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Big Bird’s Guide to Change Management - Learn your A, B, C, Ds
| Guest post by: Ben Nash |
Article Overview: In the 1950s, psychologist Albert Ellis introduced Rational Therapy in which people were taught the A-B-C-D approach for dealing with uncomfortable situations. The A-B-C-D approach states that when a person is confronted with an adversity A, their beliefs B, will influence the way they respond to that adversity and lead to emotional and behavioral consequences C. If the beliefs B, are rigid, absolute, and unrealistic, the consequences C, will likely be self-defeating and destructive. If the beliefs B, are flexible and constructive, the consequences C, will likely be self-helping and constructive. People can change their lives and their consequences by D, disputing and challenging their beliefs.
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Free Download - Keeping the Change Process Cool By Ben Nash |
Big Bird’s Guide to Change Management - Learn your A, B, C, Ds
In the 1950s, psychologist Albert Ellis introduced Rational Therapy
in which people were taught the A-B-C-D approach for dealing with
uncomfortable situations. The A-B-C-D approach states that when a person
is confronted with an adversity A, their beliefs B, will influence the
way they respond to that adversity and lead to emotional and behavioral
consequences C.
If the beliefs B, are rigid, absolute, and unrealistic, the
consequences C, will likely be self-defeating and destructive. If the
beliefs B, are flexible and constructive, the consequences C, will
likely be self-helping and constructive. People can change their lives
and their consequences by D, disputing and challenging their beliefs.
Ellis and later researchers who developed “Cognitive Therapy” were
working in the field of clinical psychology and did not intend their
work to apply to organizational change – however the simple A-B-C-D
model is also a useful approach to thinking through the people issues
involved in organizational change:
- A – what is the adversity or pain that people are facing in the organization?
- B – are their beliefs about the adversity correct? Have they been given the right information or are they inventing worst case scenarios due to an information vacuum?
- C – Do people think they have the ability to influence their situation in some way? If they feel somewhat empowered to influence things through involvement by management their actions are more likely to lead to positive consequences.
- D – If their beliefs are erroneous are they being challenged by management to dispute their beliefs based on providing them with more accurate information.
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About the Author: Ben Nash RSS for Ben's articles - Visit Ben's website Ben Nash is the editor-in-chief of DailyHRTips.com. He is the founder and chief developer of the blog, providing tech/design support as well as tips and book reviews. Ben has held many interesting jobs in his professional career, including: barista, landscaper, public policy intern, barista (again), professional horse wrangler, ski lift attendant (aka "liftie"), political science teaching assistant, marketing and sales assistant, and an ecommerce/web developer. He also doubles as the Creative Director at Aspen Organization Development Consulting. Ben has interacted with many people, in many different organizations and offers some interesting insight on the human resources game. You can read his blog at http://www.DailyHRTips.com and visit his website at http://www.AspenOD.com. Click here to visit Ben's website   Career Passion and Hard Work Do Something An original Approach to Managing Change Change Management Obama Style When Managing Change Understand The Grief Cycle A Message for Instructional Designers Learning Styles Are Important |
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