Conclusion
Supervisors, managers, and executives have a mental map that guides their choices and actions. Most are led by the common, conventional map. When leaders are only familiar with this map, they are “simple-minded” like Alberto was at first. This only means that they haven’t internalized assumptions that allow them to think in more complex ways about their organizations.
There is another map, the positive mental map, which offers the language of possibility. Most people don’t look for or find this map unless they have experienced a crisis of some sort, which breaks down their conventional assumptions and allows them to be more open. When they do this, they begin to evolve into a more complex thinker. Acquiring this positive mental map is a lot like becoming bilingual. It is a journey, not an instant transformation. It involves taking risks, failing your way forward, and having the confidence to keep trying. Learning a new language doesn’t mean forgetting your native language; rather, it adds a greater capacity to communicate and learn.
Reader Insights
At the end of this book, you will have the opportunity to fill out the Positive Organization Generator. The first step will be to assess your unit. The second will be to create a vision for your unit. The third will be to find levers or strategies that allow your newly created vision to become a reality. You will find it helpful if you already have some ideas. Please reflect on this chapter and then answer the following two questions.
What new characteristics would I like my unit to have a year from now?
What new ideas do I have for creating a more positive organization?