Individual change ( cont)

The Humanistic psychology
approach to change
Individual change- The underpinning theory
Management of Change- Chapter 1 1
Nguyen Ngoc Minh Tri
Nguyen Duy Linh
Huynh Hanh Nguyen

Maslow and
the hierarchy of
needs
Before his death, Rabbi Zusya
said, ‘In the coming world, they
will not ask me, “ Why were
you not Moses?” They will ask
me, “ Why were you not
Zusya?”’
Martin Buber,1961, Tales of Hasidim

Self- actualization needs
Self esteem needs
Love and belonging needs
Safety needs
Physiological needs

Rogers and the
path to
personal
growth
Describe stages through which
people travel on their journey
towards ‘becoming a person’

Over view
 The ‘client-centred approach’ to growth and
development provides clues and cues as to how people
as change agents might bring about growth and
development with individuals within organizations
 Three crucial conditions for the approach to occur:
 Genuineness and congruence
 Unconditional positive regard
 Empathic understanding
 There are 7 stages in Roger process of change

Stage One
 an unwillingness to
communicate about self,
only externals
 no desire for change
 feelings neither recognized
nor owned
 problems neither recognized
nor perceived

Stage two
 expressions begin to flow
 feelings may be shown but not
owned
 problems perceived but seen as
external
 no sense of personal responsibility
 experience more in terms of the
past not the present

Stage three
 a little talk about the self, but
only as an object
 expression of feelings, but in
the past
 non-acceptance of feelings;
seen as bad, shameful,
abnormal
 recognition of contradictions
 personal choice seen
as ineffective

Stage Four
 more intense past feelings
 occasional expression of current
feelings
 a little acceptance of feelings
 possible current experiencing
 some discovery of personal
constructs
 some feelings of self-responsibility
in problems
 close relationships seen as
dangerous
 some small risk-taking

Stage Five
 feelings freely expressed in the
present
 surprise and fright at emerging
feelings
 increasing ownership of feelings
 increasing self-responsibility
 clear facing up to contradictions
and incongruence

Stage Six
 previously stuck feelings
experienced in the here and now
 the self seen as less of an object,
more of a feeling
 some physiological loosening
 some psychological loosening –
that is, new ways of seeing the
world and the self
 incongruence between
experience and awareness
reduced

Stage Seven
 new feelings experienced and
accepted in the present
 basic trust in the process
 self becomes confidently felt
in the process
 personal constructs
reformulated but much less
rigid
 strong feelings of choice and
self-responsibility

Rogers and the path to personal
growth
 Some key concepts from Rogers’ work are important when
managing change within organizations at an individual level:
 Creations of facilitating environment, positive regard and
empathic understanding, enabling growth and development to
occur.
 Clients surface and work through any negative feelings about the
change
 movement from rigidity to more fluidity
 move towards accepting a greater degree of self-responsibility

Gestalt approach
to individual and
organizational
change

[T]he goal… must be to give him the means with which he can solve his
present problems and any that may arise tomorrow or next year. The tool is
self-support, and this he achieves by dealing with himself and his problems
with all the means presently at his command, right now. If he can be truly
aware at every instant of himself and his actions on whatever level – fantasy,
verbal or physical – he can see how he is producing his difficulties, he can
see what his present difficulties are, and he can help himself to solve them
in the present, in the here and now.
(Perls, 1976)

 get out of your mind and come to your senses
 Experiencing has as its basis what one is
sensing. Sensing determines the nature of
awareness
 (Perls, Hefferline andGoodman, 1951

Cycle of experience
 what we sense: sights, sounds, textures, tastes, smells,
kinaesthetic stimulations and so on;
 • what we verbalize and visualize: thinking, planning,
remembering, imagining and so on
 • what we feel: happiness, sadness, fearfulness, wonder, anger,
pride, empathy, indifference, compassion, anxiety and so on;
 • what we value: inclinations, judgments, conclusions,
prejudices and so on;
 • how we interact: participation patterns, communication
styles, energy levels, norms and so on.

DESIGN OF ALL 5 SENSES

Summary of humanistic
psychology approach
 Recent studies such as Daniel Goleman’s (1998) on
emotional intelligence and management competence
suggest that what makes for more effective managers is
their degree of emotional self-awareness and ability to
engage with others on an emotional level.

MBTI Test
Extraversion Introversion
Sensing Intuition
Thinking Feeling
Judging Perceiving
INFP or ENFP (my characteristic)

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Individual change ( cont)

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