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In Clements’s course, "Masters in Management", business majors analyse such works as Plato’s "Republic",
Plutarch’s "Lives", and Homer’s "Iliad" for lessons applicable to corporate life. The point is to learn that dealing with
people is more complex than dealing with numbers. Solutions require creative thought, not quick fixes. Lear, for
example, shows how disaster can result when an aging manager allows flattery to influence his choice of a successor; in
the "Iliad", Agamemnon and Achilles resemble rival executives who refuse to compromise for the good of their
company.
Clements decries the recent state of the "how-to" best-sellers on management as oversimplified. "In business", he
says, "if you do A-B-C, D often will not happen".
Decades of business school education have conditioned managers to reach for rational, logical and quantifiable de-
cisions in the development of their business. For all the benefits this scientific foundation has brought to modern or-
ganization theory, some analysts deplore the other side of this trend – the relegation of human intuition to a distant
backseat.
Conventional managers are often deterred from recognizing and using their own intuitive powers because they feel
that intuition is not intellectually respectable. The cult of rational manager has an iron grip on such minds.
Intuition is the power or faculty of immediately apprehending that something is the case.
Apparently it is done without intervention of any reasoning process. There is no deductive or inductive step-by-
step reasoning, no conscious of the situation, no employment of the imagination – just a quick and ready insight – "I
just know".
Sherlock Holmes personifies the thinker who relies primarily on looking carefully at the evidence and drawing
correct deductions from the premises – establishing the truth of the matter, and then deciding what to do. That is one
strategy.
But the intuitive person doesn’t seem to follow that route. His mind tells him instantly what must have happened
or who committed the murder.
In practice, it is not a question of either/or. A Sherlock Holmes may work logically for a time and then suddenly
have an intuition, or conversely, an intuitive person may be equipped with formidable powers of analysis which he ha-
bitually brings to bear upon his intuitions.
T a s k 2. Unscramble the words to figure out some of the creative problem-solving techniques managers
favor. Begin with the word in bold type.
1. and, problem, define, the, understand.
2. mood, yourself, relax, in, put, humorous, playful, a.
3. generate, passing, alternatives, before, several, any, judgments.
4. elements, combine, existing, new, in, a, way.
5. go, word-association, fantasize, through, exercises.
6. find, problem, similar, solved, how, other, aspect, in, life, of, analogy, some, a, or, is, nature, use, out.
7. it, the, restate, find, that paradox, then, problem, in, as, solves, an, analogy, a.
8. parts, engage, both, and, conscious, subconscious, of, the, the, brain.
9. anybody’s, not, do, flashes, creative, quash.
T a s k 3. Discuss the following statements.
The latest research identifies some common traits of a creative thinker:
1. Creative types are generally highly motivated, independent, and persistent. They are also risk-takers, great
skeptics, but have a strong sense of humor.
2. Creative people are often hard to get along with.
3. Hunches, instincts and emotions play big roles in their decision-making.
4. They prefer the complex and asymmetrical in objects as well as in intellectual tasks.
5. Disorder doesn’t make them anxious; indeed, they relish it.
6. Creative people usually don’t have a dull, predictable childhood. Instead, childhood is marked by exposure to
diversity. Parents show greater-than-average cultural and intellectual interests and grant their offspring unusual freedom
in exploring and making decisions. Strains in family life – financial ups and downs or divorces – are common. Experts
believe a doze of adversity gives children the ability to see issues and problems from different points of view.
7. Forget the old stereotype of the creative genius as a loner. The most creative, gifted people are veritable gada-
bouts.
8. Studies have shown that experts who talk with their peers hold more patents, publish more patents, and pro-
duce more innovative work than their more aloof colleagues.
9. Creative problem solving draws on everything from knowledge, logic, imagination and intuition to the ability
to see connections and distinctions between ideas and things.
T a s k 4. Which of the following statements would you agree with? Discuss your views in threes or fours.
1. Modern education, which stresses logic, fosters creativity.
2. To be a creative thinker, an exceptionally high IQ is more important than values and personalities.
3. In more fields, creative inspiration works best after years of hard work.
4. One should follow the rules instead of wasting time questioning them.
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