Skip to main content

Is cognitive dissonance ever good for an organization?


According to Bridges (2004), leaders can use the following questions to initiate change in behaviors:
-      What is the goal of the “change”?
-      What is going to be different as a result of change?
-      What will be lost and by whom?

They can help to facilitate the transition to the desired behavior. They can help make the employees more aware of the reasons why they are urged to change behaviors. They improve awareness of the matter and may start a company-wide exchange of ideas. The three questions also provide an opportunity for a fair discussion based on figuring all stakeholders and how each one can benefit from change, and the personal costs associated with change.

The leader can try to use reinforcers and rewards as an incentive. It can also increase behavioral compliance by promoting only those that demonstrate alignment with the target behaviors. One of the functions of leaders is “role model” and they need to demonstrate how to deal with non-compliance towards the desired behaviors so that managers can know how to manage opposition related to changing behaviors.

References
Cultural Intelligence for Leaders. (2012). Saylor Academy. Creative Commons by-nc-sa 3.0.
Bridges, W. (2004). Transitions: Making sense of life’s changes. Da Capo Lifelong Books.

Comments

Post a Comment

Popular posts from this blog

DeBeers - the diamond trading company

PESTEL analysis Political aspect: In 1994 the DeBeers operation was prohibited in the United States territory because of antitrust legislation. These facts complicate the DeBeers operation and shake the whole company. Economic aspect: Although in 1990s DeBeers ruled the whole industry, after several events such as Soviet Union collapse and Alrosa’s appearing, DeBeers lost its control over the market. In addition, Canada’s appearing in the diamond market forced DeBeers to hold back a large portion of its diamonds from the market and purchase much of the excess supply from these producing countries often at inflated prices (McAdams, Reavis, 2008, p.7). Social aspect: In the mid-1990, Angola, Sierra Leone, Liberia and Democratic Republic Congo were outflanked by rebel forces opposed to the government. DeBeers sponsored this military conflict by “blood diamonds” purchasing. Technological aspect: The main threat is the synthetic diamonds grown is the lab-conditions. This tec
Post a Comment
Read more

Example of a Self-Concept Case Study

Cultural Intelligence for Leaders (2012) defined self-concept as “the totality of complex, organized, and dynamic system of learned beliefs, attitudes and opinions that each person holds to be true about his/her personal existence” & the self-concept we hold to be true helps us form a “perception of who we are based on expectations from, and responses to, our social environment; stimulated by internal and external factors that can create intense emotional responses, impacting on our willingness to learn and our choice of action - guiding our behaviors” (p. 127). In the case (WA, 2018) Jack is a 36-year-old leader within a major hospital who prides himself as a professional. In his work, he supports and helps each of his team members. In his personal life, he used to focus on eating healthy and exercising regularly. In the past year, his focus on healthy living declined because of professional responsibilities. As a consequence, his state of health deteriorated to a point that hi
Post a Comment
Read more

What is Acquire, Build, Contemplate, and Do ?

          According to our reading text Cultural Intelligence for Leaders (2012), to acquire knowledge has to do with the cognition and developing the understanding of the different aspects of culture. It is important that we understand and are able to identify the cultural elements and their relations such as the channels of communication and their impact on behaviors and attitudes of the people (Cultural Intelligence for Leaders, 2012).           Metacognition comes to play when we build our strategic thinking that explores the knowledge we acquired in an unfamiliar culture. A person should be able to analyze the data collected in the previous step to detect patterns or causes. Doing this analysis helps us to understand the behaviors and attitudes of people (Cultural Intelligence for Leaders, 2012).           Because of the possibility that we may encounter difficulties while trying to become familiar with our surroundings and any unfamiliar event, we tend to contemplate our mot
Post a Comment
Read more