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Über dieses Buch

An accessible and comprehensive toolkit for change that managers can use to drive and improve the performance of their staff.

Inhaltsverzeichnis

Frontmatter

1. How to Help Change Happen

It is rare to find “behavior change” listed in any job description. It is not even a common phrase used to describe what managers do. But changing people’s behavior is nonetheless something that all managers have to do. And in an increasingly volatile, uncertain, complex, and ambiguous business world, it is something that managers will have to do well if they and their businesses are to succeed.
Nik Kinley, Shlomo Ben-Hur

2. Four Ways to Think about Change

“They just aren’t sweating enough.” That was how the CEO of a South American conglomerate in our global survey described the problem. He felt that his people were not as committed to the business as he expected and that he was the one driving all the stretch targets and innovation.
Nik Kinley, Shlomo Ben-Hur

3. Intrinsic Motivation: The Science of Commitment

So there is a plan. Someone – perhaps with your help or at your request – has identified an issue they need to address or a behavior they need to change. And with your help, they have worked out what they ought to do instead, the new behavior they now need to display. Goals have been set, development plans written, and dates for a review of progress agreed. Now what?
Nik Kinley, Shlomo Ben-Hur

4. Extrinsic Motivation: Using Reward and Punishment

Permeating every society and every culture, every business and every household, there is a fundamental behaviorist idea about behaviors and how to change them: the law of effect. It is the belief that if you reward certain behaviors you will get more of them, and if you punish certain behaviors, you will get less of them. This belief is so basic that it should not sound controversial to you. And if you want proof, just ask any parent or dog owner and they will tell you: when it comes to encouraging behaviors, sweets and treats work.
Nik Kinley, Shlomo Ben-Hur

5. Ability

The second factor in our MAPS model for change is ability. Of all the factors in the model it is probably both the most straightforward and the one you are already most familiar with. In fact, it tends to be dealt with as part of the basic two-step method people use. This is therefore going to be a brief chapter, because – to be honest – there is not that much to say. What there is to say, however, is important. And along the way, we are going to show you some techniques that may be new to you and cover some research that you may not have heard before.
Nik Kinley, Shlomo Ben-Hur

6. Psychological Capital: Believing You Can Succeed

For the past few decades, psychologists have been studying a cluster of personal qualities and characteristics that have become known as psychological capital (see Figure 6.1). They are the inner resources you need to succeed at almost everything, and certainly professionally. They include believing you can succeed (having selfconfidence and optimism) and having the inner strength to see things through (having willpower and resilience). Each of these qualities is an important part of a person’s inner context for change. And each is capable of significantly affecting how likely someone is to succeed in changing their behavior.
Nik Kinley, Shlomo Ben-Hur

7. Psychological Capital: Willpower and Resilience

Whether you call it determination, perseverance, or sheer stubbornness, the inner strength and steel to keep going and not quit is a key component of psychological capital. The psychologist Angela Lee Duckworth calls it something else: grit. Studying what makes the difference between people who achieve their goals and those who do not, Duckworth has discovered that high levels of grit can predict:
Nik Kinley, Shlomo Ben-Hur

8. How to Build, Break, and Change Habits

The external environment in which people are trying to change behavior can include many things, all of which can impact their ability to change. Sometimes, the physical environment, such as office design, can play a role. Other times, factors such as team dynamics, organizational culture, and the support of key colleagues can be factors. Even work–life balance and the state of individuals’ personal relationships outside of work can affect their ability to change behaviors in the workplace. The list of factors is long, because pretty much everything around individuals can affect them.
Nik Kinley, Shlomo Ben-Hur

9. Gamification

You may not know it, you may not have recognized it when it happened to you, but the chances are that you have already experienced gamification. If you have a loyalty card from a retailer, belong to a frequent flyer scheme with an airline, or are a member of LinkedIn, then you will have been on the receiving end of a gamified process.
Nik Kinley, Shlomo Ben-Hur

10. Nudging

One of your authors works in a tall building. OK, so maybe it’s not tall, but it has four flours, and first thing on a Monday morning or at the end of a long hot day, it can certainly feel like a tall building when you climb the stairs. Tiredness can make four floors seem like ten. Your author, though, does not get much exercise during the day, so he makes a conscious effort to walk up those stairs, every day, no matter how tired he feels. And he keeps doing this, despite the fact that every day he watches most of his colleagues making a different choice and taking the elevator instead. Or at least, they used to, because one day he decided to replicate a classic experiment in nudging.
Nik Kinley, Shlomo Ben-Hur

11. Becoming an Architect of Change

OK, so you have read the book. Now what? There are over a 100 tools and techniques in it in total, so where do you start? How are you going to use them? What are you going to do differently because of them? What is actually going to change? Rachel is the head of talent management for a big global pharmaceutical firm. Speaking with her the other day, we asked her how often she thought the company’s talent development programs really worked, how often people really did accelerate their development. “Not often,” came the reply, “and when it does work and people do develop, what makes it work is them. The individual. They find a way to drive their development.”
Nik Kinley, Shlomo Ben-Hur

Backmatter

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