[From Dag Forssell (930828 1720)]
Talking to several managers, Christine and I have found a typical answer
to the question: "What is the biggest frustration in dealing with
people?" The answer is: "People don't make and keep commitments and stay
motivated." We try to address this error signal, and are beginning to
have success in contacting people. The article becomes our follow up to
a phone conversation. The next step is a personal demonstration.
I have gone over the article (v4.1) again in order to make it as
understandable as I can, and make sure it adresses the perceived
error signal.
Here are some modified sections from v4.2.
My next step is to create hard copy.
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ABSTRACT:
Running a company, department or team is more difficult than it needs to
be because we lack a theory of human behavior that actually fits the way
human beings work. This article discusses how control of an organization
depends on psychology, then introduces Perceptual Control Theory. We get
a new perspective on leadership. For instance, managers can learn how to
align the wants of associates with the goals of their organization. This
gives managers the capability to resolve their frustration that
associates fail to commit to their jobs and stay motivated.
INTRODUCTION:
Individual commitment to the job and interaction with others are both
critical at all levels and in all areas of an organization. This is why
management philosophy, management skills and motivation are important
topics. But one management approach has replaced another with such
regularity that each new one is now greeted as a fad, to be suffered by
the rank and file until it too is found wanting and yet another is tried
in its place.
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Bob Clark's script had some discontinuities. I have revised it. Comments?
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A PERSON AS A CONTROL SYSTEM: An introduction to Perceptual Control
Theory.
Contrasting the basic assumption of conventional psychology is the
intuitive recognition wise managers often develop that:
People ARE control systems.
Ask any manager: "What does control mean to you?"
You may get the answer: "Oh, power."
"Fine," you say, "you can't control anything if you don't have the
necessary power." Next you ask: "What is your power for?"
"To make something happen."
"OK, something is what you are working on. What do you mean 'happen?'"
"To change things so I meet my goal."
"How do you know what to do?"
"Oh, I look where things stand now and compare that with the goal. Then
I figure out what needs to be done."
You have described a simple control system. People understand that they
control. (Let's avoid the term feedback, because it is often
misunderstood and misapplied).
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INSIGHT:
Once you accept the concept of people as autonomous living control
systems, with a system of internal understandings and purposes,
controlling their own perceptions, you gain a different outlook:
You see conflict, cooperation, motivation and commitment in terms
of purposes and perceptions.
You recognize internal conflict as a major source of problems.
You see how you can support others and help them resolve their
conflicts by questioning their understanding, purposes and
perceptions, NOT their actions.
You understand that respect means to acknowledge the other person
as an autonomous living control system.
*** You understand that passing judgement, telling people how to act,
offering rewards or punishments and giving too much help are not
compatible with respect.
You learn how a manager can find out what the associate's
(subordinate's, peer's, superior's, prospect's, friend's) goals and
perceptions are and align them with the goals of their organization.
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Is the item above marked *** clear and understandable?
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Best, Dag