Mindsets are the things that define our character. They are opinions, attitudes towards different factors in life, and theories. Ones mental models define how they are going to view the world they are living. They go as far as determining the kind of responses one is bound to give when taking a decision on a particular case. Mindsets can involve perceptions, ways of understanding things, generalizations such as “mathematics is a complex unit,” mental image of how things are and howthey alien that is purposed to disrupt their perfect way of life. Several innovative ideas have not been implemented simply because these innovations are contrary to the managements pre-existing mindsets.

These backward mindsets instilled in the minds of corporations, and corporate heads and workers undermine many wise innovations that would otherwise revolutionize business today. These ideas and rigid programs are due to their continued use such that the companies or individuals keep them as a vital part of their institution without which the institution will fail.They get into the main workings of an individual/organization unconsciously and become the key part of the organization. They hence keep them close to their chests lest a change would get rid of them. It is, therefore, imperative that the minds of those in business should be open to change because there are many innovations in the business world (Byrne, 2005).

The mindset that is affecting the two coworkers is the personal mindset. These mindsets have developed through time, and the two workers deem what they have been doing as right, and that disruption will lead to failure. The two workers are also held to the incentive of better pay fearing that the introduction of transport for non-perishable goods could slow down business. Their mindsets blind them to the possibility of a thriving and more profitable business with the introduction of the side business. They do not consider the long-term benefit f the business since no further arrangements have to be made since the side business will use the utilized space in the carriage trucks.

Get the best information only-One of the critical personal skills in changing fixed mindsets today is not to find information, but to select the best information and avoid the rest. Vernon and Bud are not ready to take a risk o due to fear of change this could be attributed to having a negative mind. Their thoughts on expanding the business can be changed by availing best information such the benefits of expanding the business, this will in turn enable them to focus on how to achieve best results in their new venture and thus become a motivation to other employees.

Examine your current beliefs-Vernon and Bud need to be given a chance to examine their mindsets by looking at their current belief-system. Self-limiting beliefs could be possible blocks, and they can be identified by asking the right questions, for example, they can ask themselves the right questions about where they want to go and what could be standing on their way. The key is then to turn those beliefs around by declaring supportive thoughts and ideas on the same belief.

Shape your mindset with vision and goal-

Protect your mindset-Having taken Vernon and Bud through the required steps they need to protect their mindsets against negative mindsets and wrong information, which could affect their confidence needed for leading other employees

Five forces influence certain mindsets such as the ones the two coworkers harbor. They include education, learning, incentives, and rewards, personal experiences, other people’s influences, traditions of apprenticeship and today’s experiences being turned into tomorrow’s philosophies.

Today’s experiences turned into tomorrow’sVernon andBud would rather stick with their old trusted strategy rather than embrace a new method that might lead to success after all “better the devil you know tan the angel you do not know” (Jones et al., 2014).

Education and training-while education is a broader term, training entails a specific area of study. The training that he two coworkers might have received and their learning experiences are the main causes of their rigidity. They have been in the same background for twenty years doing the same type of business, and this might have led them to get used to the idea to the extent that it became their life. Letting go of the idea, to them, meant letting go of a part of their life.

Others influence-the influences of other interactions, are a major influence of developing a certain mindset. Coworkers and the management have a way of influencing people’s character over time. For the cased of Vernon and Bud, the possibility of being in the company of minds similar to theirs and the lack of forward thinking may be the main force behind their decision.

Personal experience-certain events in the private lives of these two workers may have put them against change. Their experiences with alteration of certain structures might have brought harm to them than the intended good. Such experiences discourage people and, therefore, the mention of the change at the company they have served for such a long time is not good news for them because they think that they will definitely fail given the experiences from their personal lives.

Rewards and incentives-the two have been earning a steady salary since their model of business has been working well for them. The prospect of the business slowing down frightens them, and they wish that such a change might not occur. The prospect of the maintenance of their salary blinds them from the successes brought about by the new model of business (Byrne, 2005).

most persistent is the idea that old workers will never have new ideas. Since I was employed into human resource, the age of most of the new employees are of a younger age but learning through the four steps has helped me rid of this idea and I now give everyone an opportunity to prove him/herself during employment (Garvan, 2000).

References

Byrne, R. J., (2005). The Rational Imagination: How People Create Counterfactual Alternatives to Reality. Cambridge MA.

Garvan D., (2000).Learning In Action, Harvard Business School Press. Boston, Massachusetts, pp. 12

Jones, N. A. et al. (2014). Eliciting Mental Models: Ecology and Society.19 (1), pp. 13