NETFLIX AND BLOCKBUSTER PAPER
Lucyya
leadingchangechapter1.pptx
CHAPTER 1 individual change
STEVEN H KIM
HOW INDIVIDUALS GO THROUGH CHANGE
How change IMPACTS individuals
How to HELP them cope with and adapt to change
LEARNING AND THE PROCESS OF CHANGE
Learning is not just an acquisition of knowledge, but the application of it through doing something different in the world.” (p. 14)
What HAPPENS to individuals when they “LEARN” and “DO” something NEW.
The Learning Dip
https://twitter.com/kennygibsonnhs/status/904271517520982017
Learning to do something new = STRESS
Requires: PSYCHOLOGICAL SPACE
What you did AUTOMATICALLY, you now need to THINK ABOUT IT
EFFICIENCY and EFFECTIVENESS decreases
How fast, and how well you do it
RESULTING IN LEARNING DIP
Gestalt Perspective Fig. 1.3
Kolb
We learn by DOING AND THINKING
We have different PREFERENCES to learning
Kolb’s learning cycle
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 17-18.
Activist Concrete experience
Reflector Reflective observation
Theorist
Theoretical concepts
Pragmatist
Practical experimentation
Honey and Mumford (1992) put labels to different styles in the cycle by KOLB
Activist – concrete experience.
Pragmatist - practical experimentation.
Reflector – reflective observation.
Theorist – theoretical concepts.
Different approaches to Change management
Behavioral
Cognitive
Psychodynamic
Humanistic
Personality types (MYERS BRIGGS TYPE INDICATOR (mbti)
BEHAVIORAL APPROACH TO INDIVIDUAL CHANGE
REWARD and PUNISHMENT
“PAVLOV’S” dog – Pavlov and Skinner
Classical Conditioning
CLASSICAL CONDITIONING – DOGS
UNCONDITIONED STIMULUS (FOOD – REWARD)
UNCONDITIONED RESPONSE (SALIVATE)
NEUTRAL STIMULI (OPEN DOOR) associated with UNCONDITIONED STIMULI
Then the NEUTRAL STIMULI LEADS TO UNCONDITIONED RESPONSE
Which now becomes A CONDITIONED RESPONSE
Rewards and Punishment
+ REINFORCEMENT - Desired behavior – ATTACH REWARD
-ve ADDITION - Undesired behavior – ATTACH PUNISHMENT
+ve SUBTRACTION - Desired behavior – REMOVE UNPLEASANT STIMULUS (cold room to study)
-ve SUBTRACTION - Undesired behavior – REMOVE PLEASANT STIMULUS (no stages in video games)
REINFORCEMENT STRATEGIES
FINACIAL
BONUS
SALARY INCREASE
NON FINANCIAL
FEEDBACK
RECOGNITION
PRAISE
NAMING AND SHAMING
GROUP DISAPPROVAL and APPROVAL
MOTIVATION AND BEHAVIOR
THEORY X – workers do not INHERENTLY want to work
THEORY Y – people WANT to work under right ENVIRONMENT
MANAGERS who believed in THEORY Y more successful in getting GOOD PERFORMANCE from workers (McGregor)
Fredrick Herzberg
HYGIENE FACTORS – desire to AVOID PAIN
MOTIVATORS – desire to LEARN AND DEVELOP
What motivates people to give BEST PERFORMANCE
INTRINSIC and EXTRINSIC
HERZBERG
https://www.counsellorshome.com/articles/child-motivation__trashed/attachment/herzberg/
COGNITIVE APPROACH
All in the WAY WE THINK
How we ASSESS the SITUATION we are IN
Ellis (1977) and Beck (1970)
Conditioning themselves
Biological and Cultural tendencies to think CROOKEDLY
INVENT and CREATE disturbing BELIEFS
UPSET themselves
Can CHANGE the way they think
REACT differently
REFUSE to UPSET THEMSELVES
BECK (1970)
THINK –
FEEL (EMOTIONS) –
BEHAVIOR (REACTS)
Self concept and values
Beliefs
Attitudes
Feelings
Behavior
Results
COGNITIVE APPROACH also emphasizes setting GOALS
Graduates of Yale followed for 20 years
3 percent were worth more than the other 97 percent
Only difference between is that the 3 percent had CLEAR ARTICULATED GOALS
https://blog.weekdone.com/smart-goals/
WE talk to OURSELVES
INTERNAL CONVERSATIONS
CHANGE THE SCRIPT
What do you say to yourself
What is negative and limiting
What is the OPPOSITE
Believe the opposite and do it
COGNITIVE DISSONANCE
Cognitive Approach : TECHNIQUES FOR CHANGE
Positive listing
Affirmations
Visualizations
Reframing
Pattern breaking
Detachment
Anchoring and Resource States
Rational Analysis
PSYCHODYNAMIC APPROACH
External change results in INTERNAL psychological states
Elizabeth Kubler-Ross (1969)
Kubler-Ross Model
Adam et al (1976) CHANGE CURVE
SHOCK AND SURPRISE to Kubler Ross
As well as EXPERIMENTATION AND DISCOVERY
Virginia Satir model (1991)
Status Quo
Foreign element
Chaos
Transforming Idea
Integration and Practice
New Status Quo
HUMANISTIC MODEL
Love
Creativity
Self Actualization
Higher Values
Meaning
Transcendence
Becoming
Maslow’s Hierarchy of needs (1970)
Carl Rogers and the Path to Personal Growth
One of the founders of the HUMANISTIC movement
CLIENT CENTRED APPROACH TO PSYCHOTHERAPY
Clues when dealing with people in organizations
CLIENT CENTRED APPROACH TO GROWTH AND DEVELOPMENT
Genuine/Authentic
Unconditional Positive Regard
Empathic Understanding
Rogers work: KEY CONCEPTS
Facilitating environment
Surface negative feelings and work through it
Rigidity to fluidity (HARD TO SOFT)
Self- Responsibility
PERSONALITY AND CHANGE
People are DIFFERENT
Personality TYPE is a factor when dealing with change
MBTI – Myers Briggs Personalities
INTROVERTS
vs
EXTROVERTS
SENSING
Vs
INTUITION
THINKING
vs
FEELING
JUDGEMENT
vs
PERCEPTION
INTROVERTS vs EXTROVERTS
Where you gain your ENERGY
INNER WORLD
OUTER WORLD
Sensing vs Intuition
How you Process Information
Five senses
Patterns
Thinking vs Feeling
How we make decisions?
Head
Heart
Judging vs Perceiving
Our LIFESTYLE preference
Structure, Plan, Organized, CONTROLLED
Flexible, Disorganized, relaxed, SPONTANEOUS
