As innovators are engaged in the four behaviors, it is crucial to search broadly. One source of insight is abstract concepts or findings derived from basic research (science). Basic research is conducted to discover new knowledge and is often published in academic journals. The main aim of basic science is enhancing the fundamental understanding of nature, without any commercial application or benefit in mind. In the end, however, basic research is often transformed into applied research with commercial applications. Secondly, individuals are likely to be creative in their work, especially in organizations that further a culture of “play”. Finally, insight can also emerge through autonomous actions, which are strategic initiatives undertaken by lower-level employees on their own will and often in response to unexpected situations. To be successful, top-level managers need to support autonomous actions that they believe fit with the organization’s vision and mission. The insight could be finding a problem that others have missed or perhaps uncovering a potential new solution to a well-understood problem. Four behaviors trigger generating insights: questioning, observing, networking, and experimenting. First, innovators bring forth insights through questioning, constantly challenging the status quo with “why” and “why not” questions to turn things upside-down. They often ask “what if” questions to envision a different future. Questioning gives you the fuel to power new associations and insights. Second, innovators gather new ideas by observing the environment as if they were anthropologists. Third, innovators surpass at networking, talking with people to find—or actuate a new way to solve—perplexing problems. Finally, innovators generate insights by invariably experimenting. They test new experiences wherever they go. They disassemble products or processes to see how things work—and how to improve them. The correct answer is Choice C.