Why do people, teams and entire enterprises NOT DO what they all know is the right and best thing they need to do to get an outcome all agree is what they want and need? Why is that and what can we do to help them?
Robert Eichinger, PhD
Personal change has proven to be difficult for many or possibly most. The majority of coaching, counseling, therapy, consulting and mentoring contains various aspects of applying change management techniques to help the client change behaviors, viewpoints, beliefs and other personal characteristics all of which are intended to lead to symptom relief and adjustive behavior. Tracking of change initiatives over time has shown more failure than success for individuals, teams and entire enterprise and countries and even global initiatives for things like climate change and regional peace. Change has been studied for a long time. To the extent known, there are a number of consistent findings that educate the consultant and the therapist. More recently, neuroscience has blossomed. So an additional inquiry has surfaced asking why is it so difficult for the brain to change? Why does it seem that the brain prefers being steady and resistant to change? Why do embedded routines and habituation win over uniqueness and adaptive or adjustive responses and actions? With increased understanding of the workings of the brain, we can be of better service to our clients and patients facilitating personal change. There are now emerging hybrid practices (CBT and Mindfulness) and techniques of existing change management along with newer neuroscience based additions that are showing promise. New practice techniques will be suggested as we all begin to digest brain science and behavior change and integrate it into our bag of skills.
- What is the current state of efforts to change on the part of executives, individuals, teams and entire enterprises?
- Why do people find change so challenging and difficult?
- What can we do to help anyone be more successful when attempting to change?