An excerpt from the book Homo
Imitans by Leandro Herrero:
Confronted with the execution of a strategy
(problem solving, culture building or any other aim), we are
always offered a choice of routes: world I and/or world II. As
we know, traditional management’s default position is world I. In the following chapters, I will address each
of the world II components on their own. Each of them relates
to disciplines in the social and/or network sciences and all of
them contain a fair amount of counter-intuitive principles.
Mastering the combination of these components or disciplines
is the basis for Viral Change™. As the graph on the previous
page summarizes, the art of social infection requires:
(1) Obsessive focus on behaviours
The first discipline is behavioural change
management which is well-anchored in traditional behavioural
sciences. I am still surprised to see how the management world
remains filled with folk psychology and half-baked behavioural
answers, eagerly embraced by people in search of quick fixes.
Invalidated behavioural concepts are widespread and
anybody in ‘management’ or ‘HR’ seems to be a de facto
expert in the matter. I’m advocating for the application of
some standards, like those needed to master accounting or
running a production line.
When it comes to ‘people’, it seems anything
goes. The results are things such as ludicrous incentive schemes
which reward exactly the opposite of what they intend to
promote or extraordinarily complex competence frameworks
that seem copied word-for-word from the latest
management book on the shelves. Chapter 4.1 will explore key concepts
about behaviours in the context of social infection of the
viral change type. As it will be impossible to summarize the whole
discipline of Behavioural Change Management in one chapter,
I will focus on a few key concepts that are crucial or simply
not well understood.
For more visit www.viralchange.com
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