COMMENTARY


EMBRACING CREATIVE DESTRUCTION


A prescription for how the Army’s leaders can demonstrate emotional intelligence and communicate change bet ter during a time of creative destruction, based on the author’s doctoral research and dissertation.


by Dr. Bozena “Bonnie” Berdej T


he Army is going through creative destruction. To respond to future threats, the Army has to change and continue reorganizing. Because of these pressing needs, leaders stand up new organizations to engage creativity and innovation. Policies change frequently to ensure effi-


ciency. Leaders have to work around budget and schedule constraints while keeping their workforce agile and committed.


Creative destruction is necessary. It does not have to be entirely bad, but it comes with risks. Leaders have to clearly communicate their intentions and encourage feedback. Otherwise, creative destruction could cost many millions of dollars in low morale, turnover and low organizational effectiveness, based on my study of the literature surrounding the correlation of creative destruction, leader emotional intelligence, communication and organizational effectiveness.


Let me explain.


Creative destruction is the idea that, to evolve, an organization must shed prod- ucts and practices that don’t work or have become outdated in favor of newer and more innovative ideas that enable it to become more agile and responsive to the customer.


Organizational effectiveness is a combination of five elements: leadership, decision- making, people, culture and commitment. Creative destruction and organizational


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