2. Two ways of looking at change
◦ Internal (inner) world
◦ External (outside) world
“often it is the internal reaction to external change that proves the
most fruitful area of discovery, and it is often in this area that we find
the reasons external changes succeed or fail”
(Cameron & Green, 2012:15)
Heraclitus – the ‘you’ who
steps into the river today is not
the same ‘you’ who steps into
the river tomorrow
3. Behavioural -
Changes to Behaviour
Cognitive -
Achieving Results
Psychodynamic -
Change inner world
Humanistic Psychology -
Maximising potential
Four approaches to individual change (fig1.1, ibid:16)
4.
5. Misdirected Attention – Distraction
‘Just look for a moment at our daily routine.
... There is seldom a period in which we do
not know what to do, and we move through
life in such a distracted way that we do not
even take the time and rest to wonder if any
of the things we think, say, or do are worth
thinking, saying, or doing.’
Henri Nouwen, 1981: 21-2
7. Mindfulness, Self-confidence
and Change Readiness
Gartner (2013: 53) argues,
…mindfulness impacts several cognitive, affective and behavioural factors on the individual level that have been
found to increase readiness for change such as attitudes, (personal) valence, perceived experience, perceived
control and change self-efficacy.
It is argued that mindful people are more likely to foresee opportunities rather than threats in change, are able
to overcome cognitive distortions and are better prepared to cope with contradictions and regulate the
negative arousal that often occur with organizational change.’ (p.53)
8.
9. Resilience and Renewal
‘Stress is a part of our lives and essential to our survival and adaptation. But if stress becomes chronic , it
causes rifts in our awareness, and eventually erodes our cognitive, perceptual, and emotional openness
and performance. Fortunately, the human body and mind have a built in mechanism for renewal in the
experiences of hope , mindfulness , compassion and playfulness.’
Boyatzis and Smith, 2006: 6
10. Stress – Study
Study traced 30,000 adults in US for 8 years
“How much stress you experienced in the last year”
“Do you believe stress is harmful to life”
People with stress has 43% increased risk of death
People who experienced stress and believed that stress is harmful were more likely to die
“People die from the belief that stress is harmful to you”
11. The need for Resilience and Renewal
Physical and
Emotional Toll
Good Self
Leadership
Responsibility
Self
Control
Crises
Daily
threats Power
Stress
adapted from McKee et al (2006: 2)
12. So what can we do about it?
A model of renewal and leadership power stress (adapted from Boyatzis and McKee, 2005)
Mindfulness
Hope
Compassionate
relationships
Play
Resonant
Relationships
Effective
Leadership
Cycle of renewal:
Activates Positive
Emotional
Attractor (PEA)
Sacrifice Syndrome:
Activates Negative
Emotional attractor
(NEA)
Sustainable, effective leadership
Renewal (activation of the PNS) results in your body
rebuilding itself with the possible growth of new
neural tissue (neurogenesis), engaging your immune
system (becoming healthier), and becoming more
open to new ideas, emotions, other people
(especially if they are different), and new
possibilities, learning, adaptation and change.
Ineffective/non-sustainable leadership
Chronic stress activates the SNS and
causes your body to activate and prepare
for defending itself but also results in
cognitive, perceptual and emotional
impairment.
13. Implications of the Model
Positive Emotional Attractor Negative Emotional attractor
Aspects Feeling hopeful, positive, future-oriented,
possibilities, wanting to experiment, affirming
relationships
Feeling negative and fearful, thinking about past or present,
others’ expectations, being obligated – ‘shoulds’,
Endocrine system Activates the PSNS: vagus nerve and oxytocin
(mainly females), vasopressin (mainly males). Open
Open blood flow, feel warmer, blood pressure,
pulse and breathing slow down and immune
system fully engaged.
Stress activates the SNS: adrenaline flows to arms,
noradrenaline to muscle groups in legs for flight/fight. Blood
vessels constrict, blood pressure, pulse, breathing rates
increase. With chronic stress, cortisol enters blood stream
and diminishes immune system.
Needed because It gets us growing: helps us thrive It gets us moving: helps us survive
Implications Renewal is activated by the PSNS. 4 areas activate
the PEA are self-generated
NEA events happen without us: crises & threats’. We
remember NEA events for longer, and need a ratio of 3-6
times more exposure to the PEA
What is required of
us?
Consciously build our mindfulness (awareness),
hope (vision), compassion (others) play /
exploration.
Notice the signs: tend to adopt approach (aggression) or
avoidance (retreat) behaviours. People will notice these and
respond in kind.
14. Appreciative
Mindfulness
‘The first element is mindfulness, or living in a state of full,
conscious awareness of one’s whole self, other people, and the
context in which we live and work. In effect, mindfulness means
being awake, aware and constantly attending to ourselves and to
the world around us.’
McKee et al (2006: 2)
15. Self regulation and Delayed Gratification
https://www.youtube.com/watch?v=4L-n8Z7G0ic
See: Mischel, W. (2015) The Marshmallow Test: Understanding Self-control and How To Master
It, London: Corgi.
‘Delaying gratification is a process of scheduling the pain and pleasure of life in such a way as to enhance the pleasure
by meeting and experiencing the pain first and getting it over with.’ M. Scott Peck (1990: 18)
16. Motivation
The Puzzle of Motivation (20 mins)
TedTalk 2009. Dan Pink examines the puzzle of motivation, starting with a fact that social scientists know but most
managers don't: Traditional rewards aren't always as effective as we think. Listen for illuminating stories — and maybe, a
way forward.
http://www.ted.com/talks/dan_pink_on_motivation?language=en
17. Negative Capability & Tolerance of Ambiguity
Keats:
Tolerance of ambiguity - can cope with disorder, complexity and chaos of ‘unknowns’ (Mackinnon,
1962)
Simpson, et al (2002) “…can create an intermediate space that enables one to continue to think in
difficult situations”, a “mental and emotional space, in which a new thought may emerge…”
“a state in which a person is capable of being in
uncertainties, mysteries, doubts, without any irritable
reaching after fact & reason” (quoted Bion1961)
“the state of mind that underpins the creative genius of
high achieving individuals” (ibid)
18. 16PF Assessment:
Links between Personality and Aptitude
Result of scientific research into the basic elements of human personality
Multi-tiered trait structure that provides rich picture of the whole person including global
(Big Five) traits
Comprehensive, measure of normal range personality
Extensive research available from a range of applied settings
Useful in a variety of settings: career development, employee selection, clinical,
counselling, etc.
Available in >30 languages worldwide
Cattell & Schuerger (2003: 2)
19. Consider your own propensity to change
When looking at organisational, team and individual levels of change need to consider
Our own propensity to change, and
Others propensity to change
Responses to Change (Anon)
Those who let it happen
Those who make it happen
Those who wonder what happened
Editor's Notes
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