{"id":30024,"date":"2022-05-30T03:39:46","date_gmt":"2022-05-30T03:39:46","guid":{"rendered":"https:\/\/enterpriseagility.university\/?p=30024"},"modified":"2022-05-30T03:41:54","modified_gmt":"2022-05-30T03:41:54","slug":"newsletter-12-psychological-ownership-organizational-world-talent-and-more","status":"publish","type":"post","link":"https:\/\/enterpriseagility.university\/newsletter-12-psychological-ownership-organizational-world-talent-and-more\/","title":{"rendered":"Newsletter #12: Psychological Ownership, Organizational World Talent, and More!"},"content":{"rendered":"\t\t
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Choose your languahe here:

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Scientific Newsletter #12<\/h4>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Psychological Ownership, Organizational World Talent, and More!<\/h2>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Again this week, I thank you for being here! A few summers ago, I visited a client who was struggling with her digital transformation. He’d spent\u00a0millions of dollars<\/strong>\u00a0creating training plans, customizing his offices, and redesigning his corporate image. It was\u00a0July and they hadn’t even been able to meet the goals they’d set for January.\u00a0<\/p>

For some inexplicable reason, the organization’s resistance to change was enormous.<\/strong><\/p>

Managers were stunned. They suspected it was the profile of the people they were hiring and concluded that the individuals they were hiring were all useless. Managers reviewed the entire\u00a0hiring process<\/strong>\u00a0and made several adjustments. Teams took over applicant interviews, which led to the implementation of a new protocol to determine if applicants matched the desired profile.<\/p>

Still, the change initiative was slow. In an effort to improve the situation, the company decided to hire six people who worked from headquarters. While this didn’t help, it did create a better work environment because the remote employees brought in team members they already knew and worked well with.<\/p>

One day, when I was talking to employees who were responsible for developing a\u00a0key piece\u00a0<\/strong>of an internal software component, I discovered something pretty impressive: The teams in this department were proud of the module they’d introduced years ago, but the change plan was to\u00a0scrap it<\/strong>!<\/p>

In doing so, they were sabotaging, albeit unknowingly, the company’s change plan. In different areas of the company, they’d built dozens of obstacles that hindered the plan.<\/p>

As you can see,\u00a0Psychological Ownership<\/strong>\u00a0can become a problem when people are asked to create solutions they can be proud of, but are forced to discard them after a few months or weeks.\u00a0How would you feel if you were told to give up everything you’ve worked so hard for?<\/strong><\/p>

In agile companies, we work hard to create more value for customers and show greater commitment, but we don’t\u00a0teach people to get rid of their creations\u00a0<\/strong>(physically and psychologically).<\/p>

Any company that demands high engagement and excellence and provides products for markets with exponential change could jeopardize change if it doesn’t know how to handle such situations.<\/strong><\/p>

“In agile companies, we work hard to create more value for customers and show greater commitment, but we don’t teach people to get rid of their creations.”<\/blockquote>
Leading<\/strong>\u00a0Exponential Change, Erich R. B\u00fchler<\/strong>\u00a0<\/blockquote>

The Ownership Culture Survey (OCS) states that\u00a0managers and middle manager<\/strong>s tend to place\u00a0little importance on psychological ownership<\/strong>. As a result, situations and strategies aren’t developed that allow people to break free from their creations. To achieve this, employees must find a systematic and safe way to emotionally connect with the loss – and do so with transparency.<\/p>

According to several scientific papers,\u00a0people value everything that’s already theirs twice as much.\u00a0<\/p>

Anything that’s new should be valued more than twice as much as what’s left behind. It’s hard to let go of a cell phone, a house, a project you’ve worked hard on, or your role in the company.<\/p>

According to several scientific papers,\u00a0people value everything that's already theirs twice as much.\u00a0<\/pre>
One technique is to conduct specific sessions to make the problem visible. You can use games and role-playing to help people discover and develop a plan for letting go with a positive attitude. I like the idea of holding celebrations when a new change plan is implemented or at the product launch stage. Here we explicitly praise what’s left behind and congratulate those who were involved.<\/p>
Can you see any kind of psychological ownership in your organization?<\/strong><\/p>
As you can see, there are many things to consider when starting a change in the company, and many of the answers lie in science. So\u00a0I invite you to take your career to the next level.<\/strong>\u00a0At the end of this newsletter, you’ll learn more about where you can take our science-based Enterprise Agility courses.<\/p>
\u00a0<\/p>
Great Events Coming Tomorrow and Next Week<\/h2>
I want to invite you to three very special events. The first will be given by our Certified Training Partner in Europe\u00a0Irena Pavlovska<\/strong>. She’ll be talking about an important tool for leaders based on organizational psychology and neuroscience.<\/p>
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Click here to join the event!<\/a><\/p>
The second event is in\u00a0Spanish<\/strong>\u00a0and will be held in celebration of Women’s Month. Our female Certified Training Partners in Latin America will talk about leadership and agile transformation from a woman’s perspective.<\/p>
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Click here to join the event!<\/a><\/p>
Last but not least, I’d like to invite you to the\u00a0Organizational World Talent<\/strong>\u00a0event next week, where\u00a0Dr. Sebastian T. Vetter<\/strong>, a specialist in innovation, will talk about his powerful innovation models for companies.<\/p>
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Click here for Tuesday’s 15th March event!<\/a><\/p>
\u00a0<\/h2>
Our Coming Courses from the Enterprise Agility University<\/h2>
I’m pleased to announce that in\u00a0March\u00a0we’ll continue our\u00a0Certified Change Consultant\u00a0and\u00a0Certified Enterprise Agility Leadership Programs\u00a0in various parts of the world. If you’re in a time zone near the Trainer, we invite you to connect with them and give your organizational change career a boost!<\/p>
Irena Pavlovska,<\/a>\u00a0Europe,<\/a>\u00a0Certified EA Leadership (I), March 19th<\/a><\/p>
Irena Pavlovska,<\/strong><\/a>\u00a0Europe,<\/strong><\/a>\u00a0Certified Change Consultant, April 23rd<\/strong><\/a><\/p>
Sandip Rananavare,<\/strong><\/a>\u00a0Asia Pacific,<\/strong><\/a>\u00a0Certified Change Consultant, March 26th<\/strong><\/a><\/p>
Sandip Rananavare,<\/strong><\/a>\u00a0Asia Pacific,<\/strong><\/a>\u00a0Certified EA Leadership (I), March 22nd<\/strong><\/a><\/p>
Rose Restrepo,<\/strong><\/a>\u00a0Colombia,<\/strong><\/a>\u00a0Certified Change Consultant, March 5th\u00a0<\/strong><\/a><\/p>
Greg Pitcher & PK Savy,<\/strong><\/a>\u00a0Asia Pacific,<\/strong><\/a>\u00a0Certified Change Consultant, March 31st<\/strong><\/a><\/p>
From\u00a0Enterprise Agility University<\/strong>, we hope you found our scientific newsletter useful, and we’ll see you next week.<\/p>\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"
Choose your languahe here: Scientific Newsletter #12 Psychological Ownership, Organizational […]<\/p>\n","protected":false},"author":2,"featured_media":30026,"comment_status":"open","ping_status":"open","sticky":false,"template":"redux-templates_full_width","format":"standard","meta":{"pmpro_default_level":0,"footnotes":""},"categories":[1],"tags":[],"jetpack_featured_media_url":"https:\/\/i0.wp.com\/enterpriseagility.university\/wp-content\/uploads\/2022\/05\/12s.jpg?fit=411%2C226&ssl=1","_links":{"self":[{"href":"https:\/\/enterpriseagility.university\/wp-json\/wp\/v2\/posts\/30024"}],"collection":[{"href":"https:\/\/enterpriseagility.university\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/enterpriseagility.university\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/enterpriseagility.university\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/enterpriseagility.university\/wp-json\/wp\/v2\/comments?post=30024"}],"version-history":[{"count":0,"href":"https:\/\/enterpriseagility.university\/wp-json\/wp\/v2\/posts\/30024\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/enterpriseagility.university\/wp-json\/wp\/v2\/media\/30026"}],"wp:attachment":[{"href":"https:\/\/enterpriseagility.university\/wp-json\/wp\/v2\/media?parent=30024"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/enterpriseagility.university\/wp-json\/wp\/v2\/categories?post=30024"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/enterpriseagility.university\/wp-json\/wp\/v2\/tags?post=30024"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}