1. The Humanistic psychology approach to change Individual change- The underpinning theory Management of Change- Chapter 1 1 Nguyen Ngoc Minh Tri Nguyen Duy Linh Huynh Hanh Nguyen

2. Maslow and the hierarchy of needs Before his death, Rabbi Zusya said, In the coming world, they will not ask me, Why were you not Moses? They will ask me, Why were you not Zusya? Martin Buber,1961, Tales of Hasidim Management of Change- Chapter 1 2 3. Management of Change- Chapter 1 3 Self- actualization needs Self esteem needs Love and belonging needs Safety needs Physiological needs 4. Rogers and the path to personal growth Describe stages through which people travel on their journey towards becoming a person Management of Change- Chapter 1 4 5. Over view The client-centred approach to growth and development provides clues and cues as to how people as change agents might bring about growth and development with individuals within organizations Three crucial conditions for the approach to occur: Genuineness and congruence Unconditional positive regard Empathic understanding There are 7 stages in Roger process of change Management of Change- Chapter 1 5 6. Stage One an unwillingness to communicate about self, only externals no desire for change feelings neither recognized nor owned problems neither recognized nor perceived Management of Change- Chapter 1 6 7. Stage two expressions begin to flow feelings may be shown but not owned problems perceived but seen as external no sense of personal responsibility experience more in terms of the past not the present Management of Change- Chapter 1 7 8. Stage three a little talk about the self, but only as an object expression of feelings, but in the past non-acceptance of feelings; seen as bad, shameful, abnormal recognition of contradictions personal choice seen as ineffective Management of Change- Chapter 1 8 9. Stage Four more intense past feelings occasional expression of current feelings a little acceptance of feelings possible current experiencing some discovery of personal constructs some feelings of self-responsibility in problems close relationships seen as dangerous some small risk-taking Management of Change- Chapter 1 9 10. Stage Five feelings freely expressed in the present surprise and fright at emerging feelings increasing ownership of feelings increasing self-responsibility clear facing up to contradictions and incongruence Management of Change- Chapter 1 10 11. Stage Six previously stuck feelings experienced in the here and now the self seen as less of an object, more of a feeling some physiological loosening some psychological loosening that is, new ways of seeing the world and the self incongruence between experience and awareness reduced Management of Change- Chapter 1 11 12. Stage Seven new feelings experienced and accepted in the present basic trust in the process self becomes confidently felt in the process personal constructs reformulated but much less rigid strong feelings of choice and self-responsibility Management of Change- Chapter 1 12 13. Rogers and the path to personal growth Some key concepts from Rogers work are important when managing change within organizations at an individual level: Creations of facilitating environment, positive regard and empathic understanding, enabling growth and development to occur. Clients surface and work through any negative feelings about the change movement from rigidity to more fluidity move towards accepting a greater degree of self-responsibility Management of Change- Chapter 1 13 14. Gestalt approach to individual and organizational change Management of Change- Chapter 1 14 15. [T]he goal must be to give him the means with which he can solve his present problems and any that may arise tomorrow or next year. The tool is self-support, and this he achieves by dealing with himself and his problems with all the means presently at his command, right now. If he can be truly aware at every instant of himself and his actions on whatever level fantasy, verbal or physical he can see how he is producing his difficulties, he can see what his present difficulties are, and he can help himself to solve them in the present, in the here and now. (Perls, 1976) Management of Change- Chapter 1 15 16. Management of Change- Chapter 1 16 17. get out of your mind and come to your senses Experiencing has as its basis what one is sensing. Sensing determines the nature of awareness (Perls, Hefferline andGoodman, 1951 Management of Change- Chapter 1 17 18. Cycle of experience what we sense: sights, sounds, textures, tastes, smells, kinaesthetic stimulations and so on; what we verbalize and visualize: thinking, planning, remembering, imagining and so on what we feel: happiness, sadness, fearfulness, wonder, anger, pride, empathy, indifference, compassion, anxiety and so on; what we value: inclinations, judgments, conclusions, prejudices and so on; how we interact: participation patterns, communication styles, energy levels, norms and so on. Management of Change- Chapter 1 18 19. Management of Change- Chapter 1 19 20. DESIGN OF ALL 5 SENSES Management of Change- Chapter 1 20 21. Summary of humanistic psychology approach Recent studies such as Daniel Golemans (1998) on emotional intelligence and management competence suggest that what makes for more effective managers is their degree of emotional self-awareness and ability to engage with others on an emotional level. Management of Change- Chapter 1 21 22. MBTI Test Extraversion Introversion Sensing Intuition Thinking Feeling Judging Perceiving INFP or ENFP (my characteristic) Management of Change- Chapter 1 22 23. Oops! This is the end. Thanks for your listening! Management of Change- Chapter 1 23