Beliefs And Creative Performance: Relationships Across Three Tasks

Creative work occurs on novel, ill‐defined tasks. By virtue of their ambiguity and complexity, however, creative tasks allow the situation to be construed in a number of ways. Accordingly, one might argue that beliefs, as interpretive structures, would be related to performance on creative problem‐solving tasks. To test this proposition, a battery of measures was developed to assess people's beliefs. Subsequently, 195 undergraduates were asked to work on three creative problem‐solving tasks. When quality and originality ratings, reflecting performance on the creative problem‐solving tasks, were regressed on the beliefs, multiple correlations in the low .40s were obtained. It was found that beliefs consistent with the nature of the task were those most likely to be related to performance. The implications of these findings are discussed with respect to the role of beliefs in shaping people's creative problem‐solving activities.     

RACIAL DIFFERENCES IN EMPLOYEE RETENTION: ARE DIVERSITY CLIMATE PERCEPTIONS THE KEY?

Given considerable racial differences in voluntary turnover ( Bureau of Labor Statistics, 2006 , Table 28), the present study examined the influence of diversity climate perceptions on turnover intentions among managerial employees in a national retail organization. The authors hypothesized that pro-diversity work climate perceptions would correlate most negatively with turnover intentions among Blacks, followed in order of strength by Hispanics and Whites (Hypothesis 1), and that organizational commitment would mediate these interactive effects of race and diversity climate perceptions on turnover intentions (Hypothesis 2). Results from a sample of 5,370 managers partially supported both hypotheses, as findings were strongest among Blacks. Contrary to the hypotheses, however, White men and women exhibited slightly stronger effects than Hispanic personnel.     

Problem Variables that Promote Incubation Effects

Three studies sought to determine whether incubation effects could be reliably generated in a problem‐solving task. Experimental variables manipulated were the duration of the interval between two problem‐solving opportunities and the activity performed by the problem solvers during the interval. A multi‐solution anagram task was used which required problem solvers to generate five‐letter words from the letters in a ten‐letter “starter” word until they could produce no more words. After a break (the incubation period) the problem solvers returned to the anagram task anew. Some participants also engaged in an activity related to the anagram task during the break which was expected to prime potential solutions that would emerge during the second problem‐solving attempt. In all conditions problem solvers were able to generate new responses after the break, thus demonstrating a reliable incubation effect. The optimal incubation period was between 15 and 30 min long. The priming task increased the number of solutions to the anagram task on the second attempt, suggesting that exposure to solution ideas during the incubation period may facilitate an incubation effect during problem solving.     

Celebrating 50 years of Reflective Practice: Versions of Creative Problem Solving

The original work of Alex Osborn making the creative process more explicit, and the following 50 years of research and development on creative problem solving, have made an important and wide‐spread contribution to those interested in the deliberate development of creative talent. This article provided a summary of the many versions of creative problem solving and the key scholarly issues underpinning their development for one main group of collaborators. Future research and development needs were also identified.