Creative Organizations and Strategic Change

Purpose of Assignment

The purpose of this assignment is to provide students an opportunity to apply research definitions of a creative organization to real life examples.

Assignment Steps

Identify and discuss several global creative organizations using the criteria and descriptions in Ch. 10 and 11 of Mastering Leadership.

Include the strategic opportunities for change the organizations have. Each member must post at least one substantive comment (minimum 150 words) to the learning team discussion area:

  • Discuss why those organizations could be considered as creative.
  • Explore alternative views.
  • Post two substantive comments from each team member in this discussion.

Note: Grades are awarded based upon individual contributions to the Learning Team assignment. Each Learning Team member receives a grade based upon his/her contributions to the team assignment. Not all students may receive the same grade for the team assignment.

Include at least two academic-based references.

Before we launch into the nature of the Creative Mind and how it devel- ops, let’s summarize briefly what we have said about its effectiveness (Figure 10.1).

While Reactive Leadership styles are strongly inverse to Effectiveness (−.68), Creative Competencies are very strongly and positively correlated to Leadership Effectiveness (.93). In the highest performing businesses, those evaluated in the top 10% compared to industry peers, Creative Competency scores average at the 80th percentile compared to the world- wide norm base of 500,000 rater surveys. Reactive Leadership styles are well below the norm at the 30th percentile. The reverse is true in under- performing businesses (bottom 10%).

In our Stage of Development study (Figure 10.2), those people assessed as living and leading from a Creative Structure of Mind had average Leadership Effectiveness and Creative Competency scores at the 65th percentile compared to norms.

Leadership is a set of practices. The notion of practice is simple: To mas- ter anything, you need to practice; to become more effective in our lead- ership, we must continually practice and improve both our outer game and our inner game.

Here we describe six essential leadership practices that, if approached as ongoing disciplines, reliably mature the inner game and develop outer- game capabilities. These practices, taken together, are a spiritual boot camp for leaders. They are spiritual because they the call forth the highest and best in us. They are a boot camp because they change and restructure us, making us more fit to lead. They reliably transform Reactive Mind into Creative Mind and beyond

1) Discerning Purpose

2) Distilling Vision

3) Knowing your doubts and fears

4) Engage in Authentic, Courageous Dialouge

5) Developing Intuition, Open to inspiration

6) Think Systemically

There is no safe way to be great and no short cut to greatness. Boot camp is often required. These six practices, if practiced as ongoing disciplines, reliably evolve the mind from Reactive to Creative and beyond: These practices are interdependent. They each build on the others and depend on the others. Taken together, they transform consciousness. Transformed leaders then transform the organizations that they lead. If practiced regularly, these six practices do two things: 1) they trans- form consciousness from Reactive to Creative and from Creative to Integral; and, 2) they create high performance individually, collectively, organizationally.

The first purpose of life is to be a person of vision—the essential act of all great leaders. As we do this, we come face-to-face with our need for wholeness and confront that which limits us from offering our contribution. Thus, the second purpose of life is to overcome the obstacles that block us, many of which are within our own structure of beliefs. Our task in life is to keep a polar tension between a vision of the unique meaning that is striving for expression in our lives and to remain honest about the un-integrated side of ourselves that are incapable of living out the vision. To combine these two purposes, to serve and to heal, is to be a leader. Engaging in these six practices with discipline, honesty, and authenticity as a committed student of oneself and one’s circumstances moves us toward leadership and true empowerment, toward greatness, and toward organizations, nations, and a global community that reflect and fulfill our highest aspirations. This is mastering leadership

TAKING STOCK

Follow your bliss. If it brings you joy, do more of it. What brings you joy, brings you alive? How could you do more of it? (Campbell, 1949)

What is your vision of the compelling future that serves generations to come?

What if you started your next important meeting with the question, “What are we not going to tell the truth about today?” What’s your answer?

If courage is the willingness to move forward in the face of disapproval, who are you going to disappoint?

What is the deeper intuitive knowing,hunch,or gut sense that you must now usher in through your leadership?

What is it that most wants and needs to happen in the system in which you find yourself?

 
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