100720 ~ o'connor nz ps-s - Sustainability - Unwanted Evidence - Why we ignore it

• 1. OConnor I/O PsycSoc Conf 2003 RAP p 1WHAT CAN WE DOWHEN THE SCIENCE SAYS "XAND PEOPLE STILL SAY "WHY?"Frank O'ConnorConsulting Director, Moa ResourcesWellington, New [email protected]

2. OConnor I/O PsycSoc Conf 2003 RAP p 2WHAT 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 successThe origin of success lies in confident actionConfidence 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 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 'scienceWe 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 4. BESTSELLING JOHN KOTTER 1947 There are four reasons that certain people areresisting changeOConnor I/O PsycSoc Conf 2003 RAP p 4Kotter 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 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 needplanned 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 5 6. SIX APPROACHES TO COMBATRESISTANCE 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 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 orare 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 6 7. AN OCTOPUS HAS THE FACTSMeet Paul predicted the outcome ofgames involving the GermanWorld Cup football team thisyearDoes 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 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 finalOConnor I/O PsycSoc Conf 2003 RAP p 8 9. OConnor I/O PsycSoc Conf 2003 RAP p 9WELL, NOToss 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 10. WE LIKE A GOOD STORY!Humans are pattern-seekingcreatures We seem very happy to imbuemere coincidence with far moremeaning than it actually hasSo we need to go carefullyOn with the stories OConnor I/O PsycSoc Conf 2003 RAP p 10 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 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 one's comfort level is returningto previous levels this is often misquoted as "refreezing"OConnor I/O PsycSoc Conf 2003 RAP p 11 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 EmeryOConnor I/O PsycSoc Conf 2003 RAP p 12Toward a Social Ecology, 1972 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.OConnor I/O PsycSoc Conf 2003 RAP p 13People tend to befriend their neighbours 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 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, 1994OConnor I/O PsycSoc Conf 2003 RAP p 14 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, 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 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 theway they do motives, aspirations, fears and other beliefs are hardto recognize from withinOConnor I/O PsycSoc Conf 2003 RAP p 15 16. MARTIN SELIGMAN 1942 Learned helplessness is a condition manifested by acomplete lack of incentive to do anything about ones externalcircumstancesOConnor I/O PsycSoc Conf 2003 RAP p 16Seligman, 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 17. PEOPLE GENERATE CHANGE BYCREATING THE BELIEF THAT CHANGE CANOConnor I/O PsycSoc Conf 2003 RAP p 17SUCCEEDDenialAngerBargainingTestingDepression/AcceptanceSupportTimeArousal 18. CHRIS ARGYRIS 1923 Individual and organizationallearning the extent to which humanreasoning (not just behaviour)can become the basis fordiagnosis and actionOConnor I/O PsycSoc Conf 2003 RAP p 18with Donald SchnKey concepts Ladder of Inference Double-Loop LearningArgyris & Schn 1974 Theory of Action / EspousedTheory / Theory-in-use High Advocacy/High Inquirydialogue Actionable Knowledge 19. Model 1 Theory-In-UseGoverningVariablesDefine goals and try toachieve themOConnor I/O PsycSoc Conf 2003 RAP p 19Maximize winningand minimize losingMinimize generating orexpressing negative feelingsBe rationalActionStrategiesDesign and manage theenvironment unilaterally (bepersuasive, appeal to largergoals)Own and control thetask (claimownership of thetask, be guardian ofdefinition andexecution of task)Unilaterally protect yourself(speak with inferred categoriesaccompanied by little or nodirectly observable behaviour, beblind to impact on others and tothe incongruity between rhetoricand behaviour, reduceincongruity by defensive actionssuch as blaming, stereotyping,suppressing feelings,intellectualizing)Unilaterally protectothers from beinghurt (withholdinformation, createrules to censorinformation andbehaviour, holdprivate meetings)Consequencesfor theBehavioralWorldActor seen as defensive,inconsistent, incongruent,competitive, controlling,fearful of being vulnerable,manipulative, withholding offeelings, overly concernedabout self and others or underconcerned about othersDefensiveinterpersonal andgroup relationship(dependence uponactor, little additivity,little helping ofothers)Defensive norms (mistrust, lackof risk taking, conformitment,emphasis on diplomacy, power-centredcompetition, and rivalry)Little freedom ofchoice, internalcommitment, or risktakingConsequencesfor LearningSelf-sealing Single-loop learning Little testing of theories publicly,much testing of theories privatelyEffectiveness Decreased effectiveness Argyris, Putnam & Smith, 1985,Action Science, Ch. 3 20. Model 2 Theory-In-UseGoverningVariablesValid information Free and informedOConnor I/O PsycSoc Conf 2003 RAP p 20choiceInternal commitment to the choiceand constant monitoring of itsimplementationActionStrategiesDesign situations orenvironments where participantscan be origins and canexperience high personalcausation (psychologicalsuccess, confirmation,essentiality)Tasks are controlledjointlyProtection of self is a jointenterprise and oriented towardgrowth (speak in directlyobservable categories, seek toreduce blindness about owninconsistency and incongruity)Bilateralprotection ofothersConsequencesfor theBehavioralWorldActor experienced as minimallydefensive (facilitator, collaborator,choice creator)Minimally defensiveinterpersonal relationsand group dynamicsLearning-oriented norms (trust,individuality, open confrontationon difficult issues)Consequencesfor LearningDisconfirmable processes Double-loop learning Public testing of theoriesConsequencesfor Quality ofLifeQuality of life will be morepositive than negative (highauthenticity and high freedom ofchoice)Effectiveness ofproblem solving anddecision making will begreat, especially fordifficult problemsEffectiveness Increase long-run effectiveness Argyris, Putnam & Smith, 1985,Action Science, Ch. 3 21. MARVIN WEISBORD 193x ContentmentOConnor I/O PsycSoc Conf 2003 RAP p 21DenialRenewalConfusion 22. OConnor I/O PsycSoc Conf 2003 RAP p 22FUTURE SEARCH A 3-day planning meeting process which enables people tocooperate in complex situations, high conflict and uncertaintyFour 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 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 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 strategyOConnor I/O PsycSoc Conf 2003 RAP p 23www.futuresearch.net 24. HOW CAN WE BUILD IN ENDURING,CONSTRUCTIVE NORMS ANDI 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.OConnor I/O PsycSoc Conf 2003 RAP p 24PROCESSES? How can anybody be sure the plans people make are actuallycarried out?Productive Workplaces Revisited: Dignity, Meaning and Community in the 21stCentury, Marvin Weisbord; Jossey-Bass/Wiley, 2004 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 'betterWhere 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