1. WHAT CAN WE DOWHEN THE SCIENCE SAYS "X AND PEOPLE STILL SAY "WHY?"Frank OConnorConsulting Director, Moa ResourcesWellington, New Zealandfranko@moa.net.nz OConnor I/O PsycSoc Conf 2003 RAP p 1Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/

2. WHAT DO WE KNOW We have learned a lot about social change in organisations large or small, formal or not knowing what needs to be done does not determine successThe 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 upWe dont make the change as a whole OConnor I/O PsycSoc Conf 2003 RAP p 2Created 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 are seen to underpin science We do change ingrained habits using emotional information as well as thoughts accepting that, sometimes, leaps of faith are required and made The process of engaging the not-yet-committed can be predictable, intuitive and simple and inadequately informed OConnor I/O PsycSoc Conf 2003 RAP p 3Created 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 are resisting change Kotter and Schlesinger, 1979 Parochial self-interest some people are concerned with how change may affect their owninterests, 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 andon the advantages and disadvantages of the change process OConnor I/O PsycSoc Conf 2003 RAP p 4Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 5. SIX APPROACHES TO COMBATRESISTANCE TO CHANGE - 1 Education and Communication people lack information Educate people beforehand. Up-front communication reducesunfounded rumours concerning the change Participation and Involvement we dont have all we need planned yet and others have considerable power to resist Involve employees in the change effort - they are more likely to buyin and help Facilitation and Support - resistance from adjustment problems Head-off potential resistance supporting employees deal with fearand anxiety about detrimental effects of change special training, counselling, time off work. OConnor I/O PsycSoc Conf 2003 RAP p 5Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 6. SIX APPROACHES TO COMBATRESISTANCE TO CHANGE - 2 Negotiation and Agreement some may lose out and have considerable power to resist by offering incentives to employees not to resist change, to vetoelements 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 or are too expensive Involve leaders of the resistance in the change effort, but if feelthey 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 tolosing jobs, firing, transferring or not promoting employees. OConnor I/O PsycSoc Conf 2003 RAP p 6Created 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 of games involving the German World Cup football team this year Does the press really think Paul can predict the outcome of a soccer game? Or is it a real misunderstanding of the nature of probability OConnor I/O PsycSoc Conf 2003 RAP p 7Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 8. SURELY THIS IS MORE THAN LUCK Offered 2 flag-bearing boxes, each containing a mussel, Paul chooses one of them For the matches involving the German team, Paul selected the winner of each game After the game that saw Germany lose to Spain, Paul appeared to select the victor through to the final OConnor I/O PsycSoc Conf 2003 RAP p 8Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 9. WELL, NO Toss a coin & record whether it comes up heads or tails Over dozens of tosses youll see runs of several heads or several tails But each time you toss, theres a 1 in 2 chance of coming up heads Regardless of whats gone before So the octopus is sometimes right, sometimes wrong; for one or a run of choices Alison Campbells BioBlog Jul 09 OConnor I/O PsycSoc Conf 2003 RAP p 9Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 10. WE LIKE A GOOD STORY! Humans are pattern-seeking creatures We seem very happy to imbue mere coincidence with far more meaning than it actually has So we need to go carefullyOn with the stories OConnor I/O PsycSoc Conf 2003 RAP p 10Created 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 of the effect they have on others An early three-stage change process The first stage he called "unfreezing overcoming inertia and dismantling the existing "mind set Defense mechanisms have to be bypassed In the second stage the change occurs a period of confusion and transition We are aware that the old ways are being challenged but we do nothave 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 ones comfort level is returningto previous levels this is often misquoted as "refreezing" OConnor I/O PsycSoc Conf 2003 RAP p 11Created 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 chief psychologist to the civil resettlements units for repatriated prisoners of war probably the most exciting single experience of my professional life Trist 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 Emery Toward a Social Ecology, 1972 OConnor I/O PsycSoc Conf 2003 RAP p 12Created 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 anuncomfortable psychological tension people change their beliefs to fit their actual behaviour, rather thanthe other way around, as popular wisdom suggests Social Comparison Theory how people evaluate their own opinions and desires by comparingthemselves with others how groups exert pressures on individuals to conform with groupnorms and goals Social Network Theory showed how the formation of social ties among college freshmenwas predicted by the physical proximity between people, and not justby similar tastes or beliefs, as laymen tend to believe. People tend to befriend their neighbours OConnor I/O PsycSoc Conf 2003 RAP p 13Created 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 whereby technological and other change is absorbed (or not) by social systems Generative metaphor figurative descriptions of social situations, usually implicit and evensemi-conscious but that shape the way problems are tackled, forexample 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 developingprofessional excellence see The Reflective Practitioner 1983 Reflective frames of social problems which are otherwise taken for granted and can becritically reconstructed in a shared way to solve intractable policycontroversies see Frame Reflection with Martin Rein, 1994 OConnor I/O PsycSoc Conf 2003 RAP p 14Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 15. 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, 1996 Even with rigorous study, we can only make statements about elements of culture, not culture in its entirety Artefacts dress code, furniture, office jokes are surface aspects which areeasily discerned, being tangible or verbally identifiable, yet may behard to decipher Espoused Values desired and stated cultural elements are examples of consciousjustifications, 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 the way they do motives, aspirations, fears and other beliefs are hard to recognize from within OConnor I/O PsycSoc Conf 2003 RAP p 15Created 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 a complete lack of incentive to do anything about ones external circumstancesSeligman, Helplessness, Freeman, New York, 1992 Learned helplessness a psychological condition in which a human being or an animal haslearned 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 individualand organisational depression and inaction OConnor I/O PsycSoc Conf 2003 RAP p 16Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 17. PEOPLE GENERATE CHANGE BY CREATING THE BELIEF THAT CHANGE CAN SUCCEEDAnger SupportDenialArousalBargainingTestingDepression/AcceptanceTimeCreated with OConnor I/O PsycSoc Conf 2003 RAP p 17 Print2PDF. To remove this line, buya license at: http://www.binarynow.com/ 18. CHRIS ARGYRIS 1923 Individual and organizational learning the extent to which human reasoning (not just behaviour) can become the basis for diagnosis and action with Donald Schn Key concepts Ladder of Inference Double-Loop LearningArgyris & Schn 1974 Theory of Action / Espoused Theory / Theory-in-use High Advocacy/High Inquiry dialogue Actionable Knowledge OConnor I/O PsycSoc Conf 2003 RAP p 18Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 19. Model 1 Theory-In-UseGoverning Define goals and try to Maximize winningMinimize generating or Be rationalVariables achieve themand minimize losing expressing negative feelingsActionDesign and manage the Own and control the Unilaterally protect yourselfUnilaterally protectStrategiesenvironment unilaterally (betask (claim (speak with inferred categoriesothers from beingpersuasive, appeal to largerownership of theaccompanied by little or nohurt (withholdgoals)task, be guardian ofdirectly observable behaviour, beinformation, createdefinition andblind to impact on others and to rules to censorexecution of task)the incongruity between rhetoric information andand behaviour, reducebehaviour, holdincongruity by defensive actions private meetings)such as blaming, stereotyping,suppressing feelings,intellectualizing)ConsequencesActor seen as defensive,Defensive Defensive norms (mistrust, lackLittle freedom offor the inconsistent, incongruent,interpersonal and of risk taking, conformitment, choice, internalBehavioralcompetitive, controlling, group relationshipemphasis on diplomacy, power-commitment, or riskWorld fearful of being vulnerable,(dependence uponcentred competition, and rivalry)takingmanipulative, withholding ofactor, little additivity,feelings, overly concernedlittle helping ofabout self and others or underothers)concerned about othersConsequencesSelf-sealingSingle-loop learningLittle testing of theories publicly,for Learningmuch testing of theories privatelyEffectiveness Decreased effectiveness Argyris, Putnam & Smith, 1985,Action Science, Ch. 3 OConnor I/O PsycSoc Conf 2003 RAP p 19Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 20. Model 2 Theory-In-UseGoverning Valid informationFree and informed Internal commitment to the choiceVariableschoiceand constant monitoring of its implementationActionDesign situations or Tasks are controlledProtection of self is a joint BilateralStrategiesenvironments where participantsjointly enterprise and oriented towardprotection ofcan be origins and can growth (speak in directly othersexperience high personal observable categories, seek tocausation (psychological reduce blindness about ownsuccess, confirmation, inconsistency and incongruity)essentiality)ConsequencesActor experienced as minimally Minimally defensive Learning-oriented norms (trust,for the defensive (facilitator,interpersonal relations individuality, open confrontationBehavioralcollaborator, choice creator)and group dynamicson difficult issues)WorldConsequencesDisconfirmable processes Double-loop learningPublic testing of theoriesfor LearningConsequencesQuality of life will be more Effectiveness offor Quality ofpositive than negative (high problem solving andLifeauthenticity and high freedom of decision making will bechoice)great, especially for difficult problemsEffectiveness Increase long-run effectivenessArgyris, Putnam & Smith, 1985, Action Science, Ch. 3 OConnor I/O PsycSoc Conf 2003 RAP p 20Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 21. MARVIN WEISBORD 193x Renewal Contentment ConfusionDenial OConnor I/O PsycSoc Conf 2003 RAP p 21Created 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 to cooperate 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 plans OConnor I/O PsycSoc Conf 2003 RAP p 22Created 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 one room and as many as 300 in parallel conferences People from diverse backgrounds use Future Searches to makesystemic 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 strategy www.futuresearch.net OConnor I/O PsycSoc Conf 2003 RAP p 23Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/ 24. HOW CAN WE BUILD IN ENDURING, CONSTRUCTIVE NORMS AND PROCESSES? How can anybody be sure the plans people make are actually carried out? I have pondered that question for many years. I doubt that anybody can build in a technical insurance policy for ongoing success that trumps peoples willingness to keep revisiting worthy goals and to stay connected with each other. The key leadership policy I advocate is involving 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 21st Century, Marvin Weisbord; Jossey-Bass/Wiley, 2004 OConnor I/O PsycSoc Conf 2003 RAP p 24Created 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 people dont change behaviour just because they are rationally convinced They change instinctively because it is more convenient, more acceptable, more safe and more expedient They change intellectually because they believe it will be better for them, in their subjective and diverse meanings of better Where can we apply this insight to assist action in the interest of sustaining the planet on which we live? OConnor I/O PsycSoc Conf 2003 RAP p 25Created with Print2PDF. To remove this line, buy a license at: http://www.binarynow.com/