Ibehave therapy group indeed8/5/2023 ![]() After a few days, realizing there’s no point in trying to get the “forbidden fruit,” they naturally give up. Whenever the monkeys try to climb the steps to reach the bananas, a blast of cold water blocks them. Prahalad’s management fable of four monkeys sitting in a cage staring at a bunch of bananas accessible only by steps hanging from the roof. They don’t wear shoes!” The other said, “Glorious opportunity they don’t have any shoes yet!” Imagine what would have happened if the company had acted only on the first message. A few days later, two telegraphs came back independently. In the early 1900s, inspired by a desire to enter a faraway market, two traveling salesmen were sent as a beachhead into the region. The story of the Manchester Shoe Company, told by Benjamin Zander in his book The Art of Possibility, neatly encapsulates the significance of a positive mind-set. Identify the root causes of behavior that helps or hinders In this article, we take readers through the process to shift mind-sets, with a particular emphasis on why the final stage is so important and so difficult. To achieve such a metamorphosis, leaders must first identify the limiting mind-sets, then reframe them appropriately, and finally make sure that employees don’t revert to earlier forms of behavior. In human systems, they help to achieve the same effect as the transformation of a caterpillar into a butterfly or a tadpole into a frog: when employees become open to new ways of looking at what’s possible for them and their organization, they can never return to a state of not having that broader perspective, just as butterflies and frogs can’t revert to their previous physical forms. Those numbers reflect the power of mind-set shifts. In research we conducted for our recently published book, Beyond Performance 2.0 (John Wiley & Sons, July 2019), we found that executives at exactly zero companies that disregarded an analysis of employee mind-sets during a change program rated the transformation as “extremely successful.” Conversely, executives at companies that took the time and trouble to address mind-sets were four times more likely than those that didn’t to rate their change programs as at least “successful.”Įxecutives at companies that took the time and trouble to address mind-sets were four times more likely than those that didn’t to rate their change programs as at least “successful.” A surefire way to shoot yourself in the foot when you’re leading a large-scale change effort is to ignore what’s on the minds of your employees.
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