Cultivating alternate mindsets to enhance organisational Well-being and creativity

• Main Author: Marie Holm
• Format: Article
• Language: English
• Published: Academy of Business & Retail Management 2015-07-01
• Series: International Journal of Business & Economic Development
• Subjects: well-being; Mindfulness; creativity.
• Online Access: http://ijbed.org/admin/content/pdf/i-8_c-84.pdf

In contrast to the traditional mindset (TMS)—the conscious awareness, controlled mental processes, and analytical-logical manipulation of symbols—an alternative mindset (AMS) is viewed as the pre-conscious mental processes (i.e. associative, imaginative, intuitive) and holistic thinking. 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. Alternative mindsets were primarily explored for their 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. Empirical experiments were conducted with 144 self-selected participants within three organisations, measuring well-being and creativity, consisting of eight 20 minute mindfulness meditation sessions, with a “placebo” relaxation technique for control groups. Statistical analysis showed significant increase in well-being and creativity for experimental compared to control groups as of six sessions. As AMS organisational benefits span from enhanced well-being and creative production, as our experiments show, to potentially higher employee engagement, health and relaxation, AMS could potentially aid i