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Connected thinking

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Connected thinking

Networked thinking is a Dimension of cognitive ability. It describes a person's tendency to find unexpected and more difficult to understand solutions instead of solutions that are more obvious and easier to understand.

New problems can often be solved by working on similar experiences oriented and transfers this to the new problem (English, 1997). The more complex problems become, the more interconnected thinking requires comprehensive rather than pragmatic comparisons in order to to find successful solution strategies.

A person's ability to think interconnected can therefore be based on a continuum between the two poles pragmatic comparisons and comprehensive comparisons Classify. The value of each person can therefore be located at one point on the following scale:

Pragmatic comparisons

People who Good solutions to problems rather with pragmatic comparisons find, prefer working environments in which they are usually confronted with manageable or recurring problems.

This applies to jobs that are looking for obvious and pragmatic solutions, such as in Administrationor industrial production.

Comprehensive comparisons

People who good solutions to problems rather with comprehensive comparisons find, prefer working environments in which they are usually confronted with very complex and complex problems for which there are rarely obvious solutions.

This applies to jobs that seek unexpected and creative solutions, such as in science or business consulting.

Benefits in a professional context

In many places, drawing comprehensive comparisons is not part of daily work — instead, pragmatic comparisons are required to solve problems. That is why the ability to think in a networked way is Different occupational groups have different degrees of importance.

It is therefore less important to express an applicant's networked thinking than the A fit between this version and the requirement the spot.

How do you capture networked thinking?

Heard networked thinking about the strengths of your applicants?

With our Game-based assessment “Jacket like pants” Find out in the blink of an eye. Users only have a few seconds to recognize similarities between different terms.

Sources

  • Betsch, T., & Haberstroh, S. (2005). Current Research on Routine Decision Making: Advances and Prospects. The routines of decision making, 359-376.
  • Duncker, K. (1935). On the psychology of productive thinking. [The psychology of productive thought]. Jumper.
  • English, L.D. (1997). The development of fifth-grade children's problem-posing abilities. Educational studies in mathematics, 34 (3), 183-217.
  • Fernandez-Duque, D., Baird, J.A., & Posner, M.I. (2000). Executive attention and metacognitive regulation. Consciousness and Cognition, 9 (2), 288-307.
  • Funke, J., & Fritz, A. (1995). About planning, problem solving and action.
  • Greiff, S., Fischer, A., Wüstenberg, S., Sonnleitner, P., Brunner, M., & Martin, R. (2013). A multitrait—multimethod study of assessment instruments for complex problem solving. Intelligence, 41 (5), 579-596.
  • Mainert, J., Niepel, C., Murphy, K.R., & Greiff, S. (2019). The incremental contribution of complex problem-solving skills to the prediction of job level, job complexity, and salary. Journal of Business and Psychology, 34 (6), 825-845.
  • Salovey, P., & Mayer, J.D. (1990). Emotional intelligence. Imagination, Cognition and Personality, 9 (3), 185-211.
  • Tulving, E. (1972). Episodic and semantic memory. Organization of Memory, 1, 381-403.
  • Zeidner, Moshe, Gerald Matthews, and Richard D. Roberts. “Emotional Intelligence in the Workplace: A Critical Review.” Applied Psychology 53.3 (2004): 371-399.
Home
-
lexicon
-
Connected thinking

Networked thinking is a Dimension of cognitive ability. It describes a person's tendency to find unexpected and more difficult to understand solutions instead of solutions that are more obvious and easier to understand.

New problems can often be solved by working on similar experiences oriented and transfers this to the new problem (English, 1997). The more complex problems become, the more interconnected thinking requires comprehensive rather than pragmatic comparisons in order to to find successful solution strategies.

A person's ability to think interconnected can therefore be based on a continuum between the two poles pragmatic comparisons and comprehensive comparisons Classify. The value of each person can therefore be located at one point on the following scale:

Pragmatic comparisons

People who Good solutions to problems rather with pragmatic comparisons find, prefer working environments in which they are usually confronted with manageable or recurring problems.

This applies to jobs that are looking for obvious and pragmatic solutions, such as in Administrationor industrial production.

Comprehensive comparisons

People who good solutions to problems rather with comprehensive comparisons find, prefer working environments in which they are usually confronted with very complex and complex problems for which there are rarely obvious solutions.

This applies to jobs that seek unexpected and creative solutions, such as in science or business consulting.

Benefits in a professional context

In many places, drawing comprehensive comparisons is not part of daily work — instead, pragmatic comparisons are required to solve problems. That is why the ability to think in a networked way is Different occupational groups have different degrees of importance.

It is therefore less important to express an applicant's networked thinking than the A fit between this version and the requirement the spot.

How do you capture networked thinking?

Heard networked thinking about the strengths of your applicants?

With our Game-based assessment “Jacket like pants” Find out in the blink of an eye. Users only have a few seconds to recognize similarities between different terms.

Sources

  • Betsch, T., & Haberstroh, S. (2005). Current Research on Routine Decision Making: Advances and Prospects. The routines of decision making, 359-376.
  • Duncker, K. (1935). On the psychology of productive thinking. [The psychology of productive thought]. Jumper.
  • English, L.D. (1997). The development of fifth-grade children's problem-posing abilities. Educational studies in mathematics, 34 (3), 183-217.
  • Fernandez-Duque, D., Baird, J.A., & Posner, M.I. (2000). Executive attention and metacognitive regulation. Consciousness and Cognition, 9 (2), 288-307.
  • Funke, J., & Fritz, A. (1995). About planning, problem solving and action.
  • Greiff, S., Fischer, A., Wüstenberg, S., Sonnleitner, P., Brunner, M., & Martin, R. (2013). A multitrait—multimethod study of assessment instruments for complex problem solving. Intelligence, 41 (5), 579-596.
  • Mainert, J., Niepel, C., Murphy, K.R., & Greiff, S. (2019). The incremental contribution of complex problem-solving skills to the prediction of job level, job complexity, and salary. Journal of Business and Psychology, 34 (6), 825-845.
  • Salovey, P., & Mayer, J.D. (1990). Emotional intelligence. Imagination, Cognition and Personality, 9 (3), 185-211.
  • Tulving, E. (1972). Episodic and semantic memory. Organization of Memory, 1, 381-403.
  • Zeidner, Moshe, Gerald Matthews, and Richard D. Roberts. “Emotional Intelligence in the Workplace: A Critical Review.” Applied Psychology 53.3 (2004): 371-399.

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Florian Dyballa

CEO, Co-Founder

About Florian

  • Founder & CEO of Aivy — develops innovative ways of personnel diagnostics and is one of the top 10 HR tech founders in Germany (business punk)
  • More than 500,000 digital aptitude tests successfully used by more than 100 companies such as Lufthansa, Würth and Hermes
  • Three times honored with the HR Innovation Award and regularly featured in leading business media (WirtschaftsWoche, Handelsblatt and FAZ)
  • As a business psychologist and digital expert, combines well-founded tests with AI for fair opportunities in personnel selection
  • Shares expertise as a sought-after thought leader in the HR tech industry — in podcasts, media, and at key industry events
  • Actively shapes the future of the working world — by combining science and technology for better and fairer personnel decisions
success stories

You can expect these results

Discover what successes other companies are achieving by using Aivy. Be inspired and do the same as they do.

Many innovative employers already rely on Aivy

Say that #HeRoes

“Through the very high response rate Persuade and retain We our trainees early in the application process. ”

Tamara Molitor
Training manager at Würth
Tamara Molitor

“That Strengths profile reflects 1:1 our experience in a personal conversation. ”

Wolfgang Böhm
Training manager at DIEHL
Wolfgang Böhm Portrait

“Through objective criteria, we promote equal opportunities and Diversity in recruiting. ”

Marie-Jo Goldmann
Head of HR at Nucao
Marie Jo Goldmann Portrait

Aivy is the bestWhat I've come across so far in the German diagnostics start-up sector. ”

Carl-Christoph Fellinger
Strategic Talent Acquisition at Beiersdorf
Christoph Feillinger Portrait

“Selection process which Make fun. ”

Anna Miels
Learning & Development Manager at apoproject
Anna Miels Portrait

“Applicants find out for which position they have the suitable competencies bring along. ”

Jürgen Muthig
Head of Vocational Training at Fresenius
Jürgen Muthig Fresenius Portrait

“Get to know hidden potential and Develop applicants in a targeted manner. ”

Christian Schütz
HR manager at KU64
Christian Schuetz

Saves time and is a lot of fun doing daily work. ”

Matthias Kühne
Director People & Culture at MCI Germany
Matthias Kühne

Engaging candidate experience through communication on equal terms. ”

Theresa Schröder
Head of HR at Horn & Bauer
Theresa Schröder

“Very solid, scientifically based, innovative even from a candidate's point of view and All in all, simply well thought-out. ”

Dr. Kevin-Lim Jungbauer
Recruiting and HR Diagnostics Expert at Beiersdorf
Kevin Jungbauer
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