Evaluative Aspects of Creative Thought: Errors in Appraising the Implications of New Ideas

By Lesley R. Dailey, Michael D. Mumford. 2006

109 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Information Systems, Mechanical Engineering

View Paper: https://www.semanticscholar.org/paper/f4b126a48dfb873add851a946283fb186022aa0d

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In Experimental and Cognitive Psychology

In Information Systems

In Mechanical Engineering

Citations in the corpus

Social Innovation: Enhancing Creative Performance Through Causal Analysis (2007, background): “Deliberation, on the other hand, consistent with the observations of Dailey and Mumford (2004) concerning the role of positive forecasting in the formation of implementation intentions, was found to be particularly useful when people considered likely positive outcomes of the situation.”
Deepening our understanding of creativity in the workplace: A review of different approaches to creativity research. (2011, background): “For example, Mumford and his colleagues (e.g., Dailey & Mumford, 2006; ReiterPalmon, Mumford, Boes, & Runco, 1997; Vincent, Decker, & Mumford, 2002) have conducted empirical studies to examine the cognitive skills needed to be able to find or construct problems, generate alternatives, and evaluate…”
A Critical Analysis of the Workplace Creativity Criterion Space (2012, background): “This type of behavior includes accurately choosing the most creative idea from among multiple options (Dailey & Mumford, 2006; Mumford et al., 2002; Silvia, 2008).”
Group Creativity and Innovation: A Motivated Information Processing Perspective (2011, background): “Third, and finally, Dailey and Mumford (2006) highlighted that even when people may identify their most novel and creative ideas, they may severely overestimate potential usefulness and underestimate the costs involved in implementing these ideas.”
Balancing on the Creative Highwire (2016, background): “Managers’ relative distance from the idea may help them be more accurate in taking the audience’s perspective (Dailey and Mumford, 2006) and more likely to consider reasons why the idea may fail, rather than focusing only on why it will succeed (Staw and Ross, 1989; Kunda, 1990; Baer and Brown,…”
Divergent Thinking as an Indicator of Creative Potential (2012, background): “Other functions were described by Dailey and Mumford (2006).”
Creative Problem-Solving Process Styles, Cognitive Work Demands, and Organizational Adaptability (2014, background): “In addition, some researchers have focused on assessing the product of creative efforts (e.g., Baer & McKool, 2009; Besemer, 2006; Dailey & Mumford, 2006; Horn & Salvendey, 2006; O’Quin & Besemer, 1989; Thompson, 2008).”