction was possible depending on the position of the person observing the object helped lead Einstein to his theory of relativity.

Einstein was hardly alone in that approach a 1996 study showed that a number of Nobel Prize winners and groundbreaking scientists all put chunks of time into “actively conceiving multiple opposites or antitheses simultaneously.”

Proving that, oddly enough, while we all crave certainty, embracing contradictions can be a better way forward.

Take constraints. Setting out to achieve a huge goal with insufficient resources sounds like a recipe for stress. Anxiety. Conflict.

Unless you embrace what social psychologists call the “paradox mindset.”

In a 2017 study published in Academy of Management Journal, researchers asked employees to rate their willingness to embrace contradictions using statements like:

  • “When I consider conflicting perspectives, I gain a better understanding of an issue.”
  • “I am comfortable working on tasks that contradict each other.”
  • “I feel uplifted when I realize two opposites can be true.”

The researchers then asked each employee to rate how often they experienced resource constraints at work: Limited time, limited funds, limited resources, limited supplies, etc.

In the meantime, their bosses rated each person in terms of overall performance, creativity, and innovation.

You’ve already guessed the result. Employees who ranked on the low end of the paradox mindset scale struggled with constraints. When they felt resources were insufficient, their performance sagged.

The employees who embraced a paradox mindset, who thought it was not just challenging but even a little fun to overcome constraints, were the better performers — especially where creativity and problem-solving was concerned.

Better yet, constraints often caused their performance to improve.

And here’s the best part. A study published last year in Journal of Applied Behavioral Science found that “leaders’ paradox mindset strengthens the relationship between employees’ paradox mindset and thriving at work … and is positively associated with employees’ innovative work behavior.”

Or in non-researcher-speak, the more you embrace a paradox mindset, the more likely your employees will too.