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  • It's not that easy to categorize jobs but here's a categorization scheme that's

  • kind of general but that's actually accurate.

  • Okay, so the first dimension is complexity.

  • Jobs range from simple to complex.

  • A simple job is one that you can learn and then repeat.

  • You don't need high levels of cognitive function for a simple job.

  • If you have high levels of cognitive function you'll learn the job faster, but once you

  • learn it you won't necessarily do it better.

  • Now, a complex job is one where the requirements change on an ongoing basis.

  • So most managerial jobs are like that, and all executive jobs are like that.

  • And that requires a high level of general cognitive ability.

  • That's the best predictor of success in complex jobs.

  • Okay, so that's axis number one.

  • Axis number two is creative/entrepreneurial versus managerial/administrative.

  • Okay, so for creative/entrepreneurial jobs you need people who are high in the personality

  • traitopenness to experience,” Big Five personality trait that's associated with

  • lateral and divergent thinking.

  • Those are creative types.

  • And for managerial and administrative jobs, and those are jobs that are more algorithmicSo

  • imagine the guardrails.

  • You're a train on a track and you want to go down the track fast.

  • You don't have to be creative to go down a track that's (already laid down) fast.

  • You have to be conscientious.

  • And so the best personality predictor for managerial and administrative jobs is trait

  • conscientiousness”.

  • Okay, so there's a tension in organizations between lateral and divergent thinking and

  • efficient movement forward.

  • Now if you know what you're doing, what you want is conscientious people.

  • Because if you know what you're doing you should just do it as efficiently as you can.

  • But the problem is is the world changes around you unexpectedly.

  • And so if you don't have people who can think divergently when the marketplace shifts

  • on youwhich it most certainly willthen you don't have anybody who can figure out

  • where to lay new tracks.

  • Now it's really, really difficult for people, for corporations to get the balance between

  • the entrepreneurial/creative types and the managerial/administrative types correct.

  • And what I think happensand I don't know this for sure and the research on this isn't

  • clear yetWhat seems to happen is that when a company originates the creative/entrepreneurial

  • types predominate, and they have to be flexible and move laterally to get the company established

  • to begin with and take risks and break rules and do all sorts of things that conscientious

  • people are much less likely to be able to tolerate (let alone think up).

  • But as the company establishes itself the managerial/administrative types pour in and

  • take over.

  • But if they take over too much then the company gets so rigid it can't— it has no flexibility.

  • Okay, so the first thing you need to do to manage a large enterprise is to understand

  • that these are actually different people.

  • So first of all everyone is NOT creative.

  • That's a lie.

  • So we established this measurement instrument called the creative achievement questionnaire

  • which is very widely used in creativity research now.

  • And what you seeso what it does is it breaks down creativity into 13 dimensions

  • entrepreneurial, architectural, literary, dramatic, inventions, et cetera, business,

  • you can imaginePainting, et cetera.

  • You imagine the 13 potential dimensions of creativity.

  • And then it ranks order levels of creativity fromZero, I have no training or talent

  • in this area,” toTen, I have an international reputation in this area.”

  • And then we plotted the scores.

  • This is the distribution.

  • It's not a normal distribution.

  • Sixty percent of the people who take the creative achievement questionnaire score zero.

  • A tiny minority have high scores, and that's a pareto distribution.

  • It's a classic distribution of human productivity.

  • So you always get a pareto distribution, not a normal distribution when you're talking

  • about productivity.

  • Creative people are a distinct minority.

  • They're a different kind of person, and they're a pain.

  • They're a pain because you can't evaluate them.

  • It's like, how the hell do you evaluate a creative person?

  • Because they keep changing the rules of evaluation!

  • So they're a handful to manage, and they're always trying to play a new game.

  • Well that's a real pain if you want to get somewhere fast.

  • So there's this terrible tension in organizations, and I think what generally happens is all

  • the creative people are there at the beginning.

  • They get chased out until you have nothing but managers and administrators.

  • Then the environment shifts, then the company dies.

  • And so the way that capitalism solves the problem of the tension between the creative

  • types and the managerial types is it just lets companies die.

  • Now you might think, “Well I don't want my company to die.”

  • It's like okay then, you need to understand the difference between these two kinds of

  • peoplewhich you probably won't and you probably won't admit to even if you knew.

  • And then you have to figure out how to get the balance right.

  • And so that's extraordinarily complicated.

It's not that easy to categorize jobs but here's a categorization scheme that's

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你的工作符合你的個性嗎?| 喬丹-彼得森 (Does your job match your personality? | Jordan Peterson)

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    abovelight 發佈於 2021 年 01 月 14 日
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