摘要:

ABSTRACTToday's successful organizations function much like creatively intelligent, individual brain‐mind systems. Unfortunately, many of the bureaucratic organizations we inherited from the industrial era function like individual minds of lesser intelligence. A metaphorical comparison of our organizations with the human brain‐mind system illuminates organizational configurations and behaviors that promote success in today's turbulent economic and sociopolitical conditions. Both the creatively intelligent post‐industrial organization and the highly developed human brain‐mind are integrated clusters of dynamically evolving subsystems. Their functional dynamism enables them to perceive patterns in chaos, and to create effective long‐term plans derived from those patterns.Imagine the organization in which you work as a giant brain. The human brain‐mind system consists of a number of subsystems that work together to produce our thoughts, feelings, and actions. In a similar way, most of our institutions and businesses consist of departments that work together to create and distribute products or services. A wide variety of thought processes and behaviors are common to both the human brain‐mind and the typical organization. Some of these include planning, analysis, abstract thought, emotional responses, ritualistic behaviors, and creative idea generation. A creatively intelligent person produces and integrates a blend of these thought processes and actions that is best suited to success in his or her environment. In a similar manner, today's successful organizations generate optimal blends of thought processes and actions that enable them to flourish in the midst of uncertain conditions.We can identify opportunities for greater organizational creativity and efficiency by using a brain metaphor to analyze the nature of today's most effective organizations. This paper compares the human brain‐mind system to the organizations that are surviving and thriving in today's turbulent socioeconomic climate. There are some remarkable parallels. In many ways, today's most effective organizations closely mirror the functioning of the optimally developed human brain‐mind. Similarly, our least effective organizations operate much like individual minds of lesser creative intelligence. The brain metaphor suggests that, in today's post‐industrial organizational climate, some institutions and businesses are suffering from brain damage while others are on their way to becoming creatively i

ISSN:0022-0175    

DOI:10.1002/j.2162-6057.1995.tb01419.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

ABSTRACTThe literature on creativity and dream recall often found significant positive correlations between measures of creativity and dream recall frequency (DRF). The present study investigated the relation between creative interests and DRF in detail. The findings confirmed the results reported in the literature, according to which persons with visual and verbal creative skills recalled more dreams. It is suggested that the visual memory may serve as a mediator variable in the relation between creativity and DRF.

ISSN:0022-0175    

DOI:10.1002/j.2162-6057.1995.tb01420.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

ABSTRACTAn experimental study explored how type of task (hard or light creative task or hard non‐creative task) would affect the propensity to drink either alcoholic or nonalcoholic beverages. Subjects worked for forty minutes and a following taste test indicated that subjects working on the hard creative task drank more totally and more of both the alcohol and the placebo drinks than subjects working on the hard non‐creative task. Also subjects with light creative work drank more alcohol than did the control subjects. The results were discussed in terms of a need to calm down during a phase of restitution after creative work. The results are in keeping with how creative artists seem to use alco

ISSN:0022-0175    

DOI:10.1002/j.2162-6057.1995.tb01421.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

ABSTRACTIn a sample of British working men and women, scores on the Kirton Adaption‐Innovation Inventory (MI) were compared with divergent production scores on Guilford's Consequences and Alternate Uses tests. On the Consequences test, adaptors and innovators produced approximately equal numbers of common responses, but the innovators produced a higher number of uncommon (remote) responses, and a higher number of responses in total. Innovators also produced more responses than adaptors on the Alternate Uses test. The results are discussed with reference to the distinction between creative style and creative level. Creative style appears to be more strongly, related to some measures of creative level than to others, and the results are consistent with Kirton's view that when solving problems, innovators access a larger cognitive domain than adaptor

ISSN:0022-0175    

DOI:10.1002/j.2162-6057.1995.tb01422.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

ABSTRACTA structure to foster creativity in a Research and Development environment is described. The structure and the resulting environment lead to a large pool of ideas that became the basis for projects in key technological areas for our company.Twenty years ago, creative organizations were described as having idea‐people, innovative leadership, and open communication. They supported risk, and they tolerated errors (Guetzkow, 1965). They encouraged employees to discuss ideas and show their passion for a subject (Bruner, 1965). Eccentricity was encouraged(Guetzkow, 1965), employees were expected to have fun (Bruner, 1965), and ideas were evaluated on their own merit (Bower, 1965).These characteristics of creative organizations are still true today and are, in fact, in more demand than ever before (Diebold, 1990; Waterman, 1988). The need for creativity and innovation in industrial organizations has become critical because of social and economic pressures accompanying an accelerated rate of technological change. Working hard simply is not enough. Working smarter, by creating and innovating, is the way to go. Creativity is both feasible and worthwhile in business (Peters, 1991).A few years ago, I was asked to organize a core group of scientists and to plant the seeds for developing a corporate research group. The individuals involved were expected to be the nucleus of a group with the long range mission of leading the company into the technological future. In our company we develop and manufacture various chemicals and technologies for the construction industry. Although we enjoy a leadership position, it is imperative for us to continually stretch our imagination and strengthen our position in a technology‐based and highly competitive market.This paper describes some aspects of the structure that was implemented in order to unleash employee's creativity. The structure and the resulting environment led to a large pool of ideas that became the basis for new projects in several key technologies. Within a very short time, a number of invention disclosures were filed, and some of them led to patents. Some of those ideas have already been capitalized upon by the business units of the comp

ISSN:0022-0175    

DOI:10.1002/j.2162-6057.1995.tb01423.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

ABSTRACTEmployee creativity and corporate innovation have become important topics in management literature. Because the broadcast industry is dependent upon entertainment to attract viewers and listeners, most radio and television stations are staffed by artistic, creative personnel. These creative employees do not always respond to standard management and motivational techniques. Recent theories focus upon the end product to define creativity. Artists, however, often consider the process of creativity as more important than the final product. A new modified‐process definition of creativity is suggested in which the artistic concerns of production personnel and the goal‐oriented business requirements of management combine to form a structured system for creative endeavors. Characteristics of creative people are discussed along with techniques to manage creative person

ISSN:0022-0175    

DOI:10.1002/j.2162-6057.1995.tb01424.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY