Creating Healthy Corporate Cultures
A healthy corporate culture requires the careful selection of employees and managers. We need to overcome our instinctive, intellectual and idealized selection biases so we can choose people who are the best for the organization. When we do not know better, we choose bosses and subordinates by using the familiarity of parental patterns. We then graduate to choosing polar-opposite individuals, which amplifies defensive differences that create intensity without cooperation. Finally, we choose employees who reflect our ideals and hope they will be as good as we imagine. Our answer is to use formal assessment tools that define what the organization needs versus what the employee represents. Creating an accurate way to assess these frameworks is what allows for a healthy corporate culture. It is best when each person makes an autonomous choice to become part of an organization because they are aligned to its purpose. On the other hand, it is important for a company to know what it needs so it can select a person who would be capable of contributing. .
We discuss overall assessment processes. We cover the seven creative styles, implementation balance and degree of masculine, feminine and combined expressions in the allotted class time. We spend just a little time on the seven creative expressions and the three levels they manifest within. Implementation balance is the degree to which a company is grounded in its Intent (action), expresses its purpose through structure and Content (truth) and sees the big picture, embracing Context, by connecting others to it (creating fulfillment). When our masculine and/or feminine qualities are repressed, an organization falls into defensive patterns that prevent or inhibit complete success. These patterns can be easily identified by observing existing employees and how they co-dependently interact. Educated and trained individuals can do this in a matter of minutes. Our Intro conversation explains how this is done.