Seven Approaches to Change – Part III

In the first two installments of this three-part series, we looked at the behavioral, cognitive, psychodynamic, humanistic, and personality type approaches to change. In this final installment we will discuss the learning and strategic approaches to change.

The learning model of change is especially helpful when employees must acquire new knowledge and skills to implement a change. During most change transitions there is “performance dip.” This dip is largely the result of the learning curve.

Once you attain a high level of competence, you can execute a task without thinking about it (unconsciously). But, of course, you had to go through a transition period before you could perform at that level of competence.

Managing that transition period, when employees are experiencing fear and insecurity, is less stressful if you are aware of the steps in the learning process:

∙ unconscious incompetence
∙ conscious incompetence
∙ conscious competence
∙ unconscious competence

Change leaders need to understand different learning styles and how to accommodate for them. Obviously, managers cannot learn for their employees, but they can facilitate the process.

The strategic approach to change is the subject of my book “Strategic Organizational Change.” My strategic approach does not ignore the other approaches, but subordinates them to the organization’s mission or purpose.

Every organization and individual has (or should have) a purpose or mission. Once that purpose or mission is clear, a strategic plan to accomplish it needs to be developed.

It’s the strategic plan that determines which changes are relevant, and how multiple changes should be prioritized. Randomly changing things is enormously destructive; changes must be strategically relevant.

As I discuss in my book, any change (structural, cultural, or process) must be aligned with the strategic plan. Change requires resources (time, energy, and money). The expenditure of scarce resources should not occur unless it contributes to the purpose or mission of the organization.

During this three-part series we looked at seven different approaches to change. Each approach has advantages based upon its unique perspective. I encourage you to consider each perspective in all of your own organizational change challenges.

To learn more about strategies and tools for effective change read my book, Strategic Organizational Change (Second Edition), available at www.amazon.com or on my website www.mikebeitler.com. Please feel free to send me your questions, comments, and suggestions.

Seven Approaches to Change – Part II

In the first installment of this article we looked at the behavioral and cognitive approaches to change. In this installment, we turn our attention to the psychodynamic, humanistic, and personality type approaches.

The psychodynamic approach attempts to reveal “why” a person reacts a certain way. Change can generate powerful psychological and emotional reactions—many of which are subconscious. It is possible for an individual to react in a manner that he/she does not understand him/herself (and certainly is unable to explain it to anybody else).

Several authors (Kübler-Ross, Satir, and Weinberg) have added predictive stage models to the psychodynamic approach. These authors suggest that individuals will go through stages (highs and lows) during any significant change. Being aware of the current stage of the change process is helpful to both the individual and the supervisor. The supervisor can help facilitate the change process by properly leading through each stage of the change.

The humanistic approach is best understood by looking at Carl Rogers’ client-centered approach. Even though Rogers was primarily concerned with the therapist role, his insights can be applied to managing workers as well.

Rogers believed change agents must be aware of their own feelings and be “authentic.” Rogers observed that the more genuine the change agent is, the more likely the client (or employee) will change.

Rogers also encouraged the concept of “unconditional positive regard.” Acceptance of whatever feelings the employee is experiencing (including anger and fear), lets the employee know you believe underneath the feelings he/she is okay.

It is critical for managers to learn to control their own emotions and behavior when an employee expresses anger or other intense emotions. Frequently, what is said during an employees’ fit of anger can be surprising insightful for the manager.

Consultants who favor the personality-type approach typically used the Myers-Briggs Type Indicator (or some other preference instrument). The Myers-Briggs Type Indicator (MBTI) helps managers and their teams develop self-awareness and awareness of the preferences of others. I have found this approach to be very effective because most people mistakenly believe that everybody sees the world the same way they do.

By openly discussing team member preferences and personality types, it becomes easier to understand their responses to change. Everybody recognizes that individuals are different, but most people do not have the vocabulary to discuss the differences. The MBTI (and other preference instruments) help facilitate those discussions.

In Part III of this article, the final installment, we will look at the learning and strategic approaches to change.

To learn more about strategies and tools for effective change read my book, Strategic Organizational Change (Second Edition), available at www.amazon.com or on my website www.mikebeitler.com. Please feel free to send me your questions, comments, and suggestions.

Seven Approaches to Change – Part I

I am often asked, “Which approach to change do you prefer?” As the question suggests, there are several general approaches to change: behavioral, cognitive, psychodynamic, humanistic, personality types, learning, and strategic.

While it’s fine to prefer one approach, it is a mistake to disregard the insights from the other approaches. Organizational change is complex because people are complex. We need all the insights we can get.

The behavioral approach focuses on how one person can change another’s behavior by using rewards and punishments. This is my least favorite approach (because it tends to be manipulative and focuses on extrinsic rewards), but there some valuable insights here. Rewards are motivating; punishments are de-motivating.

I had lunch today with Phil Bowers, one of my consulting friends who specializes in first-time manager training. Our conversation turned to the use of rewards in organizations. Based on our experience, we were able to list countless examples of how organizations have used rewards to reinforce behavior—both positive and negative behavior.

One of the leading behavioral psychologists, John Watson said, “Whatever behavior you reward, you get more of.” The implications are powerful for individual behavior and organizational change. If you reward positive behaviors, you’ll get more positive behaviors. But, equally true, if you reward bad behaviors (even without intending to), you get more bad behaviors. What does your organization reward?

The cognitive approach focuses on changing thinking instead of changing behavior. I tend to favor this approach, possibly because I had the opportunity in graduate school to “study under” Albert Ellis (the leading cognitive psychologist).

Cognitivists believe behavior and emotions are the result of thinking. For permanent change, changing behavior is not sufficient; we must change how we think about the issue or situation. Stated simply, “How a person thinks determines how he/she feels or acts.”

The cognitive approach has the long-term advantage of reducing management time spent managing workers. If workers think differently (and receive proper training) about their roles, they can become more self-managing. This will free-up a manager’s time for tasks over than managing, or “micro-managing,” others.

The cognitive approach includes techniques such as reframing, pattern breaking, detachment, and rational analysis. All of these techniques are easy-to-learn and easy-to-apply.

In the next installment of this article, we will look at the psychodynamic, humanistic, and personality type approaches.

To learn more about strategies and tools for effective change read my book, Strategic Organizational Change (Second Edition), available at www.amazon.com or on my website www.mikebeitler.com. Please feel free to send me your questions, comments, and suggestions.