barcode printing in vb.net T H E A P P L I C A T I O N O F E X P E R T I N T U I T I O N in Software

Printing QR in Software T H E A P P L I C A T I O N O F E X P E R T I N T U I T I O N

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Perhaps the leading scholar of creative stimulation in business is Teresa Amabile. In her research, Amabile reports on a study of 13 similar tests given to a total of 772 subjects of all ages. Everyone made collages. The researchers told some of the subjects, but not others, that judges would evaluate their work for how creative it is.6 Amabile reports the result: Evaluation expectation has a negative effect on creativity. That is, you dampen creativity just by telling the subjects that someone will judge their work. That means that even if you give people a high mark in the end, you may undermine future creative performance before you even start. So the lesson is: Don t judge creative work. It reduces creativity. Amabile followed up her collage tests with a study of 129 scientists engaged in research and development at several different companies. Interviewers asked the scientists to describe in detail two significant events from their work experience: one that exemplified high creativity, and one that exemplified low creativity. In their answers, the scientists emphasized the work environments . . . regardless of whether the story described high or low creativity. This led Amabile to study the work environment in more detail. She developed a 78-item questionnaire to assess the Climate for Creativity. It asks employees to rate their perceptions of their current work environment, scored according to 10 scales based on the collage and interview studies. Then Amabile used the questionnaire along with independent assessments of project creativity. Sure enough, creative environments produced creative projects. Amabile concludes: Much can be done to enhance and maintain creativity by establishing stimulating, supportive, and positively challenging environments. What does this have to do with what works On the one hand, Amabile s 78 items serve as a good checklist for managers. For example: People are encouraged to solve problems creatively in this organization, and There is free and open communication within my work group. If your environment scores low on these items, you should fix it.
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Arrows in the Quiver
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On the other hand, we still don t know whether creative environments and creative projects lead to successful strategy. Imagination, von Clausewitz s erratic goddess, gives you what s new, not what works. The closest we come to achievement in Amabile s checklist is 6 items on Productivity, such as: My area of this organization is effective. But this is hardly a measure of success. And the 72 other items on Amabile s checklist don t deal with effectiveness at all. This does not diminish the value of Amabile s work. She successfully measured how environments affect creativity. She did not set out to measure how environments affect success. But no one else has done so either. At this point, no one knows the answer. Perhaps in the future, someone will figure it out. As for specific techniques to stimulate creativity, Edward de Bono stands out. We have no evidence that de Bono s techniques lead to success, but he has made them very popular. In Lateral Thinking, Six Thinking Hats, and Serious Creativity, de Bono offers lateral thinking as an alternative to linear logic.7 His favorite stimulus for lateral thinking is the method of six thinking hats. Alone or in a group, you pretend to put on different hats in order to see the same problem from six different angles. You can use the hats in any order, but de Bono gives a suggestion.8 First comes the white hat. That s your information base. It asks, What do we know The green hat comes second. That gives you alternatives, suggestions, and ideas. Third, the yellow hat judges the feasibility, benefits, and values of the ideas. Fourth, the black hat points out the difficulties, dangers, problems, and points for caution. Fifth, the red hat gives you intuition and feelings about the ideas. Sixth, the blue hat draws conclusions for action. In these six hats, we find intuition in the red one. De Bono describes intuition as a composite judgment based on years of experience in the field. It can be very valuable, even if you can t spell out consciously the reasons behind the intuition.
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