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

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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.