Creativity Science

By: Gary J. Salton, Ph.D.
Chief: Research and Development
Professional Communications, Inc.


INTRODUCTION 

Video Link

There are at least 100 unique scientific definitions of creativity (1).  There are tens of thousands of books on the subject. “I Opt” technology is able distill all of this knowledge into three distinct components: creative volume, creative quality and creative direction. The research explains how these components can be used to consistently produce superior outcomes.

A companion video both abbreviates and expands this research.  It can be viewed on www.iopt.com or by clicking the link under the icon to directly access the YouTube video. 

THE BASICS
Creativity is a particular kind of result. Regardless of the definition used it always involves novel–i.e., new and unexpected—results. A “result” is just a form of output.  Humans are not gods. They cannot produce something from nothing. That means creativity must always involve the input of something (including concepts, materials, processes, etc.). Finally, to get from input to a creative output (i.e., result) some kind of “process” must have occurred.  Thus, regardless of the specific definition of “creativity” being used we know with certainty that the “I Opt” information processing paradigm will always apply.

Graphic 1
“I OPT” INFORMATION PROCESSING PARADIGM

Input provides the “things” to associate. The more unusual the input that is accepted, the greater the probability of a creative association. The greater the number associations considered, the greater the possibility that one or another will be successful. Thus input governs creativity by affecting the odds of encountering a novel result.

Process is the middle element of the “I Opt” model.  It tells input what to look for and accept.  It tells output what is possible given the input available. There are different kinds of input (i.e., spontaneous vs. purposeful) and different kinds of output goals (e.g., physical versus intellectual). Different kinds of “process” are needed to connect these different input-output relationships. Different processing strategies reflect themselves in creativity's quality and/or character. 

Output is the final stage. A person focused on understanding something is likely to produce a thought-based output (e.g., Newton’s calculus). A person whose interest is a tangible result is likely to produce action-oriented outcomes (e.g., Edison’s light bulb).  While both are creative, their effect on the world is markedly different (i.e., scope of impact, immediacy of benefit, duration of value, etc.). Output governs creativity by affecting its direction. 

Using the “I Opt” information-processing model gives us three distinct points of intervention to affect creativity. These are points of leverage through which we can directly influence the volume, quality and direction of creative efforts.


THE VOLUME OF CREATIVITY
Creativity is a numbers game. The more unusual inputs that are considered, the greater will be the creative volume. “I Opt” styles measure the willingness to accept different kinds of input. Some styles favor creative outcomes. Others forestall them.

People employing the Relational Innovator (RI) and Reactive Stimulator (RS) styles use an unpatterned input strategy. This strategy tends to accept a variety of inputs. Variety increases the odds of novel discoveries. People using the structured input styles (HA and LP) seek out and accept inputs that “fit” with the issues that they are addressing.  This predetermination limits input variability and thus reduces the opportunity for creative ideas.

While the above is true, it is not the whole story.  People do not navigate life using a single style. They tend to pick style combinations to serve as their general behavioral compass. These styles can have different mixes of input preference.  This means that creativity comes in degrees. The exact amount of creativity depends on the relative strength of the specific structured-unpatterned mix of the styles used.

Even that is not the end of the story. Raw input is not the only source of creativity. Even people who heavily rely on structured inputs will encounter unexpected relationships. Existing “things” have dimensions that can serve as new input.  For example, any process has multiple steps that can be altered. But there are fewer dimensions to standard inputs than there are external input varieties.  So there will be fewer creative  “discoveries.” But there will be discoveries.

These various creative routes mean that the volume of human creativity exists on a continuum as shown in Graphic 2. 

Graphic 2
RANGE OF CREATIVE VOLUME

“I Opt” technology measures the likely use of unpatterned input.  This means that the volume of creativity in any individual or group can be reasonably anticipated.  Knowing the position on the continuum gives the professional a point of leverage.  For example, team composition might be adjusted to produce a desired level of creative volume.

In addition, the professional can use the knowledge to guide their interventions. A location on the extreme unpatterned end would suggest that little beyond the comment of “have you got any ideas” would be needed.  Toward the middle of the continuum tools like brainstorming would probably be useful in generating options.  On the structured end of the continuum continuous improvement tools like check sheets, flow charts and cause-effect diagrams could be of value in producing a volume of alternatives. In other words, interventions can be targeted.

Knowing that unpatterned input is the principal (but not only) source of creative ideas is a starting point. Knowing how to measure the likely gradation of creative potential provides a practical tool with which to align people with a particular goal.  Applying these measures to the human assets available means that existing resources can be aligned to best match the demands of the goals being pursued. 

The raw volume of ideas influences the success of any creative effort.  But it is not the only aspect of creativity that  “I Opt” can address.  “I Opt” can also be used to foretell the likely direction that the creativity will take.

 
THE DIRECTION OF CREATIVITY
Creativity is a “connect the dots” exercise.  The input variables supply the dots. The more dots there are, the more possible “pictures” can be created. The actual shape of that “picture” is determined by the output orientation of the dominant individual or group style. 

Styles favoring action-based outcomes (LP and RS) will tend to “connect the dots” in a way that produces tangible results (e.g., products or well-defined methods). Thomas Edison exemplifies this stance with his stream of practical products (e.g., light bulbs, phonograph, motion picture camera, etc.).

Styles favoring a thought orientation (HA and RI) emphasize intellectual contributions—things like systems, plans or new theories. Isaac Newton with his stream of intellectual advances (e.g., calculus, theory of color, gravitation, theory of motion, etc.) illustrates this stance.

Output orientation controls creative direction because it determines focus. Graphic 3 shows the output options as a continuum ranging from “thought” at one end and “action” on the other. 

Graphic 3
RANGE OF CREATIVE DIRECTION

A person focused on “doing” something is likely to try to “connect the dots” in a way that produces a tangible outcome. A person interested in “understanding” will probably focus on the relationships between the “parts” (i.e., variables) and will be found on the “thought” end of the spectrum producing a plan, evaluation or other thought-based assessment.

As with creative volume, there is a mix and match quality to creative direction. In the real world, ideas and actions interact.  This creates the intermediate levels on the continuum. For example, Newton’s contribution was primarily thought-based.  But he also produced a working Newtonian telescope (mirrors rather than lenses magnify the image).  But in general, both individuals and groups will favor one or the other end of the spectrum.  “I Opt” can tell you by how much.

Foreknowledge of the direction of creativity has practical significance.  On an individual basis it can be useful in career planning or task assignment.  On a group basis it can help to design teams that are weighted toward producing a targeted creative output—for example a plan or a product. But there is still one more aspect of creativity highlighted by the “I Opt” lens—quality.




THE QUALITY OF CREATIVITY
Input primarily affects the volume and output influences the direction that creativity will take.  The third element of “I Opt” technology—process—also has a role.  It effects creative quality.

Our “connect the dots” metaphor sees input as providing the “dots” and output guides the image that is imposed on those dots.  “Process” insures that the quality (e.g., the certainty, depth, scope, accuracy, clarity, reliability, consistency, etc.) of the dots and lines meets the standards imposed by the goal. And the driving element of quality is self-imposed personal responsibility.

Personal responsibility comes in degrees and is driven by the way the “I Opt” model works as is illustrated in Graphic 4. 

Graphic 4
HOW PROCESS WORKS

Process tells the input element what input to try to acquire or accept. It tells output what is possible given the input available to work with.  Process iteratively bounces back and forth constantly adjusting input and output. Ultimately it “homes in” on some kind of accommodation.

Styles favoring structured input and action output (the LP style) self-assign the most personal responsibility.  Structured input means that the LP “knows” what is needed.  Action output means that the outcome will be clear-cut and visible to all. The LP defines exactly what they want as input and accepts a specific output as an achievable goal.  So, if something goes wrong it “must” be due to a personal shortcoming. This is a lot of motive to make sure that everything is sorted out before they act. The resultant quality of work is likely to be high.

Next in line is structured input and thought output (the HA style).  Structured input means that there is responsibility for selecting the “right” input.  But thought output always carries a degree of ambiguity.  A slight miscalculation or a random variable may have compromised the output. Any damage will be minimal since no action was taken.  Any personal shortcoming is mitigated by these factors. The level of self-assigned responsibility is still strong but is lessened.

Unpatterned input and action output (the RS style) occupies the next position. Action output means that success or failure will again be clear-cut and visible. However, unpatterned input provides a good “reason” why an accepted goal was not achieved.  In addition, unpatterned input means not much was invested in preparation. The level of self-assigned responsibility moves down a notch. Failure still “stings” but does not seriously threaten the evaluation of personal self-worth.

Last in line of self-assigned personal responsibility is unpatterned input and thought output (the RI style). Unpatterned input means that not much was invested in seeking out particular inputs. In addition, the ambiguity and lack of direct consequence associated with thought output reinforces the personal shield. Under these conditions a “process” that quickly produces highly speculative ideas using only partially defined logic is rational.    Failure is not personal. This translates into an uneven quality of the creative output.

Self-assigned responsibility gives rise to the potential for blame.  “Blame” is an assignment of personal responsibility for a negative outcome. As shown above, the degree of self-imposed “blame” will vary.  No one has to impose it. It is embedded in the “I Opt” style elections.

Once again, everyone has varying elements of each “I Opt” style in their repertoire.  That means that there will be a mix and match quality to self-imposed personal responsibility on both an individual and group basis as shown in Graphic 5. 

Graphic 5
CREATIVE QUALITY CONTINUUM

Variation in self-imposed responsibility and blame potential causes people to differ in the effort they expend in assuring that a creative initiative is “right.” That gives rise to the difference in creative quality. But that is not the only implication.  “Blame” is personal and carries a potentially high emotional component.

An individual holding high levels of self-imposed responsibility  (LP) can “feel” disproportionate anguish over the “failure” of an initiative.  A person falling on the other end of the spectrum (RI) might simply dismiss even serious breaches.  Put those people on the same team and a possibility of team tension is inherent. Since emotional reactions are not rational the “cause” of any such problem is unlikely to be obvious. This is one of the prime causes of “dysfunctional teams” that just do not seem to work regardless of what is tried.

“I Opt” technology gives the professional a means of guiding organizational direction as well as a tool for managing at least some of the emotional elements of team operations.   This is no small advance. 



 "I OPT" AND CREATIVITY
The “I Opt” lens has exposed an entire calculus for creativity.  Three continuums of volume, direction and quality give the organizational professional a wide range of options. “I Opt” scores and technology give the practical tools with which to measure and predict likely outcomes of this selection for any particular group.  The professional need only combine these elements with their understanding of local conditions to produce consistently superior performance results.

There is also an opportunity for the academic in this analysis.  The self-imposed responsibility and “blame” aspects of the process element of the “I Opt” model provide a natural link to psychology.  The exploration of this channel is beyond the competence of this writer but its promise is obvious. It is a matter worthy of pursuit by someone better equipped in the field of psychology than is this author.



BIBLIOGRAPHY
Meusburger, Peter (2009). "Milieus of Creativity: The Role of Places, Environments and Spatial Contexts". In Meusburger, P., Funke, J. and Wunder, E.. Milieus of Creativity: An Interdisciplinary Approach to Spatiality of Creativity. Springer. ISBN 1402098766, 9781402098765.

Alcoholism Recovery: Organizational Factors

By: Gary J. Salton, Ph.D.
Chief: Research & Development
Professional Communications, Inc.


INTRODUCTION
This analysis looks at the environment within which the 12-steps of the Alcoholics Anonymous process are executed. Sponsorship, the 12-Traditions, and the established processes of the AA organization form a core of this recovery framework. Without this framework, it is likely that the 12-step effectiveness will be seriously compromised.

This study is part of a three research blog series. The statistical
foundation for the series can be found in the Evidence-Based research listing on www.iopt.com. A study of the 12-Steps is available in the Applied Research listing on www.iopt.com. A video summary of all three research blogs in this series can be found in the "Coffee Break Videos" section of www.iopt.com or by clicking
the icon on the right.


THE PROCESS
There are a host of processes that are brought into play within the AA organizational framework. Cultural conventions on how to behave, meeting rituals and even humor play a role. However, in terms of altering a person’s information processing profile (i.e., worldview) several things stand out.


Public Disclosure
The AA process carries an implied encouragement to publicly disclose past wrongs. This begins with the ritual salutation of “My name is X and I am an alcoholic.” Disclosure proceeds in the informal interactions with others attending the meeting. It can culminate in broadcasting past transgressions in explicit detail from a speaker’s podium. The anonymity mandated by the AA steps and traditions protects the person. These revelations will not return to haunt the recovered alcoholic. Disclosure is made relatively safe.

Disclosure reduces the binding force of their current worldview. The alcoholic's initial input>process>output pattern protects the alcoholic from the full force of any pangs of guilt. For example, the Reactive Stimulator (RS) “I Opt” strategy can create a protective field. The RS’ inattention to detail helps mask the impact of the consequences of negative behavior. The RS’ tendency to focus on transient variables (e.g., situations, events, issues, relationships, etc.) continually divert attention. Without disclosure it is likely that people relying on an RS strategy will maintain their protective worldview. With disclosure there is less to protect.

Public disclosure clearly has other psychological effects. However, the above is sufficient for illustrative purposes. The net effect of disclosure is to lower the risk associated with change regardless of the dominant style. A lowered risk translates into improved odds of recovery. It is an important organizational component of the recovery process.

Meeting Attendance
At its core the AA relies on a variant of the “wisdom of the crowd” approach. The 12-steps can be seen as direction that is devoid of content. This makes sense. Pre-specifying exactly what to do and when to do it could help some and destroy others. However, the process of direction without content puts a premium on guidance. Without it the odds of success would greatly diminish. The “crowd” attending the meeting helps provide that guidance and support.

First, the people attending the meeting are at all phases of recovery. The probability of encountering someone at roughly the same stage of recovery is high. This means that relevant advice and counsel is always readily at hand. In addition, it is likely that multiple perspectives will be available. Options and ideas can be mixed, matched and melted to help meet immediate needs.

The meetings also offer a supportive social control element. The relationships established during the meetings carry with them mutual expectations. Positive behavior can expect to be rewarded with approval. Negative behavior is likely to be met with sympathetic corrective counsel. This support further strengthens the odds of success.

The meeting format itself is serves to aid recovery. Typical formats include open discussion, Big Book study and 12-step study. Speaker meetings are also offered. Each format gives insight into another dimension of recovery. The active participation of “crowd” members (i.e., the attendees) insures that the framework will not become stultified. The insights can help evolve a positive “worldview.”

The average AA member attends 2.4 meetings per week(1). In early stages much greater frequency is recommended. The often quoted “90-90” or attending 90 meetings in the first 90 days of recovery suggests the importance of the meeting. Frequent attendance maximizes the opportunity for the processes embedded in the meeting to take hold.

The meeting effects are probabilistic in nature. Just as in Las Vegas, the outcome of a particular encounter or event is unpredictable. But the outcome of a series of events becomes a virtual certainty. But however frequent, meetings are brief and interrelationships of personal issues can escape attention. Sponsorship addresses this element of recovery.


SPONSORSHIP
Dr. Bob and Bill W. (the creators of AA) discovered that helping others is a central element to one’s own recovery. The number of members involved in direct support activities testifies to the validity of their finding. The AA reports that 79% of AA members have a sponsor. 73% of the members acquired a sponsor in the first 90 days(1). This kind of penetration could not be achieved without mutual benefit. The sponsorship role is simply too taxing and lengthy to rely on pure altruism to support it.

The sponsor’s task is broad and intrusive. It extends from providing emotional support in the wee hours of the morning through helping to interpret the AA steps and traditions. It involves guiding the new entrant through the customs and practices of the AA. It can even involve arranging ways for the new member to get to the meeting itself. Altruism alone is unlikely to support this kind of sponsor commitment. There must be something “in it” for them. That thing is the sponsor’s own long-term sobriety.

So there is a motive for both the sponsor and sponsee to participate in the relationship. Now the question is why does a particular new entrant and a specific potential sponsor both agree to enter into an actual relationship? At least part of the answer can be found in their ability to “connect.”

The concept of “connect” is not well defined. In general terms it means that the people involved use a similar frame of reference. This allows them to communicate without the need to analyze, assess, define or otherwise scrutinize the meaning of each others words. Applied to the sponsor/sponsee relationship “connecting” means that both people can focus on recovery. The transaction cost is minimized for both parties.

GRAPHIC 1
THE INFORMATION PROCESSING PROCESS

At its core the “frame of reference” reflects a similarity in information processing strategies. The fit is defined by the basic “input > process > output” model. For example, one person might need great detail so they unambiguously understand “input.” The other might favor understanding using only the central situation elements. The detail oriented person wants “facts” while the other is content with analogies and metaphors. A “disconnect” at this level yields built-in frustration for all concerned.

“Process” interprets the input. One person may rely on rigorous logic. The other might use “gut feel” or some other form of spontaneous assessment. What one person sees as adequate evidence the other could see as speculation. If the parties differ, it is likely that neither will “make sense” to the other.

Finally, targeted “output” must mesh. One party might focus on action—getting something done about the immediate situation. The other might be thought oriented—attempting to plan, assess or otherwise establish some kind of path. What one party sees as a necessary investment of time and effort that other might view as useless and wasteful dawdling.

The variables of “input > process > output” permeate a person’s worldview. They evidence themselves in ordinary conversation on even trivial matters. Characteristic combinations of these variables have even entered the language. “Nit picker”, “space cadet” and “egghead” are only a few of the thousands informal categorizations commonly used to recognize these different frameworks.

“I Opt” technology has well-articulated, quantitative methods of assessing the “worldview” fit between people. It involves measuring the overlap of the profiles of two people. The degree of variance can be measured and interaction outcomes predicted.

GRAPHIC 2
MEASURING STRATEGIC PROFILE COMPATIBILITY

The AA program handles the challenge of meshing people in a different way. They use an iterative process. Casual conversations and intermittent meetings provide enough information for each party to judge their “fit” with each other. The ability of either party to withdraw from the relationship is a built-in corrective mechanism for errors in judgment.

The above is sufficient to show how sponsorship works into the basic “I Opt” model. “Connecting” is a matter of aligning strategic style profiles. And while AA has a process that automatically aligns profiles, alternative recovery programs are not equally endowed. They use counselors in place of sponsors. The “fit” between a particular counselor and specific client is a matter of chance. Professional methods and techniques can help compensate for disjoints. However, on average these are likely to be inferior to the natural affinity of the AA’s mutually selected sponsor/sponsee relationship. These alternative programs would do well to consider using “I Opt” technology in pairing counselors with clients.


THE 12-TRADITIONS
Table 1 lists the 12-Traditions as published in 1949. Organizationally they can be seen as a system of firewalls that protect the recovery mechanisms that are built into AA. In other words, they do not directly affect information-processing transactions. Rather, they assure that those processes will continue to operate so long as the scourge of alcoholism persists.

TABLE 1
The Twelve Traditions of Alcoholics Anonymous

It is beyond the scope of this paper to cover in detail how these traditions work together to protect the AA as an entity. However, it may be worth outlining them in general.

Traditions 1 (common welfare), 2 (no temporal authority) and 5 (single purpose focused on an individual) protect AA from being redirected towards other or additional ends. They keep the focus on the single goal of helping individual alcoholics.

Tradition 3 (no admission standards) prevents anyone from “stacking the deck” by admitting certain kinds of people and excluding others. Traditions 4 (local group autonomy), 6 (no endorsements), 7 (self-support) and 10 (no opinions) bar the establishment of relationships which could be used as channels to redirect or control AA by outside forces. Without a channel, no force can be exerted.

Traditions 8 (non-professional), 9 (no hierarchy), 11 (no promotion) and 12 (absolute autonomy) act to prevent the emergence of individuals who might gather enough power to change organizational direction. These traditions limit the ability to “take over” AA from the inside.

These traditions give a sense of the extent of the effort needed to keep an organization focused on a single objective. These same forces will operate on any organization of any type. Periodic redirection may be a good thing for some. For example, it could allow a firm to change to meet new environmental challenges.

In AA’s case, this is not needed. The 12-Steps themselves are without content on exactly “what to do.” Their content can flex to meet individual, local and general conditions. The processes outlined in this paper are themselves not fixed and can similarly flex. The ability to adjust is built into the very fabric of the AA. There is no need to build an organizational guidance or enforcement mechanism. Automatic adjustment is literally interwoven into the very fabric of AA.


SUMMARY
This applied research blog has outlined the processes that are integral to the success of the 12-steps. Disclosure weakens the bond that ties an individual to a particular worldview. Meetings provide both information and supportive control mechanisms that help an individual maintain sobriety.

Sponsorship is a mutually beneficial relationship. It provides the guidance and support needed establish new worldviews for the sponsee and helps the sponsor refine and extend their own worldview. The Traditions act like a shield to protect and preserve the AA as an entity within which these tools of recovery can operate.

Looked at in information processing terms, the AA is a masterpiece of organizational engineering. It proceeds to systematically alter the way the world is perceived, evaluated and acted upon in a predictable manner. It has a “wisdom of crowds” foundation. It contains tools (i.e., steps) that are directional but without content. This gives the “wisdom of the crowd” a channel within which to work.

The AA provides processes that systematically weaken the hold of dysfunctional worldviews (e.g., disclosure), provide immediate support (e.g., meetings) and guidance for creating long-term positive worldviews (e.g., sponsorship). Finally, it contains a system that protects these processes and insures that they will persist.

It is difficult to see how “experts” sitting at a desk could devise an AA type system. From the perspective of this writer it could only be done by iteration. Identifying needs, trying out options, adopting successful methods and correcting failed ones appears to be the ideal strategy for addressing seemingly intractable issues. That is what Dr. Bob and Bill W. confronted in the 1930’s. Over 75 years later their work still stands.

Those working to improve the functioning of organizations would do well to study the why and how of the AA organization. This paper is an attempt to contribute to this effort. Defining what is happening and why gives insights into a unique organizational structure whose success is demonstrated by its longevity. Lessons have been learned and there are undoubtedly many more yet to be discovered.


REFERENCES

(1) Alcoholics Anonymous 2007 Membership Survey. Alcoholics Anonymous World Services' General Service Office. 2008. http://www.aa.org/pdf/products/p-48_07survey.pdf. Retrieved 8-7-2010.

The Nursing MS Degree in Management Addendum

By: Gary J. Salton, Ph.D.
Chief: Research & Development
Professional Communications, Inc.


INTRODUCTION
The conclusion of the Nursing MS Degree in Management research blog briefly outlined a Migration Strategy. This is a process to help nurses migrate from their current approach to one more compatible with a management perspective. This blog outlines the process in more detail.


MIGRATION STRATEGY OVERVIEW
The migration strategy helps a nurse evolve her "I Opt" profile into one that is better aligned with that of management. It offers a systematic process a nurse can use to modify her approach in a non-threatening, staged process. The reason a profile is important lies in the purpose that it serves in the conduct of life.

Anyone can do anything if they focus intensively enough on it. However management, like life, is typically conducted “on the fly.” Nothing would get done if everything were evaluated against all possible options (e.g., should I analyze it, act spontaneously, use standard method, or generate a new option?). There is simply not enough time. Instead we use our strategic profile as a guide to diagnose and act on the situations we confront.

A change in strategic profile can happen relatively quickly. But this will typically be accompanied by considerable stress, errors in judgment and organizational dysfunction. A more practical process is migration. The nurse is led into her new perspective in stages. These stages can be designed to generate improvement along the way. This can help reduce the “cost” to the nurse, co-workers and the hospital.


TRANSITION TIME
Profile migration is a challenging task under any circumstance. A new dimension of “reality” becomes increasingly visible. For example, if the nurse is detail sensitive, she will begin to see the value of focusing on wholes rather than particulars. If she is detail adverse she will begin to see the value of particulars. And this is just one dimension of many.

Whatever her position, the new dimension will conflict with one she has firmly held in the past. The nurse will experience tension as she acts in a way that seems “wrong.” She must reconcile these conflicting perspectives before the "I Opt" profile will change.

Each person’s profile is unique. That means that each person is sensitive to different dimensions of “reality.” Different dimensions mean that different conflicts will arise. There is no common denominator across all "I Opt" styles. This means that there can be no general solution. The nurse herself must find the path.

While the path cannot be pre-specified, some aspects can be outlined. One of these is that the nurse’s commitment to an existing style or pattern (a combination of styles) will affect transition time. The higher the commitment, the more time will be required. A high commitment reflects strongly held values. The conflicts that the nurse experiences will be more intense. Reconciling them will take more time.

Experience indicates that a firm transition typically requires 18 months to 2 years. A 3-year path is not unusual. The fastest we have ever witnessed is 6 months. The hospital or other medical facility should probably plan their programs around these expectations.


PERSONAL COMMITMENT
The first step in a migration strategy is obtaining the nurse’s commitment. A change in strategic profile cannot be imposed. It must carry the personal commitment of the nurses involved. The reason is that the change will affect all elements of her life.

In information processing terms, there is no such thing as a “work style.” People who are cautious at work will probably be cautious at home. People who are action oriented at work are unlikely to become deeply thoughtful when they walk out the door. Again, the reason is simple. It is too expensive to change the way you process information to accommodate all of the different situations typically encountered. So people don’t do it. They adopt a profile that works in all of the venues that they regularly occupy. This has implications.

The conflicts mentioned in the previous section can appear anywhere—at home, with friends, at professional gatherings or in any of the other venues that the nurse regularly navigates. Without a personal commitment the nurse will tend to revert to their “regular” style when they leave work. This will slow or stop the migration.

In final analysis the commitment is required because the nurse will need it. She will draw on it to reconcile the conflicts she will experience as her profile shifts. Without the commitment the countervailing forces outside of the medical facility will impede the migration process.


IDENTIFY SPECIFIC VULNERABILITIES
The migration strategy envisions a staged process. The nurse focuses on one behavior at a time. As one is mastered another is undertaken. The series of behaviors reinforce each other in the direction of the desired profile. The issue becomes where to get the list of behavioral changes to begin working on.

The "I Opt" Advanced Leader Report offers a viable starting point. It offers a concise, fully justified list of vulnerabilities generated by the nurses’ current profile. The nurse only need review her list and select one. This will become the starting point for the change process.

Other behavior traits can be added if desired. But the focus must be kept on behaviors. "I Opt" profiles (i.e., information processing patterns) are the result of “doing,” not talking or thinking. Patterns are born by success in practice.


DEVISING AN OFFSET
It is not enough for the nurse to simply work to offset the vulnerability. Specific action(s) that will be used when the vulnerability becomes a real exposure are needed to guide development.

For example, a nurse might be inclined to pay too little (or too much) attention to detail. This can be offset with a tool focused on downside risk. If an error has serious penalties, the plan might call for data collection and careful assessment. This rule could cause a fast acting nurse to pause and consider things more deeply. If an error has small consequence, the nurse might forgo research and simply act on what is known. Using such a rule would gradually wean the nurse from unneeded detail.

Initially it may be difficult to devise a needed rule. Forming groups where members’ help each other formulate offset strategies might be a useful aid. Alternatively, an instructor or a coach could serve as a support or sounding board. Anyway that it is done, the process of rule formation sensitizes the nurse to the vulnerability. This alone advances the desired change.

Rule making has another effect. In designing the offset the nurse learns to construct and use tools that are objective in character and non-threatening in manner. The skill can become generalized and can be used as a tool to offset other vulnerabilities that may arise in the future. The ability to construct behavioral tools is a valuable skill in and of itself.


CREATE A TRIGGER
A trigger is a mechanism to signal the need to deploy the rule that was created. It can be anything. It might be a situation. For example, a particular procedure or a process typically encountered. The trigger can even be a bodily state. For example, a feeling of anxiety can cause a Hypothetical Analyzer to retreat into ever more assessment. That feeling might be used as a trigger to engage a rule that calls for immediate action on the issue. That action can be anything. The idea is to substitute “doing” for “thinking.”

The kind of triggers that might be used is endless. Location (e.g., ward, unit), size of the involved group (e.g., small versus large), scope of decision (number of areas affected), pressure for response, and on and on. The nurse devises a trigger to fit the circumstances of her particular life. What is important is that the trigger be encountered in her life situation and that it causes the rule to be used.

The trigger is a device to remind the nurse of the rule. But the "I Opt" profile is in constant use. A vulnerability can become an exposure without activating the trigger. Ideally the nurse will activate the rule even when a situation does fully trigger the rule. Reminders can help keep awareness high—the more, the better. Things like meetings or coaching sessions can help insure that this awareness remains at a high level.


PRACTICE, PRACTICE, PRACTICE
This is the key for any profile transformation. Profiles are adopted because they work in the life of the person using them. The transitional behaviors will become incorporated into the profile to the extent that they are used and prove successful. A Migration Strategy can be designed to aid this process.

Transitional nurses can be given situations where the opportunity to practice the desired behavior offers itself more frequently. For example, a behavior might require a group participation (e.g., offering analysis rather than commanding action). In this case the nurse might be given a role in a project team. Or if the behavior involves shifting from methodical to spontaneous action a hospital might arrange for assignments in or frequent interactions with the Trauma Center.

Another option is to “grow” a nurse into a job using “on the job” training methods. Having the role will provide ample opportunity to exercise the needed perspective. If his option were chosen, it would be wise to employ a sponsorship model. The sponsor could coach to make sure that it is the nurse is the one changing and not the job. Authority always carries an element of discretion. There is a probability that the nurse will attempt to change the job to fit her profile rather than changing her profile to fit the job.

If the “on the job” option is elected, the hospital should also consider the effects on the people being led. They can act to impede or facilitate the nurse’s transition. Using "I Opt" tools like TeamAnalysis and LeaderAnalysis can help to make the process transparent to all involved. The nurse will be made aware of what she confronts. The staff could be alerted to the likely affects of new leadership. Transparency breeds trust and gaining trust is one of the initial hurdles that a new leader must surmount.


RECYCLE
There is no unambiguous signal that a new behavior has been absorbed. When the nurse feels comfortable employing the new behavior and when others see a perceptible difference, it is time to pick out another vulnerability to work on. The problem is to figure out exactly when this occurs.

Without a firm metric signaling when to add another behavior to the repertoire the decision will be somewhat arbitrary. Discussions in group sessions, conversations with a coach or sponsors or other form of mediation is probably a good idea. The "I Opt" profile works all of the time, including the time when the judgment on absorption is being made. It is easy for someone to inadvertently deceive themselves. Involving other people limits this possibility.


CUMULATIVE EFFECTS
The vulnerabilities identified in the Advanced Leader Report and other "I Opt" sources appear to be independent of each other. They are not. They are all being generated by the same process. They are all linked. What this means is that their effect will be cumulative. In other words, the transition process will accelerate as the Migration Strategy proceeds.

The only certain way to measure the results is through the "I Opt" survey. This should be done with care. The survey is short and simple. This makes it economical to administer. It also makes it easy to manipulate. If administered too frequently there is a probability that the nurse will remember her past responses. Since she knows that the purpose of the training is adjustment of the profile, there will be a temptation to show success—whether or not it has occurred.

The possibility of manipulation can be offset (but not eliminated) by spacing the retake of the "I Opt" survey. A typical transition will take 18 months. Therefore spacing the survey retakes at a minimum of 1 year will probably yield a reliable result.


MIGRATION STRATEGY SUMMARY
The migration strategy is simply a framework within which a nurse can experiment with and practice behaviors that will equip her for greater responsibility. It has the merit of being sensitive to and taking into account the nurses present strategic profile. In other words, the Migration Strategy is tailored exactly to the nurses’ starting point and targeted destination.

The premise of the Migration Strategy is simple and compelling. People use behaviors that work in their lives. The migration program shows the nurse that her personal circumstances improve as a result of using a particular approach. That nurse is likely to incorporate that behavior into her repertoire. As she does, her information flows will change and her "I Opt" profile will adjust accordingly. There is no mystery as to what is happening. It is just common sense.

Adding the Migration Strategy to the management-training curriculum will not completely remedy the shortage of nurse managers. But it will improve it. In addition, the nurses assuming managerial positions will be more likely to be successful. Since management affects all other specialties in a hospital, the benefit is likely to be enjoyed widely.

Staff Nursing Paradox Addendum

By: Gary J. Salton, Ph.D.
Chief: Research & Development
Professional Communications, Inc.


INTRODUCTION
This addendum consists of material that is relevant to the Staff Nursing Paradox article. It collects the practical information that is true and useful but that does not meet the evidence-based criteria of the Organizational Engineering research blog.

LP STRATEGIC STYLE CONSIDERATIONS
Hospitals benefit from strengths the Logical Processor (LP) brings and sometimes suffer from its vulnerabilities. On the strength side the LP staff nurse is characterized by:

• High competence in operational execution
• Precise, comprehensive and thorough
• Dependable, dedicated and trustworthy
• Methodical, deliberate and rational
• Patient, level-headed and self-composed

The vulnerability side is typically the corollary of the strength. Change the corollary and you change the competency. And vice versa. The first thing for hospital management to realize is that they are dealing with a system and not stand-alone qualities.

For example, high execution competence means that “how” something is to be done must be known in detail. Leave out the detailed specification of methods and “high” competence evaporates. This means that flexible adaptability to new methods, processes and procedures comes at a price. That price is a forfeiture of excellence in execution.

The same logic applies to every one of the other qualities listed. Being methodical and deliberate precludes spontaneous improvisation. Patient, levelheaded behavior is inconsistent with charismatic enthusiasm. Improvisation forecloses the ability to be precise, comprehensive and thorough. The trade offs are inevitable. They are built into the structure of human nature.

There is some wiggle room. We all have access to all of the possible strategic styles. Anyone can adopt any strategic style posture in a particular instance. This means that hospitals can successfully implement initiatives that are contrary to a style preference.

The issue is how long it can be sustained. This depends on the degree of commitment to the style. For example, the Reactive Stimulator (RS) style is particularly adept at handling work overloads. If a hospital implements and initiative designed to handle an overload condition, it is likely that the staff nurses will draw on their RS abilities.

Graphic 1 shows the average staff nurses’ degree of commitment to each of the “I Opt” styles. It shows that hospitals should not depend on tapping into the Reactive Stimulator (RS) or Relational Innovator (RI) styles on a sustained basis. The common element of both of these strategies is their input is undisciplined. Anything that looks like it might work is accepted. The consistency, predictability and certainty needs of the LP are certain to be quickly frustrated by this condition.

Graphic 1
AVERAGE STAFF NURSE STRATEGIC PROFILE

Quickly accommodating change, generating new groundbreaking ideas, ready acceptance of contrary opinions, fast reaction to unfamiliar situations and easy forgiveness for past transgressions are some of the behaviors that will be difficult for a staff nurse to sustain. There are many more. Some sense of how an LP views the world can be obtained from Shannon Nelson’s “Secrets of a Logical Processor” article on iopt.com. If you are not an LP yourself, the article is likely to be eye opening.

Specifying the exact management strategy suitable to a particular hospital with specific program needs is beyond the scope of this article. That is best left to someone who is certified in Organizational Engineering and who has the confidence of management. They will be able to take into take the situation, circumstances and specific capacities of the hospital into account.

The above notwithstanding, there are some general observations that are relevant to staff nurse management. The current popularity of “ten things you can do” lists suggests itself as a format for presenting them.


LP MANAGEMENT TIPS

1. Change is defined as anything that disrupts a normal pattern. For example, you may think that minor alterations of a schedule are inconsequential. The LP may have a different view. Hospitals should recognize that any change is an important one.
   
   
2. LP’s can execute known procedures very fast. But unfamiliar methods and matters will be done slowly and with great care. Hospitals should take care in inferring that the speed in one activity predicts the speed in another. Expectations need to be realistic.
   
   
3. Assimilation of change will take a lot of time. Explaining the “why” is important. Providing the “how” in excruciating detail is vital. Hospitals need to invest heavily in their human capital to effect major changes.
   
   
4. Styles such as RS and RI handle overloads with ease. The LP can be overwhelmed. When this happens they simply freeze up. This happens because they are detail sensitive and enough detail can overwhelm any mind. Hospitals need to carefully monitor the demands they put on the LP.
   
   
5. LP’s are inherently conflict averse. It is a natural outcome of their need for certainty and order. Conflict is inherently turbulent. Do not expect the LP to tell you of their discomfort or anger. LP’s can and do get angry but they seldom show it. Hospitals would do well to test morale using sensitive, indirect or non-threatening means. It is very easy to be misled.
   
   
6. LPs do not forget. This is a corollary of order, consistency and the pursuit of perfection in execution. Evidence of unworthy motives and intent—whether true or not—pile up and harden. Hospitals should recognize that difficulties will not “go away.” Investments to minimize negative issues will pay large dividends into the far future.
   
   
7. The LP is literal. Analogies are irritating. Metaphors are a distraction. Similes are annoying. Hospitals need to be explicit in their communications. Expecting LPs to draw the expected inferences is a formula for disaster.
   
   
8. Avoid superlatives and optimistic scenarios when attempting to enlist the LP. They are born skeptics. Overstating matters simply gives them more aspects to pick apart. Hospitals need to be realistic, honest and complete.
   
   
9. Certainty is highly valued. Predictability is the evidence that the certainty is well founded. LPs hate surprises. Hospitals need to create and maintain as predictable environment as possible even at the cost of some efficiency.
   
   
10. Be honest. The LP style uses “facts” to guide their behavior. If “facts” can be called into question their entire interpretive system is threatened. They will react unfavorably.

ADDITIONAL LP INSIGHTS
The items on this list are merely samples abstracted from a system of behaviors that derive from the LPs way of interpreting the world. They can be used as they stand without any knowledge of “I Opt” technology from which they were drawn. Applied appropriately, they will produce positive results almost instantly.

There are many more corollaries to the LP strategic style. In addition, other styles can interact with the LP to produce emergent behaviors that only show up when styles are combined in a particular way. These multiple qualities can be harnessed to pull in the same direction at the same time. Positive effects are then magnified multi-fold.

These added capacities—knowledge of the range corollaries, emergent behaviors and system level strategies—can only be obtained by investing in learning “I Opt” technology. This sounds like a promotional strategy. It is not. It is simply a statement of fact. “I Opt” is an entirely new paradigm. It is not a spin, derivative or other variant of an existing approach. Like mathematics, once you know it you can apply it to anything you choose in any manner that you choose. But first you have to invest in learning it.

Our research has shown that, in all likelihood, the staff nurses in any hospital probably subscribe to the LP strategic style. Making the assumption that the staff nurses in your institution are dominantly LP in orientation is a relatively safe but not risk-less bet. There are always exceptions to any general rule.

Our websites and research blogs are full of free articles and materials that you can use to gain insights and action options that can be applied to people using this style. It is likely that you will gain from the effort. But you will not see the full power of the technology nor will you enjoy its full benefit without investing in building your knowledge base. We have made knowledge acquisition as easy and inexpensive as possible. If there is a need, it is a worthwhile investment.