The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture by Gibbons Paul

Author:Gibbons, Paul [Gibbons, Paul]
Language: eng
Format: azw3, epub, pdf
Publisher: Pearson FT Press
Published: 2015-05-28T16:00:00+00:00

Figure 6.1 Change management and other people-related policies must move toward increased validity and accountability.

Some of the conclusions of this chapter are still hotly debated. My hope is to open up a dialogue that does not currently exist about which widely known ideas about people are true and which are false, and which are helpful in leading people at work, and which are useless (or worse).

Folk Psychology

The first, and most practically robust, source of knowledge about people, and what makes them tick, comes from growing up—on the playground so to speak. We learn about mind and behavior by watching, mimicking, and learning experientially, that is, by trial and error. Reflect for a second on the magic of this—each of us has hundreds of interactions a week with others that pass without a hitch because we understand social cues, nonverbal communication, whom to talk to and how, feelings, rituals (turn-taking, greeting, manners), nuances in language, what motivates people in common situations, and how they will react to what we say and do. These are the myriad and complex rules of the social game. This social intelligence, about which so little is formally understood, is so complex that while computers may win at Chess and Jeopardy, they cannot even approximate social behavior.

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