Organisational Benefits of Alternate Mindsets: Well-being & Creativity

Zusatztext

In contrast to the traditional mindset (TMS)the conscious awareness, controlled mental processes, and analytical-logical manipulation of symbolsan alternative mindset (AMS) is viewed as the pre-conscious mental processes (i.e. associative, imaginative, intuitive) and holistic thinking (Davis-Floyd and Arvidson, 1997; Dane and Pratt, 2007; Hodgkinson et al 2009). Since Plato, the West has considered TMS as the hallmark of intelligence and simply of any cognition. Yet, in recent decades various research explored complementary and/or alternative to analytical-logical cognition mental systems (eg., Damasio, 1994; Nisbett & al., 2001; Wagner & Sternberg, 1985). The alternative mindsetan array of such systemswas primarily explored for its individual benefits, while our research focuses on organisational benefits. To do this, we used a bi-weekly meditative practice to induce an AMS in organisational actors. We hypothesized that following the shift from TMS to AMS, organisational actors will benefit from enhanced creative production and well-being. Statistical analysis, using the fixed effects model, showed significant increase in well-being and creativity as of six sessions.

Autorenportrait

Marie graduated from ESCP Europe with a PhD and a doctoral degree from the Sorbonne University in Paris, France. Previously she worked within international marketing, human resource management and consulting. Her Master of Science degree was completed with honours from BI, Norwegian School of Management, where she received the top student award.

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