1. WHAT CAN WE DO WHEN THE SCIENCE SAYS "XAND PEOPLE STILL SAY "WHY?"Frank O'Connor Consulting Director, Moa Resources Wellington, New Zealand franko@moa.net.nz OConnor I/O PsycSoc Conf 2003 RAP p 1 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/

2. WHAT DO WE KNOWWe have learned a lot about social change in organisations large or small, formal or not knowing what needs to be done does not determine success The origin of success lies in confident action Confidence follows leadership a social (not textual) phenomenon frequently reinforcing the small actions individual and small group behaviour add up We dont make the change as a wholeOConnor I/O PsycSoc Conf 2003 RAP p 2 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 3. FURTHER EVIDENCE SHOWS Major change runs in the face of what we believe challenge to prevailing belief systems may include those that areseen to underpin 'science We do change ingrained habits using 'emotional' information as well as thoughts accepting that, sometimes, leaps of faith are required and madeThe process of engaging the not-yet-committed canbe predictable, intuitive and simple and inadequately informedOConnor I/O PsycSoc Conf 2003 RAP p 3 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 4. BESTSELLING JOHN KOTTER 1947 There are four reasons that certain people areresisting changeKotter and Schlesinger, 1979 Parochial self-interest some people are concerned with how change may affect their own interests, rather than considering the effects for the whole Misunderstanding communication problems; inadequate information Low tolerance to change certain people are very keen on security and stability in their work Different assessments of the situation some employees may disagree on the reasons for the change and on the advantages and disadvantages of the change processOConnor I/O PsycSoc Conf 2003 RAP p 4 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 5. SIX APPROACHES TO COMBAT RESISTANCE TO CHANGE - 1 Education and Communication people lack information Educate people beforehand. Up-front communication reduces unfounded rumours concerning the change Participation and Involvement we dont have all we needplanned yet and others have considerable power to resist Involve employees in the change effort - they are more likely to buy in and help Facilitation and Support - resistance from adjustment problems Head-off potential resistance supporting employees deal with fear and anxiety about detrimental effects of change special training, counselling, time off work.OConnor I/O PsycSoc Conf 2003 RAP p 5 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 6. SIX APPROACHES TO COMBAT RESISTANCE TO CHANGE - 2 Negotiation and Agreement some may lose out and haveconsiderable power to resist by offering incentives to employees not to resist change, to veto elements of change, or to offer early buyouts or retirements where those resisting change are in a position of power Manipulation and Co-option where other tactics will not work orare too expensive Involve leaders of the resistance in the change effort, but if feel they are only symbolic, they may resistance even further Explicit and Implicit Coercion if speed essential, at last resort force acceptance by making clear that resisting change will lead to losing jobs, firing, transferring or not promoting employees. OConnor I/O PsycSoc Conf 2003 RAP p 6 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 7. AN OCTOPUS HAS THE FACTS Meet Paul predicted the outcome ofgames involving the GermanWorld Cup football team thisyear Does the press really thinkPaul can predict the outcomeof a soccer game? Or is it a real misunderstandingof the nature of probabilityOConnor I/O PsycSoc Conf 2003 RAP p 7 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 8. SURELY THIS IS MORE THAN LUCKOffered 2 flag-bearing boxes,each containing a mussel,Paul chooses one of them For the matches involving theGerman team, Paul selectedthe winner of each game After the game that sawGermany lose to Spain, Paulappeared to select the victorthrough to the final OConnor I/O PsycSoc Conf 2003 RAP p 8 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 9. WELL, NO Toss a coin & record whetherit comes up heads or tails Over dozens of tosses youll seeruns of several heads orseveral tailsBut each time you toss,theres a 1 in 2 chance ofcoming up heads Regardless of whats gonebeforeSo the octopus is sometimesright, sometimes wrong; forone or a run of choices Alison Campbells BioBlog Jul 09 OConnor I/O PsycSoc Conf 2003 RAP p 9 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 10. WE LIKE A GOOD STORY!Humans are pattern-seekingcreatures We seem very happy to imbuemere coincidence with far moremeaning than it actually has So we need to go carefullyOn with the stories OConnor I/O PsycSoc Conf 2003 RAP p 10 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 11. KURT LEWIN 1890 - 1947 Moved from studying behaviour to engineering its change,particularly in relation to racial and religious conflicts Invented sensitivity training, for making people more aware ofthe effect they have on othersAn early three-stage change process The first stage he called "unfreezing overcoming inertia anddismantling the existing "mind set Defense mechanisms have to be bypassed In the second stage the change occurs a period of confusionand transition We are aware that the old ways are being challenged but we do not have a clear picture as to what we are replacing them with yet The third and final stage he called "freezing The new mindset is crystallizing and one's comfort level is returning to previous levels this is often misquoted as "refreezing" OConnor I/O PsycSoc Conf 2003 RAP p 11 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 12. ERIC TRIST 1909 1993 For the last two years of the World War II, Trist was chiefpsychologist to the civil resettlements units for repatriatedprisoners of war probably the most exciting single experience of my professional lifeTrist and the Tavistock Institute: industrial and military projects on change and reintegration the Family Discussion Group John Bowlbys studies on mother-child separation the establishment of Family Systems Therapy the Socio-technical Systems approach with Fred EmeryToward a Social Ecology, 1972 OConnor I/O PsycSoc Conf 2003 RAP p 12 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 13. LEON FESTINGER 19191989 Theory of Cognitive Dissonance inconsistency among beliefs and behaviours will cause an uncomfortable psychological tension people change their beliefs to fit their actual behaviour, rather than the other way around, as popular wisdom suggests Social Comparison Theory how people evaluate their own opinions and desires by comparing themselves with others how groups exert pressures on individuals to conform with group norms and goals Social Network Theory showed how the formation of social ties among college freshmen was predicted by the physical proximity between people, and not just by similar tastes or beliefs, as laymen tend to believe.People tend to befriend their neighboursOConnor I/O PsycSoc Conf 2003 RAP p 13 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 14. DONALD SCHN 1930-1997 A lifetime of interest in the subtle processes wherebytechnological and other change is absorbed (or not) by socialsystems Generative metaphor figurative descriptions of social situations, usually implicit and even semi-conscious but that shape the way problems are tackled, for example seeing a troubled inner-city neighbourhood as urban "blight" and, hence, taking steps rooted in the idea of disease "Learning systems exploring the possibility of learning at the supra-individual level Reflective practice inquiry the role of technical knowledge versus "artistry" in developing professional excellence see The Reflective Practitioner 1983 Reflective frames of social problems which are otherwise taken for granted and can be critically reconstructed in a shared way to solve intractable policy controversies see Frame Reflection with Martin Rein, 1994OConnor I/O PsycSoc Conf 2003 RAP p 14 Created with Print2PDF. 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EDGAR SCHEIN 1928 "Corporate culture basic tacit assumptions about how the world is and ought to be that a group of people share and that determines their perceptions, thoughts, feelings, and their overt behavior" - Schein, 1996Even with rigorous study, we can only makestatements about elements of culture, not culture inits entirety Artefacts dress code, furniture, office jokes are surface aspects which are easily discerned, being tangible or verbally identifiable, yet may be hard to decipher Espoused Values desired and stated cultural elements are examples of conscious justifications, strategies, goals and philosophies below artefacts Basic Assumptions and Values difficult to discern because they exist at a largely unconscious level,yet they provide the key to understanding why things happen theway they do motives, aspirations, fears and other beliefs are hardto recognize from withinOConnor I/O PsycSoc Conf 2003 RAP p 15 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 16. MARTIN SELIGMAN 1942 Learned helplessness is a condition manifested by acomplete lack of incentive to do anything about ones externalcircumstances Seligman, Helplessness, Freeman, New York, 1992 Learned helplessness a psychological condition in which a human being or an animal has learned to act or behave helplessly in a particular situation usually after experiencing some inability to avoid adverse situations even if it actually has power to change its unpleasant circumstance The same mechanism may mediate in individuals and groups the expectation of response ineffectiveness contributing to individual and organisational depression and inaction OConnor I/O PsycSoc Conf 2003 RAP p 16 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 17. PEOPLE GENERATE CHANGE BYCREATING THE BELIEF THAT CHANGE CANSUCCEEDAngerSupport Denial Arousal BargainingTesting Depression/ AcceptanceTime Created with OConnor I/O PsycSoc Conf 2003 RAP p 17Print2PDF. To remove this line, buya license at: http://www.binarynow.com/ 18. CHRIS ARGYRIS 1923 Individual and organizationallearning the extent to which humanreasoning (not just behaviour)can become the basis fordiagnosis and actionwith Donald SchnKey concepts Ladder of Inference Double-Loop Learning Argyris & Schn 1974 Theory of Action / EspousedTheory / Theory-in-use High Advocacy/High Inquirydialogue Actionable Knowledge OConnor I/O PsycSoc Conf 2003 RAP p 18 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 19. Model 1 Theory-In-Use Governing Define goals and try to Maximize winningMinimize generating or Be rational Variables achieve themand minimize losing expressing negative feelings ActionDesign and manage the Own and control the Unilaterally protect yourselfUnilaterally protect Strategiesenvironment unilaterally (betask (claim (speak with inferred categoriesothers from being persuasive, appeal to largerownership of theaccompanied by little or nohurt (withhold goals)task, be guardian ofdirectly observable behaviour, beinformation, create definition andblind to impact on others and to rules to censor execution of task)the incongruity between rhetoric information and and behaviour, reducebehaviour, hold incongruity by defensive actions private meetings) such as blaming, stereotyping, suppressing feelings, intellectualizing) ConsequencesActor seen as defensive,Defensive Defensive norms (mistrust, lackLittle freedom of for the inconsistent, incongruent,interpersonal and of risk taking, conformitment, choice, internal Behavioralcompetitive, controlling, group relationshipemphasis on diplomacy, power-commitment, or risk World fearful of being vulnerable,(dependence uponcentred competition, and rivalry)taking manipulative, withholding ofactor, little additivity, feelings, overly concernedlittle helping of about self and others or underothers) concerned about others ConsequencesSelf-sealingSingle-loop learningLittle testing of theories publicly, for Learningmuch testing of theories privatelyEffectiveness Decreased effectiveness Argyris, Putnam & Smith, 1985, Action Science, Ch. 3OConnor I/O PsycSoc Conf 2003 RAP p 19 Created with Print2PDF. 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Model 2 Theory-In-Use Governing Valid informationFree and informed Internal commitment to the choice Variableschoiceand constant monitoring of itsimplementation ActionDesign situations or Tasks are controlledProtection of self is a joint Bilateral Strategiesenvironments where participantsjointly enterprise and oriented towardprotection of can be origins and can growth (speak in directly others experience high personal observable categories, seek to causation (psychological reduce blindness about own success, confirmation, inconsistency and incongruity) essentiality)ConsequencesActor experienced as minimally Minimally defensive Learning-oriented norms (trust, for the defensive (facilitator,interpersonal relations individuality, open confrontation Behavioralcollaborator, choice creator)and group dynamicson difficult issues) WorldConsequencesDisconfirmable processes Double-loop learningPublic testing of theories for Learning ConsequencesQuality of life will be more Effectiveness of for Quality ofpositive than negative (high problem solving and Lifeauthenticity and high freedom of decision making will be choice)great, especially fordifficult problems Effectiveness Increase long-run effectivenessArgyris, Putnam & Smith, 1985,Action Science, Ch. 3 OConnor I/O PsycSoc Conf 2003 RAP p 20 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 21. MARVIN WEISBORD 193x RenewalContentmentConfusion DenialOConnor I/O PsycSoc Conf 2003 RAP p 21 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 22. FUTURE SEARCH A 3-day planning meeting process which enables people tocooperate in complex situations, high conflict and uncertainty Four Principles Getting the whole system in the room Exploring all aspects of a system before trying to fix any part Putting common ground and future action front and centre treating problems and conflicts as information, not action items Having people accept responsibility for their own work,conclusions, and action plansOConnor I/O PsycSoc Conf 2003 RAP p 22 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 23. BEYOND PRODUCTIVE WORKPLACES Future Search typically involves groups of 40 to 80 people in oneroom and as many as 300 in parallel conferences People from diverse backgrounds use Future Searches to make systemic improvements in their communities and organizations, working entirely from their own experience Used with many social, technological and economic issues organize the demobilization child soldiers in Southern Sudan Integrate an economic development plan in Northern Ireland work with a Hawaiian community to reconnect with traditional values determine the future of urban mobility in Salt Lake City, Utah People achieve four outputs from one meeting shared values a plan for the future concrete goals an implementation strategywww.futuresearch.net OConnor I/O PsycSoc Conf 2003 RAP p 23 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 24. HOW CAN WE BUILD IN ENDURING,CONSTRUCTIVE NORMS ANDPROCESSES? How can anybody be sure the plans people make are actuallycarried out? I have pondered that question for many years. I doubtthat anybody can build in a technical insurance policyfor ongoing success that trumps peoples willingness tokeep revisiting worthy goals and to stay connected witheach other. The key leadership policy I advocate isinvolving those who do the work in planning the work.The best methods for doing that tend to be simple.Productive Workplaces Revisited: Dignity, Meaning and Community in the 21stCentury, Marvin Weisbord; Jossey-Bass/Wiley, 2004OConnor I/O PsycSoc Conf 2003 RAP p 24 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 25. WHATS IN OUR TOOLBOX?As psychologists, we have evidence that peopledon't change behaviour just because they arerationally convinced They change instinctively because it is more convenient, moreacceptable, more safe and more expedient They change intellectually because they believe it will be betterfor them, in their subjective and diverse meanings of 'better Where can we apply this insight to assist action inthe interest of sustaining the planet on which welive?OConnor I/O PsycSoc Conf 2003 RAP p 25 Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/