The four styles of creative intelligence include intuition, imagination, innovation, and inspiration. Each style of creative thinking style explains the mindsets used by organizations and individuals in order to make decisions. The various styles include a variety of tools used to analyze and make decisions such as past experiences, imagination, visual evidence, and goals. Each mindset contains a certain amount of limitations because each style of creative intelligence is based on a given perspective (Four Styles of Creative Intelligence, 2010).
Intuition centers on results and relies on past experience in order to guide decisions. Educators always consider the significance of understanding the past, because it is believed that many mistakes can be avoided if the historical significance is understood. From a business perspective, each organization must take into account patterns and be cautious at all times. Strategic planning permits organizations to prepare for all scenarios by forecasting possible outcomes. Some of the biggest mistakes can be blamed on depending on past outcomes, as well as the biggest accomplishments. Businesses take into account numerous factors such as the current conditions of the market, the objectives, segmentation, as well as past incidents as it relates. In many situations in business, there are never precise identical situations that occur. Yet, if the situation materializes to be similar an organization may use a similar business strategy (Four Styles of Creative Intelligence, 2010).
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The imaginative style of creative intelligence aims a set of individuals who posses strong leadership qualities, enjoys writing, and are artistic. This kind of individual has the ability to use their imagination to visualize diverse scenarios. These individuals have a very large impact on the decision-making process in organizations especially when times are chaotic. This is because they have the aptitude to see beyond the current circumstances which allows them have good coping skills for problem-solving. This group of people has the exceptional ability to stay poised and confident which influences everyone at the organization, because everyone is a product of their working environment. The imaginative style can motivate others to see beyond which allows them to envision and plan for the future. One major constraint for this mindset is the fact that these individuals are not necessarily focused on the immediate future which can be a problem because everything should put into perspective (Four Styles of Creative Intelligence, 2010).
The inspiration mindset focuses on social change and presenting commitment to change as an end result. Individuals that work in this mindset have constructive energy that remains focused, logical, and motivated. Organizations with individuals that have the inspirational mindset have the capability to see the current situation and use that to encourage themselves to create a more positive outcome in the future. Inspirational individuals have the end result of encouraging change which can limit the organizations in a variety of ways. Individuals with an inspirational mindset have an inclination to be less focused on day-to-day functions since they are only evaluating the big picture (Four Styles of Creative Intelligence, 2010).
Individuals who use the innovative style of creative intelligence have the tendency to focus on the issues at hand and evidence. The innovative style appears to be the most logical since this style has a clear focus on visible evidence such as data, however it may be more difficult to see the vision that an organization is trying to achieve. A successful organization truly needs a balance of different mindsets to balance; different mindsets are found to be well-suited for different roles. This style is typical of a scientist, engineer, or an inventor such as Thomas Edison. Precision is requirement for all industries, which means innovation is the key to success. The innovative mindset provides great limitations since decisions are made based on the facts presented (Four Styles of Creative Intelligence, 2010).
Every style of creative intelligence plays a crucial role in everyday business decisions. Organizations are composed of individuals who possess various mindsets. As individuals, we all use innovation, imagination, inspiration, and intuition; however we use some styles more frequently than others. Personality characteristics, interests, motivation, and attitudes are all factors that influence individual mindsets. In order to be a successful organization, the leader must embrace individuals of all mindsets and strategically place them in their comfort for the best interest of the organization. Each style has certain limitations which are the advantage of using a blended model. Organizations are forced to use a blended model since people possess different styles. Each of the mindsets allows me to look at each situation from a different perspective since (Four Styles of Creative Intelligence, 2010).
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The five forces that control people's mental models and mindsets are education, training, influence on others, rewards and incentives, and personal experience. Education forms a foundation that molds a person's view of the world. Depending on a person's educational background, their mental models and mindset will most likely be different. A person with a certain educational background or occupation may have a different perspective of the world than another. Since education has such a broad influence it usually allows others to be more open minded and does not pose any limitations on creative intelligence. Training has a more specific influence on mental models and mindsets. It is not as broad education, however training can become a bad influence if the person is not willing to change or update their training as the world changes around them. When a person is not willing to work outside of what they have been trained to do or expand their training they will be very limited in creative intelligence. Influence of others is the most common influence on our mental models and mindsets. People usually are influenced by their surroundings. This often limits creative intelligence if a person is not willing to broaden their surroundings. When a person is around other people, those who are closest to them tend to influence their perspectives on certain issues. This is an example of how mental models and mindset are influenced by a person's environment. Sometimes certain mental models and mindsets result in enticements and rewards. These incentives can be a reflection of different influences that have shaped the mental model or mindset. Personal experience is the greatest influence upon an individual's mental models and mindsets. Through personal experience is where one learns how to deal with certain issues that may arise in the future and how to prevent mistakes. All people have mental models and mindsets are shaped by their personal experiences. A person's creative intelligence is often limited by personal experiences. If by chance the personal experience was a negative experience that may cause fear for being creative (Mental Process: an Innovation Paper, 2009).
Some examples of how mental models and mindsets might limit the decision making process can be seeing in the following. Becoming customer centric allows a company to stand way above the crowd in the eyes of their customer and in terms of the profitability that they achieve. A key test to becoming customer centric is rising above two of the most universal misconceptions. The first misunderstanding is the idea of becoming customer centric is a customer service problem. While customer service is a significant feature of the initiative, this is where many of the problems of not being customer centric show themselves. To become customer centric, one must address the root cause. The second misconception is that becoming customer centric entails one to become a doormat for the customer. This could not be farther from the truth. Becoming customer centric actually necessitates that one say no when it is fitting to say so while offering alternative approaches to meet the customer's need (Bailey, 2005).
The Business-Centric Methodology (BCM) is a complimentary approach to many current ways and methods that are used for constructing a business-oriented infrastructure that changes the interoperability problem into opportunities. The BCM establishes an interoperability framework that can bridge the differences between systems, applications, partnerships, and departments by making the business objectives, semantics, agreements and rules of an organization dominant in system and partnership development. It also works by simplifying the transformation of corporate data into context-specific information collected in templates and by separating the technical solution from the business infrastructure (Business Centric Methodology, 2006).
When markets become too fluid, organizations need to invest in creating products for the future. Organizations need to recognize the changing consumer mindset and also the changes that are happening across various markets. There are three approaches to innovation. One approach is to attempt for a pure innovation which results in a completely new product. The second approach is to innovate incrementally and constantly. The third approach is to innovate on building efficiency within operations (Marketing Strategy: How to Create Consumer Centric Innovations, 2010).
Innovation doesn't always mean that a company should come out with an entirely new feature or a product. Innovation also can be in the form of replication. Continuous and constant innovation strategy is thought to the key for organizational success. But in order to succeed, innovations need to be customer centric. Innovations should be noticeable and should be authentic for a consumer. The best way for getting new ideas is from the consumer (Marketing Strategy: How to Create Consumer Centric Innovations, 2010).
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