Part of managing for innovation is creating the appropriate climate so that people can share and build upon each other's ideas and suggestions. Yet, there are increasing pressures and potential unproductive levels of tension within organizations. This article points out the distinction between two forms of tension that appear within the research on organizational climates for creativity as well as the conflict management literature. The Debate dimension is described as reflecting a more productive idea tension and the Conflict dimension suggests a more non-productive personal tension. A series of studies, across multiple levels of analysis, are summarized and a new study is reported in order to highlight the finding that relatively higher levels of Debate, and lower levels of Conflict are more conducive to organizational creativity and innovation. A practical model for the constructive use of differences is shared, along with a few strategies for reducing the negative tension associated with Conflict and increasing the positive aspects associated with Debate.c aim_558 73..88

76

No abstract

No abstract

We must all hang together, or assuredly we shall all hang separately.-Benjamin Franklin, At the signing of the Declaration of Independence, July 4, 1776.This article reports the results of a study conducted to examine the ability of the Situational Outlook Questionnaire (SOQ TM ) to effectively discern climates that either encourage or discourage creativity and the ability to initiate change in a team setting. The purpose of the study is to examine the concurrent criterion-related validity of the SOQ. The article explores the characteristics in an organisational climate that promote teamwork and some of the tripwires one needs to be aware of in the formation and management of teams. Nine dimensions of the climate for creativity and change as measured by the Situational Outlook Questionnaire are put forward and defined in relation to teams. The methodology and results of the study are reported. The results show that when subjects (N = 154) complete the SOQ based on their recollection of a best-and worst-case team experience, the measure is able to consistently and significantly discriminate between the two types of experiences. Conclusions, implications, and areas for future research to further examine the validity of the SOQ are explored.

No abstract

This article presents a summary of research, development, and applications of Creative Problem Solving (CPS) in educational settings and, more specifically, in gifted education. The CPS framework is widely known and applied as one important goal in contemporary gifted education, as well as in relation to initiatives for “teaching thinking” in the broader context of general education. This article traces the history and evolution of the CPS framework through more than five decades of research, development, and practical application. We describe and discuss the specific changes in the model over time, as well as their rationale and foundations. We discuss the implications of changes within the CPS framework for teaching and learning; our purpose is not to compare or contrast CPS with other perspectives on creativity from psychology, cognitive science, or management. Finally, we present implications of contemporary CPS for instruction and assessment in gifted education.

The working atmosphere within an organization has an important influence on its level of innovative productivity. Organizational leaders influence innovative productivity as well as the climate for creativity and innovation. This exploratory study included 140 respondents from 103 different organizations, 31 industries, and 10 countries, all of whom completed an online survey focused on examining the intervening nature of the climate for creativity and innovation. First, those who perceived more leadership support for innovation had significantly better creative climate scores. Second, those who perceived higher levels of innovative productivity also had better climate scores. Finally, organizational climate as an intervening variable between leadership behavior and innovation was confirmed through partial correlation and mediation analysis. The findings of this study support the pivotal role that creative climate plays between leadership behavior and innovative productivity.