Think intersectionally, act innovatively

Abstract Challenging business threats and opportunities abound, yet few Renaissance men/women exist to help organizations move forward creatively in response to these challenges. Too much information exists today for a true rebirth to happen. However, self-perpetuating, quasi-renaissance managers might assimilate patterns of thinking and behavior into their professional/personal lives that ultimately make them more intersectional and innovative. Specifically, we point to five habits and three methods managers can implement to lower associative barriers and enhance intersectionality. We then introduce a culling process that helps managers find the few highly creative ideas from larger batches of mediocre ideas, thus enabling enhanced creativity.