@article{HaaseHanelGronau2023,
  author    = {Haase, Jennifer and Hanel, Paul H. P. and Gronau, Norbert},
  title     = {Creativity enhancement methods for adults},
  series = {Psychology of aesthetics, creativity, and the arts},
  journal   = {Psychology of aesthetics, creativity, and the arts},
  publisher = {American Psychological Association},
  address   = {Washington, DC},
  issn      = {1931-3896},
  doi       = {10.1037/aca0000557},
  pages     = {30},
  year      = {2023},
  abstract  = {This meta-analysis synthesizes 332 effect sizes of various methods to enhance creativity. We clustered all studies into 12 methods to identify the most effective creativity enhancement methods. We found that, on average, creativity can be enhanced, Hedges' g = 0.53, 95\% CI [0.44, 0.61], with 70.09\% of the participants in the enhancement conditions being more creative than the average person in the control conditions. Complex training courses, meditation, and cultural exposure were the most effective (gs = 0.66) while the use of cognitive manipulation drugs was the least and also noneffective, g = 0.10. The type of training material was also important. For instance, figural methods were more effective in enhancing creativity, and enhancing converging thinking was more effective than enhancing divergent thinking. Study effect sizes varied considerably across all studies and for many subgroup analyses, suggesting that researchers can plausibly expect to find reversed effects occasionally. We found no evidence of publication bias. We discuss theoretical implications and suggest future directions for best practices in enhancing creativity. (PsycInfo Database Record (c) 2023 APA, all rights reserved)},
  language  = {en}
}
@article{SchuefflerThimHaaseetal.2019,
  author    = {Sch{\"u}ffler, Arnulf and Thim, Christof and Haase, Jennifer and Gronau, Norbert and Kluge, Annette},
  title     = {Information processing in work environment 4.0 and the beneficial impact of intentional forgetting on change management},
  series = {Zeitschrift f{\"u}r Arbeits- und Organisationspsychologie : german journal of work and organizational psychology},
  volume    = {64},
  journal   = {Zeitschrift f{\"u}r Arbeits- und Organisationspsychologie : german journal of work and organizational psychology},
  number    = {1},
  publisher = {Hogrefe},
  address   = {G{\"o}ttingen},
  issn      = {0932-4089},
  doi       = {10.1026/0932-4089/a000307},
  pages     = {17 -- 29},
  year      = {2019},
  abstract  = {Industry 4.0, based on increasingly progressive digitalization, is a global phenomenon that affects every part of our work. The Internet of Things (IoT) is pushing the process of automation, culminating in the total autonomy of cyber-physical systems. This process is accompanied by a massive amount of data, information, and new dimensions of flexibility. As the amount of available data increases, their specific timeliness decreases. Mastering Industry 4.0 requires humans to master the new dimensions of information and to adapt to relevant ongoing changes. Intentional forgetting can make a difference in this context, as it discards nonprevailing information and actions in favor of prevailing ones. Intentional forgetting is the basis of any adaptation to change, as it ensures that nonprevailing memory items are not retrieved while prevailing ones are retained. This study presents a novel experimental approach that was introduced in a learning factory (the Research and Application Center Industry 4.0) to investigate intentional forgetting as it applies to production routines. In the first experiment (N = 18), in which the participants collectively performed 3046 routine related actions (t1 = 1402, t2 = 1644), the results showed that highly proceduralized actions were more difficult to forget than actions that were less well-learned. Additionally, we found that the quality of cues that trigger the execution of routine actions had no effect on the extent of intentional forgetting.},
  language  = {en}
}
@article{SchuefflerThimHaaseetal.2019,
  author    = {Sch{\"u}ffler, Arnulf and Thim, Christof and Haase, Jennifer and Gronau, Norbert and Kluge, Annette},
  title     = {Willentliches Vergessen},
  series = {Gruppe. Interaktion. Organisation. Zeitschrift f{\"u}r Angewandte Organisationspsychologie (GIO)},
  volume    = {50},
  journal   = {Gruppe. Interaktion. Organisation. Zeitschrift f{\"u}r Angewandte Organisationspsychologie (GIO)},
  number    = {2},
  publisher = {Springer},
  address   = {Wiesbaden},
  issn      = {2366-6145},
  doi       = {10.1007/s11612-019-00466-0},
  pages     = {197 -- 209},
  year      = {2019},
  abstract  = {Dieser Beitrag im Journal Gruppe. Interaktion. Organisation. stellt dar, wie willentliches Vergessen die Anpassung an notwendige Ver{\"a}nderungen f{\"u}r Individuen, Gruppen und Organisationen verbessert und wie willentliches Vergessen bewusst und gezielt gestaltet werden kann. Damit Verhalten in Folge einer notwendigen Ver{\"a}nderung angepasst wird, reicht es nicht aus, dass Menschen wissen was zu tun ist, willens und in der Lage sind ihr Verhalten zu ver{\"a}ndern. Eine Ver{\"a}nderung gelingt nur dann, wenn nur noch das neue Verhalten zur Anwendung kommt und nicht mehr das Alte, wenn das alte Verhalten vergessen wird. Der notwendige Prozess des willentlichen Vergessens ist durch Entfernen von Hinweisreizen, die die Erinnerung des zu Vergessenden und durch Platzierung von Hinweisreizen, die die Aktivierung des Neuen ausl{\"o}sen, gestaltbar. Der vorliegende Beitrag stellt die f{\"o}rderliche Wirkung von Hinweisreizen auf willentliches Vergessen dar, stellt sie im Rahmen des Berichts einer experimentellen Studie unter Beweis und gibt praktische Implikationen, wie f{\"u}r Individuen, Gruppen und Organisationen willentliches Vergessen gestaltet werden kann.},
  language  = {de}
}
@incollection{ThimGronauHaaseetal.2023,
  author    = {Thim, Christof and Gronau, Norbert and Haase, Jennifer and Grum, Marcus and Sch{\"u}ffler, Arnulf and Roling, Wiebke and Kluge, Annette},
  title     = {Modeling change in business processes},
  series = {Business modeling and software design},
  booktitle = {Business modeling and software design},
  editor    = {Shishkov, Boris},
  publisher = {Springer Nature},
  address   = {Cham},
  isbn      = {978-3-031-36756-4},
  doi       = {10.1007/978-3-031-36757-1_1},
  pages     = {3 -- 17},
  year      = {2023},
  abstract  = {Business processes are regularly modified either to capture requirements from the organization's environment or due to internal optimization and restructuring. Implementing the changes into the individual work routines is aided by change management tools. These tools aim at the acceptance of the process by and empowerment of the process executor. They cover a wide range of general factors and seldom accurately address the changes in task execution and sequence. Furthermore, change is only framed as a learning activity, while most obstacles to change arise from the inability to unlearn or forget behavioural patterns one is acquainted with. Therefore, this paper aims to develop and demonstrate a notation to capture changes in business processes and identify elements that are likely to present obstacles during change. It connects existing research from changes in work routines and psychological insights from unlearning and intentional forgetting to the BPM domain. The results contribute to more transparency in business process models regarding knowledge changes. They provide better means to understand the dynamics and barriers of change processes.},
  language  = {en}
}