Tutorial: Navigating the Trident - A Practical Worksheet for Fluid Intelligence (Gf)

Learn how to strike a balance between structured control and creative freedom utilising the Trident G framework.

Welcome to this worksheet designed to deepen your understanding of the core concept of the forks of the trident in the Trident G theory, introduced in this article.

Through a series of exercises, case studies, and reflective questions, you'll explore the dynamic balance between executive control and creative exploration in general intelligence.

For more quotes like this, sign up to my Instagram account here.

---

Section 1: Key Concepts

A. Definitions

1. Trident G Theory: A theory that conceptualises fluid intelligence as coordinating a dynamic balance between executive control (dependent on D1 ‘inhibition’ dopamine receptors) and creative exploration (dependent on D2 ‘disinhibition’ dopamine receptors). This is represented metaphorically by a trident.

2. Executive Control Mode - Syntropy Flow:

   1. What it does: This mode is about order, structure, and efficiency. It helps us use known strategies to achieve clear goals by exploiting past knowledge.

   2. Strategy role: In this mode, strategies are focused on optimising existing skills and minimising uncertainty. It brings clarity, predictability, and a streamlined path to achieving specific objectives.

   3. Example: If you’re solving a problem you've faced before, this mode helps you apply familiar strategies effectively to reach a solution quickly and efficiently.

3. Creative Exploratory Mode - Entropy Flow:

   1. What it does: This mode thrives on curiosity, exploration, and innovation. It’s about discovering new strategies by exploring complex, uncharted territory.

   2. Strategy role: In this mode, strategies are flexible and adaptive. You test out new ideas, take risks, and embrace complexity to uncover novel approaches. It’s essential for creative problem-solving in situations where routine methods don’t work.

   3. Example: When you encounter a completely unfamiliar problem, this mode helps you think outside the box and explore new strategies or possibilities you haven’t considered before.

4. Fluid Intelligence: The Balancing Act

   1. What it does: Fluid intelligence coordinates both modes—Syntropy Flow and Entropy Flow—to solve problems efficiently in any context.

   2. Strategy role: The key is knowing when to apply consolidated, known strategies (Executive Control Mode) and when to explore and discover new strategies (Creative Mode). Fluid intelligence helps you flexibly switch between these modes,

---

B. Key Characteristics

Executive Control Mode

• Simplicity

• Consistency

• Clarity and Precision

• Accuracy and Truth

• Certainty and Proof

• Resolution and Prediction

• Clear Boundaries

• Exploitation

Creative Exploratory Mode

• Complexity

• Dynamic Tension

• Possibility and Potential

• Exploration and Risk-Taking

• Creativity and Flexibility

• Open Boundaries and Experimentation

• Imagination

---

Section 2: Trident Comprehension Questions

1. Explain in your own words what the Trident G Theory proposes about fluid intelligence in relation to control and creativity.

2. List three characteristics each of the executive control mode and the creative exploratory mode.

3. How do the concepts of Yin and Yang relate to the Trident G Theory?

4. Describe what can happen when there's an imbalance in favour of the executive control mode.

5. Describe what can happen when there's an imbalance in favour of the creative exploratory mode.

---

Section 3: Case Study

The Risk of Staying Safe: How Daniel Evolved in the Corporate Machine

Meet Daniel, a project manager at a large corporate firm. For years, Daniel had thrived by playing it safe - sticking to the company’s policies, diligently following procedures, and working within the rigid structures imposed by corporate checklists. His job performance was steady, if uninspiring, and he enjoyed the security that came with this approach. The system rewarded him for hitting targets, minimising errors, and avoiding unnecessary risks. It was a world of precise boundaries, predictability, and control - exactly the kind of stability he had come to rely on. Yet, over time, this predictability started to feel more like a cage than a comfort.

In recent months, Daniel began noticing a subtle shift within himself. The rigid corporate structures that had once provided security now felt stifling. The checklist approach to daily tasks and the constant pressure to align with the corporate incentive structures started to wear him down. There was little room for innovation, and every step outside the familiar was seen as a risk. Daniel found himself resisting even small deviations from the status quo, feeling a constant undercurrent of fear - fear of making mistakes, of not adhering to the standards, of the unknown outcomes that creativity and autonomy might bring.

His once-enjoyable work had turned into a daily exercise in micromanagement and strict adherence to company protocol. The more tightly he clung to control, the more he felt trapped by it. His world became one of avoiding failure, rather than seeking growth. He saw risk as a threat rather than an opportunity, and the thought of experimenting with new approaches provoked a sense of anxiety.

The Shift

One day, Daniel attended a leadership development seminar by Dr Ashton Smith introduced him to the concept of beneficial risk taking, and the need for balancing control and creativity. He learned that true growth, whether in personal life or in the corporate world, depends on the ability to flexibly switch between control and exploration. Daniel realized he had been leaning far too heavily into his need for stability, control and minimising risks, at the expense of creativity, innovation, and growth which inherently involve some risk-taking.

Daniel decided to experiment with introducing small doses of creativity and autonomy into his work. He began by loosening his reliance on rigid daily checklists, leaving space for unplanned activities or impromptu brainstorming sessions. At first the unpredictability made him uncomfortable - after all, he had spent years in a world of stability and certainty.

But soon, something interesting began to happen. His projects, once stale and monotonous, took on new life as he encouraged his team to generate fresh ideas, even when they deviated from the standard procedure.

He took calculated risks, proposing innovative solutions to clients that, although unconventional, began to garner positive feedback.

Daniel discovered that while Executive Control Mode helped him meet deadlines and avoid chaos, Creative Mode allowed him to think more expansively, identifying new business opportunities and strategies. The more he embraced this fluidity, the more the quality of his work improved. With creativity, his work became energizing rather than draining. He was no longer simply a manager keeping things running - he was evolving into a leader, shaping the future of the projects he managed.

The New Balance

By integrating executive control with creative exploration, Daniel found a new rhythm at work - a new kind of being ‘in the zone’. He was still careful and methodical when needed, but he no longer avoided risk for the sake of certainty. His new approach allowed him to take ownership of his decisions, to explore unknown avenues while maintaining a structured foundation to fall back on. As a result, Daniel's role within the organization shifted as well. His higher-ups noticed his growing innovation, and he was promoted to a strategic leadership position. He had proven that his ability to flexibly navigate between stability and exploration was not only personally fulfilling but also highly valuable to the organization.

Through this process, Daniel realized the power of fluid intelligence as a ‘trident’ - the ability to dynamically coordinate (central fork) control and creativity (outer forks). His journey taught him that being too rigid in control mode leads to stagnation, while embracing creativity without structure leads to chaos. The key is flexibility - the ability to switch between these modes fluidly depending on what the situation demands.

Active Learning Questions

1. Identify moments in Daniel's journey that illustrate the balance between executive control and creative exploration.

2. Discuss how the loss of balance affected Daniel’s work and mindset.

3. What could Daniel have done sooner to restore balance in his cognitive modes?

4. How does Daniel’s story exemplify the consequences of an imbalance between Executive Control and Creative Exploration?

---

Section 4: Reflective Questions

1. Think of a time in your life when you leaned too heavily on the executive control mode. What were the outcomes?

2. Recall an experience where you were predominantly in the creative exploratory mode. How did that impact your decision-making?

3. How can you apply the concept of dynamic balance in your personal or professional life to enhance your fluid intelligence?

4. What strategies can you implement to ensure a balance between stability and exploration in your daily activities?

---

Section 5: Application Exercises

Exercise A: Scenario Analysis

Scenario: You are leading a team tasked with developing an innovative product under a tight deadline. There's pressure to stick to proven methods (executive control) but also a need for creative solutions (creative exploration).

1. Identify potential pitfalls of over-relying on executive control in this scenario.

2. Identify potential pitfalls of over-relying on creative exploration in this scenario.

3. Propose a plan to balance both modes to achieve the best outcome.

Exercise B: Personal Plan Development

Create a personal development plan that incorporates activities to strengthen both your executive control and creative exploratory skills. Outline specific steps and practices for each mode.

---

Section 6: Test Your Knowledge

Multiple Choice Questions

1. An overemphasis on the executive control mode can lead to:

   A. Increased creativity.

   B. Enhanced flexibility.

   C. Rigidity and over-control.

   D. Lack of focus.

2. The central fork in the Trident G Theory symbolises:

   A. Executive control.

   B. Creative exploration.

   C. Fluid intelligence.

   D. Cognitive rigidity.

Matching

Match the characteristic to the correct cognitive mode.

1. Imagination

2. Certainty and Proof

3. Exploration and Risk-Taking

4. Clarity and Precision

A. Executive Control Mode

B. Creative Exploratory Mode

---

Section 7: Discussion Questions

1. Debate the statement: "True adaptation and growth lie in choosing either stability or exploration, not both."

2. Discuss how modern educational systems can incorporate the Trident G Theory to foster fluid intelligence in students.

3. Analyse the impact of technology on our ability to maintain a balance between executive control and creative exploration.

---

Section 8: Further Exploration

1. Research the concepts of D1 and D2 dopamine receptors and their roles in executive control and creative exploration. Summarise your findings.

2. Explore other psychological theories that discuss the balance between different cognitive modes, such as Dual Process Theory. Compare and contrast these with the Trident G Theory.

---

Answers

Section 6: Test Your Knowledge

Multiple Choice Answers

1. B

2. C

3. C

Matching Answers

1. B

2. A

3. B

4. A

---

Help Others Get Smarter

Please give examples of the control-creativity synergy dynamic explored in this tutorial in the comments below. Let’s get smarter together!