[Paleopsych] Re: Robust scientific dialog
shovland at mindspring.com
Mon Feb 21 17:27:50 UTC 2005
A corporate culture also includes beliefs,
which are very resistant to change.
I sent out an article awhile ago about this.
A belief is a mental structure that tends to
have survival value, so any proposed to changing
beliefs will tend to threaten people severely.
Leaders are critical. They get what they are,
so if they don't like what they are getting, they
need to change themselves before their
organization will respond.
Those of us who have had successful therapy
knows that it changes the way we present to
the world, and therefore changes the way the
world manifest to us.
From: W. David Schwaderer [SMTP:Schwaderer_Lists at comcast.net]
Sent: Monday, February 21, 2005 7:35 AM
To: The new improved paleopsych list
Subject: Re: [Paleopsych] Re: Robust scientific dialog
These are fascinating references. I look forward to reading them.
=> I have many more - I have studied resistance to change for about eight
years now...any thoughts you have on why people are resistant to change I
would enjoy hearing. Group solidarity is certainly one reason.
One piece I didn't mention is the key is the CEO, the leader of the group.
=> Yep, the designated leader can be critical. It's even better if you get
the leader to introduce you around early on. It sends a very clear
message.....which may or may not be vetoed by subordinates.
Since change is too often seen as a threat ...
1. Find exceptions and talk about them. ..
2. We make the change seem positive and exciting.
=> Very interesting. But you need to establish excitement on a very broad
scale all at once since old behavior patterns are very resilient.....and
peer-group exposure can erase any interest.....person by person.
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
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.
=> I would love to see/hear these materials and understand them in
entirity. There is an expression which I cannot remember = "There is no
such thing as an innocent bystander,....." I can't remember the other
=> Please do not post my address: David Schwaderer, 13165 Paseo Presada,
Saratoga, CA 95070 <=
Thanks for all considerations,
David Schwaderer << File: ATT00017.html >> << File: ATT00018.txt >>
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