it's not that easy to categorize jobs but here's a categorization scheme
that's kind of general but that's actually accurate okay so the first
dimension is complexity jobs range from simple to complex a simple job is one
that you can learn and then repeat okay you don't need high levels of cognitive
function for a simple job if you have high levels of cognitive function you'll
learn the job faster but once you learn it you won't necessarily do it better
okay but now a complex job is one where the requirements change on an ongoing
basis so most managerial jobs are like that and all executive jobs are like
that and that requires a high level of general cognitive ability that's the
best predictor of success in complex jobs okay so that's that's access number
one access number two is creative slash entrepreneurial versus managerial slash
administrative okay so for creative entrepreneurial jobs you need people who
are high in the trait personality trait openness to experience big five
personality trait that's associated with lateral and divergent thinking and those
are creative types and for managerial and administrative jobs and those are
jobs that are more algorithmic and so like imagine the guardrails you're a
train on a track and you want to go down the track fast you don't have to be
creative to go down a track that's already laid down fast you have to be
conscientious and so the best predictor personality predictor for managerial and
administrative jobs is trait conscientiousness okay so there's a
tension in organizations between lateral and divergent thinking and efficient
movement forward now if you know what you're doing what you want is
conscientious people because if you know what you're doing you should just do it
as efficiently as you can but the problem is is the world changes
around you unexpectedly and so if you don't have people who can think
divergently when the marketplace shifts on you which it most certainly will then
you don't have anybody who can figure out where to lay new tracks now it's
really really difficult for people for corporations to get the balance between
the on proneural creative types and the
managerial administrative types correct and what I think happens and I don't
know this for sure and the research on this isn't clear yet what seems to
happen is that when a company originates the creative entrepreneurial types
predominate and they have to be flexible and move laterally to to get the company
established to begin with and take risks and break rules and do all sorts of
things that conscientious people are much less likely to be able to tolerate
let alone think up but as the company establishes itself the managerial
administrative types pour in and take over but if they take over too much then
the company gets so rigid it can't it has no flexibility okay so so the first
thing you need to do to manage a large enterprise is to understand that these
are actually different people okay so first of all everyone is not creative
that's a lie there's so we we established this measurement instrument
called the creative achievement questionnaire which is very widely used
in creativity research now okay and what you see so what it does is it breaks
down creativity into 13 dimensions entrepreneurial architectural literary
dramatic inventions etc business you can imagine painting etc imagine the 13
potential dimensions of creativity and then it ranks order levels of creativity
from zero I have no training or talent in this area to ten I have an
international reputation in this area okay and then we plotted the scores okay
this is the distribution okay it's not a normal distribution sixty percent of the
people who take the creative achievement question questionnaire score zero right
a tiny minority have high scores and that's that's that's a Pareto
distribution it's a classic distribution of human
productivity so you always get a Pareto distribution not a normal distribution
when you're talking about productivity creative people are a distinct minority
they're a different kind of person and they're a pain they're a pain because
you can't evaluate them right it's like how the hell do you
evaluate a creative person because they keep changing the rules of evaluation so
they're there up there up there a handful to manage and they're always
trying to play a new game well that's a real pain if you want to get somewhere
fast so if there's this terrible tension in organizations and I think what
generally happens is all the creative people are there at the beginning they
get chased out until you have nothing but managers and administrators then the
environment shifts then the company dies and so the way that capitalism solves
the problem of the tension between the creative types and the managerial types
is it just lets companies die now you might think well I don't want my company
to die it's like okay then you would need to understand the difference
between these two kinds of people which you probably won't and you probably
won't admit to even if you knew and then you have to figure out how to get the
balance right and so that's extraordinarily complicated so
you
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