The Genesis Project Episode Twenty-One

“I’ve looked back over the notes I took from our previous meetings. Shirley, you discussed the third phase of the Genesis Project as motivation. At the time you thought that the first two phases would create the framework for the mindsets we want to establish. You also proposed that we conduct a pilot test in one unit where the creative framework hadn’t yet taken hold. We decided at the time to defer our thinking about that pilot test until later. Now I think it’s time to move ahead”, said Grace.

“But before we do I want to share with you what I’ve learned so far. Shirley you were right in that rewards and recognition haven’t driven the success of our transformation. If anything, the project has been successful because ideas can be submitted anonymously.”

“You also mentioned that every employee should feel they can suggest ideas and that those ideas can get a fair hearing. We have certainly succeeded in employee engagement. In fact, we have been overwhelmed. I’m afraid that we are taking too long to get back to them. I do believe that the ideas are being given a fair hearing once we get to them.”

“Now, let me share with you some areas where I don’t think we have been as successful in some areas as I would like. The number one challenge is overcoming the fixed mindsets of some of our employees.”

“I would have expected that”, said Jim. “Have you seen any trends in those with fixed mindsets?”

“Surprisingly it seems to be more concentrated in those with the most prestigious educational backgrounds. They seem to be focused on what worked but not on what might be.”

“I’m not surprised”, responded Jim. “Those who do well in school have a very strong executive control network. They are good at judging and assessing. They also have learned to limit the wandering part of their brain. They just aren’t that open to new ideas.”

“Another issue we face is one of self-censorship. I can’t tell you how many of the ideas submitted to the Why Team began by saying: This may seem stupid. I just wish our employees were more confident.”

“I just think that’s a psychological/sociological issue”, said Shirley. “I’m betting that you will find some socioeconomic and biological connections to those. I’m not sure about how to deal with that issue as long as we have social media and even national leaders who focus on the negative. Could we discuss this at our next meeting? I have some thoughts that might be helpful.”

“Sounds good”, said Grace.           

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Arrogant people are non-learners. They invest their energies in maintaining a cozy feeling of complacency, and complacency is the biggest single enemy to the process of continuously learning from experience. Arrogant people are exactly the sort of people who are destined to have one year’s experience 20 times rather than 20 years’ worth of experience.” – Peter Honey  

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