[Paleopsych] Re: Robust scientific dialog

Lynn D. Johnson, Ph.D. ljohnson at solution-consulting.com
Mon Feb 21 15:05:33 UTC 2005

These are fascinating references. I look forward to reading them.

One piece I didn't mention is the key is the CEO, the leader of the 
group. I started with him, interviewed him, and videotaped the 
interview. I then selected portions to show to the rest of the 
organization, emphasizing that the CEO was instigating this, was 
supportive, and so on. So if one is to make a change, one must start at 
the top.

Since change is too often seen as a threat (your quote from "Stupidity" 
illustrates that), by using Appreciative Inquiry, we accomplish two things:
    1. Find exceptions and talk about them. This makes the upcoming 
change seem a part of the history of the group. We do this in family 
therapy, when we move the family toward talking about times when the 
Identified Patient has behaved in strong positive ways. This changes the 
views of the IP and thus changes the future. (The assumption is that the 
future is determined by what we expect; that is a recursive statement, 
the future is created by our vision of the future.)
    2. We make the change seem positive and exciting. The old notion was 
that pain had to drive organizational change. But this notion is that 
change is more about a positive expectation, a hope. We create that hope 
based on discovery of what has been our best past behavior. More of That.

I also have the idea that people have four stages of change, based on 
Solution-focused therapy (deShazer) and on Prochaska's work on change. 
My four stages are:
    - Bystander / Visitor
    - Complainant
    - Shopper
    - Customer

I have a handout on that if you would like to see more. Anyway, the 
theory here that a colleague and I have been working on is that 
organizations go through the same four stages. I have a talk on that on 
audiotape I can send you if you'd like, where I apply the four stages to 
organizational change.

Well, off to work

W. David Schwaderer wrote:

> Also, in "Cult of the Mouse" pg. 107 a discussion,
> 4. Cults enforce Strict rules of Behavior that stamp out Individuality 
> and Dissent.
> http://www.amazon.com/exec/obidos/tg/detail/-/1580086330/qid=1108965895/sr=1-1/ref=sr_1_1/104-4450274-6343938?v=glance&s=books 
> <http://www.amazon.com/exec/obidos/tg/detail/-/1580086330/qid=1108965895/sr=1-1/ref=sr_1_1/104-4450274-6343938?v=glance&s=books>
> and, in "In Search of Stupidity", footnote at page 220:
> I was later informed that many in the audience had actually found my 
> negative attitude discouraging and I collected very few business cards 
> (well, none actually).  This experience drove home to me the 
> realization that a herd of lemmings in the act of flinging themselves 
> over a cliff are primed to discuss the importance of teamwork, the 
> need to stay focused on the task at hand, and the necessity of 
> maintaining  positive attitude.
> http://www.amazon.com/exec/obidos/tg/detail/-/1590591046/qid=1108966311/sr=1-1/ref=sr_1_1/104-4450274-6343938?v=glance&s=books 
> <http://www.amazon.com/exec/obidos/tg/detail/-/1590591046/qid=1108966311/sr=1-1/ref=sr_1_1/104-4450274-6343938?v=glance&s=books>
> => Different contextual flavors with the same outcome.....

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