Psychology of Cultural Change

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Psychology of Cultural Change
David Bovis, Business Consultant, United Kingdom

At a psychological level, regards control issues, the systems we openly accept, drive unconscious opposition to change

For approx. 35 years since TPS was introduced as quality circles, and the plethora of 'Brands' (TQM, JIT, World Class, Lean, Six Sigma, TOC, Operational Excellence etc.) has ensured the market has retained a state of perpetual confusion, the prevailing attitude toward change has been within a frame of context, that has operated within standard and openly accepted systems like Accounting practice and Quality accreditation from standards organisations.

This predominantly 'left-brain' approach (encouraged by millenia of logic in science since Aristotle), has systematically interrogated 'process and procedure' from a root cause and customer derived value perspective, (driven by a need to satisfy accounting measures and metrics) while missing the opportunity, and more fundamentally, failing to recognise' the need' to strike a balance with the Human system, including the philosophical consideration of 'Good' (benefit) as was originally considered in the term Kaizen (Gai Shan).

It is in that regard, PCC has evolved. Following approx 8-10 years implementing 'Lean' around Europe I realised, the approach to tools and techniques delivery was in many ways detrimental to people and in the long term, did have on numerous occasions, a detrimental impact on organisations, with skills loss, outsourcing programs falling over and cost's (unaccounted for in standard accounting systems) rise, where as the reporting mechanisms indicated short term gains.

Following a further 8-10yrs subsequently studying Psychology, philosophy, theology, History (east and west) etc. to understand the 'human system' and interrogating it (root cause analysing the internal process of people), PCC as a system enables executive leadership teams to see how the 'context' in which they aim to apply change programs is, at base, the reason for the lack of successful sustainable corporate and cultural change, and how this unconscious opposition to change is generated in their employees through the stimulation of imprinted fear triggers through the inherent assumptions built into their standard practice - making it an issue of CSR.

I have only just been introduced to this rich resource of professionals and academics, I would value your time, if you could look at our site, and our forum (link top left corner of home page) and comment on the principles we are suggesting the corporate world requires going forwards - with thanks in anticipation - Regards - David

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