the psychology of change by dr ro
TRANSCRIPT
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History lesson http://en.wikipedia.org/wiki/Five_Ws
Hermagoras of Temnos defined 7 "circumstances" as the loci of an issue:
Quis, quid, quando, ubi, cur, quem ad modum, quibus adminiculis.
(Who, what, when, where, why, in what way, by what means)
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Five Ws (Victorinus)
1. Why
2. What
3. Where
4. Who
5. When
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Contents
Can we change?
Can we change others?
Why don’t people ‘just
do it’?
When do people
change?
Steps for effective change
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Can/Do people change?
http://www.livingwaters.com
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If you keep doing
what you've been doing …
Dr A. Rodafinos
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http://www.madezee.com/change-of-life/
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Can I change others?
Dr A. Rodafinos
http://img195.imageshack.us
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Learning
If we can learn, then we can unlearn.
Learning how we learn,
we learn how to unlearn.
Dr A. Rodafinos
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1. Social Learning Theory
(observational learning)
Dr A. Rodafinos
www.smh.com.au
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Modeling
1, 2, 3, CLAP
Actions speak louder…
Do as I say …!
Dr A. Rodafinos
http://thumbs.hypem.com/
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Walk your talk
http://apu.mabul.org/up/apu/2008/01/20/img-zil85920840.jpg
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2. Classical Conditioning
Learn to program your mind!
(else, plenty of people will be happy to do it for you)
nvtech.com
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Classical Conditioning and sexual preferences
http://ecx.images-amazon.com/images/I/51pVdeenNlL._SS120_.jpg
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3. The law of Thorndike
Any behaviour that is immediately and consistently
reinforced, tends to be repeated(and vice versa)
Dr A. Rodafinos
www.rickbates.net
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Whatever we do, we do it to gain pleasure or to
avoid pain.
Dr A. Rodafinos
guides.wikinut.com
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Identify the type of learning
http://www.mocxi.com/moc/index.php?showtopic=111622&mode=linear
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Why don’t people change?
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Reasons not to change
1. We feel insecure with changes & comfortable
2. This is the way we’ve done it…
3. Can’t see the reason
4. Needs effort
5. I tried and failed
6. Performance will drop
7. No one has shown them the steps!
Dr A. Rodafinos
vaughanmerlyn.com
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http://sweetwaterlibraries.com/sclsblogs/readeronthesamepage/index.php/sclsblogs/readeronthesamepage/index.php?paged=2
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They hurt a lot.They are bored.
They discover they can.
avatars.imvu.comastronet.hu inglesecultura.blogspot.com
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If you can find a strong enough why, you can find almost any how.
Dr A. Rodafinos
www.cm-chamusca.pt
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The 81-19 rule
81% is the ‘why’
19% is the ‘how’
Μήπως είδατε κανένα
πώς;
Αν έχεις ένα αρκετά ισχυρό γιατί, θα βρεις το πώς!
Dr A. Rodafinos
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Incentives
Not a matter of Ability but of Motive
Often we can change in a minute.
Dr A. Rodafinos
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WII-FM
= What’s In It For Me
Dr A. Rodafinos
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My Wheel of Life
Career
Social Life
Finances
Love
Mental growth Health – Phys. Condition10
10
10
10
10
10
10 10
FamilySelf-esteem
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My Wheel of Life
Arrod.co.uk
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Stages (Prochaska & DiClemente)
well-fitbodies.com
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http://www.biggerplate.com/mindmaps/hTxF4oir/kotter-s-eight-step-process-for-leading-successful-change
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live-the-solution.com
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Change Techniques
Addressing Concerns: So removing objections.
Boiling the Frog: Incremental changes may well not be noticed.
Burning Bridges: Ensure there is no way back.
Burning Platform: Expose or create a crisis to get things going.
Challenge: Inspire them to achieve remarkable things.
Coaching: Psychological support for executives.
Command: Tell them what to do.
Destabilizing: Shake people of their comfort zone.
Evidence for Change: Cold, hard data to show need for change.
Evidence Stream: Show them time and again that the change is happening.
Education: Learn them to change.
Facilitation: Use a facilitator to guide team meetings.
First Steps: Make it easy to get going.
Golden Handcuffs: Keep key people with delayed rewards.
Institutionalization: Building change into the formal systems and structures.
Involvement: Give them an important role.
Management by Objectives (MBO): Tell people what to do, but not how.
Management Causality Mapping: Helping a team see its own role.
Managing Timescales: Control when things happen.
Open Space: People talking about what interests them.
Rationalization Trap: Get them into action first.
Re-education: Train the people you have in new knowledge/skills.
Restructuring: Redesign the organization to force behaviorchange.
Reward Alignment: Align rewards with desired behaviors.
Rites of Passage: Use formal rituals to confirm change.
Setting Goals: Give them a formal objective.
Shift-and-Sync: Change a bit then pause to restabilize.
Socializing: Build it into the social fabric.
Spill-and-Fill: Incremental movement to a new organization.
Stepwise Change: Breaking things down into smaller packages.
Visioning: Create a motivating view of the future.
Whole-System Planning: Everyone planning together.
These are also available, sorted by Lewin's freeze phases, as:
Unfreezing Techniques to get them going.
Transitioning Techniques to get them to the right place.
Refreezing Techniques to keep them there.
See also
Creating a Positive Culture, Creative methods, Conversion techniques, Objection-handling, Sequential Requests, Getting others to do what they don't have to do
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SEVEN STEPS (Ζ. Ziglar)
1. IDENTIFY YOUR GOALS
2. BENEFITS
3. OBSTACLES
4. NECESSARY SKILLS OR KNOWLEDGE
5. WHO CAN HELP ME
6. ACTION PLAN
7. DEADLINE
coolclips.com
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Common errors
• Too many goals
“smoking, exercise, diet, drinking, sleeping late, …"
Dr A. Rodafinoshttp://www.redticketproductions.com/images/euroguide.jpg
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The end
-Is this it, Lord?
http://www.lindaayers.com/images/microsoft%20teacher%20clip-ED00096A.gif
www.abc.net.au
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$23 US + postage =
… 20E