In this theoretical article, organizational adaptability is modeled as a four-stage creative problem-solving process, with each stage involving a different kind of cognitive activity. Individuals have different preferences for each stage and thus are said to have different creative problem-solving process "styles." The Creative Problem Solving Profile (CPSP) assesses these styles and maps onto and interconnects directly with the four stages of this creative problem-solving process. Field research (n = 6,091) is presented in which the psychometric properties of the CPSP are established and the distribution of styles in different occupations and at different organizational levels are examined. A concrete blueprint is provided for organizational leaders to follow to (a) increase organizational adaptability, (b) simplify and facilitate change management, and (c) address important organizational effectiveness issues at the individual, team, and organizational levels. Real-world application examples are shared and future research opportunities to expand the CPSP's usefulness are suggested.

Organizational creativity is presented as four distinctly different sequential stages of a dynamic cognitive creative problem solving process: generation, conceptualization, optimization, and implementation. The generation stage is the activity that initiates the creative process. It is disruptive, because it entails proactively and deliberately seeking and discovering brand new problems and opportunities. Often called opportunity finding, generation results from restless discontent with the status quo. This activity is different from the second stage, conceptualization, which other researchers have previously described as problem construction, identification, or formulation. Such second stage activity gives definition to a newly discovered problem freshly emerging from the first stage or to a presented or otherwise already existing problem. We provide research showing that the people who prefer the generation stage activity (generators) are underrepresented in industrial and business organizations and are likely to be found in occupations normally found outside such organizations, for example, artists, writers, designers, teachers, and academic institutions. We argue that organizations seeking increased creativity and innovation could do so by understanding and recognizing the contributions made by people preferring the generator style, and by making generator activity more attractive for all members of the organization.

We investigate the effect of individuals’ regulatory focus on divergent thinking performance. We analysed 3576 ideas, generated by 341 English‐speaking adults who participated in two separate divergent thinking tasks. A promotion focus results in higher levels of creative potential. Based on regulatory fit theory, we find that task engagement mediates the positive effect of a promotion focus on creative potential. Our findings are robust regardless whether fluency, flexibility or uniqueness is used as the creative potential measure. Our study further uncovers that regulatory focus does not only change the quantity of ideas, but also impacts the type of ideas generated. Promotion focus individuals generate a broader range of ideas than prevention focus individuals.

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