[QUESTION] Can Cognitive Behavioural Psychology Inspire Bottom-Up Liberation?
I was struck by the idea of the parallel between the psychological ailment of individuals and the issues of traditional enterprises.
Actually I see a parallel in the way we try to solve them.
I believe psychotherapy is a never ending process that ultimately doesn't solve my problems and serves the sole purpose of filling the pockets of the therapist.
Of course I am being blinded by my prejudice, that's the point I want to make!
How is that different from say... the widespread aversion to Organisational Change, Cultural Change, and the like?
Isn't it because to many they appear like expensive, time-consuming therapies with little promise of success?
When in the market for a shrink, I ultimately turned to a Short-term Cognitive Behavioural Psychologist. I quickly bought into their promise.
Instead of going witch-hunting in the depths of our psyche, they believe in a very hands-on approach that tackles our behaviours and thought patterns. They believe that those patterns can work both ways. They can be symptoms of deeper issues, or they can become tools to make those issues go away. They are two-way proxies.
I have experienced Short Term Cognitive Behavioural therapy, as well as what I think is its organisational equivalent (practical changes that modify the behaviours and inter-personal patterns within the company).
I believe the two are similarly approachable, have lower risks, encounters less resistance and have a great impact at the deeper levels we are not so keep to confront directly.
I wonder if a deeper analysis of the recent forms of psychotherapy can yield inspiration for bottom-up Corporate Rebellion?
Be the first rebel to reply.
Haier is a lot, but it is definitely not a normal company. We already spoke about their evolution in strategy, now it's time to focus on the evolution of Haier's organizational model. And especially on how the driving force of that evolution has moved from the CEO to the rest of the organization in order to increase the chances of survival. For Haier, the choice has always been simple; Evolve or Die.
In order to make work more fun, we need to get a few things right. We need to connect like-minded rebels around the world, facilitate knowledge sharing, and challenge one another to radically change the way we work.
Normally, we plan for growth and success—not for depressions, bushfires or the Coronavirus. Yet, about every 5 years (in our experience) there is a significant externality that throws your plans out the window. Over 25 years, examples included the 1997 Asian currency crisis, 9/11, SARS, and the Global Financial Crisis (not to mention tsunamis, or the volcanic ash that cancelled a meeting of our network).