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

据《福布斯》报道，70%的组织变革项目以失败告终，通常是由于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，其中包括细致的文化分析，揭示了在员工中形成持久的态度和行为改变的机会和障碍。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计划。大多数组织绘制了他们的战略、系统或流程，但没有绘制出他们最大的资产：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相互冲突的情绪，这些因素推动或抑制了员工围绕组织的变革倡议团结起来。因此，PCM使组织能够制定战略、干预措施或培训课程，克服和改变员工的阻力，并真正利用人的因素。人们对相同的概念或情况赋予不同甚至矛盾的含义——这是任何组织变革项目或变革培训计划中的一个关键挑战。类似的咨询服务只提供组织文化的高层映射，不允许在群体层面上进行细致入微的洞察，也无法揭示可以动员起来实现持久变革的信念。PCM揭示了促进变革的认知和社会中介约束和机会。PCM是一种基于定量和定性方法混合的两阶段方法，它允许在组织内的群体层面上科学地测量人的主体性。在第一阶段，PCM呈现存在的各种观点，并通过-à-vis特定的变更计划或培训计划在员工组之间共享。在第二阶段，PCM使我们能够深入到每个共同的观点，并揭示积极的潜在心理和情感过程，这些过程产生了员工现有的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接受一种新的做事方式，而另一些人则固执地拒绝，而不管变革的主动性、干预或培训计划设计得多么好。在此基础上，这项商业投资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（并消除无益的认知图式）来解决员工之间的阻力，并设计出规划、沟通和促进变革举措或变革培训的方法，从而最大限度地降低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.