Getting stuck or stepping back: effects of obstacles in the negotiation of creative solutions

"Difficult issues in negotiation act as interfering forces but their effects on negotiation processes and outcomes are unclear. Perhaps facing such obstacles leads individuals to take a step back, attend to the big picture and, therefore, to be able to craft creative, mutually beneficial solutions. Alternatively, facing obstacles may lead negotiators to focus narrowly on the obstacle issue, so that they no longer consider issues simultaneously, and forego the possibility to reach high quality, integrative agreements. Three experiments involving face-to-face negotiation support the “getting stuck” hypothesis, but only when negotiators are in a local processing mode and not when they are in a global processing mode. Implications for the art and science of negotiation, and for construal level theory, are discussed." [author's abstract

The right side? under time pressure, approach motivation leads to right-oriented bias

Approach motivation, a focus on achieving positive outcomes, is related to relative left-hemispheric brain activation, which translates to a variety of right-oriented behavioral biases. In two studies, we found that approach-motivated individuals display a right-oriented bias, but only when they are forced to act quickly. In a task in which they had to divide lines into two equal parts, approach-motivated individuals bisected the line at a point farther to the right than avoidance-motivated individuals did, but only when they worked under high time pressure. In our analysis of all Fédération Internationale de Football Association (FIFA) World Cup penalty shoot-outs, we found that goalkeepers were two times more likely to dive to the right than to the left when their team was behind, a situation that we conjecture induces approach motivation. Because penalty takers shot toward the two sides of the goal equally often, the goalkeepers' right-oriented bias was dysfunctional, allowing more goals to be scored. Directional biases may facilitate group coordination but prove maladaptive in individual settings and interpersonal competition

Power, stability of power, and creativity

Power hierarchies are an essential aspect of social organization, create stability and social order, and provide individuals with incentives to climb the hierarchical ladder. Extending previous work on power and creativity, we put forward that this relationship critically depends on both the stability of the power hierarchy and the relevance of creative efforts to power. Across three experiments, we show that when power positions are unstable, low power individuals are more flexible thinkers, are less avoidant and process information more globally. Consequently, they achieve more creative insights, especially when being creative is relevant to power. As such, when the power hierarchy is unstable, those lacking power hold the power to creativity. (C) 2011 Elsevier Inc. All rights reserved

Personality and creativity: The dual pathway to creativity model and a research agenda

To better understand the relation between personality traits and creativity, we invoke the Dual-Pathway to Creativity model (DPCM) that identifies two pathways to creative outcomes: (1) flexible processing of information (cognitive flexibility) and (2) persistent probing, and systematically and incrementally combining elements and possibilities (cognitive persistence). DPCM further proposes that dispositional or situational variables may influence creativity through either their effects on flexibility or persistence. Here, we propose the idea that approach-related traits (e.g., openness to experience, extraversion, positive affectivity, and power-motivation) may lead to greater creativity because they link to enhanced cognitive flexibility, whereas avoidance-related traits (e.g., negative affectivity and neuroticism) under the right circumstances may lead to greater creativity because they link to enhanced cognitive persistence. Empirical support for this proposition is discussed, and a research agenda for future work on personality and creativity is set