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This article describes an approach to creativity in advertising based on Zen theory. The authors believe that the Zen Masters offer insights which can help instructors help students search within themselves to find their unique creativity. [ABSTRACT FROM AUTHOR]

This article discusses various issues related to the significance of writing ability for a physical educator. It is a professional obligation that asks a physical educator to contribute to the literature of his field to the extent his education, experience and insight permits him to contribute as an author. However, there are general disinterest among physical educators for this sort of contribution. Nevertheless, there are certain reasons that make educators feel an obligation to contribute to the same. The practice of writing is significant as whenever an educator clarifies his thoughts to produce something significant for publishing, he is blessed with a certain amount of personal growth.

This article discusses various issues related to the function of a physical educator as an artist. A physical teacher can be said to be an architect, a builder of persons, who molds normal personalities into three groups of creative and artistically-oriented individuals including creative citizens, performing artists and the future physical educators. A physical educator, as an artist, should make attempts to find innovative and fertile solutions related to the various problems associated with the field physical education.

The article emphasizes that a capacity for leisure and work is indispensable for health growth and creative development. The advancement of technological science and automation is causing a shrinkage of workaday world. Plans for a six-week vacation and a three-day weekend is now underway. Boris Pregel, former president of the New York Academy of Sciences, states that the work week will be reduced by 20 hours within the next decade. In his book "The Great Contest," Isaac Deutscher states that Russia has now a nation-wide plan of preparing its people for a three-hour workday by 1984.

The article discusses the issue of forming an intellectual community within the society. According to the author, the experiences gained over the past centuries were no longer viable, which oftentimes became an obstacle in the search for sufficient and favorable answer under the new contexts of man's existence. In addition, man today has better ground for confidence than his predecessors since he is in every regard better provided with creativity and essentials of life. The author concludes that intellectual community is one of today's imperative tasks, wherein its object is the integration of all intellectual activities and humanistic civilization.

The article explores the purpose of art and the creative process of the artist. Artists' opinions as to the purposes of art are as various and disparate, however, when they speak or write of their creative process, they appear to be more in accord, even across the ages and not only with other artists but with creative scientists as well. Their methodical way of work also proclaimed the necessity of discipline. Furthermore, the full development of their personality usually carries the artist himself through four separate stages, and when confronted by the materials of the art, they respond by adding further gestures or by removing what seems to be too much.

The present study views the area of psychographics from the perspective of the creative person. The major studies in the field have been conducted by researchers who assume psychographics has significant value in advertising creativity. However, little consultation with creative personnel has been done in arriving at this conclusion. The authors have assimilated the major findings on psychographics and organized it according to its value in creating advertising. In addition, copy supervisors at leading agencies were surveyed to determine their understanding the use of psychographics. The results of the survey indicated a gap between the value attributed to psychographics by researchers and the actual use of psychographics by creative personnel. The authors feel that psychographics offers a fresh approach to understanding the consumer. Its full value will only be realized, however, when psychographics is more fully understood by those with the task of communicating with the consumer. [ABSTRACT FROM AUTHOR]

This article focuses on the relevance of creativity in advertising. The author notes that creativity plays a major role in the persuasiveness of advertising and is the x factor in advertising communication theory. The author examines how the creative process works, noting that it is a very difficult task to understand. He provides an outline of several steps used by advertising executives for developing creative messages that begins with the gathering of materials and ends with the shaping and development of the idea. Another aspect of effective advertising is effective communication and the author discusses how presenting the audience with something unexpected is one way to achieve this effectiveness.

The validity of some commonly used group approaches for generating new product ideas, such as brainstorming, has been questioned by researchers. This article presents a systematic approach for generating product ideas. It is based on a definition of creativity and utilizes an illustration from the food processing industry. [ABSTRACT FROM AUTHOR]

It has been suggested that while a good deal of lip service is given to "creativity," in practice little understanding of the concept is demonstrated. There are apparently two types of creative activity: one, largely the product of persistence and hard work in sorting and combining bits of information; and a second, more mystical type of activity which crosses the boundaries of standardized methods of problem solving and takes approaches based upon intuitive inputs. For those who have attempted to learn "deliberate creativity" merely through mastery of routine sorting and combining skills, the computer should make them obsolete. For the executive able to call upon the inspiration of the real creative geniuses, the computer should open new horizons and free him from a good deal of time-consuming effort. "Companies using computers to simulate business problems and analyze various alternatives for their solution will have top management free to concentrate on creative phases of their jobs." The firm which is able to identify its truly creative personnel and provide them with mechanical facilities capable of performing the routine aspects of creativity will have a real competitive advantage. [ABSTRACT FROM AUTHOR]

How can concept testing be used to reduce the risk of advertising failures? For which specific purposes is concept testing well-suited; for which is it ill-suited? The author examines the logic of four specific rationales and techniques, and provides some interesting answers. [ABSTRACT FROM AUTHOR]

It has often been alleged that advertising people are faddists, that they "jump on the bandwagon" whenever a new creative idea comes along. By careful statistical analysis of advertising formats that have appeared in two consumer magazines, the authors have tested the validity of this charge. [ABSTRACT FROM AUTHOR]

Many users of marketing research seem to regard it as a mere matter of summarizing facts, some of which the researcher may have to collect. This article argues that this is an over simplification: that research, if it is to be sound and of most help to marketing management, must be creative and imaginative in study design, question design, and the like. [ABSTRACT FROM AUTHOR]

Research in its real sense means continuous searching. To be scientific, it has to submit to the same criteria whether applied in the marketing field or the atomic field. These standards involve the formulation of hypotheses and their validation. In this provocative article, Dr. Dichter develops seven such tenets, which he sees as prerequisites for a sensitive and creative diagnosis of "why" questions in any field. [ABSTRACT FROM AUTHOR]

The article discusses a study on the psychological factors behind radio advertisements. The study analyzed a stratified sample of listeners in Minneapolis, Minnesota and St. Paul, Minnesota in order to determine their attitudes toward particular commercials and determine correlates of these attitudes, including the regularity of purchases of the brands advertised. The investigation consisted of two parts, a personal interview survey and a follow-up telephone survey. The author believes that two facts were uncovered by the survey; irritating commercials won't be better retained by consumers and a consumer will not buy a brand just because they remember the commercial.

The article reports on the need for consumer researchers who can identify with the respondent's viewpoint, habits and economic values. Women are ideally suited for this role because of their role in buying and using many durable goods. The author takes the view that women are have the experience and can transfer their household knowledge into valued professional research. Women are reported better suited than men to investigate the feminine and domestic sectors of the retail market. Men are described as better suited for working on numerical analysis and laboratory research.

This article examines various steps that need to be taken, in the business world, in order to ensure the survival of arts in the United States. The author discusses the role that boards of directors need to play in this process which includes raising money in order to promote artistic activity. The author adds that artistic organizations often have a disconnect between their administrative and creative departments, noting that this gap needs to be bridged. The author discusses some of the problems these organizations face in raising funds which include, but are not limited to, effective planning, ineffective communication and budgeting.

This article looks at theater production from three points of view: theater (involving managerial/directorial strategies to make creativity flourish), organization theory (with temporary systems developed to increase productivity), and societal/cultural (temporary systems to enable innovation). [ABSTRACT FROM AUTHOR]

This article presents an examination of how to manage creative individuals within an organization. The authors discuss some of the common ideas about managing creative people and suggest that none of these theories produce an effective strategy for proper creativity management. They discuss the need to develop the proper superior-subordinate relationship and work environment in order to maximize creativity. They note that the proper balance of authority and supervision needs to be established as well. They note that human creativity is a scare resource and effective management in based on the proper allocation of an organization's resources.

The article discusses the organization of research departments within large organizations. Incompatibility between the rational model for managing complex organizations and the creative work system that is effective in research departments results from values differences, which can produce lower levels of motivation and productivity. Studies indicate that creative ability in research is enhanced by low structure environments where scientists plan and direct their own work. The role of research managers, autonomy in research units, structural and processual integrative devices in the scientific transfer process and integration of subsystems, and the differentiation of subunits to facilitate creative work systems are mentioned.

The article presents a variety of solutions for companies so they can provide ongoing education opportunities for their research and development (R&D) employees. The suggestions are based on the findings of an interview group comprised of 290 R&D scientists and engineers. The authors found that companies that had an organizational structure which constrained and restricted R&D departments by adding excess paperwork and limiting access to colleagues had the least amount of innovation and creativity, despite educational efforts. In companies that encouraged a more open research environment, employees often discussed what they learned from their coworkers.

Flattering titles on the organization chart cannot artificially create scientific discoveries, this author believes. In the article that follows, he advocates a return of the management of research laboratories to scientists "to prevent... a continual degeneration of what we call research and development." [ABSTRACT FROM AUTHOR]

In an experiment designed to answer the title question, twelve groups of four men each and forty-eight individuals followed the four basic rules of brainstorming in attacking the same three problems in the same order. Upon completion of the experiment, a table of random numbers was used to divide the forty-eight individual subjects into twelve nominal groups of four men each. The performance of each nominal group was then scored as though its members had actually worked together. The achievement of these nominal groups thus provided a measure of the performance to be expected if group participation neither facilitates nor inhibits creative thinking. When compared with that of the twelve nominal groups, the performance of the twelve real groups was found to be markedly inferior with respect to: (a) mean total number of ideas produced; (b) mean number of unique ideas produced; (c) three different measures which weighted the ideas produced differentially with respect to quality. To the extent that the results of the present experiment can be generalized, it must be concluded that group participation when using brainstorming inhibits creative thinking. [ABSTRACT FROM AUTHOR]

Increasing magnitude and complexity pose major difficulties for the administration of scientific and technological endeavors. Traditional methods of administration frequently are inappropriate when applied to a scientific enterprise. The authors suggest that three areas in particular deserve more emphasis: (a) investigation of research organization, particularly with regard to the individual engaged in research; (b) training in research administration, from the bench scientist through project leader to the top administrator, and (c) effective communication, not across artificial disciplinary language barriers alone, but throughout the hierarchical form which is most conducive to research creativity. [ABSTRACT FROM AUTHOR]

The article presents a rejoinder by William T. Greenwood in response to comments made about his December 1966 article regarding business policy. The author discusses the definition of business policy, explaining that it is a course typically offered at the end of an undergraduate or graduate business degree education. The author explains that the two major uses of the course have been to integrate core course materials and to develop analytical and decision-making skills in students. The article redefines business policies as statements of control guides for delegated decision-making.

The characteristics associated with the creative individual and the identification of these characteristics have been explored in a companion paper in this Journal. Once this important task has been accomplished, the equally significant administrative question of the optimum utilization of this creative talent arises. The effective utilization of creative abilities within a goal seeking organization is conditioned by many variables including: top management's attitudinal posture regarding the value of creativeness and innovation; the organizational slack present in the resource inputs, and, certainly, the organizational climate created by the organization's design, control system, and reward system. Given the characteristics of the creative individual and given the recruitment of persons with creative abilities, this paper explores the issue of the organizational climate most conducive to the generation and maintenance of constructive creative responses oriented toward the organization's goals. We will first explore the question of what is the administrative hierarchy attempting to accomplish when it establishes a given organizational design. Within this framework, the organizational design of traditional administrative theory will be superimposed upon our model of the creative individual as developed previously. Given the basic incongruities of the "fit," the question of the possible variation of organizational structures to fit variable purposes arises. Finally, implications for possible organizational designs needed to utilize creative talent effectively will be explored. [ABSTRACT FROM AUTHOR]

The article discusses the research and development for social problems that change the social structure and all the ways of living and working. A league for political action may work hard to get particular improvements adopted on the local or national political scene. It could be a major contribution to ameliorating the problems of the city, the nation and the world, if universities could set up specific task forces of a social research and development teams made up of thinkers and ingenious minds from several different disciplines, to look for other useful new social inventions in particular areas and to set them in motion.

The care and feeding of geniuses has long puzzled top management and many a "well-adjusted" corporation has discovered that it can neither live with or without these brilliant rebels whose brain children may provide our key to survival in the space age. Here are a few tips from a man who ought to know, the physicist who created the Sidewinder missile. [ABSTRACT FROM AUTHOR]