Escaping single-track thinking is a measurable competency, the scientific foundation of professional creativity.

Divergent reasoning is the ability to produce new ideas, to explore several possible paths and to imagine alternative solutions.
It differs from convergent reasoning, which chooses the best option among those already identified: divergent widens the field, convergent narrows it, and both are necessary. It also differs from creative dispersion, which produces ideas without ever making them usable. Concretely, it is the person who, faced with a problem that seems already solved, proposes three other angles no one had considered.
Like all Core Skills, it is not a personality trait but a trainable cognitive ability, which rests on identifiable mechanisms and expresses itself in observable professional behaviours.
What kinds of tasks: marketing campaign design, product development, problem solving without an obvious solution.
In which contexts: it becomes decisive when the first solution found is also the only one considered, under time pressure, in a homogeneous team, or in a sector with deeply entrenched practices.
At what level of mastery: for example, producing several genuinely different options, including outside the usual frame, before arbitrating.
Divergent reasoning belongs to the Innovation & Communication family of our framework of 18 soft skills (Rising Up Core Skills).
In an environment that values innovation, divergent reasoning is a measurable driver of performance:
In roles where innovation is a differentiator, divergent reasoning conditions a team's ability to produce options that competitors have not seen, rather than reproducing what it already knows.

In hiring, measuring divergent reasoning in advance detects profiles able to generate multiple paths on marketing, R&D and design roles.

Institutions that certify divergent reasoning strengthen the employability of their graduates in marketing, design, innovation and R&D.

This soft skill is embedded in our development paths and certifying assessments at Rising Up.
Book a demoIn teams that must innovate, redesign a product or rethink a business model, expertise does not guarantee that the talent will escape single-track thinking. The Rising Up Soft Skills Scan objectively measures divergent reasoning in your talents to identify profiles capable of generating multiple usable paths. The result: smoother innovation, better-informed strategic decisions and a stronger creative culture. This competency is particularly important for marketing managers, designers, innovation managers, R&D engineers and creative directors.
CV and interview no longer suffice to distinguish real divergent reasoning from a mere claim of creativity. The Rising Up Soft Skills Scan measures this competency before the interview through several contextualised evaluation methods, and gives you actionable behavioural data. You gain an objective behavioural signal to limit the risk of a bad hire on R&D and design roles. This competency is particularly important for marketing managers, designers, innovation managers, R&D engineers and creative directors.
Employers in design, innovation and R&D fields expect graduates to be able to generate several solutions to a same problem, an ability rarely measured objectively in traditional curricula. The Rising Up Soft Skills Scan measures this competency, develops your students through the Soft Skills Enrichment programme, then certifies their level at the end of the curriculum. You strengthen graduate employability. This competency is particularly important for marketing managers, designers, innovation managers, R&D engineers and creative directors.
Through the Rising Up Soft Skills Scan, divergent reasoning is measured scientifically on a 0-100 scale, using different evaluation methods, from situational exercises to contextualized questionnaires, calibrated by our scientific team, led by Dr Nawal Abboub (PhD in cognitive science, lecturer at ENS-PSL, co-founder of Rising Up), in collaboration with researchers from the CNRS, ENS-PSL and Université Paris Cité.
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Then, the modules of the Soft Skills Enrichment programme allow you to improve this skill through idea-generation challenges, realistic simulations and reflections guided by our proprietary CoreSkills AI.
Convergent reasoning is choosing the best option from an already defined set: arbitration thinking. Divergent reasoning is different: it is the ability to generate multiple options before arbitrating.
A convergent manager chooses well among 3 options. A divergent manager identifies 8 options others would not have seen. The two complement each other: Rising Up specifically measures the ability to generate, not to choose.
Yes. Contrary to the popular belief that creativity is a gift, cognitive science research shows that divergent reasoning is trainable at any age through practising problem reframing, structured brainstorming and exposure to adjacent domains.
Our Soft Skills Enrichment programme offers exercises to develop divergent reasoning, with AI-based progress tracking through CoreSkills AI.
Calling yourself creative is easy; actually producing multiple usable options is harder. What matters is measuring behaviour in context, not an abstract declaration.
The Rising Up Soft Skills Scan evaluates divergent reasoning by combining situational exercises and contextualized questionnaires, where the candidate must produce multiple paths in the face of a business problem. It is the in-context response that is scored, never an abstract self-assessment.
Behavioural skills predict professional success, contribute to it causally, and can be developed (research by James Heckman, Nobel laureate in economics). In roles where innovation is a differentiation criterion, divergent reasoning is a decisive driver of strategic option generation.
Without divergent reasoning, a team reproduces what it already knows and gets outpaced by more creative competitors. It is a central hiring criterion in design, R&D, consulting and transformation.
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