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

The underpinning theoryshe can see the light at the end of the tunnel, or have a sense that there isa future direction.Key learnings here are that everyone to some extent goes through thehighs and lows of the transitions curve, although perhaps in differenttimes and in different ways. It is not only perfectly natural and normalbut actually an essential part of being human.STOP AND THINK!Q 1.8Think of a current or recent change in your organization.• Can you map the progress of the change on to Satir’s orWeinberg’s model?• At what points did the change falter?• At what points did it accelerate?• What factors contributed in each case?THE HUMANISTIC PSYCHOLOGY APPROACHTO CHANGEThe humanistic psychological approach to change combines some of theinsights from the previous three approaches while at the same time developingits own. It emerged as a movement in the United States during the1950s and 1960s. The American Association of Humanistic Psychologydescribes it as ‘concerned with topics having little place in existing theoriesand systems: e.g. love, creativity, self, growth… self-actualization, highervalues, being, becoming, responsibility, meaning… transcendental experience,peak experience, courage and related concepts’.In this section we look at how the humanistic approach differs fromthe behavioural and cognitive approaches, list some of the key assumptionsof this approach, and look at three important models withinhumanistic psychology.Table 1.4 charts some of the similarities and differences between thepsychoanalytic, behavioural, cognitive and humanistic approaches.Although taken from a book more concerned with counselling andpsychotherapy, it illustrates where humanistic psychology stands in relationto the other approaches.40