Min Basadur

Min Basadur
McMaster University | McMaster · Basadur Applied Creativity

PhD University of Cincinnati

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66
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3,042
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Publications

Publications (66)
Book
Supported by extensive research and field-testing, Design-Centered Entrepreneurship presents a concise, problem-solving approach to developing a unique business concept. Step-by-step guidelines provide insight into exploring market problem spaces, uncovering overlooked opportunities, reframing customer problems, and creating business solutions. Bas...
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This research examines the effects of information sharing and information use on team decision making. While past studies are based on an implicit assumption that information sharing always leads to information use and optimal decision outcomes, the authors argue that this assumption is applicable only when information is equally distributed among...
Article
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Typically, organizations use new product development processes composed of activities followed by decision points, where projects are continued or abandoned. A decision maker likely possesses some common information also held by other decision makers and some unique information (that only she/he possesses). If a team relies mainly on overlapping, o...
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Research studies of group creativity and innovation commonly utilize the traditional two-step diverging (ideation)-converging (evaluation) thinking process (Baer, 2003), and has focused mostly on the divergence step using the tool of brainstorming to generate ideas to solve problems. Relatively little attention has been given to the convergence ste...
Article
To increase understanding of the relationship between creative problem solving and social networks in organizations, creativity is discussed as a sequential four stage cognitive process and an argument is made that an individual’s degree of preference for each stage, that is, his or her creative process (CPS) style, is an important antecedent to th...
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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 (or CPSP) assesses these...
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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 Prof...
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This chapter addresses the need for organizations to develop more innovative ways of thinking and behaving in order to succeed in a turbulent world. While many organizations possess ample efficiency and analytical capability, successful organizations must also learn to integrate effective adaptability and creative capability into their repertoire....
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This chapter addresses the need for organizations to develop more creative ways of thinking and behaving to succeed in a turbulent world. Organizational Development (OD) is a broad, loosely defined field of practice and inquiry that espouses the noble goal of improving organizations and making them more effective. OD must be understood as an ongoin...
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Creativity is a critical success factor in organizational effectiveness. Little research has been devoted to understanding the role that attitudes play in creativity. Most has been largely theoretical. Tangible creative results require skilled creative behaviors. Creative attitudes open the doors to such behaviors and can be deliberately developed...
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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 se...
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To increase understanding of the relationship between creativity and social networks in organizations, creativity is discussed as a sequential four stage cognitive process and an argument is made that an individual's degree of preference for each stage, that is, his or her creative process style, is an important antecedent to that person's formatio...
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Creativity is a critical organizational success factor requiring skilled creative behaviors. Specific measurable creative attitudes trigger such behaviors and contribute directly to creative performance. Organizations truly desiring to incorporate creativity permanently into their culture can follow empirically supported mechanisms by which these a...
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The current paper is a study of the predictive validity of the Basadur Creative Problem Solving Profile (CPSP). The results show that the profile is highly predictive of activity preferences of Generators, Conceptualizers, and Implementers. The support for Optimizers' predicted preferences was also substantial. Of fifty considered response categori...
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Senior level managers have a stronger preference for conceptualization than lower level employees who have a stronger preference for implementation. Differences in creative problem solving style were also discovered among occupations, reflecting different cognitive demands of the work environment.
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The Creative Problem Solving Profile (CPSP) is an instrument designed to measure an individual’s preferred creative style in terms of two bipolar dimensions: the apprehension of knowledge and utilization of knowledge. These two dimensions are related to a staged process of applied creativity, and preferred cognitive state differences in each stage....
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This paper reports an empirical study of person-vocation fit and person-organizational hierarchy level fit based on the construct, cognitive fit. Cognitive fit refers to the degree of match between an individual’s cognitive style of problem solving and the style demanded by the work context. Based on the analysis of 3,942 completed Creative Problem...
Article
Problem structuring heuristics and creative thinking techniques have been advanced as useful approaches for solving ill-structured problems. Unfortunately, little controlled experimentation has been done to test the effectiveness of these techniques. This paper describes an experiment in which the effects of training in the use of a problem-structu...
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We argue that current concepts of knowledge management and organizational learning are, by themselves, limited in their ability to improve organizational effectiveness. We show how these concepts may be usefully integrated with organizational creativity and innovation within a single framework that combines the apprehension of knowledge with the cr...
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This paper presents a model of applied creativity which identifies the cognitive processes involved, and shows how they are related. Previous concepts of cognition, intelligence and learning are integrated with a number of significant themes in creativity research, and their relationships to the proposed model are discussed. Knowledge apprehension...
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How do people think, work and act creatively in diverse domains? Is creativity a general attribute or do different kinds of creativity apply in different domains? These are the main themes of this book. This chapter suggests that not only are there different kinds of creativity, but also that there are different kinds of creativity within the domai...
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Individuals, teams, and organizations differ in their creative problem solving styles. How leaders manage these styles can have a significant effect on performance. The most effective leaders of the 21st century will help individuals and teams to coordinate and integrate their differing styles to drive change through a process of applied creativity...
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Field experiments investigated the effects of training Spanish-speaking South American managers in creative thinking and problem solving. The Spanish translations of two attitude measures associated with divergent thinking practice (an important aspect of creative thinking and problem solving) were tested and validated. The two attitudes were measu...
Article
The authors seek to clarify what is understood by the management of technology by involving a group of managers in a workshop to identify specifically what they believe to be their critical difficulties and challenges in managing technology. The approach is shown to be a means of enhancing creativity, designed not so much for creating good answers...
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Effective teamwork is becoming increasingly important to organizational success. Advances in network and communication technology have allowed companies to widen their potential team member base, however we still need to better understand how to structure top-performing teams. This paper proposes forming teams based on their cognitive style, rather...
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In an era of rapidly change, thriving organizations are not merely efficient but adaptable, that is, innovative. They act as open Systems, that is, they are sensitive to their environment and transform continuously changing inputs into continuously changing outputs. Organizational innovation is modeled as a continuous, creative process of deliberat...
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Managers (N= 112) from a large international consumer goods manufacturer participated in a field experiment in which they learned and applied the Simplex process of creative thinking to solve real management problems. The interrelationships among six attitudinal and behavioral skill variables learned during the training were measured to improve und...
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The classic models of two party problem solving in situations of potential conflict are reviewed and the growing impetus for a process that would encourage collaborative win-win solutions is summarized. In is demonstrated that in-win collaboration requires innovative thinking, and that a four stage process of deliberate creativity with a track reco...
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Three new improved scales measuring three independent divergent thinking attitudes were developed in field research with managers and were labeled “Valuing New Ideas,” “Belief that Creativity is Not for Only a Select Few,” and “Not Feeling Too Busy for New Ideas.” These three scales represent an improvement over three scales initially identified by...
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Effective organizations are those which can mainstream both adaptability and efficiency and strike an appropriate balance between the two. This paper evaluates traditional organizational development (OD) approaches to this problem, then presents a new approach to OD based on organizational creativity. Organizational creativity is defined as a delib...
Article
"The Simplex Process is the best fundamental program for defining and solving problems I've ever used ...A language for CEO and sales teams alike, the most important tool in the toolkit." - Richard M. Routhier, President, Sales and Merchandising Division, Bantam Doubleday Dell
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In an increasingly complex and changing business environment, creativity is becoming recognized as a critical success factor for organizations. The identification of attitudes toward creativity and the subsequent development of creative thinking are important mechanisms for organizations to encourage creativity across all employees. Employee attitu...
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The theory that different ideation-evaluation (I-E) ratios are optimal for creative problem solving in different fields of endeavor in organizations is presented. Preliminary field data (n = 622), which support the theory, are reported. As predicted, higher I-E ratios were found for work classified as more problem finding in nature, such as researc...
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A four phase model is presented in which problem generation and problem formulation precede problem solving and solution implementation. A relatively new heuristic for formulating ill-structured problems is described. The methodology is a systematic thinking process which combines analytical precision with structured imagination, and is called the...
Chapter
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This article discusses how creative behavior can be increased and managed in organizations. Variables associated with nurturing creative activity are identified. The article first presents a theoretical model of organizational creativity, and then discusses empirical research on the model as it is applied. Finally, the article discusses future appl...
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The authors describe the rationale for the multiphase creative problem solving process, and report the finding of an empirical investigation conducted to facilitate the problem solving of managers (N=35). The ideational skills of the managers were assessed before and after training in the creative problem solving process, along with their attitudes...
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This article models the change-making process for organizations, summarizes research on the model, and shows the fundamental connection between change-making skills and the concept called total quality management (TQM). Further, the article models the change-making process as a disciplined multistage, circular creative thinking process and links cr...
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Creativity can be developed, increased, and managed by organizations. Increased creativity can improve virtually every kind of organization. Specific results from organizational creativity can be identified, including new products and methods, increased efficiency, greater motivation, job satisfaction, teamwork, focus on customer satisfaction, and...
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Imagine a consumer goods business with 5 to 7 percent annual market growth, a high-quality product with near mystique status, growing market share and world class profit margins - what could go wrong with a business with attributes such as these? Unfortunately, a multi-year recession could come along and flatten that market growth; a deep-pocketed...
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A field experiment made a preliminary investigation of the effects of training Japanese managers in creative problem solving. Two attitudes associated with divergent thinking practice (an important aspect of creative problem solving) were measured before and after training. This research establishes the Japanese translations of the two attitudinal...
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Dr. Min Basadur visited several major companies in Japan to conduct comparative research on organizational creativity. Unexpected insights emerged during interviews with Japanese managers and are the basis for this article. These managers knew a great deal about North American motivational theory and how to implement it. Employee creativity is mana...
Conference Paper
Full-text available
The authors describe the rationale for the multiphase creative problem solving process, and report the finding of an empirical investigation conducted to facilitate the problem solving of managers (N=35). The ideational skills of the managers were assessed before and after training in the creative problem solving process, along with their attitudes...
Article
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Describes the components of the Basadur Creative Problem Solving (CPS) Profile, which is an instrument intended to increase understanding of the CPS process and of individual differences in CPS. The profile is constructed on 2 dimensions that are comprised of opposite ways of gaining and using knowledge. Data from 129 members of business and indust...
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Afield experiment was conducted to examine the mediating effect of individual creative problem‐solving style on the impact of training in creative thinking. This intensive hands‐on training emphasized a specific three‐phase process which synchronizes divergence and convergence in problem‐finding, problem‐solving, and implementation. Two attitudes a...
Article
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A field experiment compared managers' (n=90) and non-managers' (n=66) attitudes to-ward divergent thinking before and after training in a three phase process of creative thinking emphasizing problem finding as well as solving and implementing. The mediating effect of personal creative problem solving style was also measured. The sample was comprise...
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A field experiment investigated the effects of training on Japanese managers' attitudes toward divergent thinking. An experimental group (n =60) of managers underwent practice-oriented experiential training in creative problem solving. Two control groups under¬went placebo treatments. The first (n = 15) was comprised of Japanese university faculty...
Chapter
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In an article entitled "Research in Creative Problem-Solving Training in Business and Industry" (Basadur, 1982), I described both how I had learned to apply creative problem solving methodology on an ongoing basis in a large industrial organization and the research that work had spawned. As the application of processes and techniques of creative pr...
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Tested the effects of training on attitudes of 112 manufacturing engineers toward divergent thinking in problem solving. 47 Ss trained 5 wks later served as the control for the 1st group of 65 Ss in the 1st part of the experiment, and vice versa in the 2nd part. Measurements of attitudes toward divergent thinking were taken 3 times (prior to traini...
Article
Conducted 2 studies using a total of 365 Ss to test 2 hypotheses of the ideation principle: (1) the best (most preferred) idea is more likely to occur after, rather than during, the chronological earliest ideas (1st 30%) so generated; and (2) the best (most preferred) idea is more likely to occur among the chronologically latest (last 30%) so gener...
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Creativity, problem solving, and innovation are of increasing concern to organizations in these times of accelerating change. This article seeks to deepen readers' understanding of the specific attitudes and thinking processes associated with creative behavior in organizations. The authors report on two empirical studies that developed a reliable,...
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The effects of training in a multistage “complete process of creative problem solving” on attitudes and behaviors of individuals were assessed both immediately after training and return to work. A controlled field “true” experiment was conducted within an engineering department doing applied research in a large industrial organization. Multiple met...
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, and implementation), defines his/her unique process style and is measured by the CPSP.The authors’ real world experience how top corporations involve employees at all levels in putting their knowledge to work via a common language and process of creativity is shared. Page 5 1Simplifying Organization-Wide Creativity – A New Mental Model Introduct...

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