Entrepreneur Organizational Climate in Regards

Entrepreneur

Organizational Climate in Regards to Entrepreneurial Ideas

New ideas are given ample room to arise in my organization's current climate. The comfort level that the team members experience with each other and the familiarity with the different thinking and learning styles that are represented in the organization all contribute to a willingness to express ideas and concerns, both of which contribute greatly to the pure emergence of entrepreneurial ideas (Perry-Smoth & Coff 2009). Allowing for the fullest possible expression of each individual's creative and rationale thought processes creates a positive dynamic within the group that allows for the emergence of entrepreneurial ideas, while the more "Darwinian" approach of first discussing and then culling ideas through constructive criticism and feasibility determinations aids in the implementation of the more successful and better suggested ideas (Perry-Smith & Coff 2009).

Overall, the organization recognizes its dependence on innovation, and yet remains somewhat resistant to change -- especially change that is not suggested by individual's at the higher echelons of organizational leadership. There is a tendency by some of the leadership within the organization to view suggested changes as challenges to or criticisms of the current system, and though such suggestions do by their very nature suggest that things could be improve, the defensive stance of management on such issues is ultimately detrimental to the company. The result is a high conscious emphasis on innovative ideas, but with a slow and guarded implementation procedure that is perhaps more thorough and critical than is warranted, leading to a reduction of the speed of innovation.

Studies have shown that there is often a proportional decline in product innovation when process innovation increases in its prominence within a company's overall business strategy (Atkeson & Burstein 2007). As product innovation continues to be key to my company's success, yet process innovation in the internal workings of the company is necessary to develop better product innovation, there appears to be a slight dilemma facing the organization. With a consciousness of the pitfalls and problems being faced, however, there are some relatively simple solutions to the issues at hand. Meetings amongst the company's leadership should reinforce the notion that innovation and process/product improvement suggestions are essential to the company's continued success. The weekly gathering of suggestions -- as well as the ability for suggestions to be made at other times -- will encourage participation and innovation in planning for the company's future in a way that allows for growth and innovation from within the organization without giving current leadership the impression that they are being undermined.