Creative thinking is going beyond extremes in relation to what is existent to come up with good and better ideas on how a given situation is supposed to be handled (Rowe, 2004, p. 9). In a broad perspective, creative thinking is the science of consciousness.
This means that with creative thinking, an individual can be able to generate innovative solutions to solve problems in an organization or a given scenario that they are faced with at that particular time.
It means that with creative thinking an organization will be in a good capacity to come up with new ideas that will enhance its sustainability. As a matter of fact, there are various creative intelligence styles that an organization can use in its daily undertakings (Rowe, 2004, p. 11). These include; Intuitive, Innovative, Imaginative, and Inspirational creative intelligence.
Intuitive intelligence is characterized by leaders who make decisions out of impossible situations that end up being right. This means that it tends to bridge the realms of imagination and reality.
The current economy does demand that leaders should be able to arrive at such decisions for success (Wind et al, 2005, p. 6). Intuitive intelligence has four abilities that make it effective. It has the ability to always figure out things paradoxically and holistically.
This means that leaders should lead by influence rather than design and be able to listen and connect to themselves and others. Innovative creative intelligence is majorly concerned with being flexible and strategic to come up with new ideas that can transform an organization (Rowe, 2004, p. 15).
This means that organizations have to involve new evolving management models that will enable them to capitalize on the potentialities that every individual has.
Innovative intelligence brings the necessary change that is needed through new thinking which will leads to reorganization thereby improving business processes. For organizations to survive in the ever competitive business environment, they have to be highly innovative in all aspects (Wind et al, 2005, p. 15).
Imaginative creative intelligence is naturally attributable to the mind of an individual. From here, the mind will be in a good position to generate or come up with a range of attainable possibilities.
It means that there should be an array of possible solutions that an organization will have to choose from. Imaginative creative thinking has to be involving for the mind to come up with a good decision that will ultimately suit the organization (Rowe, 2004, p. 18). Inspirational creative intelligence mostly focuses on social changes that are taking place within a given area or organization so that the best outcomes can be arrived at.
All this styles are used to make important organizational decisions. This might wholly depend on the combination of styles that an organization will decide to use in order to achieve its intended outcomes (Rowe, 2004, p. 21). Therefore, regardless of the style that an organization uses all of them are tools that guide organizations to end up with the best decisions.
In a broad perspective, they help an organization to come up with good decisions and in the process become more efficient. It is through good decision making that an organization can be able to handle all problems that might be manifested (Wind et al, 2005, p. 24). The four styles also contrast in a different way. Intuitive creative intelligence tends to lay its focus on results while relying on the past experiences to come up with a good plan.
Innovative creative intelligence on its part lays emphasis on problem solving which is done systematically while relying on data. Imaginative creative intelligence is synonymous with the visualization of opportunities (Rowe, 2004, p. 27). This kind of creative intelligence is distinct in that it is artistic and enjoys writing while thinking out of the box. Inspirational creative intelligence mostly focuses on social changes which are not seen with other types of creative intelligence.
These styles influence decision making in that they help to come up with ideas that will serve others well and in the process improve the profits of an organization. An example is the intuitive style. They also influence decision making through research that is done on similar issues (Wind et al, 2005, p. 25). In the process, businesses will be in a better position to correct mistakes and make sound decisions.
The five forces influence the mind/model sets. It is from the mind that an individual can be able to make a good decision about a given issue. This is because decisions are formed from the mind and there are various outcomes as a result of decisions that an organization comes up with (Wind et al, 2005, p. 13).
Decision making is an important aspect that every organization is supposed to undertake in a bid to ensure that it is moving in the right direction.
These forces influence education because it forms the foundation that moulds our minds. It means that from an individual’s educational background one will be in a good position to determine his mental models and mindset.
Trainings may in different occasions become a bad influence when individuals do not have the urge to change in relation to changes that are being witnessed allover the world (Rowe, 2004, p. 17). It therefore means that those individuals who do not want to do things outside what they know as their work will have a limited creative intelligence in relation to their thinking.
It is quite evident that other people influence our mindset and models. This is because in different occasions individuals are influenced by their surroundings. An individuals intelligence will therefore be limited if they do not want to think beyond what there surroundings have instilled on them (Rowe, 2004, p. 20).
In most of the occasions, some mind sets end up being or resulting into rewards and incentives. An incentive can be explained from diverse influences that end up shaping our mental model.
This is because it is from personal experiences that an individual will be in a better position to avoid any mistakes in the near future. On the other hand, it is evident that individual’s minds are shaped by the experiences they go through in their lives (Wind et al, 2005, p. 19). Creative intelligence will be limited if the experiences we had in life are always causing fear instead of instilling hope. This limits an individual’s capacity to be creative in any given situation.
There are various examples on how the mental models/mind sets might limit the decision making process. People keep in their mind facts about some issues and they may end up with problems if it turns otherwise. This is because in the real world it will turn to limit their thoughts about imaginary words which is not good for the decision making process (Rowe, 2004, p. 26).
On a different perspective, it will not be easy to make decisions in groups as some situations might demand. This is because decision making in a group involves a lot of aggregating which might not be possible with the individual mind/model sets.
Counterfactual thoughts can also help to tell how the mental models/mind sets might limit the decision making process. This is because they can keep in mind true possibilities that are false but on the other hand temporarily supposed to be true in a large way (Wind et al, 2005, p. 32). There are also some limits with the individual’s mental capacity.
This means that the mind might not be able to cope with this. On the other hand, it is quite obvious that different group dynamics will always restrict mind set of others. Individual mind sets will limit our decision making because we are supposed to work together.
I commonly use personal experience as a mental model to guide my decision making in my work place. This is because I am able to observe and analyze what has been successful and what has failed over the recent years in a bid to correct those mistakes and make the best decision.
On the other hand, I am in a good position to make sound decisions that best suit my daily undertakings based on what I have been doing. Through personal experience I am able to select the best decision among the various alternatives available.
Rowe, A. J. (2004) Creative Intelligence: Discovering the Innovative Potential in Ourselves and Others. Upper Saddle River, NJ: Pearson Education, Prentice Hall.
Wind, Y., Crook, C., & Gunther, R. (2005). The Power of Impossible Thinking. Upper Saddle River, N.J.: Wharton School Publishing.