THE RESOLUTION OF HUMAN PROBLEMS APPROACH
Parsons and Platt (1973) noted many years ago that the acceptance of evidence and institutionalization of a change is imbedded in the non rational layers of motivation among the people potentially impacted by the change initiative. Their insights seem to still be valid—as portrayed in the work of many contemporary behavioral economists (e.g. Ariely, 2008; Kahneman,2011).Change will not occur simply through the presentation of rational arguments regarding the advantages of this change. People are not the issue—rather it is the need of these people for dependency or autonomy that is the issue. Or it is the intensity of anxiety experienced by these people as they face the challenge of change. There is, in short, a psychological dimension to change to which the Rational approach does not do justice. Rational planning does form part of the equation, but underlying interests, habits, fears and prejudices compose the bulk of the iceberg. We often pretend that the essential aspects of planned change are out in the open, in our plans and public discussions. We know better. And if we seek a strategy for intentional change which will actually work, then we need to get at these hidden sources of resistance. Human Problem-Solving approaches offer some assistance.
The general strategy is familiar enough to most people: the review of evidence and acceptance of change is a process of solving problems. Something is not going right, so we diagnose the problem, set some objectives, find a solution, make a decision, implement it and evaluate its worth. Simple. It really is the Rational approach—but not if the problem is my need to have control, your fear of a change which may endanger your security, or our general distrust of one another. Then, say advocates of Human Problem-Solving strategies, we need skillful interventions. We need someone or some process which can help us confront and reduce these hidden obstacles to change. Intervention may come in the form of leadership training. It may involve building an effective problem-solving team. It may focus on the department or on the relationship of the whole organization to its environment. Some intervention tactics, such as organization development or appreciative inquiry are quite psychological in their focus. Others, such as various survey feedback interventions, are more sociological. But all aim to help us deal with the human resistances to change which we may otherwise avoid.
The Human Relations School of business administration, from Elton Mayo and Chester Barnard in the thirties to Rensis Likert and Chris Argyris in the second half of the 20th Century, to the appreciative inquiry movement and many organizational coaching strategies in the 2lst Century, has used this strategy extensively in efforts to improve the functioning of businesses and industry. In his synthesis of the literature in this field, Havelock identifies five basic tenets of this approach. First, the user world (the, person who is to adopt a new idea or practice) is the only sensible place from which to begin to consider utilization. Second, knowledge utilization must include a diagnostic phase where user need is considered and translated into a problem statement. Third, the role of the outsider is primarily to serve as catalyst, collaborator, or consultant on how to plan change and bring about the solution. Fourth, internal knowledge retrieval and the marshalling of internal resource should be given at least equal emphasis with external retrieval. Finally, self-initiation by the user or client system creates the best motivational climate for lasting change.
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