C H A N G E M A N A G E M E N T: 8 W AY S T O C R E AT E

P S Y C H O L O G I C A L S A F E T Y

P R E S E N TA T I O N B Y R U D Y T R E B E L S

C R E AT I N G P S Y C H O L O G I C A L S A F E T Y F O R O R G A N I Z AT I O N A L M E M B E R S W H O A R E U N D E R G O I N G C H A N G E A N D L E A R N I N G I S E S S E N T I A L .

“ A S H A R E D B E L I E F H E L D B Y M E M B E R S O F A T E A M T H AT T H E T E A M I S S A F E F O R I N T E R P E R S O N A L R I S K TA K I N G — A N D M O D E L S T H E E F F E C T S O F T E A M P S Y C H O L O G I C A L S A F E T Y A N D T E A M E F F I C A C Y T O G E T H E R O N L E A R N I N G A N D P E R F O R M A N C E I N O R G A N I Z AT I O N A L W O R K T E A M S . ”

D E F I N I T I O N : P S Y C H O L O G I C A L S A F E T Y :

Source: Administrative Science Quarterly

A U T H O R & F O R M E R P R O F E S S O R AT T H E M I T S L O A N S C H O O L O F M A N A G E M E N T S AY S , C R E AT I N G P S Y C H O L O G I C A L S A F E T Y I N V O LV E S A N U M B E R O F S T E P S , A N D T H E Y M U S T B E TA K E N A L M O S T S I M U LTA N E O U S LY.

E D G A R H . S C H E I N :

• In this book, Schein says: “A change program that involves unlearning and relearning requires that eight conditions be met.”

T H E C O R P O R AT E C U LT U R E S U RV I VA L G U I D E - B Y E D G A R H . S C H E I N

A C C O R D I N G T O S C H E I N , M A N A G E M E N T T E A M S M U S T M E E T T H E S E 8 C O N D I T I O N S I N O R D E R T O C R E AT E P S Y C H O L O G I C A L S A F E T Y F O R O R G A N I Z AT I O N A L M E M B E R S E X P E R I E N C I N G C H A N G E :

T H E N E W W AY O F W O R K I N G M U S T B E P R E S E N T E D A S N E C E S S A R Y F O R T H E S U R V I VA L O R G R O W T H O F T H E O R G A N I Z AT I O N A N D B E P E R C E I V E D A S N O N -N E G O T I A B L E .

1 . A C O M P E L L I N G P O S I T I V E V I S I O N

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

• If you are the target of change, Schein says, you must believe that you and the organization will be better off if you learn the new way of thinking and working.

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

• The vision must be articulated (and widely held) by senior management.

• And, most important of all, the vision must articulate the desired “new way of working.”

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

• If the learners do not understand the actual behavior that will be required of them, they cannot figure out what they will have to unlearn and how they will go about it.

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

I F Y O U A R E T O L E A R N N E W W AY S O F T H I N K I N G , N E W AT T I T U D E S , A N D N E W S K I L L S , Y O U M U S T H AV E A C C E S S T O W H AT E V E R F O R M A L T R A I N I N G I S R E Q U I R E D .

2 . F O R M A L T R A I N I N G

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

• Schein says, “If the new way of working necessitates teamwork, formal training on team building and maintenance must be provided.”

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

I F T H E F O R M A L T R A I N I N G I S T O TA K E H O L D , Y O U M U S T H AV E A S E N S E T H AT Y O U C A N M A N A G E Y O U R O W N I N F O R M A L M E T H O D O F L E A R N I N G .

3 . I N V O LV E M E N T O F T H E L E A R N E R

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

• Everyone learns slightly different, so it is essential to involve learners in designing their own optimal learning process.

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

• Schein says, “The goals of learning are non-negotiable, but the method of learning can be highly individual.”

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

B E C A U S E R E S I S TA N C E T O C H A N G E I S O F T E N E M B E D D E D I N G R O U P N O R M S , I N F O R M A L T R A I N I N G A N D P R A C T I C E M U S T B E P R O V I D E D T O W H O L E G R O U P S S O T H AT N E W N O R M S A N D N E W A S S U M P T I O N S C A N B E B U I LT J O I N T LY.

4 . I N F O R M A L T R A I N I N G O F R E L E VA N T “ FA M I LY ” G R O U P S & T E A M S

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

• The learner should not feel deviant in deciding to engage in the new learning.

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

Y O U C A N N O T L E A R N S O M E T H I N G F U N D A M E N TA L LY N E W I F Y O U D O N ’ T H AV E T H E T I M E , T H E R E S O U R C E S , C O A C H I N G , A N D VA L I D F E E D B A C K O N H O W Y O U A R E D O I N G .

5 . P R A C T I C E F I E L D S , C O A C H E S , A N D F E E D B A C K

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

• Practice fields are particularly important so that you can make mistakes and learn from them without disrupting the organization.

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

T H E N E W W AY O F T H I N K I N G A N D B E H AV I N G M AY B E S O D I F F E R E N T T H AT Y O U M U S T S E E W H AT I T L O O K S L I K E B E F O R E Y O U C A N I M A G I N E Y O U R S E L F D O I N G I T.

6 . P O S I T I V E R O L E M O D E L S

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

• You must be able to see the new behavior and attitudes in others with whom you can identify.

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

G R O U P S S H O U L D B E F O R M E D I N W H I C H P R O B L E M S C O N N E C T E D W I T H L E A R N I N G A R E A I R E D A N D D I S C U S S E D .

7 . S U P P O R T G R O U P S

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

• You must be able to talk about your frustrations and difficulties in learning with others who are experiencing similar difficulties so that you can support each other and jointly learn new ways of dealing with the difficulties.

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

S C H E I N S AY S , “ I T I S E S S E N T I A L T O H AV E R E W A R D A N D D I S C I P L I N E S Y S T E M S A N D O R G A N I Z AT I O N A L S T R U C T U R E S C O N S I S T E N T W I T H T H E N E W W AY O F T H I N K I N G A N D W O R K I N G . ”

8 . S Y S T E M S & S T R U C T U R E S C O N S I S T E N T W I T H T H E D E S I R E D C H A N G E S

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

• For example, if you are learning how to be a team player, the reward system must be group - oriented, the discipline system must punish individually aggressive and selfish behavior, and the organizational structures must make it possible to work as a team.

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

* R E M E M B E R :

• Many change programs fail because the new way of working is not supported by the organizational structures, rewards, or controls.

Source: Schein, E. H. (2010). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, CA: Jossey-Bass.

– O N C U LT U R A L L E A R N I N G A N D U N L E A R N I N G , F R O M ‘ T H E C O R P O R AT E C U LT U R E S U R V I VA L G U I D E ’

“When an organization sets out to truly transform itself, the eight conditions described can be created and significant

cultural changes can be achieved.” - Edgar Schein

R U D Y T R E B E L S , P R E S I D E N T & C E O , W E D G E W O O D I N V E S T M E N T G R O U P, H A S O V E R 3 5 Y E A R S E X P E R I E N C E I N F I N A N C I A L S E R V I C E S . A S A B U S I N E S S G R A D U AT E F R O M D R A K E U N I V E R S I T Y, R U D Y H A S R E M A I N E D H E AV I LY I N V O LV E D I N T H E F U T U R E O F H I S A L M A M AT E R . H E C U R R E N T LY L I V E S I N G L E N V I E W, I L L I N O I S W H E R E H E E N J O Y S S P E N D I N G T I M E W I T H FA M I LY A N D AT T E N D I N G VA R I O U S C H A R I T Y G O L F E V E N T S .

I F Y O U L I K E D T H I S , P L E A S E C H E C K O U T:

R U D Y T R E B E L S . U S