Mental Process Paper

Mental Process Paper

OI/361

Innovation and creative performance is easier to encourage among management and employees when creativity is used in an organization. Creative intelligence is the reflecting image of creativity. Creative intelligence depicts how the world is perceived through personality, individuality, beliefs, behavior, and character. The desire to accomplish something new, achieve a different outcome, or thought process is the focus of creativity. Creative intelligence consists of four styles: Intuitive, Innovative, Imaginative, and inspirational (Rowe, 2004).

This paper will evaluate the four styles of creative intelligence as well as its influence on the organization’s decision-making process. Furthermore, the subject to discuss in this paper is the influence the five forces have on the mental models and mindset, and provide examples demonstrating how mental models and mindsets can limit the decision-making process of an organization (University of Phoenix, 2011).

Intuitive

The intuitive style guides its decision based on past experiences and results (Rowe, 2004). The former Chief Executive Officer (CEO) of General Electric, Jack Welch revived a company that was dying. His strategy was to focus on results and action. Jack Welch was a tough, hardworking, charismatic, and competitive leader. He was also described as a fair leader who believed the key to a successful business is people. Jack Welch also believed that every person had possibility, and that creativity in a business is key. These are the beliefs that Jack Welch acted on to make General Electric a thriving and lucrative business (Rowe, 2004).

Innovative

The innovative style is systematic style that focuses on data and issues. Innovative people are eager to work and are adamant on careful and accurate experiments. Examples of this style are the engineers, the inventors, and the scientists. An example of a scientist as well as an innovator is Marie Curie. Marie Curie discovered...