Mindset Dynamics: Using the Perception Clarity Methodology (PCM) to shift perceptions

根据福布斯的数据，70%的组织变革项目以失败告终，通常是因为领导或员工抵制等人为因素。感知清晰度方法（PCM）可以通过提供全面的支持包来帮助组织，其中包括细粒度的文化分析，这些分析揭示了在员工中形成持久态度和行为变化的机会和障碍。研究结果使组织能够采取细致入微的方法，从战略上推动员工接受变革性举措。大多数组织绘制了他们的战略，系统或流程，但没有绘制他们最大的资产：他们的劳动力！PCM是一种科学的方法，可以揭示各种社会现实、根深蒂固的知识结构、多重身份、不断变化的心理契约以及矛盾的情绪，这些因素推动和扼杀了员工团结在组织变革倡议周围的努力。因此，PCM使组织能够制定战略、干预措施或培训课程，克服和转变员工的阻力，并真正利用人的因素。人类对同一概念或情况赋予各种甚至相互矛盾的含义-这是任何组织变革项目或变革性培训计划的关键挑战。类似的咨询服务只提供组织文化的高层次映射，不允许在团体层面上进行细致入微的细粒度洞察，并且无法表面化可以动员起来以持久改变的信念。PCM揭示了认知和社会中介的限制和促进变革的机会。PCM是一种基于定量和定性方法的两阶段方法，可以在组织内的群体层面上科学地衡量人类的主观性。在第一阶段，PCM使员工群体对特定的变革计划或培训计划的现有和共享的各种观点变得可见。在第二阶段，PCM使我们能够深入到每个共同的观点，并揭示活跃的潜在心理和情感过程，这些过程导致了员工的现有态度和观察到的行为。因此，PCM可以解释为什么有些员工很容易采用新的做事方式，而另一些员工则顽固地拒绝，无论变革计划、干预或培训计划设计得多么好。在此基础上，这种商业风险可以帮助组织了解瓶颈，通过战略性地激励有益的认知图式（并中和无用的认知图式）来解决员工之间的阻力，并设计方法来规划，沟通和促进变革举措或变革性培训，最大限度地减少因人为因素而导致的失败风险。

According to Forbes, 70% of organisational change projects end in failure, usually because of human factors such as leadership or employee resistance. Perception Clarity Methodology (PCM) can help organisations by providing a comprehensive support package, which involves a granular cultural analysis that surfaces opportunities and barriers to engraining lasting attitudinal and behavioural change among employees. The results enable organisations to take a nuanced approach to strategically propelling employees to embrace transformative initiatives.Most organisations map their strategies, systems, or processes but do not chart their biggest asset: their workforce! PCM is a scientific approach to surfacing the various social realities, entrenched knowledge structures, multiple identities, shifting psychological contracts, and conflicting emotions that propel and stifle employees in rallying around an organisation's change initiative. Thereby, PCM enables organisations to devise strategies, interventions or training courses that overcome and transform employee resistance and indeed capitalise on the human factor.Humans ascribe various and even contradictory meanings to the same concept or situation - a key challenge in any organisational change project or transformative training initiative. Similar consultancy services only provide high-level mappings of organisational cultures, which do not allow for nuanced, granular insights at the level of groups and are unable to surface beliefs that can be mobilised to durably engrain change. PCM surfaces the cognitively and socially mediated constraints and opportunities for facilitating change.PCM is a two-phase methodology that is based on a mix of quantitative and qualitative methods, which allow for scientifically measuring human subjectivity at the level of groups within an organisation. In the first stage, PCM renders visible the various viewpoints that exist and are shared between groups of employees vis-à-vis a particular change programme or training initiative. In the second stage, PCM enables us to drill down into each shared viewpoint and reveal the active underlying mental and emotional processes, which give rise to employees' existing attitudes and observed behaviours. Thereby, PCM can explain why some employees easily adopt a new way of doing things while others stubbornly refuse, irrespective of how well-designed the change initiative, intervention or training programme is. On that basis, this business venture can help organisations to understand bottlenecks, address resistance among employees by strategically motivating conducive cognitive schemata (and neutralising unhelpful ones), and devise approaches to planning, communicating and facilitating change initiatives or transformative training that minimise the risk of failure due to the human factor.