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The Human Cost of Control - pt.1.

10/6/2012

1st of a 4 part series of notes looking at the deeper issues surrounding leadership at all levels of society.

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Juergen Boenisch

17/6/2012 09:34:46 am

Thanks for sharing this great article!
It really looks at a different or lower level of the Human Side, possibly the lowest level at all: How to connect the Psycho-Socio-Economic system or what exactly happens when change occurs on the 'neural re-wiring' side of our brains...?

Very interesting and deep thoughts and I am sure this will raise interesting discussions in this and other groups.

When you look at personality profiling tools, such as DISC, humans have a natural and an adapted behaviour. While the natural profile hardly changes over time, the adapted or external profile can change quite substantial, mostly depending on the environment - like companies - people work in. Intellectually, humans are able to adjust to their surroundings, but if the adjustment - the adapted behaviour - is too far apart from the what they really like to be - natural behaviour - it implies stress. The bigger the difference, the larger the stress level.

Coming back to your 'brain level' view of this, I wonder what the true reasons are, that the natural profile hardly changes... ?

Your quote on page 13:
" Conclusion: Prolonged stress inhibits our capacity to adapt efficiently, both physiologically and intellectually. (We are inhibited in fighting disease and forming ʻnew knowledgeʼ, when chronically stressed by systemic judgements of our worth.)
This is the ʻpsychological / neurologicalʼ ʻopposition to changeʼ we see inhibit and undermine ʻOrganisational Change programsʼ. When it comes to ʻChangeʼ involving humans, this is a DELAY waste on a granular / cellular and global scale!
These are a few of the reasons companies fail to engage employees, sustain Change, or affect what we might consider a ʻshiftʼ in the ʻCultureʼ of the company. "

This alone, might/will provide answers to the question, why some people more resistant to change than others.

It also goes supports, that around 75% of all leadership decision turn out to be wrong on the long-run - so why to procrastinate, just decide.. ?!

Correct me if I am wrong, but what I hear between the lines is that the current improvement model, focusing on processes will change. As stated some years ago, I strongly believe that this view will and must change to a 100% people centric view - at least for the Western Countries - to have a chance to compete and survive against the growing Eastern competition.

It is not a question of 'IF' the change to a human centric improvement system will happen, it's just a question of 'WHEN' it will happen.

Again, very refreshing view and thanks for sharing, Dave!
...looking forward to part 4!

Thanks

Juergen

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