The Einstellung Effect (EE) explains how repeated practice and prior knowledge can hinder finding new solutions. Through habit, people tend to robotically rely on existing thought patterns, also known as paradigms, even when these are no longer useful or relevant. When it comes to strategy, dependence on paradigms is risky. Leaders must protect their businesses from EE.One source of the Einstellung Effect is inductive reasoning. When we learn something through repeated experience, we generalize that it is true. But there may be exceptions to the rule of which we are unaware. For example, if you have only seen white swans, the inference that “all swans are white” might hold until you encounter a black swan. Any of us might be vulnerable to EE as a result of complacency. It is easier to stick with what works than it is to proactively create better ways. You or your colleagues might have reinforced the Einstellung Effect by saying, “If it ain’t broke, don’t fix it.” But our paradigms can become a Frankenstein of our own creation. Late to their party, Kodak declared bankruptcy in 2010. Its executives might have relied on the paradigm that cameras will continue to use film since they always have.With introverted sensing in their personality type, the ISTJ, ISFJ, ESTJ, and ESFJ might be more susceptible to EE. These types use introverted sensing to call upon their paradigms to deliver reliable and trustworthy solutions. Anything new must have tangible proof. If told about black swans, introverted sensing types might be skeptical. For these types, seeing is believing, and black swans might remain an abstract concept until they see one for themselves. Henry Ford (ISTJ) might not have invented the assembly line had he only been told of a mechanical production line in a meat processing plant. Fortunately, once he saws it for himself, it became tangibly real. Any of us might be vulnerable to EE as a result of complacency. It is easier to stick with what works than it is to proactively create better ways. You or your colleagues might have reinforced the Einstellung Effect by repeating the mantra, “If it ain’t broke, don’t fix it.” Stress also induces the Einstellung effect. The more pressure we are under, the more we seek the imagined certainty of our paradigms. When EE results in a crisis, companies turn to consultants. Experts are notoriously susceptible to the Einstellung Effect, so don’t expect any creative solutions. Instead, you will be advised to reduce costs, clean up the balance sheet, divest assets, or consider a merger or acquisition. In a crisis, these tactical approaches are usually appropriate but far from optimal for the owners of the business. The key to safeguarding your business from the Einstellung Effect is proactively challenging the status quo by creating insightful ideas for strategic change. Make these ideas tangible by turning them into detailed concepts. Then analyze, debate, and decide on these. Prevent your business from having its own “Kodak moment” by changing your paradigms before they become irrelevant.