Creative people, characteristics

Before X discuss the conclusion to which this premise leads me, let me discuss an equally Important second characteristic of the Innovator. This other characteristic is related to the "Eureka" experience, the "sudden flash of genius" reported of innovators, inventors and other creative people. You remember that Archimedes was In his bath when suddenly, as If with a blinding flash of insight, he saw the solution to his problem of the golden crown. We are told that Isaac Newton was In his garden and, observing an apple fall, suddenly saw the universal law of gravitation In all Its majesty. 

It is not difficult to identify creative engineers since they are the ones who come forward with new and unusual solutions to problems. When the characteristics and attributes of more creative people are identified, they are found to correspond to Fig. 12. 1. Blocks to creativity are given inFig. 12.2. A personality favorable toward creativity may be developed by moving in Ihe direction of Fig. 12.1 and away from Fig. 12.2. Of course, the earlier this... 

Chapter 4 has new sections on personality and learning styles, and characteristics of creative people. 

Viewing the relationship between culture and psychopathology within an evolutionary framework, Hammer and Zubin (1966) also suggest some possible culturally adaptive functions of schizophrenia. They point out that the characteristics of the mentally ill occur in most people, and symptoms such as anxiety, guilt, shame, and depression are often harnessed to socially useful purposes. Similarly, Bowers and Freedman (1966) and Ludwig (1966) emphasize the healing function of schizophrenic states and consider them a major avenue of new knowledge and creative experience. 

The same studies indicate that it makes sense to appoint charismatic people rather than technical superstars to lead creative teams. Technical expertise is important in R D Managers but not as essential as being able to inspire, motivate and energise research staff. Charismatic leaders demonstrate the following characteristics. 

The key assumption of this theory is that there is a continuum of cognitive style, ranging from high adaption to high innovation, on which people can be placed dependent on the characteristic mode in which they solve problems (create or make decisions). The Kirton Adaption-Innovation Inventory (KAI) is the psychometric measurement devised to locate respondents on this continuum. It is concerned with the different ways in which people think, and particularly the way they show their creativity, solve problems and make decisions. Three sub traits, which are measured to give a total score, are explained as follows [C-51] ... 

The distinguishing characteristics of professionals dictate a slightly refined management approach. As the humanist and psychoanalyst Erich Fromm once wrote, True freedom is not the absence of structure — letting the people go off and do whatever they want — but rather a clear structure that enables people to work within established boundaries in an autonomous and creative way. Perhaps the art of leadership and managing professionals then is to facilitate true freedom. 

Scientists are sometimes portrayed as strange and distant people. In fact, just like other people, they work, they interact with others, and they deal with everyday problems. They may differ from other people only in the way they use their intellects to be creative in areas of science. But they are like other people in that they may have strong ethical beliefs and the courage to fight for those beliefs. Niels Bohr s life exemplified these characteristics. 

Market development also shall have to change accordingly from a product-oriented group to a service-oriented group. It shall have to learn to deal less in product characteristics with potential customers and more in market needs with creative research people. It shall be less concerned with finding a market for a product than with finding a product for a market. 

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