Elaborating on the Theoretical Framework

Scientists in the past decade have gained a far more accurate view of human nature and behaviour because of the integration of psychology (the study of the human mind and human behaviour). Rock (2006) states that,

Advanced computer analysis has helped researchers to develop an increased body of theory linking the brain’s functioning (the physical organ) with the mind’s activity, (the

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human consciousness that links, how people think, to how people feel and ultimately how people behave). (p. 9)

This body of research is particularly relevant for organisational leaders and management teams as it is clear that human behaviour in the workplace does not always work the way that most leadership and management teams think that they should. Rock (2006) highlights the importance of understanding human behaviour to effect change by making an effort to acknowledge the existence of people’s current behaviour, the need for people to reflect on their current behaviour and being enabled to develop new behaviour through a process of adjusting and revising their own new behaviour, as discussed below and illustrated in Table 2.1. Table 2.1 illustrates the behaviour referred to as ‘principles’ that acknowledges human behaviour in the workplace which serves to elaborate on the theoretical framework of this study.

Rock (2006) highlights seven behaviour ‘principles’ to better understand human behaviours which are relevant at each of the stages of first, second and third orders of change. These are:

• Change is not easy.

• Acknowledge human behaviour. • Acknowledge humanism. • Focused attention is powerful. • Expectations can shape reality. • Attention density can shape identity. • Practice becoming mindful of change.

Change is not easy as some people resist change stubbornly, even when it is in their own best

interest (Rock, 2006). Reynolds and Holwell (2010) suggest that,

It has to do with human memory and its relationship to conscious attention, in that, the working memory – the brain’s ‘holding area’, where perceptions and ideas can first be compared to other information – is frequently engaged when people encounter something new. (p. 52)

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During change, people look at the new and immediately compare it to what they already know and use. These dynamics come into play when people face any new idea or suggestion that is presented to them. People therefore have hardwired habits which are well routinised. Trying to change these habits requires hard work in the form of huge amounts of attention that must be given to try to make a change and acknowledge that people feel uncomfortable about making the necessary changes. It is also necessary to acknowledge that people will do everything possible to avoid making changes (Rock, 2006).

Changing behaviour can be hard, as “the human brain has evolved a particularly strong capacity to detect what neuroscientists call ‘errors’: perceived differences between expectations and reality (what you already know)” (Bransford, 2009, p. 82). Error detection can push people to become emotional and act more impulsively: animal instincts take over. This implies that these change messages grab the person’s attention and can readily overpower all rational thought. It therefore takes a very strong will and process to push such mental activity. The same is true for making changes within an organisation.

Acknowledging human behaviour is vital, as “many existing models for changing people’s

behaviour are drawn from a field called behaviourism that emerged in the 1930’s, led by psychologist Skinner” (Rock, 2006, p. 56). Some behaviourists, like Skinner, Pavlov, Wittgenstein, Watson, Thorndike and Dennet suggested that, if you present the right incentives, the desired change will naturally occur. If change does not occur, the incentives should be changed. It must therefore be acknowledged that people will experience discomfort if one tries to change their behaviour, even with the best of intentions, as the brain sends out a message that something is wrong and the capacity of rational thought is lowered (Lott, 2011). Rock (2006) states that “change increases stress and discomfort levels of individuals, so teams must not underestimate the challenges inherent in implementation of change within themselves, their teams and the organisations they work in” (p. 58).

Acknowledging humanism is important as the humanist approach was seen as an alternative to

behaviourist incentive methods. Listening to people’s problems and attempting to understand them on their own terms allow for more holistic solutions to emerge. In theory, this can work, but it is time-intensive and there is no guarantee that it will work for each person in the organisation.

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The implicit goal of acknowledging humanism is to ‘get everyone on board’ by establishing trust and rapport, and then convincing them of the value of a suggested change (Rock, 2006). “Rather than lecturing and providing solutions, effective Change agent in this study means facilitating professionals to enable them to identify and make their own required changes as suggested by, Fullan (2009). s ask pertinent questions and support people in working out solutions on their own during regular reflective processes” (Hibbert, 2013, p. 821).

Focused attention is powerful. According to Rock (2006), “the brain changes as a function of

where a person puts his/her attention. The power is in the focus. Focused, attention continually reshapes the patterns of the brain” (p. 64). According to Hibbert (2013), “people who practice focused attention everyday literally begin to think differently and in the process develop new ways of thinking and behaving to enable them to achieve his/her desired outcomes” (p. 822). Having focused attention also allows individuals and teams to pay attention to details while also focusing on the big picture or desired outcomes the individual or team wants to achieve. “Focused attention also allows individuals and teams to work within timeframes that are manageable and can be decided before embarking on the task or outcome to be achieved” (Rock, 2006, p. 66).

Expectations can shape reality, as Rock (2006) explains that “people’s expectations and attitudes

play a more central role in their perceptions than was previously understood” (p. 69). This is demonstrated in medical research through the placebo effect as people experience what they expect to experience. People’s expectations, whether conscious or unconscious, can play a large role in perception and has significant implications on their actions (Rock, 2006).

Attention density can shape identity. According to Rock (2006), “for moments of insights to be

useful, they need to be generated from within the individual and not given to people” (p. 72). Firstly, people will experience the adrenaline-like rush from moments of insights only if they go through the process of making the connections themselves. These moments of insights are well known to be a positive and energising experience. This rush of energy may well be central to facilitating change. It helps to fight the natural instinctive force of resisting change and the fear of change and the unknown. Secondly, it is far more effective and efficient to assist people to

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come to their own moments of insight (Rock, 2006). The term attention density is increasingly used to define the amount of attention paid to a particular mental experience over a specific period of time.

The greater the concentration placed on a specific idea or mental experience the higher the attention density. With enough attention density, the individual thoughts and behaviour of the mind can become an intrinsic part of the individual’s thinking, identity and behaviour. (Rock, 2006, p. 74)

The key is getting people to pay sufficient attention to new ideas for and of change. Any behaviour linked to change brought about by leadership teams must be a primary function of their abilities to induce others to focus their attention on a specific idea of change, closely enough, often enough, and for long enough to actually enable effective change to take place and be meaningful and sustainable in their organisations (Archer, 2007; Hibbert, 2013).

Practicing becoming mindful of change, according to Rock (2006), is when people practice new

ways of thinking and doing more regularly and it becomes the norm and they feel confident and more ready to deal with change. Rock (2006) suggests that we need to start by leaving problem behaviours in the past and focusing on identifying and creating new solutions-focused behaviours. Over time, these new behaviours may shape the dominant pathways in our brain and assist us to change more easily.

During a change process, Archer (2007), Hibbert (2013) and Rock (2006) suggest that change can be achieved through regular solution-focused approaches that facilitate self-insight and self- evaluation rather than through advice-giving. In a world with so many distractions, one of the biggest challenges is being able to focus enough attention for long enough on any one idea. Teams could therefore make changes to their practices by regularly reminding themselves and everyone in the organisation about their useful moments of insights and paying them attention that otherwise would not be paid to what is happening during a change process.

All seven behaviour ‘principles’ discussed above contain elements that are based on the premise that “knowledge of how change can occur is powerful” (Rock, 2006, p. 100). It is unfortunate however that due to past entrenched practices (discussed in the review of the literature on

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educational change in Chapter Three), few leadership and management teams are comfortable with making the time to understand the above seven behaviour ‘principles’ to begin to effect change within themselves and the individuals in their organisations.

Table 2.1 below shows how Rock’s (2006) seven behaviour ‘principles’ deepen the theoretical framework of this study.

Table 2.1. Seven behaviour ‘principles’ to deepen the theoretical framework

First order of change Second order of change Third order of change

Mental maps

How we think and behave

Reflexivity

Reflection on how we think and behave

Authoring

Adjusting and revising how we think and behave

Seven human behaviour ‘principles’

Change is not easy

Acknowledge human behaviour Acknowledge humanism

Have focused attention Expectations can shape reality Attention density can shape identity

Practice being mindful of change

These seven human behaviour ‘principles’ deepen the initial theoretical framework. This framework indicates that, when engaging with change processes, it is also necessary to understand the way people think, behave and respond to change. Table 2.1 above indicates an in- depth framework for the three orders of change. Deepening each of the three orders of change is necessary to develop in-depth and sustainable professional and personal development and support of SMTs. The reason being, that there is now more pressure than ever before to improve how SMTs develop new ways of thinking and behaving to better engage, embrace and implement change.