Effects of productivity goals, creativity goals, and personal discretion on individual creativity

Article Abstract:

A three-factor (3 X 3 X 2), between-subjects design was used to investigate effects of productivity goals (difficult, do your best, or no goals), creativity goals (difficult, do your best, or no goals), and personal discretion (high or low) on two dependent variables: creativity and productivity. High levels of creativity and productivity were obtained when either a do-your-best creativity goal and difficult productivity goal or a difficult creativity goal and difficult productivity goal were assigned, suggesting that two different types of goals can be assigned without reducing performance on either dimension. Creativity was lowest in three conditions: (a) difficult productivity goal and no creativity goal, (b) do-your-best productivity goal and no creativity goal, and (c) no creativity goal and low personal discretion. These results indicate that when individuals are given a productivity goal or low personal discretion and no creativity goal, creativity decreases. Implications are discussed. (Reprinted by permission of the publisher.)

Psychological aspects, Creative ability, Creativity, Business creativity, Goal setting

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Effects of feedback on cognitive processing and choice of decision style

Article Abstract:

A model of cognitive processes is presented. Initial negative feedback on decision results and subordinate acceptance of decisions were hypothesized to increase subjects' use of scripts, evaluations, expectations, and attributions; to increase the variety of cognitive processes used; and to change subjects' choice of decision style. Repeated negative feedback was expected to increase attributions, expectations, evaluations, strategy processing, and the variety of cognitive processing. Repeated positive feedback was expected to increase the use of scripts and to decrease the use of strategy processing. In a laboratory experiment, 59 Ss provided verbal protocols for analysis. Multivariate analysis of variance procedures followed by univariate analyses provided substantial support for the hypothesized effects of decision-results feedback on cognitive processing but not for the effects of feedback on subordinates' acceptance of decisions. (Reprinted by permission of the publisher.)

Models, Analysis, Cognition, Cognitive psychology, Psychological research, Feedback (Psychology), Feedback (Communication)

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