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DEMANDS-ABILITIES MISFIT TOWARDS CREATIVITY: THE ROLE OF EXPERIENCE TENSIONS AND PARADOX MINDSET AS MEDIATOR (A LITERATURE STUDY)

The level of creativity of workers in Indonesia is the lowest among countries in the world (kata data. co, 2015). The Global Competitive Index (GCI) 4. 0 in 2019 places Indonesia in 4th place among countries in ASEAN. The level of creativity in Indonesia is limited (37. 7) placing Indonesia in 74th place in the world. This survey was conducted based on several criteria, one of which refers to creativity. Forbes (2019) showing that 76% of respondents stated that companies that invest in creativity cause workers to feel happy. Creativity has been paid attention to for over the last decade. Numerous research related to creativity has been conducted as the main focus of studies (Yang, Liu, & Gu, 2017; Liden et al. , 2014; Chen & Zhang, 2017). Those studies emphasize the role of creativity in exercise creative approaches and take on greater responsibilities at work. Creativity affects on several desired outcomes such as engagement (Liden et al. , 2015) and performance (Ismail, Iqbal, & Nasr, 2019). Furthermore, creativity has been investigated in two main aspects. First individual ability (Miron-Spektor, 2018), secondly organizational support (Ibrahim, Isab, & Shahbudin, 2015). As creativity contributes to developing workers' careers, the development of it is becoming crucial. It is because creativity help employees to survive and thrive while they experience hard and demanding tasks. Surprisingly, very few studies have examined that creativity raise in demanding circumstances. To the best of our knowledge, no previous studies have investigated the role of creativity in the relationship with demanding tasks. Identifying such factors that influence creativity will help further understanding and contribute to enhancing job performance in the workplace. Recently, other factors have presented their theoretical significance and the potential substantial influence on creativity. Those factors include a paradox mindset (Miron-Spektor, 2011), experience tensions (Smith, 2012), and demands-abilities misfit (Edwards, 1998). A paradox mindset is an individual effort to embrace the discomfort that occurs due to tensions, proactively fighting, and being comfortable with the tensions they experience (Miron-Spektor et al. , 2018). The selection of creativity as the dependent variable is based on future work directions from several previous studies. Miron-spektor (2011) examines creativity as one of the important things one possesses to be successful in a career in an organization. Leung et al (2018) argued that organizations need creative employees as they can integrate different demands on work simultaneously. Also, creativity is needed as a solution to an increasingly complex and ambiguous environment so that it can adjust to conflicting demands. Employee's reactions to such contradictory demands are varied. It depends on the chosen mindset approach, dilemma or paradox mindset. While the dilemma mindset hinders employees from being creative, the paradox mindset embraces the tension and benefits from them to perform creative tasks. A paradox mindset increases employee creativity due to the role of new perspectives and ways of solving problems at hand, which can ultimately increase creativity (Miron-Spektor, 2011). Based on the results of research by Miron-Spektor (2011), a paradox mindset effectively helps a person in creating creativity. This is because a paradox mindset will provide new perspectives that affect the way a person perceives situations, looks for information and makes decisions in his work (Smith & Tushman, 2005). Paradox mindset helps a person to increase the willingness and ability to tolerate different perspectives by generating linkages (relationships) between these perspectives (Miron-Spektor, 2011). One with a paradox mindset can find relationships between conflicting choices and generate new ideas or frameworks. The above indicates that employees with a paradox mindset tend to adopt both/and think rather than either/or thinking (Lewis, 2011). "Both / and" thinking is a form of paradox mindset in embracing conflicting demands that result in better innovation, performance, and creativity (Miron-Spektor et al. , 2011). Meanwhile, either/or thinking is thinking by prioritizing only one option (unable to accommodate the two existing options) (Gaim, 2016). One adoption of a paradox mindset raises as tension rife in the workplace (Zheng et al, 2018). Such conditions may result in feelings of discomfort so that new ideas or perspectives are halted to accommodate existing demands. Although experience tensions can increase creativity (Lewis, 2011), the influence between experience tensions and creativity is indirect. Experience tensions are contradictory demands, goals, interests, and perspectives at work (Miron-Spektor, Ingram, Keller, Smith, & Lewis, 2018). Zheng (2018) argued that when experiencing tension, one will focus on one choice. It indicates that the demands on another option are not fulfilled and accommodated at the same time. As a result, feelings of anxiety and discomfort results in degrading the level of creativity (Miron-Spektor et al. , 2018). Interestingly, the above situation may be halted by adopting a paradox lens on facing the rife of conflicted yet interrelated demands. Such the ability helps employees accept their conflicts and strive to use them as opportunities to grow when challenges arising (Schad, 2016. Thus, it is crucial to managing tension so that one can accept, differentiate, and integrate the two demands to produce creativity (Smith, 2012). Another factor that influences creativity is demands-abilities (D-A misfit). D-A misfit is a mismatch between environmental demands and one's abilities. Demands refer to both the quantitative and qualitative requirements expected of the person. This can be objective (ex. speed of work, length of working days) or socially constructed (ex. group norms) (Edwards, 1996). Abilities include skills, knowledge, time, and energy that a person uses to meet environmental demands. D-A misfit affects creativity when a person feels that the pressure between demands and abilities cause tension or discomfort in working (Edwards, 1996). In this situation, creativity can only occur when a person rises from discomfort and embraces these demands with a mindset that proactively embraces the demands (paradox mindset) to realize creativity (Schad, 2016). Heidrick and Struggles (2015) found that competing demands are the biggest challenges facing organizations in this era. Competing demands are contradictory, simultaneous, and related in an organization to individuals (Gaim, 2016). With the rapid development of the organizational paradox theory, tensions can be interpreted and managed potentially (Lewis, 2000). Tension is the form of conflicts, demands, interests, and different perspectives in an organization (Smith & Lewis, 2011). According to Park (2012), tension is affected by demands-abilities misfit faced by employees. Some people see tensions as a dilemma, but on the other hand, some people accept and embrace tensions as natural and persistent in dealing with them (Miron-Spektor, 2018). By having a paradox mindset, employees can embrace and interpret tensions as something natural and persistent that creates creativity (Miron-Spektor et al. , 2018). Creativity arises when there is an ability to accept, differentiate, and integrate two different but related demands (Smith, 2012). Several empirical studies focus mostly on investigating and responding to paradoxes at the organizational level (Raisch, 2017) and a paradox in creating innovation at the top management level (Smith & Tushman, 2005). However, studies on paradox at the individual level (micro-foundation) are still limited (Miron-Spektor et al. , 2018). It is interesting to focus on as people's responses to the tension can be different. This study aims to determine the relationship between variables based on literature analysis related to variables: demands-abilities misfit for creativity with several mediating variables (experience tensions, paradox mindset) based on previous research. The state of the art of this research lies in combining the theory of D-A misfits, experience tensions, a paradox of mindset, and creativity. This study will help further in increasing our understanding and knowledge so that contribute to research and practice in this field. On the former, identifying important mediators between D-A misfit and creativity would help to develop a comprehensive and sound conceptual model that serves in leading future empirical research. In terms of implications for management, the results of this study may help employees gain a better understanding of conflicting demands as a means to enhance creativity at the workplace. In particular, the results of the study confirm the importance of paradox mindset as the mediator that would inform managers about the essential role of fostering paradox mindset at work. Despite the popularity of the concept of paradox mindset and the increasing number of studies in the creativity domain over the last decade, it has not received adequate research attention on the micro foundation level (Miron-Spektor et al. , 2018).
The
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level
of creativity of workers in Indonesia is the lowest among countries in the world (
Possible spelling mistake found.
kata
data.
This sentence does not start with an uppercase letter.
co
, 2015). The Global Competitive Index (GCI) 4. 0 in 2019 places Indonesia in 4th place among countries in ASEAN. The
You use this word too often, consider replacing it with
level
of creativity in Indonesia
is limited
(37. 7) placing Indonesia in 74th place in the world. This survey
was conducted
based on several criteria, one of which refers to creativity. Forbes (2019) showing that 76% of respondents stated that
This phrase/word (depending on the context) can be potentially replaced with :
companies
that invest in creativity cause workers to feel happy.

Creativity has
been paid
attention to for over the last decade. Numerous
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research
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related
to creativity has
been conducted
as the main
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focus
of
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studies
(Yang, Liu, &
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Gu
, 2017;
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Liden
et al.
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,
2014; Chen & Zhang, 2017). Those
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studies
emphasize the
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role
of creativity in exercise
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creative
approaches and take on greater responsibilities at
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work
. Creativity affects on several desired outcomes such as engagement (
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Liden
et al.
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,
2015) and performance (Ismail, Iqbal, &
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Nasr
, 2019).
Furthermore
, creativity has
been investigated
in two main aspects.
First
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individual
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ability
(
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Miron-Spektor
, 2018),
secondly
organizational support (Ibrahim,
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Isab
, &
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Shahbudin
, 2015).

As creativity contributes to developing workers' careers, the development of it is becoming crucial. It is
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because
creativity
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help
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employees
to survive and thrive while they
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experience
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hard
and demanding tasks.
Surprisingly
,
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very
few
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studies
have examined that creativity raise in demanding circumstances. To the best of our knowledge, no previous
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studies
have investigated the
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role
of creativity in the
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relationship
with demanding tasks. Identifying such
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factors
that
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influence
creativity will
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help
further
understanding and contribute to enhancing job performance in the workplace.

Recently, other
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factors
have presented their theoretical significance and the potential substantial
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influence
on creativity. Those
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factors
include a
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paradox
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mindset
(
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Miron-Spektor
, 2011),
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experience
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tensions
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(Smith
, 2012), and demands-abilities
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misfit
(Edwards, 1998). A
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paradox
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mindset
is an
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individual
effort to
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embrace
the
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discomfort
that occurs due to
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tensions
,
proactively
fighting, and being comfortable with the
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tensions
they
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experience
(
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Miron-Spektor
et al.
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,
2018).

The selection of creativity as the dependent
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variable
is based
on future
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work
directions from several previous
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studies
.
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Miron-spektor
(2011) examines creativity as one of the
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important
things one possesses to be successful in a career in an
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organization
.
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Leung
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et al
(2018) argued that
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organizations
need
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creative
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employees
as they can integrate
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different
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demands
on
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work
simultaneously
.
Also
, creativity
is needed
as a solution to an
increasingly
complex and ambiguous environment
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so
that it can adjust to
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conflicting
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demands
. Employee's reactions to such contradictory
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demands
are varied
. It depends on the chosen
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mindset
approach, dilemma or
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paradox
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mindset
. While the dilemma
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mindset
hinders
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employees
from being
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creative
, the
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paradox
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mindset
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embraces
the
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tension
and benefits from them to perform
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creative
tasks.

A
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paradox
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mindset
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increases
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employee
creativity due to the
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role
of
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new
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perspectives
and ways of solving problems at hand, which can
ultimately
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increase
creativity (
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Miron-Spektor
, 2011). Based on the
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results
of
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by
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paradox
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mindset
effectively
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helps
a
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person
in creating creativity. This is
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a
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paradox
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mindset
will provide
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new
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perspectives
that affect the way a
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person
perceives situations, looks for information and
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makes
decisions in his
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work
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(Smith
&
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Tushman
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mindset
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helps
a
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person
to
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increase
the willingness and
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ability
to tolerate
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different
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perspectives
by generating linkages
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(relationships)
between these
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perspectives
(
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paradox
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mindset
can find
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relationships
between
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conflicting
choices and generate
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new
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ideas
or frameworks.

The above indicates that
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employees
with a
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paradox
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mindset
tend to adopt both/and
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think
rather
than either/or
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thinking
(Lewis, 2011).
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"
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"
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in embracing
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conflicting
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demands
that
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result
in better innovation, performance, and creativity (
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et al.
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,
2011). Meanwhile, either/or
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by prioritizing
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only
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Gaim
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paradox
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mindset
raises as
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tension
rife in the workplace (Zheng
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et al
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result
in feelings of
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discomfort
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so
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new
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ideas
or
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perspectives
are halted
to accommodate existing
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demands
. Although
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experience
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tensions
can
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increase
creativity (Lewis, 2011), the
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influence
between
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experience
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tensions
and creativity is indirect.

Experience
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tensions
are contradictory
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demands
, goals, interests, and
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perspectives
at
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work
(
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, Ingram, Keller,
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Smith
, & Lewis, 2018). Zheng (2018) argued that when experiencing
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tension
, one will
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focus
on one choice. It indicates that the
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demands
on another option are not fulfilled and accommodated at the same time. As a
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result
, feelings of anxiety and
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discomfort
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results
in degrading the
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level
of creativity (
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Miron-Spektor
et al.
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,
2018).
Interestingly
, the above situation may
be halted
by adopting a
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paradox
lens on facing the
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rife
of conflicted
yet
interrelated
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demands
. Such the
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ability
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helps
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employees
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accept
their
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conflicts
and strive to
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use
them as opportunities to grow when challenges arising
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(
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, 2016.
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managing
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tension
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so
that one can
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accept
, differentiate, and integrate the two
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demands
to produce creativity
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(Smith
, 2012).

Another
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factor
that
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influences
creativity is demands-abilities (D-A
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misfit)
. D-A
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misfit
is a mismatch between environmental
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demands
and one's
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abilities
.
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Demands
refer to both the quantitative and qualitative requirements
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expected
of the
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person
. This can be objective (ex. speed of
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work
, length of working days) or
socially
constructed (ex. group norms) (Edwards, 1996).
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Abilities
include
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skills
, knowledge, time, and energy that a
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person
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uses
to
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meet
environmental
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demands
. D-A
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misfit
affects creativity when a
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person
feels that the pressure between
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demands
and
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abilities
cause
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tension
or
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discomfort
in working (Edwards, 1996). In this situation, creativity can
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only
occur when a
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person
rises from
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discomfort
and
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embraces
these
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demands
with a
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mindset
that
proactively
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embraces
the
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demands
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(paradox
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mindset)
to realize creativity (
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Schad
, 2016).

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Heidrick
and Struggles (2015) found that competing
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demands
are the biggest challenges facing
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organizations
in this era. Competing
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demands
are contradictory, simultaneous, and
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related
in an
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organization
to
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individuals
(
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Gaim
, 2016). With the rapid development of the organizational
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paradox
theory,
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tensions
can
be interpreted
and managed
potentially
(Lewis, 2000).
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Tension
is the form of conflicts,
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demands
, interests, and
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different
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perspectives
in an
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organization
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(Smith
& Lewis, 2011). According to Park (2012),
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tension
is
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affected
by demands-abilities
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misfit
faced by
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employees
.
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people
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see
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tensions
as a dilemma,
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but
on the other hand
,
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some
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people
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accept
and
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embrace
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tensions
as natural and persistent in dealing with them (
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, 2018). By having a
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paradox
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mindset
,
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employees
can
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embrace
and interpret
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tensions
as something natural and persistent that creates creativity (
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Miron-Spektor
et al.
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,
2018). Creativity arises when there is an
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ability
to
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accept
, differentiate, and integrate two
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different
This phrase/word is too simple and can be replaced with:
but
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related
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demands
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(Smith
, 2012).

Several empirical
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studies
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focus
mostly
on investigating and responding to
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paradoxes
at the organizational
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level
(
Possible spelling mistake found.
Raisch
, 2017) and a
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paradox
in creating innovation at the top management
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level
You use this word too often, consider replacing it with
(Smith
&
Possible spelling mistake found.
Tushman
, 2005).
However
,
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studies
on
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paradox
at the
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individual
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level
(micro-foundation) are
still
limited (
Possible spelling mistake found.
Miron-Spektor
et al.
Put a space after the comma, but not before the comma.
,
2018). It is interesting to
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focus
on as
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people
's responses to the
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tension
can be
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different
.

This
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study
aims to determine the
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relationship
between variables based on literature analysis
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related
to variables: demands-abilities
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misfit
for creativity with several mediating variables
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(experience
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tensions
,
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paradox
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mindset)
based on previous
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research
. The state of the art of this
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research
lies in combining the theory of D-A
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misfits
,
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experience
You use this word too often, consider replacing it with
tensions
, a
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paradox
of
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mindset
, and creativity. This
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study
will
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help
further
in increasing our understanding and knowledge
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so
that contribute to
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research
and practice in this field. On the former, identifying
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important
mediators between D-A
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misfit
and creativity would
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help
to develop a comprehensive and sound conceptual model that serves in leading future empirical
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research
. In terms of implications for management, the
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results
of this
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study
may
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help
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employees
gain a better understanding of
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conflicting
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demands
as a means to enhance creativity at the workplace.
In particular
, the
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results
of the
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study
confirm the importance of
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paradox
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mindset
as the mediator that would inform managers about the essential
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role
of fostering
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paradox
You use this word too often, consider replacing it with
mindset
at
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work
. Despite the popularity of the concept of
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paradox
You use this word too often, consider replacing it with
mindset
and the increasing number of
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studies
in the creativity domain over the last decade, it has not received adequate
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research
attention on the micro foundation
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level
(
Possible spelling mistake found.
Miron-Spektor
et al.
Put a space after the comma, but not before the comma.
,
2018).
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IELTS essay DEMANDS-ABILITIES MISFIT TOWARDS CREATIVITY: THE ROLE OF EXPERIENCE TENSIONS AND PARADOX MINDSET AS MEDIATOR (A LITERATURE STUDY)

Essay
  American English
12 paragraphs
1372 words
5.5
Overall Band Score
Coherence and Cohesion: 5.5
  • Structure your answers in logical paragraphs
  • ?
    One main idea per paragraph
  • Include an introduction and conclusion
  • Support main points with an explanation and then an example
  • Use cohesive linking words accurately and appropriately
  • Vary your linking phrases using synonyms
Lexical Resource: 5.0
  • Try to vary your vocabulary using accurate synonyms
  • Use less common question specific words that accurately convey meaning
  • Check your work for spelling and word formation mistakes
Grammatical Range: 6.5
  • Use a variety of complex and simple sentences
  • Check your writing for errors
Task Achievement: 5.0
  • Answer all parts of the question
  • ?
    Present relevant ideas
  • Fully explain these ideas
  • Support ideas with relevant, specific examples
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