Mental Process - Research Paper Example

Creative intelligence is a term used to refer to the framework that uses intelligence to assure creativity, which turn produces innovation (Samet, 2010). As a result, creative intelligence does not cater for imitation, mimicry or duplication, but for originality in coming up with ideas and implementing decisions.IntuitionIntuition as an aspect of creative intelligence in the decision making process depends on the experiences of the individual (Innovative Thinker, 2010). The style refers to past events in order to influence the present in terms of avoiding mistakes.

This only happens if historical significance of the past events is considered and regarded appropriately. In this way, decision making in organization focuses on forecasts of all possible outcomes and scenarios in planning allowing for safer decisions and reduced risks. In intuition, there are different variations such as expert intuition, strategic and ordinary that varies in the rate and quality of decision-making (Duggan, 2007). Expert is the kind that allows one to make decisions rapidly from recognition, while ordinary is based on feeling, and strategic follows clear thought.

ImaginationImagination in creative intelligence is quite different from intuition, in that it follows imaginative visualization of possible scenarios, unlike intuition (Innovative Thinker, 2010). In an organization, imagination allows an individual to rise above adversity, such as difficult situations and see beyond. This way, imagination determines the ability to cope for with difficult situations and the level of problem solving skills. As a result, it generates confidence that inspires others allowing for future planning.

The one significant shortcoming of this mindset is that it fails to inspire focus on the immediate future.InnovationInnovation as an aspect of creative intelligence focuses on the issues at hand, by observing the evidence and calculating the possible outcomes from it (Innovative Thinker, 2010). Due to its nature in logic, it inspires mindsets that are realistic by having visible data in spite of clouding the expected goals and visions of an organization. However, this style provides substantial limitations in the decisions made due to its rigidity.

This is concerning the facts and evidence presented and other unseen factors that may not be included. Innovation as a style does play a critical role in decision making by creating long-term reliability and continuous success (Lazic and Saskatoon, 2007).InspirationThe last style is that of inspiration; which is based on changes in the society making it the only style based on the dynamics of the society. It works with the same logic found in innovation, while inspiring motivation. This applies to problem solving and risk taking making it a safe influence in decision-making.

This way, it uses present events and situation to influence future decisions that are positive (Innovative Thinker, 2010). The significant shortcoming of this style is its failure to influence focus in daily functions due passive observance.As an individual, the innovation model allows the use of logic and realism at all times. This works imagination to create possible scenarios and eliminate risky situations that could otherwise, be disastrous. This is in cases of procurement protocols, where one is supposed to select the best possible service provider.

In such cases, one has to weigh using the evidence available and then imagine of possible future outcomes. ReferencesDuggan, W., (2007). Strategic Intuition: The Creative Spark in Human Achievement. Columbia West Sussex: University PressInnovative Thinker, (2010). Mental Processes: Four Styles of Creative Intelligence. YAHOO! VOICES. Retrieved 18 August 2012 from http://voices.yahoo.com/mental-processes-four-styles-creative-intelligence-5625128.html?cat=72Lazic, Z. and Saskatoon, S. (2007). Innovation and Decision Making Framework.

Retrieved 18 August 2012 from http://library.usask.ca/theses/available/etd-08292007-131851/unrestricted/InnovationDecisionMakingFramework.pdfSamet, K., (2010). The Creative Intelligence. Retrieved 18 August 2012 from http://hal.grenoble-em.com/docs/00/51/25/39/PDF/WP_10-05.pdf