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So here's the ChangingMinds Blog, from site author, David Straker. This is my more personal ramblings, though mostly about changing minds in some shape or form. Please do add your comments via the archive or the right-hand column below.  -- Dave

 


Sunday 03-August-14

Ground rush, buffers, exceptions and weddings

When you jump out of an aeroplane, hopefully wearing a parachute, the ground seems far away. It continues to look this way for some time, which can lull you into a false sense of security because when it starts to get bigger, it gets bigger quickly and you need time to pull the ripcord, for the parachute to open, and for you to decelerate from 100 miles per hour or so down to a gentle walking pace.

The same is true for actions and events.

When Christmas or some other celebration is approaching, there seems plenty of time to get things done, but as many last-minute shoppers know, that last minute is characterized by panic and desperation. There may be several reasons for this, a common one being that your plans do not turn out to be a predictable march from A to B. Traffic is much worse than you expected. The things you were going to buy are out of stock. Other urgent things crop up, demanding your time as well.

Some people do this. They always leave things to the last minute. It's a personality thing as each of us range across a scale of Judging vs. Perceiving. Judgers plan well ahead. Perceivers leave things to the last minute. Yet both may be affected by ground rush as the judger's plans go awry and the perceiver's chaos gets in the way. A helpful method that many project managers use to handle this is to include 'buffer time', or space and resource that is not yet allocated, so if things go perfectly they finish on time and under budget. But usually they do not, and spare time money can be very helpful. Process designers and computer programmers cope by including 'exception handling', where ways to cope with undesirable events are built into the system.

My daughter's experiencing ground rush at the moment as her wedding is just over a month away. Being a smart business consultant, she's been planning and preparing for this for ages (she's a strong Judger) and we were treated to a PowerPoint presentation about it all over breakfast earlier in the year. It's going to be a complicated affair with all kinds of decorations, games, music and so on, with a science-fiction/1920s theme. Her exception handling includes a dynamic couple of bridesmaids who would do pretty much anything to ensure she enjoys her big day. If that doesn't work, it's Dad time.

I've already got my top hat and tails.


Sunday 27-July-14

In search of the perfect phone

I've been looking for a great phone for a number of years, and watching how I look tells much about how my mind gets changed.

A long time ago I bought a Nokia with one of the first touch screens. It had a camera. It played MP3. It was pretty neat. I could drop it and put it back together again and it would still work fine. In fact it's still working, though the old Nokia Symbian operating system means there are no new apps, and those I have are, well, limited. I replaced it recently, but more about that later.

Phones these days are of course more than phones. They are multi-functional tablets too. Tablets have been something of a revolution and have replaced PCs for many, though not for me. As a writer and photographer, I need big screens and a proper keyboard where I can write quickly. Nevertheless, I had an iPad early, and it's still working just fine, though now seems a big heavy when holding for more a few minutes. I got tendon problems in my hand about it, so I got a Google Nexus 7 2013. Much quicker, higher resolution and a better camera. Accessible file system and easy to connect with PC. But it died, taking with it some writing I was doing.

So recently I decided to get an all-in-one device. After much chewing (notice how I was persuaded here), I got a Nokia 1520 phablet. Largely because it has a fabulous 20Mpx camera and a good GPS navigation system built in. Also because my old Nokia worked so well. And because I thought Microsoft, being further behind, would build a good operating system be trying hard and ensuring there are good apps out there. And there are some, though with appalling omissions (no proper Dropbox, for example). There are also vastly annoying missing features (no 'select all') and design flaws (many apps have the 'save' right next to the 'back' button, which closes the app without saving your work or asking you about it). Bafflingly, even the much-vaunted 'Microsoft Office' on the phone has a version of MSWord with hardly any features at all. And as a writer, that's very frustrating.

I've been looking to have my mind changed, to be as happy with a new phone as I was with my old Nokia. But sadly not. I was drawn in by glossy features and glowing reviews. Now I'm stuck for a few years. If I could, I'd put Android on the phone, which suited me far better than the dumbed-down interface that Microsoft seems to think the world needs.

Sigh.


Sunday 20-Jul-14

The Conformance-Consulting Dilemma

There are a number of people and even whole business departments who face a daily dilemma, based in an often unrealized role conflict situation. HR, Quality, Finance, IT and others all fall into this trap, and as a result find they face an uphill path when getting people in the rest of the company to change.

Let's look at it from the viewpoint of an average manager, Jo Soper. Jo has a very busy job to do in creating real value for the company that leads directly to profits. This helps make her feel important and good about herself. Then HR come along and tell her that she's got to fill in various forms to help recruitment, employee surveys, performance management and so on. In other words, they eat into Jo's 'real' job. So Jo looks at HR as something of a nuisance. But Jo is a loyal employee and goes along with this, perhaps grumbling to her colleagues about the waste of time. Then HR next come along, brightly telling Jo that they can help her be a better manager with employee development planning and so on. They even want to be her 'trusted advisor' on employee matters. You might forgive Jo for being rather suspicious about all this. After all, HR are the people who make her do all that form-filling (and nag or threaten her until she does).

The problem is because HR is trying to be both police and friend, regulator and helper. On one hand they say 'Do this' and on the other say 'Let me help'. Jo is left confused. Are HR the bad people who make her do stuff or are they friends who help? Who is in charge? Are HR friend or foe?

Jo may also be a bit crafty. She knows that HR like helping, and that in this mode, they are playing the consultant and she is the client, and that the boot is now on the other foot. So when HR put on the conformance hat, telling her how she must follow company policy, Jo talks back as if they are wearing the consultant hat, and that their demands are actually offers. She has now retained control and can, if she likes, refuse or delay her responses. And Jo is not the only one. The result is that HR are left baffled by lots of managers who seem to be in covert or even open revolt, and even the slightest change seems not to work.

An answer for HR, and any other department who want to both dictate and help, is to pick one role and not try to do both. If you want both, then you must organizationally separate them. HR, then, for example, could be the regulators, defining and policing employee policy. They may be seen as the bad guys, but at least they are keeping everyone on the straight and narrow way. The company could then set up a separate Personnel Development department, whose job is about helping people in their people-based work. The PD person comes along and effectively says 'Yes, I know HR are making you do this stuff. I can help lessen the pain.'

Parents, teachers, police officers and others also face the same dilemma. On the one hand they need to tell, and on the other to sell. A parent may have strict rules about how their child behaves, but then they also want to hug them and coax them onto the right path. Sometimes parents handle the dilemma by splitting the roles, with one as the 'strict parent' and the other as 'nice one'.

When you cannot be both boss and friend, you have to choose where you stand. Effective teachers handle this by being mostly the person in charge. Even when they are helping out, there is no question of the pupil turning around and dictating terms. If this happens (and it does) the result is classroom anarchy. Teachers 'lose' classes by trying to be too friendly and getting too close. There is a lesson here that if you have to both control and help, then you can never let go of the reins. Even when you are being friendly, you cannot be friends. Everyone must know what is optional and what is not.

In fact whatever your roles are, it can be a good idea to look hard at them. Are you on the one hand telling people what they should do and then wanting to help them? Are you having problems in one or both of these where people are not really going along with you? Oh look. You've got the conformance-consulting dilemma.


Sunday 13-July-14

The winkler's dilemma

Imagine you are a part of a town planning team and need to get people out of their houses and into new accommodation, as the area where they are living is being redeveloped. How would you go about this? This job of getting people out of their houses has been called 'winkling' and the band Genesis wrote a particularly scathing song about this many years ago.

Perhaps you would talk up the new location and all the advantages of the new housing. Perhaps you would offer incentives to move. These are typically done. In fact a common scenario is where some people delay and refuse. A dilemma here is that the more they push back, the more desperate you get, and the the more you end up offering to get them to move. In the end, you can still end up with one or two tree-huggers and it has been known for huge developments to be built around one small house.

This dilemma has been faced in China, where an interesting reversal was used. Those who moved first were given the nicest houses and reasonable financial payments. However, the longer you took to agree to move, the less you got, until the last to leave were unceremoniously kicked out of their houses, got the worst new accommodation and received no compensation payments at all.

Yes, you may say, but we're not in China (unless you are, of course) and things are different around here. But that's not the point. Rather than dismiss the Chinese approach, we can find useful ideas there for creating change, perhaps in an organisational situation. The basic principle is to give bigger rewards to those who go first. Early people may have to cope with teething problems (which is one reason others want to leave it to later) and it seems reasonable that they get some advantage for this. The sliding scale of benefit also encourages later people to get on the bus as they look around them and conclude that even late is better than later. Whenever you get on the bus, you will always be competing with the people around you as even the person just in front of you gets more benefits. And as with any laggards, you will probably need a coercive sweep to get the last few on board, but by then they will have little options and less support for dragging their heels.


 

 

For more, see the ChangingMinds Blog! Archive or the Blogs by subject. To comment on any blog, click on the blog either in the archive or in the column to the right.

 

Best wishes,

 

Dave

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