Each of the members can indeed contribute significantly towards innovation in an organization. From the profile that I took, I scored highly both in innovation and intuition. An individual who is intuitive is capable of taking significant steps without relying on any point of reference or other forms of knowledge (Rowe, 2004). In order for each of the members to influence innovation in one way or another, they must be endowed with certain qualities. In my case, my decisions are usually guided by past experiences and that is why I scored highly on this form of creative intelligence. Managers in businesses often create a clear track record of past performance in order to avoid repetition of mistakes. An intuitive manager or employee is highly likely to be innovative in an organization because past blunders can hardly be repeated especially when formulating new ideas and thought processes. Hence, intuition assists innovation in the sense that it is easy to understand the historical significance of past activities within an organization.
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From an organization’s point of view, it is prudent for patterns to be taken into account when formulating new policies and decisions. This also explains why employees who are intuitive are capable of undertaking strategic planning in the due process of pursuing innovation (Rowe, 2004). In addition, possible outcomes can be predicted by employees who are intuitive.
As already mentioned, I also scored highly in innovation in the creative intelligence exercise. Both evidence and issues at hand are critical among employees who are naturally or professionally innovative. When an employee is innovative, he/she relies on the availability of raw or analyzed data in order to make conclusive or end judgments. Nonetheless, relying on innovation alone may not be adequate because aspects such as mission and vision of an organization cannot be seen clearly since no evidence is available. Hence, the worst limitation of an innovative mindset is total reliance on available facts.
Some of my team members had similar creative intelligence styles as mine namely intuition and innovation. However, others had imaginative and inspirational creative intelligences. Strong leadership qualities are required for any successful process of leading innovation. Team members who had powerful imaginative intelligences belonged in this group. I also noted that most of them were typically talented artists and loved writing. They can visualize various helpful scenarios needed in innovation. Team members who belonged in this group were also known to be well endowed with good coping skills. Since team members who belong in this group have to put every aspect into perspective before execution, they lack good focus on both the current and near future.
From the test profiles, some team members had the inspirational mindset (Rowe, 2004). Most of the members who had high scores in this creative intelligence style were generally keen on social change. They were also motivated, logical and focused. Since innovation requires inspiration, such team members are capable of injecting the much needed energy among other members of an organization who are directly involved with the process of innovation.
When I compare my responses with those of other team members, I noted that the results were indeed reflecting our true natures. For example, some of the team members whom I personally knew to be imaginative scored highly in this area. In my case, the creative intelligence scores proved to me that I was indeed intuitive just as I have known myself for a long time.
Rowe, A. (2004). Creative Intelligence: Discovering the Innovative Potential in Ourselves and Others. New York: Pearson Education Company.