【正文】 CHANGEMANAGEMENTMODULE1SETTINGTHECONTEXTModule1Part1TheChange/LearningProcessHowdoeslearning/changebegin?? Disconfirmation – information thatthings arenotworking,expectationsarenotbeingmetcreates…? Survivalanxietyorguilt.Thefear,shameorguiltassociatedwithnotlearningsomethingnew.Buttheprospectoflearningsomethingnewcreates…? Learninganxiety.Thefeelingsassociatedwithaninabilityorunwillingnesstolearnsomethingnewbecause(1)itrequiresunlearningandtemporaryinpetence,(2)lossofpowerorstatus,(3)lossofgroupmembership,(4)lossofidentity.? Henceresistancetochange.Basicpropositionaboutlearning? Survivalanxietymustbelearninganxiety.? Learningmethod1:Escalatesurvivalanxietyuntilitisgreaterthanlearninganxiety.? Learningmethod2:Reducelearninganxietyuntilitislessthansurvivalanxiety–create“psychologicalsafety”.Howtoreducelearninganxietyandcreate“psychologicalsafety”? Involvethe“changetargets”inallthestepsofthelearningprocess.? Provideavisionofapath.? Provideasafeenvironmentforlearning(practicefield).? Providethetimeandresourcesnecessaryforlearning.? Providefirststepsandadirection.? Workingroups.? Providecoachingandhelp.? Rewardsmallstepsintherightdirection.? Workinasupportiveclimate(normsthatsupporterrorembracing).CHANGEMANAGEMENTINTERVENTIONSAIMTOCREATEPSYCHOLOGICALSAFETYWhatisChangeManagement?? GainingamutualunderstandingofwhatwethinkChangeManagementis…Discussionofthekeyconcepts? Conscious/unconscious? Primary/secondaryprocess? StrategicImprovisation? DialogueModule1Part2TheChangeConsultantWhatisachangeconsultant?? Whatcharacteristicsunderpintherolethatwehavetoperform?? Whatfunctiondoweperforminanisations?? Whatisourstrategicrelevanceinanisations?Thedifferenthelpingroles:1. TheExpert(InformationPower)2. TheDoctor(DiagnosticPower)3. TheProcessConsultant(ProcessPower)Thestrategicgoalsofprocessconsultation1. Providehelp.createasituationwheretheclientwillgethelp.2. Createasituationinwhichinformationwillsurfacethatwillpermitbothconsultantandclienttounderstandbetterwhatmaybegoingon–“diagnosticintervention.”3. Createasituationinwhichtheclientwillatalltimesfeelownershipoftheproblem.Clientandconsultantbeeaninterventionteam.TenPrinciplesofProcessConsultation1.Alwaystrytobehelpful.Obviously if I have no intention of being helpful and working at it, it is unlikely to lead to a helping relationship. In general, I have found in all human relationships that the intention to be helpful is the best guarantee of a relationship that is rewarding and leads to mutual learning.TenPrinciplesofProcessConsultation2.Alwaysstayintouchwiththecurrentreality.I cannot be helpful if I cannot decipher what is going on in me, the situation and in the client.TenPrinciplesofProcessConsultation3.AccessyourignoranceThe only way I can discover my own inner reality is to learn to distinguish what I know, from what I assume I know, from what I truly do not know. It is generally most helpful to work on those areas where I truly do not know. Accessing is the key, and I must make an effort to locate within myself what I really do not know by scanning my own inner database and gaining access to empty partments. If I truly do not know the answer, I am more likely to sound congruent and sincere when I talk about it.TenPrinciplesofProcessConsultation4.Everythingyoudoisanintervention.Just as every intervention reveals diagnostic information, so does every interaction have consequences for both the client and for me. I therefore have to own everything I do and assess the consequences to be sure that they fit my goals of creating a helping relationship.TenPrinciplesofProcessConsultation5.Theclientownstheproblemandthesolution.My job is to create a relationship in which the client can get help. It is not my job to take the client’s problems onto my own shoulders, nor is it my job to offer advice and solutions in a situation that I do not live in myself.TenPrinciplesofProcessConsultation6.Gowiththeflow.In as much as I do not know the client’s reality, I must respect as much as possible the natural flow in that reality and not impose my sense of flow on an unknown situation. Once the relationship reaches a certain level of trust, and once the client and helper have a shared set of insights into what is going on, flow bees itself a shared process.TenPrinciplesofProcessConsultation7.Timingiscrucial.Over and over I have learned that the introduction of my perspective, the asking of a clarifying question, the suggestion of alternatives, or whatever else I want to introduce from my own point of view has to be timed to those moments when the client’s attention is available. The same remark uttered at two different times can have pletely different results.TenPrinciplesofProcessConsultation8.Be constructively opportunistic with confrontiveinterventions.When the client signals a moment of openness, a moment when his or her attention to a new input appears to be available, I find I seize those moments and try to make the most of them. Those moments occur when the client has revealed some data signifying readiness to pay attention to a new point of view.TenPrinciplesofProcessConsultation9.Everythingisasourceofdata。errorsareinevitable–learnfromthem.No matter how well I observe the above principles, I will say and do things that produce unexpected and undesirable reactions in the client. I must learn from them and at all costs avoid defensiveness, shame or guilt. I can never know enough of the client’s reality to avoid errors, but each error produces reactions from which I can learn a great deal about my own and the client’s reality.TenPrinciplesofProcessConsultation10.Whenindoubt,sharetheproblem.Inevitably there will be times in the relationship when I run out of steam, don’t know what to do next, feel frustrated, and in other ways get par