The figure 10.13 charts shows the identity shifts transition from outside-in to inside-out ( playing-not-to-lose to playing-on-purpose) and “…changes the Structure of Mind from one designed to oscillate and return to normal (instituting and re-instituting current reality both individually and collectively) to one designed to create new vision” (Anderson & William, 2015, p. 230). One company I worked for did not have effective leadership. They had delegators whether that was a supervisor or manager. The one thing that stood out the most was they would stress every fiscal the supervisors about hitting exceeds or exceptional performance from their employees. The managers would again also be stressed about starting a new fiscal pressuring the supervisors about hitting their goals. This is how it went every fiscal it would be a roller coaster of emotions, stress, and pressure because of the consequence if one did not maintain or hit the numbers. The reactive leadership tension was safety, the problem a new fiscal and making the goal, the fear was not hitting goals and being punished all levels from supervisor down, and the reaction. The reaction was employees over thought stayed stress bout their metrics, no teamwork, individually focused and fear of getting written up. This is a chaotic environment which some fiscals were stressful around the holidays when customers were tight financially. In order to make up for the stressful environments the organizations would have major incentives at the end of December every year and the prizes were something to fight for, from cash prizes from $300, electronics, and catered lunch. But what this cause was now employees expected something every time, and complained if there were no incentives, for example, free food, and prizes. How can a company turn a pattern like this around using Creative Structure of Mind?

Creative structure of the mind can diagnose the internal problems affecting the organization and offer solutions regarding building a better organizational culture, comprehensive, integrated communication system, and an elaborate reward system. According to Cook 2018, lack of better organizational culture has created discomfort between employees, supervisors and the management. A new organizational culture would improve the relations between the employees. They would start to work as a team as opposed to rivals aiming to get individual awards. To achieve such, a creative mindset from a leader would incorporate team building through workshops, and seminars. Once there is a well-established culture, the management would be able to supervise employees easily through the supervisors.

Anderson and Adams 2016 advance that an integrated communication system is useful to enhance communication between employees and their leaders and with the prospective consumers. Creative structure of mind would develop a communication system that is a top-down and down-top approach. Such an approach would allow the junior employees to pass their complaints, compliments, and suggestions to the management. Conversely, the creative structure of the mind, having established a good communication system and organizational culture that is progressive, would incorporate a progressive reward system. Unlike the reactive structure of the mind which was awarding employees to compensate on systems’ failures to appreciate employees, a creative mind structure would strive to appreciate employees before rewarding their inputs. Reward system would include recognition of hard work by employees. Thank you notes, featuring on a magazine and paid leave or trips would be more significant. Good pay, medical insurance, tuition fees and mentoring employees for succession at the firm makes employees feel more valuable.

References

Cook I (2018). Reactive vs. Creative Mind-sets…and Results. Leaders Beacon. Retrieved on 27th August 2018 from https://www.leadersbeacon.com/reactive-vs-creative-mind-setsand-results/