This paper explores the relationship between self-reported innovative characteristics and dysfunctional personality traits. Participants (N = 207) from a range of occupations completed the Innovation Potential Indicator (IPI) and the Hogan Development Survey (HDS). Those who reported innovative characteristics also reported the following…

The conceptual similarities among several taxonomies of cognitive style were examined in two studies involving 903 adults. Common themes emerged concerning their expected contributions to creative output, with results showing substantial positive correlations in productivity among innovator, synthesizer, and planner styles, with negative and null…

The article describes four step-by-step methods to sharpen intuitive capacities for problem-solving and innovation. Visionary and transpersonal knowledge processes are tapped to gain access to relatively deep levels of intuition. The methods are considered useful for overcoming internal blockages or resistance, developing organizational mission…

A structure to foster creativity in a research and development environment is described. Features of the system include an emphasis on selection of the right mix of employees, collaboration within and between groups, encouragement for risk-taking, viewing problems from new angles, and an understanding by management of many different aspects of…

The OZ Creative Thinking Network is a volunteer group of Du Pont Corporation employees devoted to educating themselves and others concerning creativity and innovation. This network, organized in 1986, has a current membership of over 600 employees and has produced a book that couples essays expressing concepts in creativity and innovation with…

This article describes three archetypal workers: eagles who innovate by improvements, otters who innovate by extension, and unicorns who innovate by paradigm. Each of these innovators is discussed in terms of domain-relevant skills, manipulative skills, and motivation. Needs of each type in terms of business culture are discussed. (PB)

This article confronts the tension between creative expression and organizational realities in the workplace. It offers tips on diagnosing such components of the work setting as personal potential and ambition, supervisors' roles, colleagues' roles, organizational culture, and other variables that may influence the success of one's innovations in…

Noting that many broadcasting personnel value creative processes more than final products, this paper suggests a modified-process definition of creativity in which artistic concerns of production personnel and goal-oriented business requirements of management combine to form a structured system for creative endeavors. Characteristics of creative…

Results from a 4-year study tracking creative problem-solving success rates among 952 managers in 8-person teams (4 planners and 4 implementers) are reported. Coordination of subteam role (task) with Kirton Adaption Innovation Inventory (KAI) type significantly increased group success rates, while placing KAI types outside their preferred roles…

Subjects (n=156) completed the Kirton Adaptation-Innovation Inventory as well as Guilford's Consequences and Alternate Uses tests. Compared to adaptors, innovators produced a higher number of uncommon responses on the Consequences test and produced more responses on the Alternate Uses test. Results are discussed with reference to the distinction…