However, this only shows that it is not easy to do, not impossible. And as early as 1990, some experts put forward the law of behavior change (as shown in the figure below). He's Peter Sanjay.
Peter Shengji said that human behavior change is divided into these steps: on the basis of the original thinking mode, self-cognition, finding problems, updating information, testing effects, finding laws, improving behaviors, forming habits, internalizing ideas and forming consciousness. After this round of twists and turns, this person has "spiraled up" and has changed compared with before, and this change is heartfelt, profound and lasting.
We use an example to observe the real process of behavior change.
Guangzhou Zengcheng Sub-branch of a bank (hereinafter referred to as "Zengcheng Sub-branch") hopes to achieve a big breakthrough in performance in 20 13, and launched an action learning project of "breaking the cocoon into a butterfly and multiplying performance". Before the project started, in 20 12 years, the bank ranked in the middle and lower reaches among more than a dozen tier-one central branches of the head office; At the end of 20 13 after the completion of the project, it won the "triple crown" (retail business first, public affairs first and comprehensive first) in the assessment of the head office. Among them, annual profit increased by 57%, revenue increased by 43%, and total deposits accounted for 20% of Zengcheng's share. The performance of the whole bank has soared in an all-round way, and the personnel have taken on a new look.
In fact, the great change in performance is not the most important, but the mechanism behind this change is more important. Why changes have taken place and how to make changes become the norm again and again are the most important concerns.
The working status of the presidents is one word-busy! Suddenly started an action learning project, except for the initiator, other presidents basically held an indifferent attitude. However, two months later, the top management made a 180 degree turn through their own eyes. ?
President Y, who is in charge of public affairs, said: "My attitude towards action learning can be summarized in five words: doubt, surprise, belief, obedience and respect."
"What is doubt? At first, I didn't know about action learning. I didn't know how to do it. I didn't know if it had any effect. I didn't know if employees would have emotions. I was quite skeptical at the time, and I had no bottom. Surprise, it's a surprise. I was very surprised at the kick-off meeting of action learning. Meetings can produce this effect. I can use this method and follow this process. I've never done it before. I am surprised! Faith means believing. Through these action learning sessions, the logic, methods and effects are all in front of us, which is incredible and I have to believe it. Surrender, action learning has solved the problems that have not been solved before. Really convincing! Respect is respect. The more you learn' water', the deeper you know that there are many theories and methods behind seemingly simple action learning, which makes people admire! "
This is a change in behavior at the top. This change has gone through several links, such as finding problems, testing effects, improving behaviors, internalizing thoughts, etc., which is exactly along Peter Senge's "behavior change cycle". In this process, the leader of the action learning project is the general director. He didn't deliberately change someone, but the top management had a profound behavior change in the face of systematic design and effect.
In Zengcheng Sub-branch, it was still very painful for the project consultant to deal with the middle level at first.
At a briefing before the start of the project, the consultant introduced the concept of action learning, and the scene was silent. The consultant teacher later smiled: "The middle-level at the scene looked at me and almost said,' Where did this onion come from? "Put it on the table without washing or cutting?" "
At the kick-off meeting of the project, the middle managers once again let the consultants and senior managers eat a "soft nail". At the kick-off meeting of hundreds of people, some people came in wearing slippers and shorts, and some people challenged the teacher at the scene: "We have been the president of the branch for so many years, but we have never done action learning. Is it still good? " Now I am old and waiting to retire. What are you doing? "
According to the plan, on the first day of the kick-off meeting, the consultant teacher will talk about how to make the annual work plan, and the middle level will report the annual plan the next day.
The next day, the ugly daughter-in-law saw her in-laws! Executives and consultants are judges under the stage and listen to reports. The first one came on stage, and that plan was completed. In a word, rotten! The second one came on stage, that plan, one word, sucks! The third one came on stage, and the judges opened a bottle of herbal tea! The top is really on pins and needles: "Stop! The team at the back, if you think it's better than the first three, report on the stage. Otherwise don't come up! " As a result, no one came on stage.
"Overthrow and redo all!"
The next day, in the following time, all middle managers rework and make annual plans again. The following week, reschedule and make an annual plan report.
In the second report, the quality of the annual plan has been comprehensively improved.
Then, summarize and report every month, improve circularly, constantly change the outlook, plan to reach the SMART (concrete, quantitative and measurable) standard, face the reality, self-analyze, check the data, reflect on breakthroughs, and innovate countermeasures ... Positive behaviors and positive energy are constantly emerging, and performance is also rising!
This is a behavior change at the middle level. Through repeated training of action learning, the middle-level leadership team has changed from a traditional team to a participatory team (the difference between the two teams is shown in the following table).
Through the performance of the middle level of the previous branch, it is not difficult to find that many middle levels will not make plans. Many people say that they are dismissive of making plans, but they are full of loopholes in practice. Even if a plan is made, it will not be implemented. Action learning is to urge everyone to make plans and use them to promote implementation.
In the "behavior change cycle", the middle-level road is more tortuous. Some people try again in the new environment with their past actions and ideas, and find that this road is blocked, which leads to conflict and reflection, and then realizes an "amazing leap" in thought. The behavior change of middle level comes from the interaction of internal and external factors, which is different from that of high level.
Zengcheng Sub-branch, like other banks, has a large number of employees in grass-roots outlets, with an average age of 38 years. Most of them have worked at the grass-roots level for more than ten years, with great work intensity and few promotion opportunities. How to stimulate everyone's enthusiasm for work? If we can revitalize the grassroots and activate the terminal, the great cause of improving organizational performance will be half completed.
The project team started a special project-Happiness Network.
"In an environment where people spend more time with others than with their families, we want everyone to be happy and full of joy, not serious and boring. Then let's work together, let's participate together, give ideas, and see how to make our outlets happier? "
……
The wisdom of the masses is really the sea of Wang Yang, and everyone has gathered all their strength to make suggestions:
Decorate and beautify the environment, and let the outlets "dress up beautifully";
Use warm and natural customer service skills;
Network team building;
Unique small gifts for outstanding employees, such as movie tickets for Guang Zhouta's Little Man's Waist, a paid vacation for one day and a dozen lottery tickets. ...
In this process, there are exhibitions and appraisals of Happy Outlets to commend outstanding people.
After a month of unannounced visits, customer satisfaction and employee participation have been significantly improved.
The process of behavior change of grass-roots employees is smoother than we expected. In the action learning project, they know themselves, find problems, test the effect, improve their behavior and internalize their thoughts. Their behavior changes are more simple and natural, full of vitality and emotion.
For a long time, many people have a misunderstanding. They think that the old employees of banks are burdened with outdated concepts, backward skills and unwilling to change. The practice of action learning in Zengcheng Sub-branch tells us that old employees are not a burden, but wealth. However, whether it is a burden or a wealth depends on whether the manager has found the password of "open sesame". The key to the behavior change of grass-roots employees is to find their needs and divert their energy. We give them a chance, and they will give us a miracle.
In the above cases, we have seen the behavior changes of cadres and employees at all levels in Zengcheng Sub-branch. When everyone is happy, they will think further: What is the logic behind the change? How to replicate success and continue success? What is the secret of action learning to help Zengcheng Sub-branch realize its performance miracle?
The core secret is that action learning, as an upgraded management model, is a management model that pays equal attention to sensibility and rationality, and its management efficiency greatly exceeds that of ordinary training. It attaches importance to human nature, emphasizes participation, stimulates emotions, and restores PDCA process to a happy experience of fighting for dreams; It found the source of efforts through the boring work of assembly line and achieved a revolutionary breakthrough in the field of modern management.
Of course, it is not enough to have a core concept, but also a systematic design.
The system design of action learning should meet the following two conditions:
For example, action learning meetings can replace weekly management meetings, monthly management meetings and annual strategy meetings, and talk about work in a down-to-earth manner, which is better than traditional meetings! In a year's time, the action learning tutor and the company's business team fought side by side, constantly coaching and solving specific strategic and tactical problems. Practical actions have proved that action learning is reliable!
The simpler the management action, the higher the feasibility. Show your fists and legs. It's no use. The real killer is often a move to defeat the enemy. Managers have limited energy, so there are only one or two cores that can be grasped. If the core deviates, the overall situation will be lost. The process design of action learning must be simple. A typical action learning project process can be designed as follows: Step 1, before the project starts, arrange a one-day in-depth interview and reach an understanding with senior leaders. Of course, in this process, we need to communicate "what is action learning", "what to do", "what to expect to achieve", "what to measure with" and "how to motivate" ... Action learning is management upgrading and organizational change, and leaders need to take the lead in demonstrating. The second step is to hold a two-day and one-night mobilization meeting to fully mobilize the emotions of employees and let all employees go all out to strive for first-class. The kick-off meeting is not only the beginning of work plan, but also the beginning of employees' passion. From this day on, all the staff began to devote themselves to the new management mode. The third step is to learn three-day driving skills and train more internal drivers, so that these internal drivers can become the kindling for the future development of enterprises. The fourth step is to arrange four resumption and counseling sessions (each link will be adjusted according to actual needs). The second round is to sum up, reflect and improve, and "learn war in war". Quote once a month, which can last for half a year or one year. The fifth step is to make up for the lack of ability and carry out special study. This kind of learning is not coping learning, but targeted learning according to the problems exposed in work summary and business counseling. The sixth step is to hold a summary meeting, review the process, show the results, refine the methods, thank the team and sublimate the emotions. Through the above rigorous process, action learning integrates breakthrough ideas into every critical moment of management and directs a drama that all employees dream of. In this drama of Zengcheng Sub-branch, the head of the action learning project is the general director, and the project team is beauty dance, lighting and photography. Employees at all levels perform their duties and define their roles. In the new environment, they accept new information, encounter conflicts, change their thinking, test the effect and improve their behavior. Their growth depends on their own efforts and understanding, and the organization only creates the soil for change, leaving enough space for individuals to play independently.