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Is cognitive dissonance ever good for an individual?

In one way or another, most of us if not all experienced to do something that contradicts what we really believe in. Say, for example, you believe that disposing of trash properly is a mark of a good citizen and concerns for the environment, but, when faced with difficulty in finding a bin and the discomfort of carrying it for a longer period made you decide to throw it somewhere. You may feel a bit of discomfort for not throwing it properly, but, you’re thinking it’s decomposable anyway, so no harm is done to the environment. This an example of cognitive dissonance.  Apparently, cognitive dissonance is an intriguing aspect that is being studied as well in the organizational context. Leaders are challenged to face the implications of cognitive dissonance not only on itself but also on its followers, and for the organization, in general.

Cognitive dissonance is not inherently bad for the organization or for an individual. It can be a tool for growth. According to Dr. Paraskevi Noulas, a clinical assistant professor at NYU Langone Health in New York City, the conflict that arises out of experiencing cognitive dissonance can lead to evaluating what values and beliefs really matter and a deeper understanding of one’s self (as cited in Lawler, 2018). Furthermore, Dr. Alana Curry, a psychiatrist with the Rowe Network in Houston believes that cognitive dissonance will result to better control and will build trust in one’s self and aid in decision-making (as cited in Lawler, 2018).
According to the text “Cultural Intelligence for Leaders” (2012), there are three ways that a leader can do to manage the effects of cultural dissonance within the organization. First and foremost, the leader must learn and identify if someone or itself is experiencing cultural dissonance. By knowing the points of dissonance in the organization, a leader can, at the very least, recognized that there is a problem that could potentially affect the organization’s cohesion and perhaps, devise a strategy to counter its negative effects. Secondly, understanding the severity of dissonance particularly when caused due to larger gaps between beliefs can aid a leader to discover organizational blind spots that can distort assessment on cultural abilities and the effectiveness of measures employed in managing diversity. Lastly, leaders, as they learn from circumstances that leads to cognitive dissonance, may adapt or modify its behavior or catalyzed an organizational-wide change of behavior to avoid falling on the same trap.
In facilitating the change of behavior, both leaders and employees must reflect on the three questions as suggested by Bridges (2004) (as cited in Cultural Intelligence for Leaders, 2012). These questions are:
1.      What is changing?
This is basically making sure and clear about what you want to change really helps in future cultural interactions.
2.      What will actually be different because of the change?
This is about visualizing the possible outcome when the targeted change of behavior takes in effect. Doing this will boost motivation in going through the process of change.
3.      Who’s going to lose what?
This is the process of evaluating how important to you the beliefs that you would want to change and if letting go of these beliefs will serve you well. 
The above three questions will serve as a guide and a tool for employees and even for leaders to be more receptive to changes as it provides a clear and, in a way, a structured, logical chain of thoughts that may allow objective evaluation of the targeted changes.
The leader should identify first the root cause of resistance. Perhaps, there’s a big gap of dissonance that causes employees to struggle in adapting new behavior, hence, explains why changes are being opposed. After knowing the root cause of opposition, the leader should overly communicate the importance of the expected behavioral changes to organizational goals and aid employees in making the transition a lot easier by establishing structured and objective process such as the one Bridges (2004) suggested. In addition, the article “Dealing with resistance to change” (n.d.) suggested the following ways manage resistance to change:
1. Link the change to other issues people care about
2. Show you care and understand concerns
3. Identify members of the team who support the change
4. Establish open conversation
5. Offer resources to aid employees go through the changes
6. Timing
References:
Cultural Intelligence for Leaders. (2012). Saylor Academy. Creative Commons by-nc-sa 3.0.
Dealing with resistance to change. (n.d.). Retrieved from: https://www.insights.com/resources/dealing-with-resistance-to-change/
Lawler, M. (2018). How and Why to Reduce the Cognitive Dissonance You Feel. Retrieved from: https://www.everydayhealth.com/emotional-health/cognitive-dissonance/how-why-reduce-cognitive-dissonance-you-feel/

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