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FOCUSING ON RECOGNIZED CREATORS: DYNAMIC CONCEPTION OF CREATIVITY AND CREATOR

100%

Kusa D.

Studia Psychologica

2004

tom 46

nr 4

297-304

The study presents proposals and questions of research of creativity in recognized creators - visual artists and copywriters. A focus of the research is framed by a dynamic model of creativity suggested by M. Csikszentmihaly and H. Gardner. In the model, a creative individual forms one component of social-cultural net - knowledge of the domain and evaluative criteria of professional communities. Emphasis is laid on the importance of investigating the processes through which creative ideas/acts are becoming creative.

THE FIVE PERSONALITY DIMENSIONS IN RELATION TO CREATIVE THINKING OF ADOLESCENTS

100%

Szobiova E.

Studia Psychologica

2006

tom 48

nr 3

241-249

The study presents the creative personality profile from the point of view of five personality dimensions (neuroticism, extraversion, openness, agreeableness, conscientiousness) in relation to creative thinking of the adolescents, namely of the gender differences. For the creativity identification use was made of the Torrance Test of Creative Thinking. To measure the personality dimensions, the NEO Five-Factor Inventory (Costa, McCrae, 1989) was applied to a sample of 370 adolescents (196 boys and 174 girls, mean age 18 years). This research has yielded several remarkable results. We found the significant differences between the girls and boys in neuroticism and openness.

Kreatywne i alternatywne myślenie w coaching’u oraz doradztwie naukowym w środowisku cywilnym i wojskowym

51%

Evangelu J. E. , Gasparics Z.

Colloquium Wydziału Nauk Humanistycznych i Społecznych AMW

2013

nr 1

147-158

This article is based on the experience of long-term Coaching courses as a method of management, conducted in the Faculty of Economics and Management of University of Defence. It deals with the different positions of educational methods of coaching and mentoring in managerial practice. Authors used their long experience to show why managers in both civil and military environment fail to implement in their long-term leadership and management of the method of coaching and why they turn so often to the method of mentoring.