Comments on: Sustainability Change Agent: Three Tips for Changing the World http://greenimpact.com/blog/2009/12/17/sustainability-change-agent-three-tips-for-changing-the-world/ Walk the Green Talk Fri, 30 Dec 2011 02:03:00 +0000 http://wordpress.org/?v=2.9.2 hourly 1 By: David Bovis http://greenimpact.com/blog/2009/12/17/sustainability-change-agent-three-tips-for-changing-the-world/comment-page-1/#comment-211 David Bovis Wed, 20 Oct 2010 14:42:24 +0000 http://greenimpact.com/blog/?p=442#comment-211 So, bringing a host of good points back to the concepts we work with at PCC, what beliefs, thoughts and feelings are provoked by the prevailing conditions and cultural climate (leadership attitudes) to trigger the behaviours stated as required from employees in such outputs as those listed in this article? ... it's good to list the behaviours one requires from people, but surely the days of making such broad statements are past their sell by date? It's a subtle aspect of the 'Blame culture' we claim we want to change isn't it, and therefore art of the problem. Don't we need to focus on the root cause issues behind behaviours, rather than assuming 'we' (leaders) and the 'system' are 'right' (out of the context from the individuals perspective) and we can just ignore those people that appear to have a problem, relative to our own frame of reference? How arrogant! Where we can understand such 'opposition' at a deeper level, we can strategically and cognitively plan to create the prevailing conditions that eliminate and eradicate the negative automatic thoughts and subsequent behaviours that 'we judge' to be in opposition to 'change and progress' ... we see this everywhere under the duress of 'Systems' and openly accepted best practice .... and the advice is to 'ignore it' ! label people as 'Curmudgeons' and remove them .... hmmmm .... Where is the recognition that there is a connection between beliefs in financial management best practice and other 'best practices' (Lean, Six Sigma, SSM, TOC etc.) and the personal sub-conscious opposition to change they provoke? Where is the recognition, that the issues related to cognitive dissonance via systemic assumption are often at root cause of organisational dissonance, where is the recognition of the socio-cultural layer formation in any hierarchically controlled systems based organisations, that enables the disconnect from 'control to action (behaviours)' to exist. We must move on and realise there is a direct connection between; Belief - Behaviour - Performance - Profit (BBPP) - Organisational performance starts and stops with the way individuals are being based on their prior experience, current conditions and projected future conditions - to lead change, we must understand the psychological effect of change on people, or we are destined to repeat the same loop we have been going around for the last 40yrs.... Some great concepts in the above, but some big holes too. Regards David So, bringing a host of good points back to the concepts we work with at PCC, what beliefs, thoughts and feelings are provoked by the prevailing conditions and cultural climate (leadership attitudes) to trigger the behaviours stated as required from employees in such outputs as those listed in this article?

… it’s good to list the behaviours one requires from people, but surely the days of making such broad statements are past their sell by date? It’s a subtle aspect of the ‘Blame culture’ we claim we want to change isn’t it, and therefore art of the problem.

Don’t we need to focus on the root cause issues behind behaviours, rather than assuming ‘we’ (leaders) and the ’system’ are ‘right’ (out of the context from the individuals perspective) and we can just ignore those people that appear to have a problem, relative to our own frame of reference? How arrogant!

Where we can understand such ‘opposition’ at a deeper level, we can strategically and cognitively plan to create the prevailing conditions that eliminate and eradicate the negative automatic thoughts and subsequent behaviours that ‘we judge’ to be in opposition to ‘change and progress’ … we see this everywhere under the duress of ‘Systems’ and openly accepted best practice …. and the advice is to ‘ignore it’ ! label people as ‘Curmudgeons’ and remove them …. hmmmm ….

Where is the recognition that there is a connection between beliefs in financial management best practice and other ‘best practices’ (Lean, Six Sigma, SSM, TOC etc.) and the personal sub-conscious opposition to change they provoke? Where is the recognition, that the issues related to cognitive dissonance via systemic assumption are often at root cause of organisational dissonance, where is the recognition of the socio-cultural layer formation in any hierarchically controlled systems based organisations, that enables the disconnect from ‘control to action (behaviours)’ to exist.

We must move on and realise there is a direct connection between; Belief – Behaviour – Performance – Profit (BBPP) – Organisational performance starts and stops with the way individuals are being based on their prior experience, current conditions and projected future conditions – to lead change, we must understand the psychological effect of change on people, or we are destined to repeat the same loop we have been going around for the last 40yrs…. Some great concepts in the above, but some big holes too.

Regards
David

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