Roni Reiter-Palmon

Process analytic models of creative capacities

Abstract: Although a number of factors condition the success of creative efforts, most investigators recognize the fundamental importance of novel problem solutions. As a result, a number of systems intending to describe the processes contributing to the generation of innovative problem solutions have been proposed. In the present article, earlier models describing the processes contributing to creative problem solutions are reviewed. The common themes appearing in these models are then considered in relation to the use of extant information structures. Certain implications of cognitive information processing for understanding the nature and ontogeny of the creative act are then discussed, along with their potential contributions to the identification and development of creative potential.

Inclusive Leadership and Employee Involvement in Creative Tasks in the Workplace: The Mediating Role of Psychological Safety

This study examines how inclusive leadership (manifested by openness, accessibility, and availability of a leader) fosters employee creativity in the workplace. Using a sample of 150 employees, we investigated the relationship between inclusive leadership (measured at Time 1), psychological safety, and employee involvement in creative work tasks (measured at Time 2). The results of structural equation modeling (SEM) analysis indicate that inclusive leadership is positively related to psychological safety, which, in turn, engenders employee involvement in creative work.

Evaluation of Self-Perceptions of Creativity: Is It a Useful Criterion?

Self-evaluations or self-perceptions of creativity have been used in the past both as predictors of creative performance and as criteria. Four measures utilizing self-perceptions of creativity were assessed for their usefulness as criterion measures of creativity. Analyses provided evidence of domain specificity of self-perceptions. The scales correlated with self-report measures of creativity, but not with objective measures. Self-perceptions of creativity had strong to moderate relationships with personality and creative self-efficacy. These results suggest that although self-perceptions of creativity may provide some information about creativity, researchers should be cautious when using this measure as a criterion.

A theory-driven, longitudinal evaluation of the impact of team training on safety culture in 24 hospitals

Background Effective teamwork facilitates collective learning, which is integral to safety culture. There are no rigorous evaluations of the impact of team training on the four components of safety culture—reporting, just, flexible and learning cultures. We evaluated the impact of a year-long team training programme on safety culture in 24 hospitals using two theoretical frameworks. Methods We used two quasi-experimental designs: a cross-sectional comparison of hospital survey on patient safety culture (HSOPS) results from an intervention group of 24 hospitals to a static group of 13 hospitals and a pre-post comparison of HSOPS results within intervention hospitals. Dependent variables were HSOPS items representing the four components of safety culture; independent variables were derived from items added to the HSOPS that measured the extent of team training, learning and transfer. We used a generalised linear mixed model approach to account for the correlated nature of the data. Results 59% of 2137 respondents from the intervention group reported receiving team training. Intervention group HSOPS scores were significantly higher than static group scores in three dimensions assessing the flexible and learning components of safety culture. The distribution of the adoption of team behaviours (transfer) varied in the intervention group from 2.8% to 31.0%. Adoption of team behaviours was significantly associated with odds of an individual reacting more positively at reassessment than baseline to nine items reflecting all four components of safety culture. Conclusions Team training can result in transformational change in safety culture when the work environment supports the transfer of learning to new behaviour.

The Genetic Basis of Creativity and Ideational Fluency

Reuter, Roth, Holve, & Hennig (2006) described what they called the first candidate gene for creativity. This study replicated and extended their work for a more careful analysis of five candidate genes: Dopamine Transporter (DAT), Catechol-O-Methyltransferase (COMT), Dopamine Receptor D4 (DRD4), D2 Dopamine Receptor (DRD2), and Tryptophane Hydroxylase (TPH1). Participants were 147 college students who received a battery of tests of creative potential. Multivariate analyses of variance indicated that ideational fluency scores were significantly associated with several genes (DAT, COMT, DRD4, and TPH1). This was apparent in both verbal and figural fluency ideation scores, before and after controlling general intelligence. Yet fluency, alone, is not an adequate measure of creativity, and the index that is by far the most important part of creativity (i.e., originality) had a negligible relationship with the genes under investigation. Hence, in contrast to earlier research, the conclusion offered here is that there is a clear genetic basis for ideational fluency, but that fluency, alone, is not sufficient to predict or guarantee creative performance. Hence, at present, the genetic basis of creativity remains uncertain.

Effects of Solution Elicitation Aids and Need for Cognition on the Generation of Solutions to Ill-Structured Problems

Numerous techniques have been proposed to assist problem solvers in the solution generation process. We empirically examined the effectiveness of a solution elicitation technique based on the presentation of problem objectives and also examined whether the technique was effective across individual differences in need for cognition (NC). We found that when two conflicting objectives were presented successively, more solutions, more categories of solutions, and more effective solutions were generated than when the same two objectives were presented simultaneously or not at all. However, the results indicated that effective solutions may be more efficiently generated by considering objectives simultaneously. Need for cognition was positively related to measures of divergent thinking, and the presentation of objectives was particularly effective as a solution elicitation aid for individuals with low NC. Implications for creative problem-solving research and practice are discussed.

Creativity and cognitive processes: Multi-level linkages between individual and team cognition

This chapter provides an in-depth understanding of the cognitive processes that facilitate creativity from a multi-level perspective. Because cognitive processes are viewed as residing within the individual and as an individual-level phenomenon, it is not surprising that a plethora of research has focused on various cognitive processes involved in creative production at the individual level and the factors that may facilitate or hinder the successful application of these processes. Of course, individuals do not exist in a vacuum, and many organizations are utilizing teams and groups to facilitate creative problem solving. We therefore extend our knowledge from the individual to the team level and group level, providing more than 50 propositions for testing and discussing their implications for future research.

Team Creativity and Innovation: The Effect of Group Composition, Social Processes, and Cognition

Publisher Summary Empirical work on the effect of team cognition on team creativity and innovation is particularly sparse. While research on individual cognitive processes that lead to creativity and innovation is much more prevalent, interest in team cognition is more recent. Several important themes emerge from the research reported here. First, much of the work on team cognitive processes is focused on social cognition. Second, the various dimensions of team cognitive processes are interrelated. Third, while no research directly assessed the role of time on these cognitive processes, time may play an important part. The cognitive processes associated with creative problem solving, such as problem construction, idea generation, and idea evaluation and selection, can be viewed as occurring in a natural progression. Fourth, team cognitive processes can also influence, be influenced by, and interact with team social processes. Finally, team cognitive processes can mediate or moderate the relationship between team composition and team creativity and innovation.

Personality variables and problem‐construction activities: An exploratory investigation

Abstract Problem‐construction and problem‐finding activities have been shown to have a marked impact on creative achievement. Although cognitive operations play an important role in problem construction, there is reason to suspect that personality variables might influence effective process application. In the present study we constructed measures of personality characteristics that might influence adaption to novel, ill‐defined tasks. These measures were administered to 250 undergraduates who were also asked to complete a problem‐construction task. A series of discriminant analyses indicated that personality variables could be used to identify individuals who generated high‐quality, original problems. The implications of our findings for understanding exactly how personality variables interact with cognitive operations in the problem‐construction process are discussed.

Exploring Asynchronous Brainstorming in Large Groups: A Field Comparison of Serial and Parallel Subgroups

Objective: The aim of this study was to compare the results of two different modes of using multiple groups (instead of one large group) to identify problems and develop solutions. Background: Many of the complex problems facing organizations today require the use of very large groups or collaborations of groups from multiple organizations. There are many logistical problems associated with the use of such large groups, including the ability to bring everyone together at the same time and location. Methods: A field study involved two different organizations and compared productivity and satisfaction of group. The approaches included (a) multiple small groups, each completing the entire process from start to end and combining the results at the end (parallel mode); and (b) multiple subgroups, each building on the work provided by previous subgroups (serial mode). Results: Groups using the serial mode produced more elaborations compared with parallel groups, whereas parallel groups produced more unique ideas compared with serial groups. No significant differences were found related to satisfaction with process and outcomes between the two modes. Conclusion: Preferred mode depends on the type of task facing the group. Parallel groups are more suited for tasks for which a variety of new ideas are needed, whereas serial groups are best suited when elaboration and in-depth thinking on the solution are required. Application: Results of this research can guide the development of facilitated sessions of large groups or “teams of teams.”