Abstract
This research examined the role of creativity in the process of designing human resource development (HRD) interventions. Both qualitative and quantitative methods were used to study the preferences and practices of ten experienced HRD practitioners. Results include a comparison of the subjects' creativity styles/preferences using the Myers-Briggs Type Indicator and the Kirton Adaption Innovation Inventory as well as a model derived from the data, which describes the creative process used by the subjects. The phases include: 1) diagnosis, 2) immersion, 3) percolation, 4) “aha,” and 5) checking. This model focuses on how creativity is used to make design decisions. The design process used by the subjects in this research is similar to a generic creativity model. However, it includes an extensive preliminary diagnostic phase in which the HRD practitioner explores the business need, searches for the root cause of the problem, and establishes a collaborative relationship with stakeholders in the organization.
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