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How to Spot Creative Potential in Others - Part 4

In practical business management, however, there are many "rule-of-thumb" tests and observations that the executive can apply to the persons under him to get a nonscientific, but pos­sibly functionally usable, measurement of creative potential. It goes without saying that the final value of any such applications as these depends largely upon the judgment, understanding, and interpretive abilities of the person who is making the observations. Before going into the descriptions of these symptoms, therefore, it is desirable to establish some "ground rules":

First, all men are not created equal when it comes to imagina­tive abilities. Even if they were, not all would have had back­grounds and home environments that would give them both the encouragement and the opportunities to practice their creative abilities. For many persons, the chief deterrents to creativity will have been built up during their years as children under unsympa­thetic or noncreative parents.

Second, even psychologists and sociologists who have special­ized in the study of creative people do not always agree exactly on the personality factors that make a person creative. These people are handicapped in pinpointing the creative characteristics by the relatively late start that has been made in this field of study—we simply have not built up the background of tests and verified case histories to be able to make accurate predictions even of "potentials."

Third, it is desirable to spot creative potential as early as possible after a person goes to work for you. (At AC, for example, the Test for Creativity is given to all new hires at the time of em­ployment.) This is important, because creative potential will not develop unless it is given favorable conditions and encouragement to do so. A highly creative person, put in a job that does not make demands on his imagination, can quickly lose interest in applying imagination, or, worse, can become frustrated and embittered toward the company.

Fourth, the process of identifying, or encouraging, creative potential should be continuing. Remember, many people may be completely unaware that they have the ability to produce ideas. They may completely lack any understanding of problems or any knowledge of methods for solving problems. Only through patience and friendly "coaching" can you help them develop the confidence to "venture out" into the world of imagination. So although you may employ a formal or informal screening for creative potential initially, it is important that you also watch for any signs of developing potential as the worker progresses.

Finally, people with creative potential can be spotted by the executive who has an understanding of the basic characteristics, at least as we now know them, and who will apply his under­standing toward interpreting the "signs" that any person gives to indicate his personality.

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