Making Change Happen
There are 7 classic mistakes that corporate values programmes make.
In the late 1980s (wow! was it really that long ago?) I was becoming increasingly curious about both my personal development and my spiritual growth. One day I read the first chapter of the book Psychosynthesis and had an epiphany - here was a path that could help me discover my true spiritual nature and increase my ability to live this in the world.
Many approaches to behaviour change assume that, once someone has identified the changes they need to make, they should be able to make and maintain the changes. This model recognises that successful behaviour change is rather more complex and identifies 9 different change processes - and shows when to use them within a 5-stage change process.
Change is difficult is because we are more or less unaware of most of what determines our thinking, feelings and behaviours - and so we aren't aware of many of the forces acting to prevent us from changing. These out-of-awareness factors, known as covert processes, include hidden agendas, blindspots, organisational politics, the elephant in the room, secret hopes and wishes, tacit assumptions, and unconscious dynamics. Whilst some of these processes are well hidden, others are often in plain sight!
Every stuck pattern has 3 types of causes:
Predisposing causes: which are those factors which predispose us to behave in particular ways, such as our genetics, family upbringing and cultural context.
Precipitating causes: which trigger the pattern in the moment.
Perpetuating causes: which keep the pattern going by creating a reinforcing circle.
One of the reasons why we sometimes struggle to make change happen is that we are trying to create the wrong kind of change! There are 3 major kinds of change, and it's important to understand the differences between them.