The study of intelligent people has consistently shown that creativity is associated with openness to new ideas, taking risks, and internal guidance. Do these factors make intelligent people oppose culture and the people around them? Sometimes the answer is yes and sometimes no.
For example, Jeremy is a fictional character who performs below school standards. He may appear to be a poor student to teachers and parents because of “daydreaming” and poor performance on specific tests. His subtle abilities as well as the right brain mind can be unappreciated and underdeveloped.
Or consider the case of Alycia, a high school teacher working in a stressful situation. He is determined to try new ways of teaching but finds that his colleagues are traditional in their approach and oppose his ideas. What can he do?
There are no doubt that intelligent people will struggle in extremely designed environments and will feel frustrated by less challenging tasks. This helps to explain why fictional children often have problems at school, their right brain brain wanders while their left brain teachers try to force themselves to memorize information that fiction children naturally see as useless or trivial in understanding the “big picture” in it. life.
Things often get worse for smart people when they start working. If they do not carefully choose the job they are doing, they may end up doing work that does not suit their abilities and talents. Unfortunately, they may find this painful by being bored and frustrated at work.
But the work itself may not be a problem. It can also be a social situation in the workplace. Every workplace has its own personality that changes and changes over time. Some workplaces value new ideas and take risks, an environment that will greatly encourage a vigilant, risk-taking person. Some areas are strong and traditional, which can be frustrating and can lead to conflict and dissatisfaction.
Social psychologists have noted that some working groups suffer from groupthink, which is a practice that makes some groups feel superior and undermines any evidence to the contrary. These groups valued consensus and resisted new ideas. The innovator will feel isolated and rejected by colleagues who support this type of environment.
These coworkers often use unspecified code about unique or prominent people in the crowd. They send both explicit and implicit messages of refusal to intelligent partners who propose new ideas. These symptoms include disregarding a person's comments or giving inappropriate praise, inappropriate praise or severe punishments such as threats and ridicule by promoting ideas that threaten the visible integrity of the group.
Many people at work are comfortable with their daily routine and, in time, avoid these practices as something holy. These kinds of people often bow down to the time-honored phrase: “If it is not broken, do not repair it,” but they use this attitude too much and to them nothing is really “broken” and alternative suggestions are life threatening. the comfort of their operating procedures. These people may respond harshly to our clever and risky colleagues who threaten their “comfort zone” by proposing new ways of doing things.
All of this suggests that talented people are often at odds with the people around them and are frustrated by the strong, uncompromising workplaces and organizational structures. This is because intelligent people are attracted to new things and new ideas and ways of doing things, and their creative minds often produce alternatives than accepted processes.
The resulting effects of frustration at school, at work, or any other situation may cause some intelligent people to develop a rebellious attitude toward law and authority. When this happens the result can be frustration and conflict on all sides where the decline is caused by conflict between people and disagreements. This frustration may lead to a change of job or action in the workplace, which is a negative result for intelligent people who can be successfully integrated into the workplace community.
This negative manifestation of rebellion can only be avoided when organizations and individuals are made aware of human dynamics that distinguish different personalities from one another. One way to do what is popular today is for colleagues to take the Myers-Briggs Personality Inventory and discuss the results with each other. While these assessments are not strong enough in terms of acceptable statistical standards of reliability or competence, they serve the general purpose of opening the door to discuss styles of reaction between people and mutual respect for these differences.
Workplace diversity is often defined in terms of social norms by classifying people in black and white, for example gender, race, and age.
Meanwhile, other important personalities and differences between people, such as creativity, rarely receive the same attention. And yet the element of creativity is one of the most important things because art and risk taking are important factors in the life of an organization and life.
In order to avoid the pitfalls of blind revolt and open conflict, organizations should do a better job of identifying competent employees and actually developing intelligence and respect for the wisdom of all their employees. This is not to suggest that common group processes such as "mindfulness" are a good way to promote creativity. Intelligent people often differ from other colleagues in a number of ways that include personal conflicts, internal guidance, and work habits. These differences in style as well as the theme must be addressed in an open and comfortable manner.
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