cameron and green making-sense-of-change-management

Individual changeexternal stimuli and the responses to the stimuli. It is more concerned withwhat individuals plan to achieve and how they go about this.Achieving resultsKey questions in achieving results in an organizational context, as shownin Figure 1.5, are:• Self concept and values: what are my core values and how do theydovetail with those of my organization?• Beliefs and attitudes: what are my limiting beliefs and attitudes andwith what do I replace them?• Feelings: what is my most effective state of being to accomplish mygoals and how do I access it?• Behaviour: what specifically do I need to be doing to achieve my goalsand what is my first step?• Results: what specific outcomes do I want and what might get in theway?Self concept & values ➪ Beliefs ➪ Attitudes ➪ Feelings ➪ Behaviour ➪ ResultsFigure 1.5Achieving resultsSetting goalsThe cognitive approach advocates the use of goals. The assumption is thatthe clearer the goal, the greater the likelihood of achievement. Considerthe following case study. Graduates at Yale University in the United Stateswere surveyed over a period of 20 years. Of those surveyed, 3 per centwere worth more than the other 97 per cent put together. There were nocorrelations with parental wealth, gender or ethnicity. The only differencebetween the 3 per cent and the 97 per cent was that the former had clearlyarticulated and written goals, and the latter grouping did not. (This isperhaps just an apocryphal story, as the details of this case study are muchquoted on many ‘positive thinking’ websites but we have been unable totrace the research back to where it should have originated at Yale.)27