Beghetto Ronald A
Mary Lou Fulton Teachers College, Arizona State University, Tempe, AZ, United States.
Front Psychol. 2021 Jan 7;11:600685. doi: 10.3389/fpsyg.2020.600685. eCollection 2020.
The human experience is punctuated by times of crisis. Some crises are experienced at a personal level (e.g., the diagnosis of a life-threatening disease), organizational level (e.g., a business facing bankruptcy), and still others are experienced on a societal or global level (e.g., COVID-19 pandemic). Although crises can be deeply troubling and anxiety provoking, they can also serve as an important catalyst for creative action and innovative outcomes. This is because during times of crisis our typical forms of reasoning and action may no longer serve us. It is precisely during such times that new ways of thought, action and leadership are needed. A key question for researchers to consider is: The purpose of this paper is to address this question. I open by briefly discussing the features of a crisis. I then introduce an empirically testable, process model that outlines various pathways, factors, and outcomes associated with different ways people and organizations respond during times of crisis. I close by briefly outlining future directions for creativity theory and research.
人类的经历中不时会出现危机时刻。有些危机是个人层面的（例如，被诊断出患有危及生命的疾病），有些是组织层面的（例如，一家企业面临破产），还有一些是社会或全球层面的（例如，新冠疫情）。尽管危机可能会带来深深的困扰和焦虑，但它们也可以成为创造性行动和创新成果的重要催化剂。这是因为在危机时期，我们通常的推理和行动方式可能不再适用。恰恰是在这些时候，需要新的思维、行动和领导方式。研究人员要考虑的一个关键问题是：本文的目的就是要回答这个问题。我首先简要讨论危机的特征。然后我介绍一个可通过实证检验的过程模型，该模型概述了与人们和组织在危机时期不同应对方式相关的各种途径、因素和结果。最后我简要概述创造力理论和研究的未来方向。
