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，通常是因为领导力或员工阻力等人为因素。感知清晰方法论(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，找出在员工中灌输持久的态度和行为变化的机会和障碍。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的倡议。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：他们的员工队伍！PCM是一种科学方法，旨在揭示各种社会现实、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，这些因素推动和抑制了员工团结在组织的变革倡议周围。因此，PCM使组织能够设计战略、干预措施或培训课程，以克服和转化员工的阻力，并确实利用人的因素。人们将不同甚至相互矛盾的含义归因于相同的概念或情况-这是任何组织变革项目或变革性培训计划中的关键挑战。类似的咨询服务只提供组织文化的高层次映射，无法在团队层面提供细致入微的细微洞察，也无法表现出可以动员起来持久推动变革的信念。PCM是一种基于定量和定性方法的两阶段方法，允许在组织内的群体层面上科学地衡量人的主体性。在第一阶段，PCM将现有的和员工群体之间共享的关于特定变革计划或培训倡议的各种观点呈现为可见。在第二阶段，PCM使我们能够深入了解每个共同的观点，并揭示积极的潜在心理和情感过程，这些过程导致员工现有的态度和观察到的行为。因此，PCM可以解释为什么一些员工很容易采用一种新的做事方式，而另一些员工则顽固地拒绝，无论改革倡议、干预或培训计划设计得多么好。在此基础上，这种商业冒险可以帮助组织了解瓶颈，通过战略性地激励有利的认知图式(以及消除无益的认知图式)来解决员工的阻力，并设计出规划、沟通和促进变革倡议或变革性培训的方法，将人为因素导致的失败风险降至最低。

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.