Enviar pesquisa
Carregar
Changing behavior
•
0 gostou
•
284 visualizações
W
Waqar Shah
Seguir
Changing behavior in an oganization
Leia menos
Leia mais
Liderança e gerenciamento
Denunciar
Compartilhar
Denunciar
Compartilhar
1 de 4
Baixar agora
Baixar para ler offline
Recomendados
The Epic Learning Organization: Sharing the Hero's Journey
The Epic Learning Organization: Sharing the Hero's Journey
Arturo J. Bencosme, PhD
Moving Beyond the Behavior Change Trap with Rosie Ward, PhD.
Moving Beyond the Behavior Change Trap with Rosie Ward, PhD.
HPCareer.Net / State of Wellness Inc.
Motivation theory
Motivation theory
NgN Menakan
Self-ast
Self-ast
Tony Limani
Social Loafing
Social Loafing
AyshaHudha
Practicing Moral Courage
Practicing Moral Courage
Olivier Serrat
Social loafing (1979)
Social loafing (1979)
adamthorpe
Moral courage and the nurse leader cole edmonson, ms, rn
Moral courage and the nurse leader cole edmonson, ms, rn
MARRY7
Recomendados
The Epic Learning Organization: Sharing the Hero's Journey
The Epic Learning Organization: Sharing the Hero's Journey
Arturo J. Bencosme, PhD
Moving Beyond the Behavior Change Trap with Rosie Ward, PhD.
Moving Beyond the Behavior Change Trap with Rosie Ward, PhD.
HPCareer.Net / State of Wellness Inc.
Motivation theory
Motivation theory
NgN Menakan
Self-ast
Self-ast
Tony Limani
Social Loafing
Social Loafing
AyshaHudha
Practicing Moral Courage
Practicing Moral Courage
Olivier Serrat
Social loafing (1979)
Social loafing (1979)
adamthorpe
Moral courage and the nurse leader cole edmonson, ms, rn
Moral courage and the nurse leader cole edmonson, ms, rn
MARRY7
1601_Essay_final_s4353021
1601_Essay_final_s4353021
Oliver Armstrong
Group Process
Group Process
tjcarter
Group Dynamics & Counseling
Group Dynamics & Counseling
missleenmartin
Group dynamics
Group dynamics
Rohit Kumar
Individual emotions
Individual emotions
James Neill
Group processes lecture social psychology
Group processes lecture social psychology
Matthew Giobbi
Organisational Attitude
Organisational Attitude
Anup Mohan
Personality, motivation and emotion
Personality, motivation and emotion
James Neill
Groups & Leadership
Groups & Leadership
James Neill
Group Dynamics
Group Dynamics
Dinesh C V
Group dynamics
Group dynamics
Sidharth Benjamin
Unconscious motivation
Unconscious motivation
James Neill
Consultants Retreat111808f
Consultants Retreat111808f
guest653af
Family Resilience
Family Resilience
Pangulong Dion Dalusong
Human development in perspective dale goldhaer (part i)
Human development in perspective dale goldhaer (part i)
Sandhya Johnson
Attitudes and values
Attitudes and values
Ãkash Raƞga
Perception
Perception
Dr. Rajasshrie Pillai
Group Structure (Psychology of Small Groups)
Group Structure (Psychology of Small Groups)
Jeel Christine de Egurrola
Creating Corporate Culture
Creating Corporate Culture
Paul Nyamuda
Await brochure
Await brochure
Acarsi
Twitter
Twitter
tbmba1b
Google alerte
Google alerte
tbmba1b
Mais conteúdo relacionado
Mais procurados
1601_Essay_final_s4353021
1601_Essay_final_s4353021
Oliver Armstrong
Group Process
Group Process
tjcarter
Group Dynamics & Counseling
Group Dynamics & Counseling
missleenmartin
Group dynamics
Group dynamics
Rohit Kumar
Individual emotions
Individual emotions
James Neill
Group processes lecture social psychology
Group processes lecture social psychology
Matthew Giobbi
Organisational Attitude
Organisational Attitude
Anup Mohan
Personality, motivation and emotion
Personality, motivation and emotion
James Neill
Groups & Leadership
Groups & Leadership
James Neill
Group Dynamics
Group Dynamics
Dinesh C V
Group dynamics
Group dynamics
Sidharth Benjamin
Unconscious motivation
Unconscious motivation
James Neill
Consultants Retreat111808f
Consultants Retreat111808f
guest653af
Family Resilience
Family Resilience
Pangulong Dion Dalusong
Human development in perspective dale goldhaer (part i)
Human development in perspective dale goldhaer (part i)
Sandhya Johnson
Attitudes and values
Attitudes and values
Ãkash Raƞga
Perception
Perception
Dr. Rajasshrie Pillai
Group Structure (Psychology of Small Groups)
Group Structure (Psychology of Small Groups)
Jeel Christine de Egurrola
Creating Corporate Culture
Creating Corporate Culture
Paul Nyamuda
Mais procurados
(19)
1601_Essay_final_s4353021
1601_Essay_final_s4353021
Group Process
Group Process
Group Dynamics & Counseling
Group Dynamics & Counseling
Group dynamics
Group dynamics
Individual emotions
Individual emotions
Group processes lecture social psychology
Group processes lecture social psychology
Organisational Attitude
Organisational Attitude
Personality, motivation and emotion
Personality, motivation and emotion
Groups & Leadership
Groups & Leadership
Group Dynamics
Group Dynamics
Group dynamics
Group dynamics
Unconscious motivation
Unconscious motivation
Consultants Retreat111808f
Consultants Retreat111808f
Family Resilience
Family Resilience
Human development in perspective dale goldhaer (part i)
Human development in perspective dale goldhaer (part i)
Attitudes and values
Attitudes and values
Perception
Perception
Group Structure (Psychology of Small Groups)
Group Structure (Psychology of Small Groups)
Creating Corporate Culture
Creating Corporate Culture
Destaque
Await brochure
Await brochure
Acarsi
Twitter
Twitter
tbmba1b
Google alerte
Google alerte
tbmba1b
Campfire brochure
Campfire brochure
Acarsi
Before Images
Before Images
Acarsi
Questionnaire analysis
Questionnaire analysis
mwalker33
Presentacióriuraus
Presentacióriuraus
escoladelliber
The bottom of it
The bottom of it
ThisIsMaesepedro
Circa brochure
Circa brochure
Acarsi
Destaque
(9)
Await brochure
Await brochure
Twitter
Twitter
Google alerte
Google alerte
Campfire brochure
Campfire brochure
Before Images
Before Images
Questionnaire analysis
Questionnaire analysis
Presentacióriuraus
Presentacióriuraus
The bottom of it
The bottom of it
Circa brochure
Circa brochure
Semelhante a Changing behavior
An organization’s vision and how it is communicated and implemente.docx
An organization’s vision and how it is communicated and implemente.docx
nettletondevon
Change managment
Change managment
Wesam Thabet
Why Change Has Changed
Why Change Has Changed
Change Workshop
Nursing informatics
Nursing informatics
jhonee balmeo
Individual Project HCU2IPDue on Sunday May 3, 2015Deliverabl.docx
Individual Project HCU2IPDue on Sunday May 3, 2015Deliverabl.docx
dirkrplav
Self-Determination Theory and TTM
Self-Determination Theory and TTM
Luke Wielgopolan, M.S.
Diversity and Inclusion as a prerequisite for a company’s success
Diversity and Inclusion as a prerequisite for a company’s success
?????? Fortmann
Organizational learning theory
Organizational learning theory
Maria Romanova
Reducing Recidivism Powerpoint
Reducing Recidivism Powerpoint
Malinda Wilson
11 Leadership Ph
11 Leadership Ph
SantosConleyha
11 Leadership Ph
11 Leadership Ph
BenitoSumpter862
Appreciative Inquiry: A Revolution in Change
Appreciative Inquiry: A Revolution in Change
suzukiassociation
IFMR Trust's Appreciative Inquiry Summit 2010
IFMR Trust's Appreciative Inquiry Summit 2010
Dave Wallack
WEEK 5 SCHOOL RESOURSESRole Concepts in HealthcareRole theory is t.docx
WEEK 5 SCHOOL RESOURSESRole Concepts in HealthcareRole theory is t.docx
helzerpatrina
Managing Change In Organization And Enhancing Performance
Managing Change In Organization And Enhancing Performance
Nicole Gomez
Ten-Key-Frameworks-for-Effective-Change-Management.pdf
Ten-Key-Frameworks-for-Effective-Change-Management.pdf
MehadiHasan81
5-Hopson change curve model of change.pptx
5-Hopson change curve model of change.pptx
DrJyotiMunde
INTS3350_SQ_AES
INTS3350_SQ_AES
Allison Sheats
Change leader change thyself
Change leader change thyself
Anil GROVER
Aventus Partners on Organisation Behavior and Change
Aventus Partners on Organisation Behavior and Change
MP Sriram
Semelhante a Changing behavior
(20)
An organization’s vision and how it is communicated and implemente.docx
An organization’s vision and how it is communicated and implemente.docx
Change managment
Change managment
Why Change Has Changed
Why Change Has Changed
Nursing informatics
Nursing informatics
Individual Project HCU2IPDue on Sunday May 3, 2015Deliverabl.docx
Individual Project HCU2IPDue on Sunday May 3, 2015Deliverabl.docx
Self-Determination Theory and TTM
Self-Determination Theory and TTM
Diversity and Inclusion as a prerequisite for a company’s success
Diversity and Inclusion as a prerequisite for a company’s success
Organizational learning theory
Organizational learning theory
Reducing Recidivism Powerpoint
Reducing Recidivism Powerpoint
11 Leadership Ph
11 Leadership Ph
11 Leadership Ph
11 Leadership Ph
Appreciative Inquiry: A Revolution in Change
Appreciative Inquiry: A Revolution in Change
IFMR Trust's Appreciative Inquiry Summit 2010
IFMR Trust's Appreciative Inquiry Summit 2010
WEEK 5 SCHOOL RESOURSESRole Concepts in HealthcareRole theory is t.docx
WEEK 5 SCHOOL RESOURSESRole Concepts in HealthcareRole theory is t.docx
Managing Change In Organization And Enhancing Performance
Managing Change In Organization And Enhancing Performance
Ten-Key-Frameworks-for-Effective-Change-Management.pdf
Ten-Key-Frameworks-for-Effective-Change-Management.pdf
5-Hopson change curve model of change.pptx
5-Hopson change curve model of change.pptx
INTS3350_SQ_AES
INTS3350_SQ_AES
Change leader change thyself
Change leader change thyself
Aventus Partners on Organisation Behavior and Change
Aventus Partners on Organisation Behavior and Change
Último
Beyond the Codes_Repositioning towards sustainable development
Beyond the Codes_Repositioning towards sustainable development
Nimot Muili
Persuasive and Communication is the art of negotiation.
Persuasive and Communication is the art of negotiation.
aruny7087
Information Technology Project Management, Revised 7th edition test bank.docx
Information Technology Project Management, Revised 7th edition test bank.docx
ssuserf63bd7
Siliguri Escorts Service Girl ^ 9332606886, WhatsApp Anytime Siliguri
Siliguri Escorts Service Girl ^ 9332606886, WhatsApp Anytime Siliguri
meghakumariji156
Abortion pills in Jeddah |• +966572737505 ] GET CYTOTEC
Abortion pills in Jeddah |• +966572737505 ] GET CYTOTEC
Abortion pills in Riyadh +966572737505 get cytotec
How Software Developers Destroy Business Value.pptx
How Software Developers Destroy Business Value.pptx
Aaron Stannard
digital Human resource management presentation.pdf
digital Human resource management presentation.pdf
ArtiSrivastava23
Marketing Management 16th edition by Philip Kotler test bank.docx
Marketing Management 16th edition by Philip Kotler test bank.docx
ssuserf63bd7
Gautam Buddh Nagar Call Girls 🥰 8617370543 Service Offer VIP Hot Model
Gautam Buddh Nagar Call Girls 🥰 8617370543 Service Offer VIP Hot Model
Nitya salvi
internship thesis pakistan aeronautical complex kamra
internship thesis pakistan aeronautical complex kamra
AllTops
The Psychology Of Motivation - Richard Brown
The Psychology Of Motivation - Richard Brown
SandaliGurusinghe2
International Ocean Transportation p.pdf
International Ocean Transportation p.pdf
AlejandromexEspino
W.H.Bender Quote 62 - Always strive to be a Hospitality Service professional
W.H.Bender Quote 62 - Always strive to be a Hospitality Service professional
William (Bill) H. Bender, FCSI
Safety T fire missions army field Artillery
Safety T fire missions army field Artillery
KennethSwanberg
Último
(14)
Beyond the Codes_Repositioning towards sustainable development
Beyond the Codes_Repositioning towards sustainable development
Persuasive and Communication is the art of negotiation.
Persuasive and Communication is the art of negotiation.
Information Technology Project Management, Revised 7th edition test bank.docx
Information Technology Project Management, Revised 7th edition test bank.docx
Siliguri Escorts Service Girl ^ 9332606886, WhatsApp Anytime Siliguri
Siliguri Escorts Service Girl ^ 9332606886, WhatsApp Anytime Siliguri
Abortion pills in Jeddah |• +966572737505 ] GET CYTOTEC
Abortion pills in Jeddah |• +966572737505 ] GET CYTOTEC
How Software Developers Destroy Business Value.pptx
How Software Developers Destroy Business Value.pptx
digital Human resource management presentation.pdf
digital Human resource management presentation.pdf
Marketing Management 16th edition by Philip Kotler test bank.docx
Marketing Management 16th edition by Philip Kotler test bank.docx
Gautam Buddh Nagar Call Girls 🥰 8617370543 Service Offer VIP Hot Model
Gautam Buddh Nagar Call Girls 🥰 8617370543 Service Offer VIP Hot Model
internship thesis pakistan aeronautical complex kamra
internship thesis pakistan aeronautical complex kamra
The Psychology Of Motivation - Richard Brown
The Psychology Of Motivation - Richard Brown
International Ocean Transportation p.pdf
International Ocean Transportation p.pdf
W.H.Bender Quote 62 - Always strive to be a Hospitality Service professional
W.H.Bender Quote 62 - Always strive to be a Hospitality Service professional
Safety T fire missions army field Artillery
Safety T fire missions army field Artillery
Changing behavior
1.
outcomes.This mutual accountability strengthens
the commitment level of both the individual and the organiza- tion, enabling greater sustainability for the change initiative over the long term. For a group to adopt new behav- iors that can translate into their desired business objectives, they must first establish a learning and growth culture. Many change interventions assume that such an environment is inherent.They neglect to notice whether the cultural ingredients nec- essary to enable learning and growing are present.All of these conditions rarely exist; this shortcoming limits an organization’s ability to achieve the desired behavior changes. Empowering the Space Using the analogy of nature, for new seeds (behaviors) to take root, grow, and thrive, they need fertile soil (a learning and growth culture). I call creat- ing this fertile soil “empowering the space.”An empowered space enables individuals to feel safe and trusting 2 “The core of the matter is always about chang- ing the behavior of people. In highly successful change efforts the central challenge is not strategy, not systems…but changing people’s behavior—what people do and the need for significant shifts in what people do.” John P. Kotter and Dan S. Cohen in The Heart of Change: Real-Life Stories of How People Change Their Organizations (Harvard Business School Press, 2002) mpowerment is the process of enabling individuals to adopt new behaviors that further their indi- vidual aspirations and those of their organizations.This article presents a behavior change model that is based on 25 years of research and practice (see “The Practice of Empowerment.”). It has been applied by hundreds of change practitioners in organizations throughout the world. One feature of this model that differentiates it from many approaches to organizational change is that it focuses on both the individual and the collective enterprise. As individuals grow and achieve out- comes important to them, they also benefit the whole.At the same time, the organization serves as a resource to enable the individual to achieve these CHANGING BEHAVIOR IN ORGANIZATIONS: THE PRACTICE OF EMPOWERMENT B Y D A V I D G E R S H O N F E A T U R E TEAM TIP One of the “shifts” that takes place through the Empowerment Model is from a “pathological to a vision- based approach to growth” (see page 3).This approach is similar to the structural tension model described by Robert Fritz in his classic book, Path of Least Resistance: Learning to Become the Creative Force inYour Own Life (Ballantine Books, 1989). For an overview of this con- cept, go to www.robertfritz.com and click on “Principles.” E T H E P R A C T I C E O F E M P O W E R M E N T The Empowerment Model focuses on both the individual and the collective enterprise.As individuals grow and achieve outcomes important to them, they also benefit the whole.At the same time, the group serves as a resource to enable the individual to achieve these outcomes. Illustration by Christine Valenza Copyright © 2006 Pegasus Communications, Inc. (www.pegasuscom.com). All rights reserved. For permission to distribute copies of this article in any form, please contact us at permissions@pegasuscom.com. SYSTEMS T H I N K E R® B U I L D I N G S H A R E D U N D E R S T A N D I N G THE VO L. 1 7 N O. 1 0 D E C. 2 0 0 6 / J A N. 2 0 0 7
2.
© 2 0
0 6 P E G A S U S C O M M U N I C AT I O N S 7 8 1 . 3 9 8 . 9 7 0 0 T H E S Y S T E M S T H I N K E R ® D E C . 2 0 0 6 / J A N . 2 0 0 7 3 enough to risk true growth. It has five characteristics: affirmation, choice, trust, courage, and aspiration.What follows are the practices that enable a space to be empowered.These practices become more refined as they move from a cultural-change level to one- on-one relationships. Cultural Practices for Empowering the Space • Self-Responsibility: At the organiza- tional level, individuals take responsi- bility to have their job, team, function, and organization the way they wish them to be.This is the counterpoint to being a victim within the organization. • Authentic Communication: Individual communication is open, honest, trans- parent, and vulnerable. Individuals are talking about the real issues going on in the organization. • Trust: Individuals feel safe enough to try out new behaviors and take risks without fear of reprimand or put- down by superiors or colleagues if they make mistakes.A genuine sense of goodwill pervades the organization. • Learning and Growing: Within the framework of the organization, indi- viduals are encouraged to work on the real behaviors they need to change. Individuals are encouraged to challenge themselves and support each other to both learn and grow. • Interpersonal Process Skills: Individu- als within the organization have established protocols and developed skills that they regularly deploy to resolve interpersonal issues and build high-functioning relationships. • Caring: The organizational leader- ship demonstrates concern for indi- viduals in tangible ways. Individuals feel valued and are inspired to give their best effort on behalf of the organization. The role of the empowerment practitioner is to create an environ- ment where these practices are first embodied in the group experience. Once the group has personally experi- enced that growth is possible—in themselves and in their organization— the practitioner then helps them estab- lish the practices to take root over the long term. The alternative view of growth is static:There is a place to get to, and I’m either there or not. Until I get there, I’m frustrated or discontent. When I get there, my growth around that issue is over. Such a perspective is a fixed approach to the process of growth.This part of the model can be summarized as a shift from static to organic growth (the growing edge). Shift to Integration of Self-Awareness and Behavior Change The third part of the empowerment model looks at the mechanism for enabling us to actually adopt the desired behavior change. Many growth processes assume that if we are aware of something we should do, we will do it.These processes concen- trate on increasing our self-awareness. While awareness increases our self- knowledge, by itself, it rarely leads to a change in behavior. If you need proof, think of all the things you know you should do, but don’t. On the other hand, we can set a goal for something we want, harness our wills to achieve it, and then dis- cover, to our chagrin after we reach our goal, that it wasn’t really what we wanted after all.We did not have enough self-awareness and were act- ing out someone else’s vision for our lives, not our own.We can summarize this third part of the model as the integration of self-awareness with the ability to achieve behavior change or a desired outcome. Getting from Here to There Four steps, each with a corresponding question, make the Empowerment Model’s growth strategy operational: 1. Self-Awareness: Where am I now? 2. Vision Crafting: Where do I want to go? 3. Transformation: What do I need to change to get there? 4. Growing Edge: What’s my next step? The process of changing behavior is a result of the individual moving through these four steps. It culminates in an individual intention statement and image that represent the next place of growth around the desired The change process originates at the individual level and is reinforced by group members, who recognize that it furthers their own collective development.The process involves three “shifts” and requires a support system to sustain it.These shifts are outlined in the three-part “Empower- ment Model” below. Empowerment Model Shift from a Pathological to a Vision- Based Approach to Growth The first part of the empowerment model looks at where we direct our attention when we attempt to create change.The model’s premise is that where we place our mental attention determines what we create. If we focus on our problems or pathologies, we gain insight into them. If we focus on solutions, or what we want, we gain insight into those. It is a more efficient use of our time and enables more dynamic growth to focus on solutions or a vision of what we want. Otherwise, we can get trapped in the paralysis of analysis. Shifting our focus from what doesn’t work to what can work also motivates us to take action.We are inspired by our vision rather than ener- vated by our problems. It’s the differ- ence between planting a garden by concentrating on removing rocks, roots, and weeds rather than by envi- sioning the flowers and vegetables in full bloom. One seems laborious, the other engaging.You still need to remove the rocks, but you have a vision of a bountiful garden to sustain you. This part of the model can be summa- rized as a shift from a pathological to a vision-based approach to growth. Shift from Static to Organic Growth The second part of the empowerment model describes an approach to per- sonal growth derived from observing the natural world. Something that is alive, such as a tree, is always growing. The precise place where this growth is just coming into existence is the tree’s growing edge.That is where the tree is most active and vital. Similarly, the places where you feel your great- est aliveness and vitality are your growing edges.
3.
T H E
S Y S T E M S T H I N K E R ® VO L . 1 7 , N O. 1 0 w w w. p e g a s u s c o m . c o m © 2 0 0 6 P E G A S U S C O M M U N I C AT I O N S4 behavior or outcome.These intention statements evolve and deepen through daily attention, participation in a facilitated peer support group, and coaching.Within the context of an empowered space, this process enables new behaviors to be adopted and sus- tained over time (see “Transformative Change Intervention Process”). A group at American Express, led by Bob Franco,Vice President of the Global Talent Division, faced a key challenge: how to move individuals to higher levels of performance, especially when building partnerships within complex organizational systems. Using the Empowerment Model, he and his group went through an intense, per- sonalized learning experience.As a result of a series of guided exercises around each of the four steps listed above, Bob and his team were able to adopt the key behavior of self- responsibility:They moved from being victims within a dysfunctional organi- zation to being accountable for how they wished it to be and making things happen. In Bob’s words:“This process moved us away from the crip- pling power of ‘problems’ to a new power—one inside us, one focused on what we want to create.” Here is how this behavior change process transpired. First, the group participated in a self-awareness exer- cise. Bob discovered that he was going through the motions and had lost a lot of passion for his consulting and leadership.The roadblocks his team encountered and a highly politi- cized environment had sapped his enthusiasm. As Bob went through the vision- ing exercise, he began to imagine his team developing a skill set that could more effectively serve their internal clients. He also saw that, through building their consulting and transfor- mative change leadership skills, they could develop a value proposition that enabled them more independence and autonomy. Bob began to realize that, rather than being trapped in a dys- functional system, he could operate on a higher level by increasing the capability of his current group.This vision was liberating and inspirational. Bob actually saw possible ways to gain control of the situation. However, he saw that achieving his vision would require a lot of work.Were he and his team up to it? Would his clients be willing to partic- ipate in a transformative process? Would the rest of his division be threatened and try to sabotage this new initiative? Did he have the energy to go through it all? Bob discovered that his growing edge was believing in his teammates and being willing to engage in this transformation process. He knew it wouldn’t be easy, but he was willing to give it his best effort. Meanwhile, each of his team members was going through transformations as well.As they revealed their growing edges, it became clear that, unlike in the past when Bob needed to lift everyone by the force of his vision and will, they were develop- ing the capacity to do so on their own. Not only did he not need to lead in his usual way of making it all happen, he was being inspired by the collective sense of empowerment. To put it in Bob’s words:“This process helped us separate the circum- stance around us that is charged with a disempowering ‘pathology’ to focus our own personal accountability toward what we can accomplish and what we are ultimately capable of attaining.The results were a clearly defined value proposition and an abil- ity to be successful despite any organi- zational barriers.We moved away from the crippling power of ‘problems’ to a new power—one inside us, one focused on what we want to create. This team now has daily practices focusing on their vision.” Bob’s intention statement was:“I help my team build our consulting skills and leverage our collective talent to create business results. I lead and am led by an empowering team who knows what it wants and gets it!” Bob and his team then participated in a Purpose and Outcomes: Behavior change and talent development in organizations Number of Participants: Can work with groups of 20 to 40 who learn the replicable empowerment process and scale it by diffusing through small groups and one- on-one coaching. Type of Participants: Can be any group within the organization from senior leaders to members of a team that need to change behavior and develop talent to accomplish their business objectives. Typical Duration: Depending on the organizational ambition level, the process can be anywhere from six months to several years. When to Use: This methodology is designed to serve as the centerpiece of any change initiative that involves changing behavior and developing people. It is a missing piece in many change strategies. When Not to Use: When there is not a trained practitioner and expectations are built that can’t be met, causing organizational credibility to be eroded. Impact on Cultural Assumptions of the Organizataion: If an organization is willing to invest the time and resources, changing behavior and developing the full potential of an organization’s talent are possible with this methodology. Step 1: This intervention begins with a rigorous interview process with senior leadership to determine the business outcomes they desire, the specific behaviors and talent devel- opment strategy to produce them, and the appropriate scale to create sustainable change. Step 2: An empowering organization assessment is then done to help the organization or department understand the current ability of its culture to enable behavior change.The assessment evaluates the culture on the six practices described on page 3. Step 3: Once these cultural and behavior change metrics are established, a customized empowerment training and behavior change program is designed. Step 4: The behavior change program is piloted and adjustments are made based on the measurable behavior changes and personal growth outcomes achieved. Step 5: This learning process usually goes through a couple of iterations before it stabilizes and can be scaled up. T R A N S F O R M A T I V E C H A N G E I N T E R V E N T I O N P R O C E S S
4.
© 2 0
0 6 P E G A S U S C O M M U N I C AT I O N S 7 8 1 . 3 9 8 . 9 7 0 0 T H E S Y S T E M S T H I N K E R ® D E C . 2 0 0 6 / J A N . 2 0 0 7 5 support system of coaching and peer support teams to help sustain the behavior changes (see “Flow and Timing of Activities”). Measuring Results This is a robust and proven methodol- ogy for changing behavior in organiza- tions. Discerning results is quite straight-forward because the client and practitioner determine the behaviors that need to change and desired growth outcomes.They then create metrics to measure if they have changed.They follow through by analyzing the behav- iors against the business results to which the behaviors are tied. Measuring results is a key com- ponent of the empowerment process. Visions are always translated into measurable outcomes, albeit some- times they are changes in attitude.To effectively achieve empowerment out- comes, one needs to translate aware- ness into behavior change that can be measured. Part of this process is also about learning from feedback. People need to see the manifestation of their efforts to determine how they did/are doing and then make adjustments accordingly.Another way to describe this is iterative learning or the grow- ing edge. The empowerment process also has the added benefit of being able to catalyze deep cultural change. Because it is about the achievement of specific behaviors tied to key business out- comes, it avoids one of the major problems of many cultural change ini- tiatives and trainings: hoping that skills or competencies taught translate into business outcomes. Once leaders view initial results, they can then scale up the effort to eventually include every- one in the organization. David Gershon (dgershon@empowermentinstitute.net) is the founder and CEO of Empowerment Insti- tute. He is the author of nine books, including Empowerment:The Art of CreatingYour Life asYou Want It (High Point Press, 1989), which has become a classic on the subject. David co-directs the Empowerment Institute Certification Program, which specializes in transformative change leader- ship. He has lectured on his behavior change and empowerment methodology at Harvard, MIT, and Duke and served as an advisor to the Clinton White House. for further information, go to www.empowermentinstitute.net. • This article is adapted from a chapter in The Change Handbook:The Definitive Resource on Today’s Best Methods for Engaging Whole Systems, 2nd Edition, published by Berrett-Koehler, 2007. Process Length of Time Participants Meet with leaders to determine 1 to 3 months, 1 to 10 business outcomes, behavior depending on the changes, talent development number of leaders strategy, and scale of initiative. involved Design empowerment training and 1 to 3 months 1 to 10 people behavior change program. to review Deliver training and behavior 2 to 3.5 days 15 to 40 people change program. per training Provide coaching focused on 6 to 12 months to One-hour coaching growing-edge issues and facilitate establish the new session per individual peer support groups focused on practices and every 1 to 3 months best practices. behaviors for a year.Two-hour peer support groups of 6 to 9 people every 3 months for a year. Pilot program and make 12 months 50 to 100 participants adjustments. If desired, scale up program. 2 to 3 years, Hundreds to thousands depending on size of of participants organization and desired speed F L O W A N D T I M I N G O F A C T I V I T I E S According to Gallup Research, organizations utilize less than 20 percent of their employee’s potential.To develop employee potential requires an organizational culture that inspires employees to learn, grow, and give their best. In such a culture, innovations that require employee to adopt new behaviors can take root. Employees choose to go the extra mile, expending their discretionary energy for the sake of the organization.They choose to invest themselves in the organization rather than be available to the highest bidder. For most organizations, developing this untapped potential is their key advantage for competing in the marketplace or retaining top talent. Symptoms of a disempowering organizational culture often include: • Blaming and victim mentality • Fear of making decisions • Lack of participation in decision making • New ideas not taken seriously • Leaders versus employees mindset • Distrust and cynicism • Apathy and burnout • People feel unappreciated • Thoughts or feelings not freely expressed • Learning and growth opportunities not for fear of repercussion being actively pursued • Gossip and back-biting poisoning work • Lack of recognition for contributions environment • Top talent leaving for better opportunities or work environment Empowering Organization Audit An empowering organization audit enables an organization to learn about the current capac- ity of its employees to adopt new behaviors. Employees evaluate their group or department and organization as a whole, based on the six values described on page 3. Each is rated on a scale of 1–10, with 1 being seldom and 10 being consistently.The outcome of this assessment determines the current fertility of the cultural soil for adoption of new behaviors.With this knowledge, the organization can make informed culture change adjustments. 1. Self Responsibility ______ 4. Learning and Growing _______ 2. Authentic Communication ______ 5. Interpersonal Process Skills ______ 3. Trust ______ 6. Caring ______ N E X T S T E P S
Baixar agora